The leader
More and more, I’m uncovering a pattern in myself that, once identified, I also see in others.
Brilliant as a Second in Command
The pattern is: Brilliant as a second in command, so-so as a leader (variations: abject failure as a leader, hesitant as a leader, etc.).
Historical examples are Field Marshal Frederich Paulus, commander of the German Sixth Army at Stalingrad and General Buller, first commander of the British Forces in the Boer War. Both were stellar as seconds-in-command but lacked the confidence to succeed as leaders.
In Buller’s case, when a new first-in-command came to South Africa to relieve him, the new general retained him as second-in-command. Again he performed admirably.
In Paulus’s case, he and 300,000 soldiers went down to defeat.
Self-confidence seems to be everything in leadership. A lack of self-confidence and we hide behind a tree, as one general did.
Some people feel self-confidence when in the 2IC role, but not in the 1IC.
We have to find a way to correct that, because the Reval will thrust many of us into leadership, ready or not.
In my case, I grew up the younger brother of a very loving and benevolent older brother, Paul (graphic, above). I was happy supporting him in his plans.
My plans involved mostly reading books in my room. I never needed support in my plans. But Paul’s took in other people.
He was the extrovert, the leader, and I was the introvert, the scholar. He organized and led. I stood at the back of the room and supported him. Gladly. And I felt very accomplished as his lieutenant.
I sometimes feel shaky as leader and, as people who know me know, I don’t accept the title willingly.
The Divine Mother would say I haven’t found the source of my divine authority yet. I’d tend to see it from the operational side: I lack self-confidence.
So I’m very much in the soup myself, looking for a way out. And from looking and looking at this problem, I think I’ve found that way.
As a result of what I’ve seen, I’ve concluded that we need to help people who until now have worked best as Seconds-in-Command to find the confidence that allows them to make the transition to leaders. Here’s my suggested model.
(Continued in Part 2, below.)