Leadership with the Back to the Wall
Posted By Rob Millard - 0 Comments -
At the time that Montgomery took over command of the Allied 8th Army in North Africa in mid 1942, it was almost completely demoralized. Superior in manpower, technology and tactics, Rommel's Afrika Corps had dealt it blow after crushing blow. The 8th Army was sitting astride an area called El Alamein, astride the main road from Libya and Tunisia to Cairo. The next tactical move, it was widely expected, was a retreat to Cairo and defeat in Africa. This was not to be.
Monty did not make a good first impression. He was the 8th Army's fourth commander in less than a year, and when he appeared [half an hour late] for his first order group, he was described as looking "absurdly thin and foxy." What he said has gone down in history as one of the most seminal addresses by a commander to his officers, in history. It's effect on those officers was electric, and the victory that followed in the Battle of El Alamein two months later, is widely regarded as one of the turning points of World War 2.
For about fifteen minutes, Monty set out in simple, achievable terms, how they were going to set about defeating Rommel. This was no motivational sermon. Nor did he hold back punches, but was ruthless in pointing out what needed to change. As he finished, the assembled officers rose to their feet and stood at attention. His Chief-of-Staff wrote later: "It was one of his finest efforts. The effect of the address was electric. It was terrific. We all went to bed that night with new hope in our hearts and a great confidence in the future of our Army."
There comes a time in many leaders' lives, when they need to address the professionals that they lead with their back to a wall. Perhaps the firm is going through a major crisis. Perhaps a major change in strategy is required, when that change is not going to be popular. The address needs to do far more than convey facts or figures. It needs to capture the minds and the attitudes of the audience.
There are several aspects that make Montgomery's address great:
1) Right at the outset, he affirms his confidence in the assembled officers. Their situation, he infers, is not their fault. The "atmosphere" is wrong. He then goes on immediately to say how he will change this.
2) He orders that the plans for the retreat to Cairo be burned. This removes all thought of further withdrawal from the minds of his officers. It ceases to be an option. The real power lies in the symbolism of actually burning the plans.
3) He orders immediate changes in the disposition of the troops, effectively moving from defense to attack, removing the defensive mindset long before the actual attack is launched.
4) He focuses on providing detailed information on how the victory will be achieved. His officers, after all, had heard three previous commanders assure them that the tide was going to turn, only to be beaten by Rommel again. They needed far more than a motivational pep-talk. They needed hard facts that they could rely on, to prove to them both intellectually and emotionally that Monty could deliver on his promise of Victory. He also talks about what has been done aalready, to this end, rather than just about what he is "going to do."
5) He specifically and openly demanded the full support of all his officers and troops, and made it clear that he would not tolerate anything less.
6) He assured his officers that nothing would be done until they were fully prepared. Reinforcements were coming from England, along with 300 - 400 new tanks. The troops would be retrained. Discipline would be restored.
7) He initiated immediate action to improve the living conditions of his staff, by moving the HQ to the coast where the weather was more temperate and the plague of flies less severe.
In times when a back-to-the-wall address is required, it is critical to get it right. Some people can deliver such an address spontaneously, but they are few and far between. It is critical that the message to be conveyed be straightforward, supported by facts and credible assumptions. The speaker must come across as authentic and sincere in the delivery. The address must be delivered with commitment and firm resolve. This takes thought, preparation and practice.
The situation may grim and the looming obstacles apparently insurmountable. In such cases, in most professional service firms, what is foremost in the minds of the audience is the possibility of exiting to another firm. The address has to make an immediate impression and also survive the scutiny of "water-cooler" talk afterwards. If the correct message is not coveyed well, there is no second chance.
For a full transcript (2 pages) of Monty's addess, Download file