WEEK 2- World Leadership in a Non-American Context: Winston Churchill and Nelson Mandela

Winston Churchill was Prime Minister of Great Britain during World War 2, replacing PM Chamberlain (a Nobel Peace Prize winner) whose policy of appeasement towards Nazi Germany had failed and resulted in Germany overrunning continental Europe. He won the Nobel Prize for literature for his 6-volume memoir of the war.

Some observations from that 6 volume Churchill memoir of World War 2:

• Blunt speaking honesty on his core values- He described the democratic nations as lacking "those elements of persistence and conviction" to keep Germany disarmed and the World War 1 victors strong, as the victors merely "lived from hand to mouth and from day to day, and from one election to another." (p. 12-13) He described the British government as "sunk in lethargy and blindness," and the British nation as "loses all trace of sense or purpose, and appears to cower from the menace of foreign peril, frothing pious platitudes while foemen forge their arms." (p. 42-43) A paragraph condemning all of the political parties includes denunciation of their "refusal to face unpleasant facts, desire for popularity and electoral success irrespective of the vital interests of the State..." (p. 45) He partly excuses the politicians by noting the "passionate desire for peace which animated the uninformed, misinformed majority of the British people." (p. 57) Referring to the preceding PM Baldwin winning a vote of Parliamentary confidence after he failed to oppose Italian aggression in Africa: "Thus an administration more disastrous than any in our history saw all its errors and shortcomings acclaimed by the nation." (p. 81) He accused Baldwin of admitting that in not pushing rearmament "he had not done his duty in regard to national security because he was afraid of losing the election..." (p. 101). Austria and Czechoslovakia were conquered by Germany, and Britain and France finally declared war on Germany after Germany conquered Poland. Finland and Norway fell to Germany, and Holland and Belgium were invaded, and Chamberlain's government finally fell.
• Self-confidence- Upon becoming PM: "I was conscious of a profound sense of relief. At last I had the authority to give directions over the whole scene. I felt as if I were walking with destiny, and that all my past life had been but a preparation for this hour and for this trial. Ten years in the political wilderness had freed me from ordinary party antagonisms. My warnings over the last six years had been so numerous, so detailed, and were now so terribly vindicated, that no one could gainsay me." (p. 227) "Power, for the sake of lording it over fellow creatures or adding to personal pomp, is rightly judged base. But power in a national crisis, when a man believes he knows what orders should be given, is a blessing." (p. 238)
• Determination expressed by inspirational speech. Speech to Parliament upon becoming PM: "I have nothing to offer but blood, toil, tears, and sweat." "Our policy" is "to wage war against a monstrous tyranny, never surpassed in the dark, lamentable catalogue of human crime." "Our aim" is "victory- victory at all costs, victory in spite of all terror; victory, however long and hard the road may be; for without victory there is no survival." (p. 245) As France was falling to Germany and Britain was evacuating allied troops from the French port of Dunkirk, Churchill warned his cabinet members: "The House should prepare itself for hard and heavy tidings... nothing which may happen in this battle can in any way relieve us of our duty to defend the world cause to which we have vowed ourselves; nor should it destroy our confidence in our power to make our way, as on former occasions in our history, through disaster and through grief to the ultimate defeat of our enemies. Of course, whatever happens at Dunkirk, we shall fight on." Cabinet response- "Quite a number seemed to jump up from the table and come running to my chair, shouting and patting me on the back." (p. 274) Meeting with French leaders, Churchill said that "England did not fear invasion, and would resist it most fiercely in every village and hamlet... The British Government were prepared to wage war from the New World, if through some disaster England herself were laid waste." He feared Britain being "reduced to the status of vassals and slaves forever. It would be better far that the civilization of Western Europe with all its achievements should come to a tragic but splendid end..." (p. 281) After Dunkirk's success, Churchill addressed the Parliament: "we shall defend our Island, whatever the cost may be. We shall fight on the beaches, we shall fight on the landing-grounds, we shall fight in the fields and in the streets, we shall fight in the hills; we shall never surrender..." In the event of an unlikely British defeat, the British colonies and the New World (U.S.) would step "forth to the rescue and the liberation of the Old." (p. 285) Addressing Parliament after France's complete collapse, Churchill referred to the upcoming Battle of Britain: "Upon this battle depends the survival of Christian civilization... If we fail, then the whole world... will sink into the abyss of a new Dark Age... Let us therefore brace ourselves to our duties, and so bear ourselves that, if the British Empire and its Commonwealth last for a thousand years, men will still say: 'This was their finest hour.'" (p. 326) The British Parliament kept meeting despite the bombing (they sometimes moved to an on-site air raid shelter), the King stayed at Buckingham Palace, when one Parliamentary house was destroyed they met in the other House. After Britain survived the Germany air attack, Churchill praised their fighter pilots before Parliament: "Never in the field of human conflict was so much owed by so many to so few." (p. 366)
• Commitment to democratic principles. Referring to Parliament meeting during the Battle of Britain: "After all, a free sovereign Parliament, fairly chosen by universal suffrage, able to turn out the Government any day, but proud to uphold it in the darkest days, was one of the points which were in dispute with the enemy. Parliament won." Free speech and criticism of government was preserved throughout: "Yet at no time was the right of criticism impaired. Nearly always the critics respected the national interest. When on occasions they challenged us, the Houses voted them down ..." (P. 373).
• All info and quotes are from: Winston S. Churchill, Memoirs of The Second World War, an Abridgement of the 6 volumes; Bonanza Books, New York, 1959 copyright, 1978 printing.

Important points about Churchill, as indicated in the book Churchill on Leadership: Executive Success in the Face of Adversity, by Steven F. Hayward, New York, Three River Press, 1998. Each point constitutes a separate chapter in the book, a book which is relevant to business leaders and leaders of other organizations. Quotations and page numbers are from that book.

• His Character. 1) Candor and plain speaking. He was criticized in the 1930s for referring to Hitler in a simple minded way as "that Bad Man." He was so blunt that one critic said that he "degrades public life more than anyone of any position in politics." 2) Decisive in making decisions. Sometimes they were wrong decisions, but he wanted to "overcome the inertia typical of any collective organization." He did ponder and think before acting. (p. 8) 3) Historical Imagination. He read and wrote a lot about history, used history to argue by analogy. He tried to put himself into the place of the enemy and of other national leaders; other national leaders that some viewed as irrational were viewed by him as simply having passions that could be predicted if one learned what the leader's character was. 4) Balancing Overview and Attention to Details. Churchill had an "ability to comprehend the whole scene in strategic terms," and could hold "a variety of great purposes in mind all at once." (p. xix, xx) He viewed a leader as being "sure of what it is best to do, or at least to have made up his mind about it." (p. 1)
• The Executive Churchill. He served in numerous positions with mixed success before his World War 2 Prime Ministership. Most notable was Home Secretary in 1910-11 (prison and sentencing reforms), First Lord of the Admiralty in 1911-15 (many successes including tank development, but Dardanelles military failure hurt him), Colonial Secretary (1920-22, Palestine partition eventually led to Israel creation), and Chancellor of the Exchequer (1924-9). (p.24) His First Lord of the Admiralty in 1939-40 was marked by the failed defense of Norway, but given his unheeded warnings about Hitler he was a successful Prime Minister in 1940-45 during World War 2. Voters kicked him out of office in 1945, but returned him as PM in 1951-55, where he was not able to prevent the Cold War by holding a summit meeting between the USSR and the West. His executive philosophy- learn the job, but also define it in broad new ways. "Always look for opportunities to advance bold new initiatives." (p. 26)
• Learn from your Mistakes. He learned from World War 1 mistakes two major lessons: 1) Responsibility must be combined with authority. He did not have full authority in Dardanelles operation, so he served as both PM and Defense Minister. He felt that war failure was often due to "the total absence of one directing mind and commanding willpower." (p. 31) 2) "Decisiveness depends on the person at the top." Make clear-cut decisions. "You must continually drive the vast machine forward at its utmost speed. To lose momentum is not merely to stop, but to fall." (p. 42)
• Administration. Decisions should be "strictly, faithfully, and punctually obeyed." (p. 45) Some principles: 1) Take the Initiative; step forward, take charge. 2) Simplify the organization to enhance Responsibility. Military procurement was centralized into one Council with one chairman; he established a special Middle East Department in the Colonial Office; he served as his own Defense Minister. 3) Flexibility. He set up ad hoc committees do deal with problems, such as submarine attack losses in 1940. He replaced unsuccessful organizations or commands with new organizations or new commanders (Supply Board, Mideast commander).
• Personnel Selection. 1) Decide on your key policies or strategic decisions before selecting subordinates; thus, you can provide clear instructions to them. 2) Pick the best person for the job, and ignore seniority. 3) Pick people of force, intelligence, strong personalities, and original ideas. 4) Talk to candidates in a one-on-one personal interview, and assess them carefully. 5) Value honesty, candor, and direct plainspokenness.
• Personnel Management. 1) Establish sensible priorities, relentlessly focus on them, stick to them thru consistent discipline. 2) Order your day's work from highest to lowest priority items. 3) Keep fully informed with firsthand info. Churchill used statistics as a measure of what was going on. He read many newspapers, and newspaper items would often prompt his questions to subordinates. 4) Stand behind your subordinates, support them, back them up. Trust is a two-way street.
• Decisionmaking. 1) Take the Broad View, and concentrate on the central point. He realized that modern warfare would be a "Steel War," and would be won as much by the factories at home as on the battlefield. 2) Be very Cautious and Deliberate in making decisions, but don't be too obsessed with risk. 3) Change your Mind in the presence of new facts. 4) Avoid Paralysis, inertia and delays in decision-making. Britain delayed the defense of Norway. Avoid a desire for excessive perfectionism. 5) Consult extensively with your advisors and obtain all of the facts before making a decision. But always drive your advisors towards a decision.
• Communication skills. He worked hard and was determined and deliberate in these skills. 1) Spend time on composing your message- its diction (clear, correct, effective word choice), rhythm, argument, and analogy. He liked short words. He used an accumulation of arguments. He sometimes led up to a dramatic climax, but also to a dramatic anticlimax, when he poked fun at a criticized government newspaper and a pompous general. 2) Conduct all important business in writing. 3) Concise messages are essential. His daily reports were kept to 1 page.
• Personal traits of leadership. 1) Be Optimistic, cheerful, and show humor to others. 2) Show Kindness, be magnanimous, show gratitude, be gracious. Forgive people. 3) Seek Criticism from subordinates, be self-critical. This can result in a chain of decisions that appear to be inconsistent, but actually conditions are changing. 4) Be a Team Player. Offer independent views even if they conflict with your peers, but then support the decision (or be publicly quiet) after it is made by your superior. 5) A Change of Pace, rest, relaxation is important to stimulate the mind. Churchill did take a nap. 6) Be Calm under Stress. He painted in the front trenches during World War 1, didn't duck when he heard shells. He was never in a hurry, as rushing under stress harmed decision-making process. 7) Personal Contact is important. He rallied morale by personally visiting the front lines and the factories at home. Such personal trips also provided him with firsthand information. 8) Give Bad News openly and honestly and directly to public and to political leaders. His speeches to Parliament show that. He went to Moscow to tell Stalin that the Allies could not open up a second front against the Germans in France in 1943.
• Other Important Attributes. 1) There is a Right and Wrong. Character and morality is more important than intellectual content. Public opinion should be listened to but not always followed. When Britain was at its darkest hour, Churchill showed that he was a "genuine leader" who would "simply exert his personal force and summon up his willfulness," and would "simply decide a question once and for all on his own terms while steamrolling any dissent." (p. 148, 149) 2) Historical vision. Churchill wrote in 1899-1900 that the individual was under attack by socialism and communism, and "I stand for Liberty." (p. 152) 3) Sense of his own Destiny. He was relieved when he became PM despite the disastrous world situation. 4) Always be Ready to become a leader, since a situation and circumstances may arise where your strengths are required by others. Britain called upon Churchill after Hitler's European conquests. 5) Be open to Innovation and be aware of existing organizations' resistance to change. He created the Naval War Staff, converted the fleet to oil, established the Royal Naval Air Service, and developed the Tank in the first world war.

A non-western perspective: Gandhi (quotes are from Burns' leadership book)

• Tolerance. Gandhi learned "mutual tolerance" by growing up in a large family, a "crowded setting" in "an elegantly seedy home." (p. 54) Gandhi also "learned toleration of all branches of Hinduism and its sister religions from listening to his father talk with his Moslem and Parsi friends." (p. 92)
• Patience. He learned from the strengths and weaknesses of his parents. He learned patience from his mother, who was deeply religious and would fast. His father could be "short-tempered" and give in to "carnal pleasures". (p. 54)
• Ambition spurred by environment. In South Africa, the lawyer Gandhi was discriminated against by whites in train and stagecoach travel. "He was turned away from hotels, knocked into the gutter by a policeman, and barely escaped a lynching at the hands of one racist mob." (p. 107) He learned the political strategy of uniting Indians, organizing them politically, raising money, but pursuing non-violent civil disobedience.

Another non-western perspective: Nelson Mandela (quotes are from website: https://www.nelsonmandela.org/). Mandela was the first President of the biracial, democratic nation of South Africa.

• Mandela was committed to "freedom and equality for all." He was committed to "a just society that remembers its past, listens to all voices, and pursues social justice for all." (https://www.nelsonmandela.org/content/page/who-we-are) His Foundation promotes "justice and social cohesion," and seeks "sustainable solutions to these critical social issues."
• Peaceful civil disobedience. Pursuing his BA the first time, "he was expelled for joining in a student protest." In a 1963 trial for sabotage that resulted in his life sentence, he states: "I have fought against white domination, and I have fought against black domination. I have cherished the ideal of a democratic and free society in which all persons live together in harmony and with equal opportunities. It is an ideal which I hope to live for and to achieve. But if needs be, it is an ideal for which I am prepared to die." Released from prison in 1990. (source: https://www.nelsonmandela.org/content/page/biography)
• He kept his promise to serve only one term as South Africa's first democratically elected President, stepping down in 1999 after 5 years.
• Mandela died in 2013 at the age of 95. The Foundation website concluded that: "Nelson Mandela never wavered in his devotion to democracy, equality and learning. Despite terrible provocation, he never answered racism with racism. His life is an inspiration to all who are oppressed and deprived; and to all who are opposed to oppression and deprivation." (source: https://www.nelsonmandela.org/content/page/biography)

Leadership Lessons from Nelson Mandela: (Quotes are from his autobiography, Long Walk to Freedom)

• Observing an African regent (tribal King), he learned to always: "listen to what each and every person in a discussion had to say before venturing my own opinion." (p. 22) People can be "directed from behind."
• A reverend at his mission school was a role model, as he was "unselfishly devoted to a good cause," which was the education of young African men. (p. 35)
• Exercise was always very important to Mandela. As a student he was a long-distance runner, which taught him the importance of "training", "diligence and discipline" and "patience." In jail for 27 years, he would daily run-in-place and do finger pushups and situps. (p. 46, p. 491) As a freedom fighter, they would take turns leading exercise training sessions, which helped develop "leadership, initiative, and self-confidence." (p. 193)
• A great leader, like the African regent, "kept his people united... all remained loyal to him, not because they always agreed with him, but because the regent listened to and respected all different opinions." (p. 84)
• As a clerk for a lawyer in Johannesburg, he learned that "common sense and practical experience were more important than high academic qualifications." (p. 89)
• As a freedom fighter talking with a tribal leader, he learned that "in discussions it never helps to take a morally superior tone to one's opponent." (p. 184)
• As a freedom fighter opposing a more militant organization, Mandela points out the importance of "compromise," and how "it is always dangerous for an organization to make promises it cannot keep." (p. 229) Mandela urged fellow prisoners to work harder when a more reasonable prison commander was appointed: "by compromising a bit now, we would be making our conditions better in the long run." (p. 463)
• Mandela ended up rejecting Gandhi's non-violent approach because under apartheid, "the state had given us no alternative to violence." (p. 272) He came to lead an underground organization, MK, in which "homemade bombs were exploded at electric power stations and government offices" in three major cities (p. 284). As a Christian himself, he pointed out that even Christ, when "left with no alternative, used force to expel the moneylenders from the temple." (p. 521)
• Self-sacrifice. Mandela fought for "a democratic and free society in which all persons live together in harmony and with equal opportunities... it is an ideal for which I am prepared to die." (p. 368) He ended up being imprisoned for 27 years for supporting sabotage (conspiracy). His decision to put "the people's welfare even before that of my own family," resulted in two divorces (p. 445). At his daughter's wedding, his children accepted that even after being released from prison, "he left us alone because he has now become the father of the nation." (p. 600)
• He fought apartheid within the prison system while he was in prison, even though nobody outside of the prison knew of his continued fight. "As a leader, one must sometimes take actions that are unpopular, or whose results will not be known for years to come." (p. 390)
• Best way to influence prison officials to improve conditions was "to attempt to influence officials privately rather than publicly," even if your fellow prisoners think you are being too accommodating to them. (p. 417)
• Always raising a clenched fist (the ANC, African National Congress, salute), Mandela nevertheless denounced black-on-black crime and pointed out that Africans should not make excuses and "blame all of our troubles on the white man... we must also look within ourselves and become responsible for our actions." (p. 454)
• Mandela believed in "ethnic pride and racial self-confidence," he talked about African kings (such as historic Egypt), but he opposed a more exclusive "concentration on blackness" as being too "exclusionary." (p. 486)
• Reading a Greek play while in prison, Mandela criticized one character: "His inflexibility and blindness ill becomes a leader, for a leader must temper justice with mercy." (p. 456)
• Reading War and Peace in prison, he was reminded that "to truly lead one's people one must also truly know them." (p. 492)
• Mediation role. When a prisoner aggressively protested prison officials' interception of his letter, Mandela calmed the prisoner down, and was therefore: "mediating between my own people and the men I had so long fought against."
• His role in prison was to be a "promoter of unity, an honest broker, a peacemaker" among the prisoners. He sought to bring about "reconciliation" among the different groups, which included more young militant prisoners in later years. (p. 488)
• Leadership is like being a gardener, as he started a small garden in prison. "A leader must also tend his garden; he, too, plants seeds, and then watches, cultivates, and harvests the result." (p. 490)
• Mandela believed in the "importance of face-to-face meetings" as he had confidence in his own abilities "to persuade men to change their views." (p. 508)
• Beginning to meet with white government leaders to plan the transition to the new South African government, initially without other ANC participation, Mandela points out that: "There are times when a leader must move out ahead of the flock, go off in a new direction, confident that he is leading his people the right way." (p. 526) If he makes a mistake, his organization can disavow his actions.
• Find common ground, unity. Mandela accepted whites as South Africans, "brothers who happen to be different colors." (p. 551)
• Humility is important. Freed from prison, Mandela went to live in his old small four-room house. "I wanted not only to live among my people, but like them." (p. 571) The current ANC President showed "humility and selflessness" in offering to resign in Mandela's favor.
• "Talks themselves" can be "a significant milestone" because they show both sides that "the other did not have horns." (p. 579)
• Mandela respected President George Herbert Walker Bush, who was "the first world leader to telephone me" with congratulations when released from prison (p. 583). "He was a man with whom one could disagree and then shake hands." (p. 584)
• Winning a Nobel Peace Prize with the white political leader de Klerk, Mandela wrote how he "never sought to undermine" de Klerk politically, because "To make peace with an enemy one must work with that enemy, and that enemy becomes one's partner." (p. 612)
• In the first multi-racial elections in 1994, Mandel held town meetings like President Clinton, called People's Forums, when people could voice their opinions. Mandela accepted compromises to get all groups to participate in the election. At a debate with de Klerk, he stressed unity because the different racial groups "have a common loyalty, a common love, to their common country," and turned to his opponent and said, "sir, you are one of those I rely upon. We are going to face the problem of this country together." (p. 617) The ANC then won 63% of the vote and 252 of the 400 national assembly seats. At inauguration as President, Mandela saw Coretta Scott King in audience, his speech included promise that "I am your servant." (p. 619) He saw the need to preach "reconciliation" and to engender "trust and confidence." (p. 619) He told the crowd that "all South Africans must now unite and join hands and say we are one country, one nation, one people, marching together into the future." (p. 620) Inauguration Day saw a new South African flag and "the playing of our two national anthems," one for whites and one for blacks. (p. 621)
• Graciousness of Mandela. He gave credit to predecessors: "I was simply the sum of all those African patriots who had gone before me." (p. 622) He recognized importance of overcoming challenges: "Perhaps it requires such depth of oppression to create such heights of character." (p. 622) Recognizing common humanity: "deep down in every human heart, there is mercy and generosity... Even in the grimmest times in prison... I would see a glimmer of humanity in one of the guards..." (p. 622) Mandela knew that "the oppressor must be liberated just as surely as the oppressed" as he is a "prisoner of hatred, he is locked behind the bars of prejudice and narrow-mindedness." (p. 624)