“It doesn’t take a hero to order men into battle. It takes a hero to be one of those men who goes into battle.” – General H. Norman Schwarzkopf
Legacy.
It’s what defines us, the truest measure of who we are and what we represent. It separates great leaders from the good, framing the guiding principles that allow us to have influence and impact beyond our tenure with an organization. It is the lasting impression we leave behind, often measured in the success of those who follow in our wake.
In the opening pages to We Were Soldiers Once… and Young, Lieutenant General Hal Moore describes the events surrounding the escalation of the Vietnam War in the summer of 1965, from President Johnson’s decision to raise the stakes of the conflict without consulting Congress to the faltering resolve of Army Chief of Staff General Harold K. Johnson, who intended to resign in protest but instead returned to the Pentagon rather than continue to the White House.
Within those pages, Moore – whose own legacy was secured later that year in the fight to defend Landing Zone X-Ray – recalled “a young Army major” whose “famous hot temper” was born in the sweltering summer heat of the same Central Highlands of South Vietnam where the Battle of the Ia Drang Valley would be fought in a few months’ time: H. Norman Schwarzkopf. That major would one day define his own legacy, leading Coalition forces to a decisive victory in Operation Desert Storm.
It Doesn’t Take a Hero
When Schwarzkopf published his autobiography, It Doesn’t Take a Hero, shortly after I redeployed from the Gulf War, I picked up a copy at the Fort Campbell Post Exchange. Between the dog-eared pages and endless margin notes, I put some serious mileage on that book. When he died in 2012, I was just completing my final deployment. Norman Schwarzkopf bookended two of the most significant moments of my life, my first and last combat tours.
It Doesn’t Take a Hero resonated with me on a level few books could. I was still learning what it meant to be a leader, a journey that would continue for decades. Schwarzkopf was at the twilight of that journey, and his words – his legacy – reflected themes that would come to shape my leadership philosophy.
Leadership and Integrity
Schwarzkopf emphasized the fundamental necessity of leading with honesty, integrity, and a strong moral compass. True leadership involves setting a positive example and earning the trust of those you lead.
Courage and Resilience
From his initial baptism by fire in Vietnam, Schwarzkopf led from the front, demonstrating the personal courage that inspired trust and confidence. But he also understood that life comes with challenges, and that same courage is what underpins the resilience necessary to overcome adversity.
Duty and Service
Of the motivations that fueled Schwarzkopf over the course of his career, an unwavering commitment to selfless service and deep sense duty were central. He lived by words – duty, honor, country – that were instilled in him during his time as a cadet at West Point.
Personal Growth and Reflection
The truest measure of your growth as a leader is your willingness to reflect on your experiences – good and bad – and learn from them. That reflection is never easy, but it is fundamental to evolution as a leader.
Schwarzkopf’s 14 Rules
Shortly after Schwarzkopf’s death, Michael Peck lamented the passing of “The Last Great American General” in a short Forbes article. “Norman Schwarzkopf looked like a general. A 6-foot-3 bear of a man” with a larger-than-life “personality, force of convictions, grit and a focus on getting the job done rather than advancing his career.” He was the kind of no-nonsense commander who “would have looked at our Iraq and Afghanistan strategies and told his bosses, this isn’t going to work.”
“More than that,” Peck wrote, “Schwarzkopf fought like a general, or at least the way Americans want their generals to fight.” He was a take-charge commander who – despite that infamous short temper – exemplified the qualities we seek in our greatest leaders. Qualities he captured himself in his “14 Rules of Leadership.”
1. Think of yourself as a leader.
Leadership is a mindset. You lead people; you manage things.
2. Leadership is rooted in a sense of duty, ethics, and morality.
In times of crisis, people gravitate to character. Have the strength of character to be the leader they need.
3. Leadership must be respected, even though not loved.
It’s more important to be respected than liked. Leadership isn’t a popularity contest.
4. The true rewards of leadership come from leadership itself.
It’s not about the next promotion or tangible reward. Leadership is its own reward; everything else is icing on the cake.
5. No organization will get better until leadership admits that something is broken.
Nothing changes until leadership accepts that change is necessary.
6. The climate must allow people to speak up.
People speaking up isn’t a sign of disrespect, it’s a sign of trust. Extend that trust to them.
7. Leaders establish goals for an organization.
The classic formula for leadership – purpose, direction, motivation – begins with vision. Great leaders forge that aspirational vision and create shared goals with their teams.
8. Leaders set high standards; they don’t accept low standards.
“The standard you walk past is the standard you accept.” It’s that simple.
9. Leaders set high standards and clarify their expectations.
Your people aren’t mind readers. Communicate your expectations in the clear.
10. Recognize and reward success – it is infectious.
Most high performers don’t need a lot of validation, but their efforts need to be acknowledged. A little recognition and appreciation go a long way.
11. Accept a few mistakes.
Failure is a powerful teacher. Give your people the space to make a few mistakes along the way.
12. Don’t tell them how to do the job.
Simply allocate resources, set standards and the results will exceed your expectations. General George S. Patton probably said this best: “Never tell people how to do Tell them what to do and they will surprise you with their ingenuity.”
13. When placed in command, take charge.
When in charge, take charge. Step up with confidence and be decisive when it matters.
14. Do what is right. It is a sign of character.
Consistently setting the example – doing the right thing – is the truest measure of character.
