[May 13, 2021] As a soldier, I always found that popular leaders possessed many traits we all find attractive; self-confidence, trustworthiness, and steadiness under fire. What many often lacked, however, was a good sense of strategic vision. On the rarest occasion, there will be that one person who has both, which means we have a truly great leader.
A mentor of mine and a professor, while I was in the U.S. Army War College, was willing to discuss with me this seemingly contradictory puzzle. How could it be that popular – loved and respected – leaders might not have the ability to think at the strategic level? At first, I might believe that all leaders are those who are both likable and visionary. I was wrong.
What I found genuinely remarkable was that the vast majority of leaders could not think strategically. My primitive observations as a junior Captain made that clear to me. Selected for company command, I saw my boss – the battalion commander – as a great fellow, popular with the troops, and caring for all. But he was also unable (perhaps unwilling) to think strategically.
The U.S. military trains promising leaders to operate strategically once we reach the rank of Colonel; in fact, they insist upon it. One of the criteria for selection to Flag Officer is showing that you can work at the strategic level. That is why only a few are ever considered. And, many who are selected for Flag rank are surprisingly still incapable of a strategic vision.
Popular leaders are relatively common. Social skills are paramount, and they have an intrinsic ability to understand the make-up, needs, and desires of others. Such traits are acquired only through broad hands-on experience. When integrated with certain inborn personality traits, these leaders are vigorously preferred and chosen for their capabilities. One such person was Bill Clinton, 42nd President of the United States.
Strategic leaders are rare. Thinking strategically must be learned. It is developed after the study of other such leaders, whether military or civilian. The product is a vision that is what makes good organizations move forward. It requires a way of looking at the world that is consciously created, often through mentors and great teachers. An example would be George Patton, U.S. Army General from WWII.
Combining the traits of popularity and strategic thinking seems at best difficult but not impossible. There are many examples if we look back over the past many centuries. Alexander the Great, Genghis Khan, Ulysses S. Grant, and Richard the Lionheart are rare great leaders. Not all of these men were moral, religious men; some were extremely brutal and vicious. Yet, they all had something in common. They were loved by many and possessed the ability to structure a strategic vision and then the will to achieve that vision.
Now, you have my attention, Gen. Satterfield with this observation. I could never put my finger on this “issue” but I think I’ve also seen it. Sometimes the best leaders are those that have a great vision, are able to communicate it, and resource it, but are also a** holes as well.
Great thinking article, Gen. Satterfield. Well done!
Yep, I was thinking that too. I had to re-read the article to make sure I got it all. On a rare occasion, Gen. S. gives us some insight into his experiences that perhaps were never fully explained. That is what happened here and I glad for it. Keep these coming our way.
Of course, Yusaf. You’ve been in Gen. S’s forums for some time now and can see that you get a little better understanding of his articles by reading you, me, and others who like to pull apart the argument or augment it as well.
Ha, Yusaf you got it. I know you do because I’ve written to you before. Insight is what this website is about, and the motivation to do better as a leader.
An interesting list of those who possess both the popular and strategic abilities. Yes, hared to have both.
Hi Gen. Satterfield and thanks for another blog post on an unexpected topic. These observations of yours sure are interesting in the intellectual sense. Thinking back over my work history, I too can see now that my most popular (and liked) bosses didn’t have that great of strategic vision. I wonder why as well.
Maybe these are just two ways of thinking and acting that are not easily worked into our personalities.
“Combining the traits of popularity and strategic thinking seems at best difficult but not impossible. ” I know this is the key to Gen. Satterfield’s article today – and he gives plenty of examples – but I would counter that there are many examples at lower levels than he has given us. What about Hillary Clinton or George Soros. I know those two are evil but still have that ability. Thoughts?
I read a bit of sarcasm in your note, Ronny. Both Hillary and George S. are hated and certainly not universally popular. In fact, most recognize them for what they are; evil incarnate. I wouldn’t trust either of them to watch my dog.
Yes, Ronny is occasionally good at poking the goat to get a response from us.
Ha Ha, ….. yes!
Excellent point, Tom. 👍
THose two are nuts but powerful nuts. A much better example would be Pres. Donald Trump. He embodied all those things we love in a leader and yet he could “see” strategically. Just look at what he accomplished in the Middle East and compare that to Pres. Biden who has been an utter failure.
Yes, Pres Trump!!!!!!!