Keys to Leading the Talented & Contentious

Imagine yourself receiving the leadership opportunity of a lifetime. You’ve been selected to take charge of solving a major problem of international scale. While the nature of the problem is daunting, you feel that your career has prepared you well for this assignment. That said, your appointment is not being received well by many key individuals on whom you must rely to succeed. Indeed, some seem intent on undermining you. All of these people are highly regarded–and every one of them has an ego that might be accurately described as “over-sized.” You have full authority to assert your leadership, but you know that you must pull together your team and take advantage of the incredible resources that these talented, but surly executives represent.

What I have described here is very much what General Dwight D. Eisenhower faced as he assumed the role of Supreme Commander of the Allied Expeditionary Forces in Europe in December of 1943. His executive team of military luminaries included Field Marshal Bernard Montgomery from Great Britain–and U.S. General George S. Patton, as well as army leaders from Canada and France, including the sometimes-incendiary Charles de Gaulle. And on top of all this was the scrutiny and unbridled engagement of Winston Churchill and Franklin D. Roosevelt.

How was Eisenhower able to succeed in this seemingly toxic leadership environment? And what are the lessons for us, as we sometimes face challenges of somewhat similar circumstances?

I believe Ike was successful because of his ability to balance his authoritative leadership with what author and former CEO of Bridgewater Associates, Ray Dalio, has called “radical openness.”

Eisenhower could be sternly declarative and decisive, but he knew to achieve victory over Nazi Germany, he would need to get the most competent and inspired counsel from his executive team. To do that, he had to be radically open regarding their advice.

Dalio stresses seven key elements of radical openness as an essential leadership skill:

1. Remember, you’re looking for the best answer, not simply the best answer you can come up with yourself. Eisenhower recognized that defeating Hitler was perhaps the most perilous challenge of the 20th century. He knew that it was beyond the capacities of any one man to meet this challenge–and that included him!
2. Acknowledge that you probably don’t know the best possible path. This means recognizing that your ability to deal well with what you don’t know is more important than what you do know. Eisenhower’s expertise was in planning and logistics–and the coordination of massive resources. What he didn’t know was the “boots on the ground” vagaries of combat. Montgomery, Patton, and some of the other generals, on the other hand, brought an incredible array of battlefield experience from both World War I and II. Ike recognized that while these field-tested leaders could be opinionated and contentious, they nonetheless brought an indispensable perspective to Operation Overlord (the D-Day invasion).
3. Recognize that decision-making is a two-step process: (a) take in all of the relevant information, (b) then decide. Eisenhower was an incisive questioner. He demanded up-to-date intelligence– on the enemy and on the preparation of his own troops. Such information was critical in his decisions regarding D-Day and beyond.
4. Don’t worry about looking good; worry about achieving your goal. Ike often praised his subordinates and gave them credit for successes. He consistently put the mission above personal recognition. Indeed, his only acknowledgement of his supreme leadership of Operation Overlord was on D-Day, June 6, 1944, when he penned a letter taking full responsibility in the event that the invasion failed.
5. Seek to understand before being understood. Eisenhower listened to the perspectives and concerns of his team before asserting his own views. He encouraged dialogue and ensured that all parties felt heard, even when their opinions were argumentative.
6. Recognize that to see things through another’s eyes, you must suspend judgment for a time. Ike frequently mediated between his strong-willed commanders like Patton and Montgomery. When disagreements arose, he encouraged debate. However, he made it clear that the final decision rested with him alone.
7. Be clear when you are moving from (a) seeking perspectives, to (b) challenging those perspectives, to (c) taking decisive action. Eisenhower was masterful in successfully orchestrating this process.

Thankfully, we as leaders are not likely to face the incredible challenge of defeating an Adolf Hitler. However, it is highly probable that we will encounter situations where we must lead a team of talented, but contentious individuals to solve a problem or take advantage of an opportunity. When such occasions arise, consider leading as Eisenhower did–with radical openness balanced with unmistakable and decisive authority.