I’m a bit of a history buff, and I really enjoy reading about times gone by. Naturally, much of what is written about the past focuses on the battles and wars that have been fought. I’m always captivated by stories of military commanders who lead their troops into battle—those who ride at the front, taking as much risk as their soldiers and sharing in the consequences. This stands in stark contrast to what occurred at Gallipoli, where the upper-class British officers, safe in their command posts, considered the ANZACs to be simply cannon fodder and sent them wave after wave onto the beaches and up the cliffs to be slaughtered. It seems to me that this was not only a particularly dark day for British military history but also for leadership in general.
I’ve been reflecting on leadership recently. As many readers will know, I am involved in an emergency service. It is incredibly rewarding to serve the community and help others, but I have to admit, it’s also a lot of fun—sometimes stressful, but always interesting.
Many years ago, when I was doing a leadership course for the organization in question, we discussed power extensively. The context of this conversation was a group of newly promoted leaders, all seeking to do the best job possible. It was explained to us that there are two types of power: positional power, which comes simply from having rank or authority—indicated by some shiny bling on your shoulders—and earned power, which comes from leading by example and gaining respect through your actions.
Interestingly, and perhaps ironically given that our service is in the normally strictly hierarchical emergency field where time is of the essence, it was emphasized that positional power should not be the default. Yes, there are times when we must use it to ensure safety or achieve time-critical outcomes. But generally speaking, we should lean on the softer power—the one borne from our actions.
This concept has stayed with me throughout the different roles I’ve taken on since. Whether it’s shifting boxes in the warehouse in my own business, talking to people on-site during a health and safety visit for an organisation whose board I serve on, or cooking for staff at the traditional Christmas breakfast at another—I always try to be “in their boots,” fully engaged. It’s not my style to stand at the back like a stuffed shirt and expect respect simply because of my title.
I recognise this in other leaders too, particularly one individual whose favourite quote I often reference in my writing. He leads by example, living by the adage, “If you want something done, ask a busy person.” He’s always present at working bees, ready to drop everything at a moment’s notice, and constantly organizing one community group or initiative after another.
In this day and age, when so many leaders seem to have lost their way—as witnessed in the U.S. political scene—it’s important to reflect on what true leadership looks like. Not everyone can hold a formal position of leadership, but everyone can model good leadership behaviours. In my experience, having worked under, alongside, and, yes, above multiple leaders, role modelling is not only a key determinant of whether people will follow you but also a good test of whether the individual is fundamentally a good person.
I’m not sure how those British commanders felt after Gallipoli. Perhaps they genuinely believed they were doing the right thing, or perhaps they thought they were leading by example. However, I truly believe that, deep down, they knew they were no heroes. They didn’t lead; they simply gave orders.
Something to think about.
