11/19/2018 13 Leadership Lessons World War I

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13 Leadership Lessons World War I

November 8, 2018 By James Strock

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Sir Frank Dicksee | The Two Crowns (1900)

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The Great War of 1914-18—it became the First World War only in tragic retrospect—was the
seminal event of the 20th century. Its after-effects reverberate in our day.

One might argue that the 20th century actually began with the war in 1914, culminating with the
fall of the Berlin Wall in 1989. If so, then one might characterize World War I as the 75-Year War.

The Great War and its immediate aftermath (including the u pandemic) consumed 37 million
casualties.

As shocking as the absolute number is, consider what it would mean in today’s terms. In 1920 the
population of the earth was approaching two billion; by contrast, today that number has passed
seven billion. By a conservative accounting, that would translate into more than a hundred million
casualties in our time.

At the outset of a new century, it may be useful to re ect upon leadership lessons that the Great
War provides.

Just as the war affected aspects of life far beyond the battle eld, its leadership lessons have
resonance far beyond wartime.

13 Leadership Lessons World War I

1. Leadership Matters. Leadership—of individuals and elites in power—was of great signi cance.
The war did not “just happen.” Barbara Tuchman’s enduring literary history, The Guns of August,
made the case for the war being the result of failed diplomatic arrangements. Once the fuse was
lit, the con agration was inevitable. More recent scholarship, such as The Sleepwalkers, returns
attention to widespread, identi able leadership failures of various political and military gures.

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2. Shared Interests Can be Overwhelmed by Other Considerations. Europe in 1914 stood

astride the world. Globalization of trade and nance reached unprecedented levels. Against this
backdrop, a protracted war between European nations would be manifestly irrational. Norman
Angell’s powerful book, The Great Illusion A Study of the Relation of Military Power to National
Advantage made this case in 1911. Nonetheless, European decision-makers stumbled toward
continental self-immolation.

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Woodrow Wilson | A Tragic Stroke of Fate

3. Health is a Critical Leadership Issue. At the highest levels, where judgment is their foremost
added value, leaders’ health can be decisive. With tragic irony, Woodrow Wilson foresaw that
American presidents would need to become “citizen athletes” to meet their responsibilities.
Wilson’s own failing health and brittle, increasingly volatile temperament were signi cant factors
in his troubled relationships with various stakeholders, from other nations and across
Pennsylvania Avenue. English Prime Minister H.H. Asquith, a man of notable accomplishment and
ability in peacetime, buckled under the combined pressures of long tenure and the war. He was
succeeded by David Lloyd George. LG was exceptionally energetic and effective. Czar Nicholas of
Russia was fragile psychologically, scarcely able to manage affairs. Germany’s Kaiser Wilhelm’s
psychological pro le was troubled. Taken together, the health of these leaders must be seen as of
great signi cance in the unfolding tragedy.

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4. A Century of Managed Peace Yielded No Guarantees for the Future. The Congress of
Vienna, following the Napoleonic Wars, had resulted in relative peace on the European continent
for a century. This accomplishment had habituated many people to assume that con ict could be
kept within bounds, even as various European powers became entangled in a web of alliances.
However, past performance is never a guarantee of future results. It may be that individual
leaders each assumed that the broader “system” would ensure that their own forays into
irresponsibility might be contained. It was not to be.

5. Social Reform Was Blocked by Outdated Institutions. In various nations, it appears that the
capacity to forestall change outweighed the capacity to accommodate evolving experiences and
expectations. By the early years of the new century, many came to see war as a necessary
cathartic for the body politic. This was built on the breathtaking misconception that the clarifying
con ict would be relatively risk-free and of brief duration. These factors were among the reasons
for the initial burst of public support for the war in several nations.

King Edwards Funeral, 1910 [2]

00:00 07:00

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6. Institutions May Be Most Vulnerable at the Moment They Are Generally Accepted As
Inevitable. The stagnation of politics doubtless helped foster the illusion that familiar institutions
were durable. Indeed, the years just prior to the outbreak of war were recalled as a high point of
con dence, at least among the elites. In retrospect, it was more in the nature of an Indian summer,
the last moments of a passing scene.

The Age of Chivalry Was Dead.

7. Failure of Historical Imagination. The intertwined elites of the European powers could not
conceive a world without monarchy, aristocracy, and European primacy. Most could not imagine

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the destruction that could be wrought in a total war, mobilizing the untapped powers of modern
industry and entire populations. In fact, the American Civil War, fty years prior, constituted a
chastening preview of coming destruction.

8. Management Dysfunction Can Consume Legitimacy. The shortcomings of political and

military leadership were experienced on the ground as lethal management failures. The notorious
acceptance of mass casualties prompted widespread mutinies in the French and Russian forces.
The very names of Gallipoli and General Douglas Haig conjure up visions of unimaginable,
unnecessary slaughter, with industrial age weaponry blasting row after row of young bodies into
bloody bits. The butcher’s bill was unfathomable. Con dence in the authorities was swept away.
This would hasten the emergence of anti-colonial movements and strip the legitimacy of military,
social, and political institutions. Many of the young people who had ardently entered service
would be disillusioned, a “lost generation.”

9. War Aims and Consequences Were Poorly Communicated. The Great War was notable for
the development of mass propaganda. However, the capacity to communicate did not necessarily
result in clarity or transparency. For example, the surrender of Germany in November 1918 was
widely misconstrued. Many Germans believed that the Armistice was the result of betrayal by
treasonous domestic forces, rather than dictated by defeat on the battle eld. This opened the
way for Adolf Hitler and other unscrupulous politicians to cast blame on the “November
Criminals” who “stabbed Germany in the back.” Politicians offered righteous war aims–such as
“open covenants, openly arrived at”–and became objects of obloquy as the realties of the resulting
peace became known.

10. The Allies Failed to Summon Magnanimity in Victory. With reason, the retribution wrought
by the victorious Allies in the Versailles Treaty is generally reckoned a contributing cause to the
desire for vengeance sought by many Germans. Hitler would play upon such sentiments. So, too,

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disquiet over them among many in England, France, and the United States may have been a factor
in the fateful unwillingness to confront Nazi Germany in its initial conquests.

11. The Victors Wrongly Projected Their Post-War Views of the Catastrophe. Millions of
people desperately sought meaning from the horror and sacri ce of the Great War. There was a
widespread sentiment in the victorious nations that this must be “the war to end all wars.” A
successor generation of statesmen would believe avoidance of a general European war to be their
highest calling. Where they erred was in presuming that others necessarily took the same lessons.
Hitler, who had served as a soldier in the Great War, saw others’ reluctance to ght as an
opportunity press his revolutionary policies. Horri c innovations, such as the Armenian genocide
of 1915, were viewed by Hitler and his ilk not as cautionary tales, but as blueprints for expanded
wickedness.

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12. The Fog of War is Lethal. Entering a war has been compared to walking into a pitch-black
room—and shutting the door behind. World War I was triggered by violence in the Balkans. The
Armistice did not resolve the issues that prompted the outbreak. So, too, Second World War
began with the Nazi-Soviet invasion of Poland in September 1939. The ostensible allied war aim
of protecting Poland’s sovereignty ended with Russian domination.

The same principles hold for con icts in all settings. War, or its parallels in business and civilian
life, can take on a life of its own. The enveloping “fog” that descends can take the participants far
from any outcome they would have foreseen, much less desired.

First Meeting of League of Nations, 1920.

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13. History Does Not Stand Still. Incumbency is dangerous. People must have action.
Technology, culture, economics, trade, and nance were driving Europe in extraordinary new
directions through nearly a century of peace prior to the fateful summer of 1914. Political and
social structures, re ecting the values and value of earlier times, failed to keep pace. Looking past
wistful renderings such as Downton Abbey, one recognizes the tragic shortcomings of a European
aristocracy that squandered its birthright, bringing ruin to the nations it was theoretically
intended to serve. The tides of history can be ignored for a time–but to do so is to risk being
overwhelmed soon enough.

13 Leadership Lessons World War I

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Filed Under: Change, Current Affairs, Generations, History

Tagged With: Citizenship, Competitive Advantage, Humility, Optimism, Passion, Vision, Who Are You
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James Strock Benjamin Franklin

Morning: "What good shall I do this day?"

Evening: "What good have I done today?"

Charles De Gaulle

"History does not teach fatalism. There are

moments when the will of a handful of free men
breaks through determinism and opens up new
roads. People get the history they deserve."

Theodore Roosevelt

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