Page 164 - Great Communication Secrets of Great Leaders

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GREAT COMMUNICATION SECRETS OF GREAT LEADERS
Overcome roadblocks. Leaders have to deal with opposition. During
World War II, Senator Truman headed a commission to investi-
gate fraud and waste in military spending. While Marshall would
have preferred to concentrate on war issues, he understood the
benefits of cooperation and won Truman to his side. The com-
mission also saved the American taxpayers billions in unneces-
sary spending.
Be persistent. Achieving goals may take time. Marshall is the embod-
iment of persistence; it took him more than 30 years to become a
general, and not until he was nearing retirement did he become
chief of staff.
Be willing to make sacrifices. You may have to put aside your ambi-
tion in order to lead. Marshall wanted to lead troops, but his skills
as a manager kept him in staff roles, and as a result he was the
best officer for the job of mass mobilization prior to World War
II.
Be sensitive to morale. Leaders need to create conditions in which
people can do their jobs. Combat is not where soldiers want to be,
but Marshall insisted that they be fed, equipped, and supported
adequately. He also wanted them to have some touches of home;
hence the establishment of the USO shows to entertain the troops
at home and abroad.
Know your limits. A leader must know where he or she can do the
most good. As a general, Marshall steered clear of political strate-
gizing, believing that a soldier had no role in it. Later, as secre-
tary of state, he proved to be an adroit statesman.
Be seen as the leader. Let people know that you are in command.
Marshall not only led the army, he helped lead Congress as it
wrestled with decisions on armament for a nation preparing for
and waging war.
Live your message. For more than a half-century, Marshall put service
to his nation first—as a soldier and a diplomat. His integrity and
his honor were forthright and are stellar examples to us all.