Lessons of Leadership
from the
Battle of Gettysburg
By John Baniszewski
Why Study History?
“I know of no way of judging of the future
but by the past” – Patrick Henry
“History is a vast early warning system” –
Dr. Norman Cousins
“Fellow citizens, we cannot escape
history” - Abraham Lincoln, Annual
Message to Congress, December 1862
Every Organization Has a History
• Example – NASA, a long and distinguished history since 1959
– ~700 total NASA missions launched
– ~300 unmanned satellites spacecraft launched
– ~150 manned flights, ~300 people in space
– ~50 planetary missions
• Whatever problem exists today, someone in NASA once faced a similar
problem
• The lesson of history is that we should learn from past successes &
failures
• The challenge of history – getting the relevant history into the hands of
those who need it. But how?
– Developing “Lessons Learned” Information Systems
– By networking
– By putting experienced & proven leaders in senior management
positions
– By other methods
The Lessons of History
“Those who do not remember the past are condemned to repeat it” –
Professor of Philosophy George Santayana
Columbia Accident Investigation Board, Report Volume 1, August 2003
–Finding F7.4-10 – “NASA… does not have a constructive program to use past lessons to
educate engineers, managers, astronauts, or safety personnel”.
–Chapter 8.1 - “History is not just a backdrop or a scene-setter. History is cause. History
set the Columbia and Challenger accidents in motion”.
Mission Applauded as Shuttle Returns, Washington Post, July 18, 2006
CAPE CANAVERAL, July 17 -- Announcing its arrival with a pair of sonic booms, the space
shuttle Discovery dropped out of an overcast sky to touch down smoothly at the Kennedy Space
Center on Monday in a triumphant climax to its nearly 13-day trip to the international space
station.
True or False Quiz
• Good leaders are important in an
organization
• All senior managers should be good
leaders
• All senior managers are good leaders
• Only senior managers can be leaders
Famous Quotations Quiz
“What makes a King out of a slave? Courage!
What makes the flag on the mast to wave? Courage!
What makes the elephant charge his tusk, in the misty mist, or the dusky dusk?
What makes the muskrat guard his musk? Courage!
What makes the sphinx the seventh wonder? Courage!
What makes the dawn come up like thunder? Courage!
What makes the Hottentot so hot? What puts the "ape" in apricot?
What have they got that I ain't got? Courage!”
“As for you, my fine friend -- you're a victim of disorganized thinking. You are
under the unfortunate delusion that simply because you run away from danger,
you have no courage. You're confusing courage with wisdom. Back where I
come from, we have men who are called heroes. Once a year, they take their
fortitude out of mothballs and parade it down the main street of the city. And
they have no more courage than you have. But! They have one thing that you
haven't got! A medal!”
The Battle of Gettysburg
• When did it happen?
– July 1 through July 3, 1863
• What was at stake?
– The continued existence of the United States as a nation
– The lives of thousands of people
• Who was involved?
– 160,000 Americans, 68,000 of them in supervisory positions
– Two separate Government Organizations (The Union and
Confederate Armies)
• What was their mission?
– Destroy the other army (win-lose situation for each organization)
• What were they like?
– Almost identical in training, processes, organizational, equipment, and
technology
– 98% of personnel had less than 2 years of job experience
• The difference between success or failure - Leadership
A Time of Rapid Growth – 1843 vs. 1863
1843
1863
Population
19,000,000
33,000,000
Number of
States
25
35
Square Mileage
1,800,000
3,000,000
Size of Army
12,500
1,200,000
A Time of Divided Government
• Compromise of 1850 – Addresses spread of slavery to
lands ceded by Mexico (California and DC Free, New
Mexico & Utah TBD), undoes Missouri Compromise
of 1820
• Fugitive Slave Act of 1850 – Makes it a federal crime
to assist slaves to escape
• Kansas-Nebraska Act of 1854 – Leaves decision of
slavery up to “Popular Sovereignty”
• Caning of Senator Sumner, 1856 – Attacked on floor of
Senate by Rep. Brooks, and clubbed until unconscious
• Dred Scott Decision of 1857 – Makes slavery legal in
all territories
A Time of Political Turbulence - Presidential
Elections, Thousands of Votes Received
Political
Party
1844
1860
Whig
National
Democrat
Northern
Democrat
Southern
Democrat
1,000
1,339
Did not exist
Did not exist
Did not exist
1,383
Did not exist
848
Liberty
Republican
Constitution
62
Did not exist
Did not exist
Did not exist
1,865
593
Leadership and Vision - President Abraham Lincoln
“Every great work, every great accomplishment, has been brought into manifestation through
holding to the vision, and often just before the big achievement, comes apparent failure and
discouragement” - Florence Scovel Shinn
In 1860, he is elected President of a country of 31,000,000 people,
garnering only 39% of the vote. Before he is inaugurated, seven states
proclaim that they are no longer part of the nation he leads. For the
next four years he dedicates his life to preserving the United States of
America as a nation. To accomplish that goal he needs an army, and
for that army to succeed he needs a leader. Five different generals fail
him as leader prior to the Battle of Gettysburg. Five times he gets rid
of that leader and reaches out for another. In late June, 1863, a
Confederate army marches through Pennsylvania, creating panic and
despair. It is very possible that the United States of America will soon
cease to exist. Three days before the greatest battle in American
history, Abraham Lincoln audaciously fires the man who leads his
army. For the first time, Lincoln ignores political considerations and
makes a selection based solely upon the past performance and
experience of that new leader. The man Lincoln chooses wins the most
decisive battle in American history. Within two weeks of this victory,
Lincoln concludes that man has failed him and continues his search.
“Where there is no vision, the people perish” - Proverbs 29:18
The Importance of Knowing Your Team - Confederate General
Robert E. Lee
Letter from Lee to General Hood - "I agree with you in believing that our army
would be invincible if it could be properly organized and officered. But there is
the difficulty - proper commanders - where can they be obtained?"
He leads 70,000 soldiers at the battle of Gettysburg. There
is probably no general in American history more loved or
respected by those he led. For the thirteen months
preceding the Battle of Gettysburg, his leadership skills
brought the Confederacy a string of incredible victories,
despite the overwhelming superiority of the Union Army in
numbers and supplies. He invades the north in hopes of
ending the war. For the first years of the war, he is blessed
with a team of subordinates who serve him brilliantly and
complement each other well. In the battle preceding the
invasion of the North, the death of his most brilliant
subordinate forces him to drastically change his team, to
promote and bring in new people. He tries to lead this new
team in the same manner as his old one. At Gettysburg, that
team fails him.
Confederate Leadership Team – July 1, 1863
Davis
Lee
= New
Longstreet
Hill
Ewell
Stuart
Gettysburg
Campaign Chronology
June 1 – Both armies near
Fredericksburg, VA
June 12 – ANV near
Winchester, VA; AOP near
Manassas, VA
June 16 – ANV enters MD & PA,
AOP near Leesburg, VA
June 25 – ANV near
Chambersburg PA, AOP
crossing Potomac River
June 28 – ANV in
Chambersburg PA &
approaching Harrisburg, PA,
AOP in Frederick, MD
June 29-30, both armies
converging on Gettysburg
ANV – Confederate Army of Northern Virginia
AOP – Union Army of the Potomac
General Joseph Hooker, Commander, Union Army of the
Potomac, January-June, 1863
Substance Over Form – Union General George Meade
Memoirs of Union General Carl Schurtz - "There was nothing in his appearance or his
bearing that might have made the hearts of the soldiers warm up to him, nothing of
pose, nothing stagey about him. His mind was evidently absorbed by a hard
problem. But this simple, cold, serious soldier with his business-like air did inspire
confidence"
He leads 90,000 soldiers at the battle of Gettysburg. The day the battle
starts, he has been in his job for three days. No one is more surprised
than Meade when he is made the leader of this army. The day before
he is promoted, he writes a letter to his wife, telling her that he will
never be chosen to lead this army, for he has no friends in high places
who would push for his promotion. He tells her what a terrible job it
would be, a job doomed to failure and guaranteed to ruin the career of
any person unlucky enough to get it. His predecessor has kept him
completely in the dark as to the plans and situation of the army. Six
days later, he is the first Union Army commander to decisively defeat
Robert E. Lee in a major battle. Less than two weeks after winning the
most famous conflict in American history, he offers to resign.
Union Leadership Team – July 1, 1863
Lincoln
Halleck
Meade
Reynolds
Sedgwick
Sickles
Slocum
Pleasanton
= New
Hancock
Sykes
Howard
Hunt
Putting the “I” in “Team” – Confederate General JEB Stuart
"The way a team plays as a whole determines its success. You may have
the greatest bunch of individual stars in the world, but if they don't play
together, the club won't be worth a dime." -Babe Ruth
He leads 6,600 cavalry soldiers at the battle of Gettysburg. For the
first two years of the war, his boldness and brilliance made him
the most highly regarded cavalryman of the War. His primary
mission is not to fight. It is to scout for the enemy, to tell Robert
E. Lee where the Union Army is located and where it is going.
One week before the battle of Gettysburg, he is tempted to take on
a different mission, and asks permission from General Lee. He
receives a discretionary order telling him he may do so, as long as
he still carries out his primary mission. He believes he can do
both things equally well and embarks on his secondary mission.
He utterly fails to perform his primary role as a scout. The
consequences for the Confederate army are disastrous.
Honesty, Innovation, Experience – Union General John Buford
“No legacy is so rich as honesty” - William Shakespeare, "All's Well that
Ends Well", Act 3 scene 5
“Honesty is the first chapter of the book of wisdom” - Thomas Jefferson
He leads 4,000 cavalry soldiers at the battle of Gettysburg. Unlike his
counterpart JEB Stuart, John Buford does a flawless job of gathering
intelligence. His men pay him a great compliment in the nickname
they give him – they call him “Honest John”. More than anyone, he
is the person who chooses Gettysburg as the battlefield. His choice is
based upon years of hard-won experience and expert analysis. He
chooses wisely. He does not have the resources to fight a battle
alone. Nevertheless, he commits his soldiers to a fight in which he
knows they will be hopelessly outnumbered, hoping his superiors
will come to his aid, not knowing if they will do so. He tells his men
exactly what they must face. The plan he adopts is innovative, risky,
and brilliant. It is extremely difficult to execute, but he does so
perfectly. His skill and courage give the Union Army a critical
advantage during the battle.
Leadership in Civil War Battle
Line of Battle Formation
Front to Front Combat
Right Wheel Maneuver
Flank Attack
Cronyism At Its Worst – Confederate General Alfred Iverson
“All experience teaches that, whenever there is a great national establishment,
employing large numbers of officials, the public must be reconciled to support
many incompetent men; for such is the favoritism and nepotism always prevailing
in the purlieus of these establishments, that some incompetent persons are always
admitted, to the exclusion of many of the worthy” – Herman Melville
He leads 1,380 soldiers at the battle of Gettysburg. Most of the men
he leads believe he got his job because his father was a senator and a
close friend of President Jefferson Davis. His peers do not respect
him. His soldiers hold him in contempt. On the first day of the
battler, he impetuously sends his soldiers leaderless into battle. He
ignores one of the most fundamental principles of military tactics.
At the greatest moment of crisis, he is in a place where he does not
know what is going on. At the time when his organization needs
leadership the most, he is in a place where it is physically
impossible to give it. As a result, 500 of the people he leads are
dead or wounded less than five minutes after they come under fire
from the enemy.
Getting Away With Murder – Union General Daniel Sickles
(Described by George Templeton Strong) - "one of the bigger bubbles in the scum of
the [legal] profession, swollen and windy, and puffed out with fetid gas."
He leads 10,600 soldiers at the battle of Gettysburg. He is a
professional politician, an adulterer, and became nationally
famous when he was tried for killing his wife’s lover while he
served in Congress. On the first day of his military career, he
is made a general. He has no experience as a soldier. He has
no training. He is in a leadership position because of who he
is and whom he knows, not because of what he has done. He
is brave, intelligent, and quick to learn. He has powerful
political friends who help him to advance. He courts the
friendship of the President’s wife. His commanding officer
dislikes him, and the feeling is mutual. On the second day of
the Battle of Gettysburg, Sickles deliberately disobeys orders
and brings chaos to the battle. He makes decisions that an
experienced soldier would not have made, decisions that
make the men he leads extremely vulnerable. He loses
almost half of them in three hours. He later takes credit for
the Union victory at Gettysburg.
Case Study – The Promising Rookie
You are the head of an organization that has grown dramatically during the past two years.
You supervise four branch chiefs. Three have substantial relevant leadership experience and
training, but one does not. That person is Pat.
Pat’s degree is in a field that has nothing to do with your specialty. Pat has only 11 months
total relevant job experience. Pat has been a branch chief for only six weeks. Pat has
connections - a high-ranking executive in your organization was instrumental in getting Pat a
job in your organization in the first place. Five weeks ago, you had to take disciplinary action
against a number of problem employees. Pat’s organization was the only place you could
transfer them. They now make up a third of Pat’s workforce.
Pat is likeable, extremely bright, and highly committed to your organization’s mission. You
are impressed that Pat once turned down a promotion opportunity because Pat felt unready
for a leadership position at that time and wanted to learn the necessary technical skills first.
Pat has been working hard to learn the job, studying books and professional journals after
hours, and taking all of the training that is available. The employees in the organization like
and respect Pat, and the previous leader of the organization thought very highly of Pat.
An emergency situation has come up. You need someone to handle it. It is an extremely
difficult assignment. Failure would be catastrophic for you organization. All of your branch
chiefs are heavily committed. It would be easiest to give the job to Pat, but your other three
branch chiefs could take the assignment if absolutely necessary. Pat has never been the
leader for this kind of project. You have to make a decision immediately. Due to other
priorities, no one could help Pat during the project.
Do you give the job to Pat? Why?
Case Study – The Promising Rookie
“Pat” – Colonel Joshua Lawrence Chamberlain
Qualifications - Age 35; Bachelor Degree in Classical Studies;
Professor of Rhetoric at Bowdoin College; 11 months military
experience, 7 weeks as leader of current organization
His organization - 396 men, of whom 120 were arrested for
mutiny prior to being transferred to his unit 6 weeks ago
Personal Information – Modest, self-motivated, dedicated to
mission, highly intelligent, committed to self improvement,
respected by subordinates
“Pat’s” Boss – Colonel Strong Vincent
What he needs – A leader to defend the most critical and
vulnerable point on the battlefield
His concern about “Pat” – Lack of overall experience, first
time serving in his current capacity as leader, lack of combat
leadership experience, the 120 mutineers in his organization
Youth, Inexperience, and Brilliance - Union Colonel Joshua
Lawrence Chamberlain
“Great ability develops and reveals itself increasingly with every new
assignment.“ - Baltasar Gracian, The Oracle
"Ability will never catch up with the demand for it.“ - Malcolm Stevenson
Forbes
He leads 396 soldiers at the battle of Gettysburg. He is a college
professor. His idealism led him to join the army. The day he
volunteers, to his surprise, he is offered leadership of 1,000 men.
The job he is offered is prestigious and well-paying. There are few
people in his situation who would turn it down. However, he
insists that the job be given to someone with military experience,
and offers to become that person’s deputy. He works hard to
overcome his lack of knowledge and experience. He studies
military textbooks and manuals late into the night. Three days
after he is promoted to leadership of his organization, 120 men
are transferred to him. These men had been placed under arrest
for mutiny. On July 2, 1863, he needs them desperately, for he is
thrust into a critical situation in which the fate of the battle may
hang upon the performance of those men. He, and those that he
leads, perform magnificently.
Crunch Time
You are part of a corporation that has fallen on hard times in recent years. Your
competition is dominating the market, and stockholders are abandoning your
company in droves. You are one of many branch chiefs. Your work unit has been
working evenings and most weekends for months. Many of the people in your branch
have left the company in recent months, and they have not been replaced. Those who
have stayed are getting burned out. You know that the pressures of the job are getting
to them. There are a couple of folks who are having health problems that may be
stress-related. You also know that there are a couple of people who are having some
marital problems, and you suspect the long hours of mandatory overtime are a factor.
You have a good rapport with your people. They have a lot of respect for you, and
they realize that the pressure is coming from outside of your work unit. You have
shared the burden with them. You’ve put in the same long hours they have. You have
a personal understanding of the strain they are undergoing. You’ve tried to get
management to ease off, but the pressures within the company are so great, they keep
asking you to do more and more with less and less.
It is Wednesday. A three-day weekend is approaching. Monday is a holiday. Many of
your people have made definite plans to spend time with family or go on a short
vacation. You just received an email from your boss. Another crisis has come up.
Your boss says it is crucial that the crisis be resolved quickly, and he has assigned it
to you and your work unit. Your boss says that if the deadlines are not met, it will
mean another huge financial setback for the company. You know and respect your
boss. You know he is telling the truth. The email says that everyone is to work
evenings, as well as all three days of the weekend. Your boss says he needs to see
the finished product on his desk first thing Tuesday morning. What do you tell your
work unit?
Case Study – Crunch Time
You – Colonel William Colville
Profession - Newspaper publisher
First person from state of Minnesota to volunteer
for the Union army
Leader of the First Minnesota Regiment. There are
262 soldiers remaining out of the 1,000 who
enlisted at the start of the war.
Your situation – You are to lead you unit to a rapid
concentration of the Union Army at Gettysburg.
Each of your soldiers caries 40 pounds of weapons
and equipment. For three days, you have been
ordered to march 20 miles per day
Caring for Those You Lead – Union Colonel William Colvill
“Really big people are, above everything else, courteous, considerate and
generous -- not just to some people in some circumstances -- but to
everyone all the time” - Thomas J. Watson, Sr.
He leads 262 soldiers at the battle of Gettysburg. Before
the war he is a lawyer and newspaper publisher. He is the
first person from Minnesota to volunteer for the Union Army.
He cares intensely for his soldiers. A few days before the
battle, he is arrested because he puts their welfare ahead
of compliance with his orders. He disobeys direct orders
because he knows that if he does what he is directed, it will
bring physical harm to his men. During the battle, his
superiors realize they need his leadership and release him
from arrest. They call upon him at a moment of crisis and
make extraordinary demands of him and his soldiers. He is
told to lead his 262 men in an attack against 1,400 of the
enemy. Because they respect him, those 262 men do as
he tells them. In 15 minutes, only 47 of them are left. They
accomplish their critical mission.
The Courage To Do What’s Right – Union General George Sears
Greene
“The wise man does not grow old, but ripens”- Victor Hugo
He leads 1,400 soldiers at the battle of Gettysburg. At 62,
he is the oldest soldier at Gettysburg, but has lost none of
his vigor. He is tough on his men, demands the best from
them, and forces them to learn what they need to know to
become soldiers. At first they resent him, but by the time
of the battle they respect and love him. In 1863, some
generals considered it cowardly to fight from behind
fortifications. General Greene knows that his soldiers are
citizen-volunteers, not professionals, and believes they will
fight better if protected by walls of felled logs. His
immediate superior disapproves of this decision, but
Greene sticks with his convictions. Late on the second
day, his theory is severely tested. He is attacked in the
evening on the second day of the battle. His soldiers are
outnumbered five to one. Had he deferred to his superior,
the Union army would have experienced disaster.
Case Study – The Technical Expert
You are a Program Manager. You have three subordinate Project Managers. Two of them are
managing projects for the first time. Their current projects are having lots of problems. The
third Project Manager is Chris. Chris has successfully managed five projects for you in the past.
Chris has a relevant degree from a respected institution. Chris is a proven technical expert, very
deliberate, a person who believes in thorough preparation and careful analysis. Chris has many
years of practical experience. You consider Chris to be your second-in-command. Chris has
clearly outperformed all current peers.
Your Program is at a critical point. You have a special project you need done. It entails
significant risk and failure could be disastrous. However, if it succeeds, it will be a huge
breakthrough for your organization. This opportunity may never come again.
You have had little time for a detailed analysis, but you have come up with a plan that you think
will work. Without hesitation, you decide to put Chris in charge. You tell Chris what you want
achieved, give Chris what you think is an adequate budget, and give Chris a free hand
concerning how to do execute the project.
To your surprise, Chris tells you the project cannot succeed. Chris says the resources are
clearly inadequate, and schedule factors preclude you from finding more resources. Chris
suggests that one of the other Project Managers be given the assignment. You are getting
annoyed. This is the third time in three days that Chris has disagreed with your decision and
openly questioned your judgment.
Chris clearly seems like the best candidate for the job. Because of schedule constraints, you
have to make an immediate decision. Should you go ahead with the project? If so, do you leave
Chris in charge? What do you do?
Case Study – The Technical Expert
“Chris” – General James Longstreet
Qualifications - Age 42; West Point graduate; 25 years military
experience, 14 months as leader of current organization (most
senior leader in army), second in command of entire army
Personal Information – Highly skilled, very deliberate, believes
in thorough preparation and careful analysis, conservative
Past Performance – Most successful active general in Army,
solid record of past success
“Chris’s” Boss – General Robert E. Lee
What he needs – A leader to achieve a breakthrough that
could win the battle and the war
His concern about “Chris” – His open disagreement with
directions (three times in three days), his stated belief that the
effort will fail
A Leader Must Also Follow – Confederate Lieutenant
General James Longstreet
Longstreet to Colonel Alexander – “I do not want to make this charge. I
do not see how it can succeed. I would not make it now but that General
Lee has ordered it and is expecting it”.
He leads 22,800 soldiers at the battle of Gettysburg. He is the most
senior and most trusted of Lee’s subordinates. No leader at
Gettysburg will suffer greater torment. Twice during the battle he
argues unsuccessfully with General Lee over crucial decisions.
Twice Lee gives him responsibility for carrying out the decisions that
Longstreet opposed. On the third day of the battle, Longstreet is
directed to accomplish a task which he deems impossible. He argues
against this direction, citing his own knowledge, his personal
experience, and his analysis of the situation. He knows that the
resources he is given are inadequate to accomplish the mission. He
loses his argument. That day, he sends 13,000 soldiers to make an
attack that he knows will fail, an attack that he knows will result in
thousands of their deaths. His prediction proves correct. Many
blame him for the disaster.
Case Study – It’s Your Buck
You work for the Par Excellence Launch Vehicle (PELV) Corporation, owned by “Buzz” Wright,
a legend in the LV industry. Buzz has taken the company to new heights, winning contracts away from
entrenched incumbents. PELV is ready to test launch a new LV, which is being considered by the
Champion Satellite Industries (CSI) in their proposal for a multi- billion dollar contract, which is due
tomorrow. PELV is deep in debt and desperately needs this business. CSI has two proposals ready to go,
one using your LV, the other your competitor’s. You are the Deputy Chief for Atmospheric Monitoring. Your
department assesses weather conditions before launch. You are 28 years old, a “Rising Star”, because of
your ability to make accurate atmospheric assessments. You have a string of promotions that people
envy.
“Buzz” and the CEO had a big disagreement today over the decision to launch. The CEO said
the design had flaws and would not withstand the launch loads it would encounter today. The CEO is a
technical expert who personally led the development of five successful LV’s. “Buzz” disagreed and ordered
the CEO to launch today. The CEO is your boss’s boss. The CEO likes you, and personally placed you,
and not your boss, in charge today. All morning you have been monitoring conditions. At dawn, there was
severe high-altitude shear that made launch conditions hazardous. You forecasted the shear would abate
to near zero by launch. As liftoff approaches, you are anxious. One of your sensors is malfunctioning, and
ability to measure high-altitude shear is severely degraded. A half hour before launch, the CEO sends a
message which says “If atmospheric conditions are unfavorable, direct the Launch Director to postpone
the launch”. Until now, because the legendary “Buzz” Wright said it was safe to launch, you had no
concerns about mission success. Now you realize the CEO is having you to make the “Go-No Go”
decision. You re-examine your sensor data. There are indicators that shear may be stronger than you can
reliably measure.
You send your CEO a reply saying “My sensors are degraded, and I can only assess shear
levels using optical monitors, which do not give adequate measurements”. You get a reply from the CEO
stating “If conditions are unsafe, order the Launch Director to cancel”. Clearly, the CEO expects you to
make the decision. A strong line of thunderstorms is approaching, and will arrive in two hours. Ten
minutes remain in the countdown. The launch window is only 30 minutes. All systems are ready for
launch. What do you do?
Case Study – It’s Your Buck
“The CEO” – General James Longstreet
Qualifications - Age 42; West Point graduate; 25 years military experience, 14 months
as leader of current organization (most senior leader in army), second in command of
entire army
Personal Information – Highly skilled, very deliberate, believes in thorough
preparation and careful analysis, conservative. Most successful active general in
Army, solid record of past success
The Owner, “Buzz” Wright – General Robert E. Lee
What he needs – A leader to achieve a breakthrough that could win the battle and the
war
Deputy Chief for Atmospheric Monitoring – Porter Alexander
Qualifications - Age 28; West Point graduate (3rd in class) ; 5 years
military experience, made “acting chief of artillery” on July 3, 1863
Personal Information - Gifted engineer and artillerist, developed the
"wigwag" communications system, received rapid promotions due to
performance in battle.
Case Study – The One Who Didn’t Get the Job
Your organization has many ongoing projects. You and Terry are both successful and
experienced Project Managers. Not long ago, your boss created a new position - a Program
Manager who will ensure that all ongoing projects work together effectively. You were selected for
the job, Terry wasn’t. Terry now works for you.
During your time with the organization, you managed four major projects. The first one was a big
success. The second one succeeded but was a near-disaster. The third was a huge success, but
had major cost and schedule growth. Your fourth project was given to you because it was in big
trouble, and you quickly turned it around and made it succeed. You give a huge amount of credit
to the person who was your deputy for these projects. The two of you developed a special bond.
You helped each other through some very difficult times. You complement each other perfectly.
You consider your deputy to be an outstanding manager and leader.
Terry has worked in projects as long as you, but has managed only one major project. It was in
disastrous shape when Terry was put in charge. Failure could have meant your organization
going out of business. Terry’s outstanding leadership saved the project. The only person
unhappy was your boss. She felt Terry was too conservative, and missed an opportunity for a
huge breakthrough that would have given your company market dominance.
You have just moved a thousand miles to your new office. You are scheduled to meet with Terry
in one hour. You are worried about how Terry might feel toward you, since Terry was passed over
for your job. Terry now leads the biggest, most important project you have. You toy with the
thought of replacing Terry with the highly-capable person who had been your deputy. To your
surprise, at your initial meeting, Terry even suggests that you might want to replace him with
someone you are familiar with, and will serve gladly in whatever capacity you deem fit. You are in
a new office, surrounded by strangers, with subordinates who are unfamiliar to you. You really
miss your old deputy. Should you replace Terry with that deputy?
Case Study – The One Who Didn’t Get the Job
“Terry” – General George Meade
Qualifications - Age 48; West Point graduate; 25 years military
experience; Rose through ranks, made commander of Union Army
three days before Gettysburg
Personal Information – brave and conscientious, commanded the
respect of all who knew him. Possessed a short and violent temper
he did not always control
“You” – General Ulysses Grant
Qualifications - Age 44; West Point graduate; 18 years military
experience, business failure in civilian life; Commanded Union
Armies to a string of victories at Ft. Donelson, Shiloh,
Vicksburg, and Chattanooga
Reputation – Considered a “Bull-Dog”, he was adept at
utilizing different strategies in different circumstances.
Described by Lincoln in two words – “He fights”.
Case studies taken from the seminar
“Making a Difference – Lessons of
Leadership from the Battle of Gettysburg”
By
John Baniszewski
•NASA GSFC, Deputy Project Manager
•Licensed Battlefield Guide at Gettysburg
National Military Park
•JDBano2001@yahoo.com