Back ‘Em Or Sack ‘Em

No matter the era or occasion, learning from leaders can be a shortcut to better management. Volumes have been written about “the right person at the right time.” Even today, businesses often refers to case studies from military history. Winston Churchill was seldom indecisive; there remains little vagary about the man regarded as among the most influential leaders of the 20th Century. However during WWII and the defense of the Island of Crete the battle raged and Churchill couldn’t make up his mind about his Field Commander Sir Archibald Wavell. For days on end, the battle was in doubt.

A “set-piece” commander, the General often lacked imagination and during the defense of Crete, the German airborne onslaught put Wavell’s command on the defensive and in harm’s way. It was a desperate battle during a critical moment, calling for decisive leadership. It’s written that at the height of frustration, Churchill’s Chief of Staff, Sir Alan Brooke, threw up his hands appealing, “Winston…either back him or sack him!”

Fast and far-forward: in 2022 there are growing numbers of companies putting field leadership in impossible situations. From national groups to regional radio, where once field managers held the autonomy to make line-decisions that would quickly remedy a competitive crisis, today’s trend carries some radio leadership in the opposite direction. And, when “indecision” hangs in the air, managers are charged with outcomes, but often without the support to execute crucial tactical decisions. The unvarnished reality is this: successful execution is not a simple function; instead, it’s a way of conducting business!

Forever-never ambiguity often means chaining regional officers, local managers and department heads to impassivity; resulting in the loss of morale and momentum. Worse, some managers have the sense they are expendable; regarded neither as valuable or “key cogs” in the company’s wheel. And however well intended, some organizations are in the process of converting highly valuable leaders from “work-creators” to “work-processors,” thus discouraging innovation.

Fact is, almost every manager can function under some adversity; perhaps ultimately recognizing their current role isn’t a fit for them. Very few however can function under uncertainty. There is a huge void in what we refer to as “the dominant coalition,” translated “the right people, in the right position for problem-finding and problem-fixing.” So…whether you’re running a division, managing a department or a market, step back and inventory your leaders. Are you confident in their ability? Are they fortified by your leadership? And, can you strengthen their critical connection to decision-making? Few companies can afford the price of indecisiveness in 2022.

In our everyday interaction with client programmers and managers, we do see exemplars (though too few). In a scorecard business like media, the Eleventh Commandment proclaims, “Thou shall not lose.”

Assess your leadership regularly and fairly! Then…either back ‘em or sack ‘em!