[rating:3.5]
(New York: Harper Collins, 2010)
315 pgs
This is a very readable and accessible book. As it is written from a military General in the Canadian Armed Forces, military examples and illustrations are used extensively throughout the book. Hillier enlisted in the Canadian Forces in 1973, was appointed Commander of the Army in 2003, then promoted to Chief of the Defence Staff in 2005. His task was to combine the Navy, Army and Air Force into one unified fighting force. Hillier is honest, open, practical, warm and personable in his book.
The 50 chapters are short and divided into six sections and get straight to the point and are easily implemented.
Some chapter titles are:
- Put People First
- Don’t focus on Organization and Process
- Perpetual Optimism is a Force Multiplier
- Tactics without Strategy Brings Failure
- Build on History
- Never Waste a Crisis
- Credibility is Your Center of Gravity
- Peeing on the Electric Fence
- Stand on Your Soapbox
- Make Values and Principles Your Foundation
- Look After Yourself
- You Can’t Do it All
- Humour Saves
I relate to Hillier’s practical pragmatic approach to leadership and his ability to work with people in a no-nonsense, yet personable manner. In one situation he recalls standing with a commander as the troops went by in parade. Many of the troops made friendly comments to General Hillier as they walked past, yet ignored their commander. The commander responded, “I used to be that way, smokin’ and jokin’ with the boys, when I was a junior officer and leader, but as soon as I became a commander that all changed. Now, it’s all serious business and no time for jokes or making light of things.” Hillier replied, “Why do you think you were promoted through a variety of ranks, given additional challenges at each one and finally, now, given the challenges of senior command? Because of the characteristics you exhibited, demonstrated and matured at each of those different levels…because of the kind of person you were and how you related to people. The last thing in the world we wanted you do to was change in such a fundamental manner. You have to be who you are.” Good advice to leaders who think a title or position requires them to be someone different from who they really are.
Though this book is obviously meant to demonstrate general leadership principles, many of the practical ideas translate well into either sacred or secular work. Not every chapter will be applicable, but at least the stories are entertaining. There is little theory, more philosophy of leadership, but the vast majority of the book is comprised of the summaries of a leader’s reflections on where he has come from and where his skills as a leader has taken him.
What impressed me the most in this book is the heart and the compassion this soldier felt for those under his command, and the care and respect with which he clearly demonstrates to the families of his soldiers as well. From a leadership perspective, this compassion combined with his tenacity and brutal honesty, was likely a great combination for the incredible loyalty he was given by those under his command.
Hillier took on the monumental task of combining all the Canadian branches of the military into one streamlined, finely tuned combat ready force. No doubt he has his critics and detractors as he says, “Being decisive means pissing people off”. Hillier readily admits his own faults and flaws, but his personal discipline and strong character drove him to model for his troops and staff the kind of soldier he expected each member of the Canadian Forces to be.
The book does not delve into gory battle details, nor does it play the emotion or sympathy card for the military. Neither does it seek to make political points other than state what most people already understand about governments being largely out of touch with reality. It is what it claims to be, fifty short chapters containing insights learned over a lifetime of service, shared as one successful leader to other aspiring leaders.