Friday, November 02, 2007
THE PERSONAL MEMOIRS OF ULYSSES S. GRANT - 1
In 1885 Ulysses S. Grant published his memoirs. Not only does this work give detail and insight into the great cataclysm of the Civil War, it also gives insight into life and human nature. All lives are instructive whether in positive traits to imitate or in negative traits to avoid. But lives that are played out on the grand scale of historical significance offer such lessons in ways that more easily get our attention. In several upcoming entries I will share some insights, lessons and perhaps curiosities from this great memoir.
Grant was a leader. He did not seek the role, but the role found him. It found him because he had certain characteristics and because he learned how to lead. All leaders must face fear. Fear paralyzes and causes one to make poor decisions. Certainly leading in war and in a war in which the nation is a stake has the power to destroy leadership capability through fear. Grant knew fear and overcame it.
In the first few months of the Civil War Grant had his first experience in command. He led a regiment against a Colonel Harris and was practically unnerved. "As we approached the brow of the hill from which it was expected we could see Harris' camp, and possibly find his men ready formed to meet us, my heart kept getting higher and higher until it felt to me as though it was in my throat. I would have given anything to be back in Illinois."
This was not fear of battle for Grant had fought valiantly in Mexico. It was, rather, the burden of command. Leadership is a great responsibility.
However, when they topped the hill, "the marks of a recent encampment were plainly visible, but the troops were gone." And the lesson? "It occurred to me at once that Harris had been as much afraid of me as I had been of him. This was a view of the question I had never taken before; but it was one I never forgot afterwards. From that event to the close of the war, I never experienced trepidation upon confronting an enemy, though I always felt more or less anxiety. I never forgot that he had as much reason to fear my forces as I had his. The lesson was valuable."
Note that overcoming fear does not mean the task is easy or without anxiety. But fear never again got the upper hand with Grant.
Unfortunately that was not the case with many commanders. There was the repeated frustration due to commanders who either ignored orders or executed them entirely too slowly. This cost lives and lost battles. The loss of opportunities and the price of following a course of action too late, burdened Grant.
Of one commander Grant wrote "He could see every danger at a glance before he had encountered it." In other words, he was afraid to do anything because of possible danger. When Sheridan finally removed this commander from the field, Grant wrote "I was very sorry that it had to be done, and regretted still more that I had not long before taken occasion to assign him to another field of duty."
Another lesson. Don't wait too late to make corrections and put people in the place that is best for them to achieve success - even when it means hurt feelings.
Repeatedly he had commanders who thought in terms of "following Lee" while Grant had to keep reminding them that his goal was to "get ahead of Lee" get south of him and cut him off. Grant had no interest in simply following Lee.
The lesson: Be sure you understand clearly the ultimate, big-picture goal. We tend to let interim steps become our goal forgetting the real goal. Other commanders wanted to follow and contain Lee. Grant knew he had to be completely defeated.
Grant appointed Sheridan to control the Shenandoah Valley. The War department in Washington thought Sheridan was too young. Grant judged Sheridan on his ability and character, not his age.
He also allowed the man to do his job. Grant met with him having a plan of action in his pocket to instruct Sheridan. But when they met, Sheridan immediately drew out his own map and plans. Sheridan "was so clear and so positive in his views and so confident of success" Grant said nothing about his own plans "and did not take them out of my pocket." A good leader lets others do their job without insisting on one's own opinions.
After the war there was debate as to whether or not Sherman's "March to the Sea" had really been Sherman's plan, as he stated. Many thought it must have come from Grant. "The question...is easily answered: it was clearly Sherman, and to him also belongs the credit of its brilliant execution." Grant does deserve credit for totally supporting the idea (which was unprecedented up to that time) over the objections of all his staff and their efforts to have Washington stop it.
Lesson: a good leader allows others to think, plan and act offering whatever support is needed for them to succeed - and then allows them to receive credit and benefit for their work. Sometimes a leader leads from "underneath" or from the background and is never jealous of the growth and success of his subordinates. And sometimes one has to act counter to all conventional wisdom. The challenge, of course, is to know when to do that.
Finally, a lesson on criticism and perspective. Early in his career (the 1840's) Grant was part of the army to take Mexico City. He confessed he would have picked a different route than what was chosen. "But my later experience has taught me two lessons: first, that things are seen plainer after the events have occurred; second, that the most confident critics are generally those who know the least about the matter criticised (sic)."
Grant was a leader. He did not seek the role, but the role found him. It found him because he had certain characteristics and because he learned how to lead. All leaders must face fear. Fear paralyzes and causes one to make poor decisions. Certainly leading in war and in a war in which the nation is a stake has the power to destroy leadership capability through fear. Grant knew fear and overcame it.
In the first few months of the Civil War Grant had his first experience in command. He led a regiment against a Colonel Harris and was practically unnerved. "As we approached the brow of the hill from which it was expected we could see Harris' camp, and possibly find his men ready formed to meet us, my heart kept getting higher and higher until it felt to me as though it was in my throat. I would have given anything to be back in Illinois."
This was not fear of battle for Grant had fought valiantly in Mexico. It was, rather, the burden of command. Leadership is a great responsibility.
However, when they topped the hill, "the marks of a recent encampment were plainly visible, but the troops were gone." And the lesson? "It occurred to me at once that Harris had been as much afraid of me as I had been of him. This was a view of the question I had never taken before; but it was one I never forgot afterwards. From that event to the close of the war, I never experienced trepidation upon confronting an enemy, though I always felt more or less anxiety. I never forgot that he had as much reason to fear my forces as I had his. The lesson was valuable."
Note that overcoming fear does not mean the task is easy or without anxiety. But fear never again got the upper hand with Grant.
Unfortunately that was not the case with many commanders. There was the repeated frustration due to commanders who either ignored orders or executed them entirely too slowly. This cost lives and lost battles. The loss of opportunities and the price of following a course of action too late, burdened Grant.
Of one commander Grant wrote "He could see every danger at a glance before he had encountered it." In other words, he was afraid to do anything because of possible danger. When Sheridan finally removed this commander from the field, Grant wrote "I was very sorry that it had to be done, and regretted still more that I had not long before taken occasion to assign him to another field of duty."
Another lesson. Don't wait too late to make corrections and put people in the place that is best for them to achieve success - even when it means hurt feelings.
Repeatedly he had commanders who thought in terms of "following Lee" while Grant had to keep reminding them that his goal was to "get ahead of Lee" get south of him and cut him off. Grant had no interest in simply following Lee.
The lesson: Be sure you understand clearly the ultimate, big-picture goal. We tend to let interim steps become our goal forgetting the real goal. Other commanders wanted to follow and contain Lee. Grant knew he had to be completely defeated.
Grant appointed Sheridan to control the Shenandoah Valley. The War department in Washington thought Sheridan was too young. Grant judged Sheridan on his ability and character, not his age.
He also allowed the man to do his job. Grant met with him having a plan of action in his pocket to instruct Sheridan. But when they met, Sheridan immediately drew out his own map and plans. Sheridan "was so clear and so positive in his views and so confident of success" Grant said nothing about his own plans "and did not take them out of my pocket." A good leader lets others do their job without insisting on one's own opinions.
After the war there was debate as to whether or not Sherman's "March to the Sea" had really been Sherman's plan, as he stated. Many thought it must have come from Grant. "The question...is easily answered: it was clearly Sherman, and to him also belongs the credit of its brilliant execution." Grant does deserve credit for totally supporting the idea (which was unprecedented up to that time) over the objections of all his staff and their efforts to have Washington stop it.
Lesson: a good leader allows others to think, plan and act offering whatever support is needed for them to succeed - and then allows them to receive credit and benefit for their work. Sometimes a leader leads from "underneath" or from the background and is never jealous of the growth and success of his subordinates. And sometimes one has to act counter to all conventional wisdom. The challenge, of course, is to know when to do that.
Finally, a lesson on criticism and perspective. Early in his career (the 1840's) Grant was part of the army to take Mexico City. He confessed he would have picked a different route than what was chosen. "But my later experience has taught me two lessons: first, that things are seen plainer after the events have occurred; second, that the most confident critics are generally those who know the least about the matter criticised (sic)."
