Covid Leadership Lessons from General George S. Patton

General George S. Patton was one of America’s most successful, albeit controversial, battlefield commanders. He was the most audaciously aggressive on the offensive, yet his troops suffered the lowest casualty rates of any in the U.S. Army.

The movie Patton, starring George C. Scott, won seven Academy Awards in 1970. It’s hard to imagine such an Oscar-winning movie having been made about Dwight Eisenhower or Omar Bradley, both of whom outranked Patten.

Patton could have been speaking about today’s heroes of the covid19 pandemic when he said:

The great things a man does appear to be great only after they are done. When they’re at hand, they are normal decisions and are done without knowledge of their greatness.

Given that we are in “a war on covid” Patton’s leadership lessons are especially relevant today. Here are six that I find especially important.

Get to the front: Patton insisted that his commanders personally visit the front, and he set an example by doing so himself. It is essential for a leader to both see and be seen, he said, and frequently. Making rounds and showing up at the front allows you to see the situation with your own eyes, be readily available to help your people solve problems, and to get the facts and verify your assumptions. 

Take care of your people: In wet weather, Patton insisted that his men be delivered a pair of dry socks with their rations. He took pains on behalf of those he led because he knew what he would be expecting of them.

Take care of yourself: Patton famously remarked that “fatigue makes cowards of us all” (a comment quoted by football legend Vince Lombardi). It’s often said that you cannot pour from an empty pitcher; as a leader, you must make time to refill your own pitcher.

Be a cheerleader: General Patton told his commanders that their #1 responsibility was to inspire the morale of their troops. He convinced his man that they were the best, and then constantly reminded them of that fact, creating high expectations for future performance.

Recognize great performance: In his book Patton on Leadership Alan Axelrod wrote: “No management tool is more powerful than sincere personal praise delivered publicly and in a timely manner.” Despite his reputation for being a glory hound, Patton was effusive in celebrating excellence in others. And not just the frontline troops; he went out of his way to praise the men making meals, driving trucks, and fixing telephone wires. If he were a healthcare leader today, he would be breaking records for the number of DAISY Awards and other honors being given to members of his team.

Swagger: In the movie Patton, the famous general is shown practicing what he called his “war face” in front of a mirror. He did not do this because he was egotistical (though that he certainly was). He did it to assure himself that every aspect of his presence exuded a sense of confidence for the men whose lives depended upon his leadership. He certainly would have approved of the “power posing” techniques described by Amy Cuddy in her famous TED Talk.

In my book The Florence Prescription I wrote that “we need to have a different perspective on the challenges we face. We need to see opportunities where others see barriers. We need to be cheerleaders when others are moaning doom-and-gloom.” Studying the lessons of leaders who have gone before will help us see and seize those opportunities.

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Energize and motivate your staff with an ongoing infusion of inspirational ideas and strategies. Now, more than ever, investing in your team will help them navigate today’s challenging world with courage and determination. Learn more about Everyday Courage for Extraordinary Times at the Values Coach website.