What leadership means on the high seas.
As any reader of Patrick O'Brian can attest, you couldn't find a better CEO than Captain Jack Aubrey. But Master and Commander is fiction. This book, a history of naval warfare and tactics since the 1600s, sets to sea looking for real-life examples of winning leaders and strategies. It's not a business book, but anyone interested in leadership should pull up a reading chair.
One theme of the book will be recognized by all managers: Despite improvements in tactics and technology, commanders in battle never have enough time to effectively direct their troops. One reason is that as communication techniques have improved over the centuries—from signals to satellites—admirals and other high-level commanders have increasingly removed decision-making authority from captains in the field. Palmer calls this move towards command-and-control the paradox of knowledge, but you would recognize it as analysis paralysis and micromanagement.
Front-line autonomy is clearly what the author favors. He points out that superb naval commanders, such as Horatio Nelson, inspired individual initiative in subordinates through motivation, shared vision, and confidence in their abilities. And you need look no further than the final win-loss records of World War II to understand the impact of decentralized power.
Palmer, a history professor at East Carolina University, has a gift for taking us aboard warships and inside war rooms during the great sea battles of the last 500 years, including those fought in the Anglo-Dutch wars, the British fights against the French, the two World Wars, the Cold War, and modern warfare. Along the way, you'll learn a thing or two about leadership, strategy, tactics, warfare, sailing, and technological change.
- Sean Silverthorne