VALUES TO SORT
Advancement: Growth, professional advancement, personal maturity.
Beauty: Appreciation of loveliness, e.g., enjoying art, nature, work.
Cooperation: Communication, team effort, working together.
Creativity: Freedom, imagination, desire for new ideas.
Dedication: Passionate belief in something.
Faith: Believing in yourself, a higher power, the goodness of life.
Freedom: Absence of necessity or coercion; liberation, independence.
Health: Physical and mental well-being.
Helpfulness: Sense of concern for and outreach to the needs of others.
Honesty: Fairness, straightforwardness, sincerity, truthfulness.
Integrity: Moral and intellectual honesty.
Justice: Fairness, balance, moral equality.
Love: Personal warm feelings of caring and affection.
Loyalty: Faithfulness to another person; to an idea; to a vision.
Knowledge: Seeking and learning new insights.
Life: Principle or force distinctive of animate beings.
Morality: Ethical standards, conscience, sense of right and wrong.
Openness: Willingness to try new things.
Patience: Bearing pains or trials calmly; steadfastness in suffering or crisis.
Pleasure: What you enjoy; what delights you.
Power: Ability to lead, direct, persuade, control.
Professionalism: Commitment to quality, pride in your work.
Recognition: To receive special attention; to feel important.
Is Twelve O’Clock High the definitive
movie about leadership?
MAY 29, 2013 By DAVE 11 COMMENTS
Despite being over 60 years old, Twelve O’Clock High is apparently still required
viewing at U.S. service academies and training schools.
While many movies have valuable leadership lessons, few are about the very nature of
leadership itself. Twelve O’Clock High is different. It’s a movie that reveals both the power
and challenge of leadership.
Set on a US Air Force base in England during World War Two, a squadron of pilots are
attempting to prove the efficacy of highly risky daylight bombing raids deep into the heart of
Nazi-occupied Europe. With success and morale low, General Frank Savage (played by
Gregory Peck) is sent in to replace the popular Colonel Davenport, a man seen to have
ecome too close to his men.
There are contemporary lessons here for any leader, whether they face a ‘turnaround’
situation like this one or not. So what can we learn about the General’s approach?
1. Restore accountability and standards
Savage wastes no time making clear what is acceptable, and what isn’t. Before he’s even
on site, Savage berates the guards for not checking his identification (as outlined in the
movie clip below). He demotes a sergeant to private for not wearing his uniform, and closes
the bar till further notice.
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www.movieleadership.com/2013/05/29/is-twelve-oclock-high-the-definitive-movie-about-leadership/#comments
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www.imdb.com/title/tt0041996/?ref_=sr_1
http:
en.wikipedia.org/wiki/Twelve_O'Clock_High
http:
en.wikipedia.org/wiki/Twelve_O'Clock_High
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en.wikipedia.org/wiki/Twelve_O'Clock_High
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en.wikipedia.org/wiki/Twelve_O'Clock_High
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www.movieleadership.com/wp-content/uploads/2013/05/twelve-oclock-high.jpg
2. Set clear expectations
At an early ‘town hall’-style
iefing, he sets out his perception of the unit and makes it clear
that ‘bad luck’ is no excuse for underperformance. ‘You’re so
y for yourselves’, he
announces. ‘Fear is normal. Stop wo
ying about it. Stop making plans. Consider yourselves
dead’.
It doesn’t win him any popularity contests, and all his pilots immediately put in for a transfer.
Has he taken his hard-nosed stance too far?
3. Gather support
Without the support of Major Stovall, his approach may well have backfired. But Stovall
agrees to stall the pilots’ transfer requests to give the general’s approach time to take effect.
4. Develop the leaders
Savage is there to turn around the unit, but not to stick around indefinitely. His aim is to
develop the leaders who will take the squadron forward – whether that’s existing leaders or
those with potential.
He demotes and humiliates the underperforming second-in-command Lt Colonel Ben
Gately, placing him in the charge of a plane called The Leper Colony, manned by the worst-
performing crew on the base. But in doing so, he also gives him a way to prove himself. And
prove himself Gately does, flying three missions with a fractured spine before landing a
lengthy stay in hospital.
Savage also promotes those who have shown resilience or
avery on their missions, or
who he feels have the potential for leadership.
5. Develop a sense of pride
To turn around morale, Savage focuses on developing pride within the group: pride in their
performance, pride in the role they play, and pride in what they achieve as a group. He
wants his team to be fighting to get on the plane for every mission and every exercise.
But how best to develop pride?
6. Promote excellence
Savage’s focus on excellence involves detailed de
iefs with his team, examining every
aspect of each mission. He demotes aircrew who make mistakes to The Leper
Colony; those who prove themselves get promoted out of it.
He introduces training flights on every day where there’s no mission. The message is
simple: high performance makes the whole outfit safer and more efficient. The approach
egins to pay off, and a dangerous mission with no losses results in a commendation for the
whole squadron.
7. Communicate the ‘why’
Despite the general’s success in turning round performance, he fails to win the hearts of his
squadron. With his pilots on the verge of transfe
ing, he calls a trusted young officer, Jesse
Bishop, into his office to listen to his concerns. Only when he hears Bishop explain that he
can’t see the point of their attacks does Savage explain why their missions are so
important.
By listening to Bishop’s honest views, explaining the ‘why’ and allowing him to make his
own decision on his future, Savage convinces Bishop to stay. And in turn, Bishop convinces
the other pilots to stay as well.
8. Keep your distance
Keeping an appropriate distance from your team is a challenge experienced by every
leader. Savage is determined not to become emotionally involved with the plight of his
squadron. But ultimately, he doesn’t succeed in this. Though he’s successful in developing
the leaders to take the squadron forward, he finds it difficult to back away.
The pressure takes its toll, and he has an emotional
eakdown as a result.
Fortunately, few of us will ever be in the position of sending men to their deaths, but the
esponsibility of leadership can still be stressful. Taking a
eak and occasionally
elinquishing responsibility to others can be as integral to effective leadership as anything
else.
Is Twelve O’Clock High the definitive movie about leadership?
1. Restore accountability and standards
2. Set clear expectations
3. Gather support
4. Develop the leaders
5. Develop a sense of pride
6. Promote excellence
7. Communicate the ‘why’
8. Keep your distance
Vince Lombardi as a Strategic Leade
■
iMimmimimuiiJ
The views expressed in this paper are those of the
I author and do not necessarily reflect the views of the
I Department of Defense or any of its agencies. This
I document may not be released for open publication until
I
it has been cleared by the appropriate military service or
I
I government agency.
STRATEGY !■■■■■■■■
RESEARCH
PROJECT
VINCE LOMBARDI AS A STRATEGIC LEADER
BY
LIEUTENANT COLONEL BELINDA L. BUCKMAN
United States Army
DISTRIBUTION STATEMENT A:
Approved for Public Release.
Distribution is Unlimited.
USAWC CLASS OF 2002
U S. ARMY WAR COLLEGE, CARLISLE BARRACKS, PA XXXXXXXXXX
■■■■■■■MM— ■■■■■■■■■■■■■■■■ ■Ml
XXXXXXXXXX
USAWC STRATEGY RESEARCH PROJECT
Vince Lombardi as a Strategic Leader
y
Lieutenant Colonel Belinda L. Buckman
United States Army
Colonel Frank R. Hancock
Project Advisor
The views expressed in this academic research paper are those of the
author and do not necessarily reflect the official policy or position of the
U.S. Government, the Department of Defense, or any of its agencies.
U.S. Army War College
CARLISLE BARRACKS, PENNSYLVANIA 17013
DISTRIBUTION STATEMENT A:
Approved for public release.
Distribution is unlimited.
ABSTRACT
AUTHOR: Lieutenant Colonel Belinda L. Buckman
TITLE: Vince Lombardi As A Strategic Leader
FORMAT: Strategy Research Project
DATE: 22Feb2002 PAGES: 29 CLASSIFICATION: Unclassified
When one mentions Vince Lombardi's name, people immediately associate it with the
Green Bay Packers and the dynasty he created within the National Football League (NFL). As
head coach and general manager of the Packers from 1958 to 1967, Lombardi guided the
organization to five NFL championships and back-to-back Super Bowl titles.
Without question, Vince Lombardi was a successful coach. However, there were other
successful coaches in the league, who also believed in discipline, consistency, selflessness,
esilience, confidence and pride. But what was it that set Vince Lombardi apart? Why more
than 30 years after his death does he remain the standard against which others are measured?
Who was Vince Lombardi and why did his leadership and value to the nation transcend the
world of professional football?
The purpose of this effort is to answer these questions while exploring Lombardi as a strategic
leader. This will be accomplished by examining Lombardi's conceptual, technical and
interpersonal strategic leader competencies described in The Strategic Leadership Primer
published by the United States Army War College. Particular emphasis will be placed upon
analyzing how Lombardi's education, background and experience developed a solid frame of
eference to support execution of these competencies at the strategic level.
HI
TABLE OF CONTENTS
ABSTRACT Hi
PREFACE vii
VINCE LOMBARDI AS A STRATEGIC LEADER 1
STRATEGIC LEADER COMPETENCIES 1
BACKGROUND 3
EARLY YEARS 5
LIFE AS AN ASSISTANT COACH 6
TRANSFORMING PROFESSIONAL FOOTBALL 8
GREEN BAY PACKERS 9
CONCEPTUAL COMPETENCIES 10
INTERPERSONAL COMPETENCIES 12
TECHNICAL