Leadership Lessons from WWII and the Cold War
As a parent, I consider my only job to be to raise kind human beings and the next generation of leaders who make the most of every opportunity. I’ve never set out to raise Rhode Scholars.
If required to choose, I would hand back the pieces of paper I have obtained from a lifetime of studying in favour of my lived life experience – it is way more valuable. Therefore, I’ve never been much invested in my children’s academic prowess.
However, this year, two of my boys are in Year 12 and based on their own goals and desires, I was asked to weigh in.
This is how I found myself debating the pros and cons of World War II and the Cold War for a Year 12 History paper. It has been 30+ years since I’ve studied history from this era. I’ve never debated these topics with 17 year olds and their perspective was refreshing and surprising.
Looking back to stories of leadership (good and bad) from the past can provide valuable insights.
Here’s what I learned:
Power Centralisation
When power is centralised in the hands of a few, and decision making without consultation is the norm, it creates a power imbalance that can lead to devastating outcomes. I’m not comparing workplaces to acts of genocide, but you understand what I mean. Whilst you will likely get swift decision making (which can be a good thing), the decision making is often self interested and not for the greater good. Unchecked power creates a climate that is susceptible to abuse of power and can lead to authoritarian cultures steeped in fear where aggression is normalised.
When power is centralised in the hands of a few, and decision making without consultation is the norm, it creates an unhealthy power imbalance.
Ruthlessness and Determination
The relentless pursuit of ideologies, and in the context of war, at the cost of immense human suffering, can be diabolical. In the context of organisations today, the bridge is not so far. Many ruthless leaders can leave a wake of a different kind of human suffering. Ruthlessness in the context of innovation and growth is not in and of itself a bad thing. Determination is a critical mindset. But when these two things are void of moral and ethical considerations, a ruthless pursuit without regard for human welfare (think culture and well-being), then it is destructive, not constructive regardless of the outcomes.
Manipulation
Many historians will argue that it would be hard to achieve the same kind of mass manipulation of people as was the case in the past World order. However, the use of manipulation in the context of workplaces, to control the masses and maintain a grip on power, is leadership behaviour I see often. While manipulation can be a tool for influence, ethical leaders prioritise authenticity, honesty, consultation and transparency in their interactions with their people AND always have an open mind.
Strategic Vision
All moral, ethical issues and devastation aside, Stalin, Hitler, and the like had a clear strategic vision to become superpowers of Global dominance. This is likely why they progressed as far as they did. However, vision and strategy must be pursued with integrity and consideration for the well-being of those affected by a leader's decisions not just internally but externally.
Control of Information
Tightly controlled information, suppressed to maintain authority are key tactics of communist rule. Information control, or as you may often hear “information is power” is never advantageous. Sure there are certain circumstances where confidentiality must prevail, but generally, fostering an environment of openness, telling people ALL that you can as soon as you can, and allowing for diverse viewpoints leads to more informed decision-making and a healthier organisational culture. When people are informed, they are more likely to be engaged.
Legacy of Fear
I’ve worked for CEOs who get off on a climate of fear, the idea that their intellectual superiority makes them special, the pleasure in reminding people that they are stupid, and where any form of challenging or differing opinion equates to an act of treason and is swiftly punished. If we can learn anything from the examples of WWII ‘leadership’ it is that ultimately, authoritarianism will breed resentment and will most certainly ensure you will do anything other than build a high trust, high performing organisation. Many businesses have failed to reach their potential due to the tyranny of CEOs and senior executives who ruled with fear.
The Year 12 history paper was a timely reminder that authoritarianism and abuse of power is a cautionary tale. Leaders must lead with a big-picture mindset, have moral and ethical considerations in the pursuit of performance and profit and must always, and without exception or excuse, have empathy for people, and treat everyone with respect and dignity.
Leadership is a lifelong learning journey. Pick up a history book, do some reflection, and incorporate your insights into your daily practice.
