Lessons of Leadership from the Battle of Gettysburg By John Baniszewski

1. Lessons of Leadership from the Battle of GettysburgBy John Baniszewski

2. Why Study History? “I know of no way of judging of the future but by the past” – Patrick Henry “History is a vast early warning system” – Dr. Norman Cousins “Fellow citizens, we cannot escape history” - Abraham Lincoln, Annual Message to Congress, December 1862

3. Every Organization Has a History • Example – NASA, a long and distinguished history since 1959 • ~700 total NASA missions launched • ~300 unmanned satellites spacecraft launched • ~150 manned flights, ~300 people in space • ~50 planetary missions • Whatever problem exists today, someone in NASA once faced a similar problem • The lesson of history is that we should learn from past successes & failures • The challenge of history – getting the relevant history into the hands of those who need it. But how? • Developing “Lessons Learned” Information Systems • By networking • By putting experienced & proven leaders in senior management positions • By other methods

4. The Lessons of History “Those who do not remember the past are condemned to repeat it” – Professor of Philosophy George Santayana Mission Applauded as Shuttle Returns, Washington Post, July 18, 2006 CAPE CANAVERAL, July 17 -- Announcing its arrival with a pair of sonic booms, the space shuttle Discovery dropped out of an overcast sky to touch down smoothly at the Kennedy Space Center on Monday in a triumphant climax to its nearly 13-day trip to the international space station. Columbia Accident Investigation Board, Report Volume 1, August 2003 Finding F7.4-10 – “NASA… does not have a constructive program to use past lessons to educate engineers, managers, astronauts, or safety personnel”. Chapter 8.1 - “History is not just a backdrop or a scene-setter. History is cause. History set the Columbia and Challenger accidents in motion”.

5. True or False Quiz • Good leaders are important in an organization • All senior managers should be good leaders • All senior managers are good leaders • Only senior managers can be leaders

6. Famous Quotations Quiz “What makes a King out of a slave?  Courage! What makes the flag on the mast to wave?  Courage! What makes the elephant charge his tusk, in the misty mist, or the dusky dusk? What makes the muskrat guard his musk?  Courage! What makes the sphinx the seventh wonder?  Courage! What makes the dawn come up like thunder?  Courage! What makes the Hottentot so hot? What puts the "ape" in apricot? What have they got that I ain't got? Courage!” “As for you, my fine friend -- you're a victim of disorganized thinking.  You are under the unfortunate delusion that simply because you run away from danger, you have no courage.  You're confusing courage with wisdom.  Back where I come from, we have men who are called heroes.  Once a year, they take their fortitude out of mothballs and parade it down the main street of the city.  And they have no more courage than you have.  But! They have one thing that you haven't got! A medal!”

10. The Battle of Gettysburg • When did it happen? • July 1 through July 3, 1863 • What was at stake? • The continued existence of the United States as a nation • The lives of thousands of people • Who was involved? • 160,000 Americans, 68,000 of them in supervisory positions • Two separate Government Organizations (The Union and Confederate Armies) • What was their mission? • Destroy the other army (win-lose situation for each organization) • What were they like? • Almost identical in training, processes, organizational, equipment, and technology • 98% of personnel had less than 2 years of job experience • The difference between success or failure - Leadership

11. A Time of Rapid Growth – 1843 vs. 1863

12. A Time of Divided Government • Compromise of 1850 – Addresses spread of slavery to lands ceded by Mexico (California and DC Free, New Mexico & Utah TBD), undoes Missouri Compromise of 1820 • Fugitive Slave Act of 1850 – Makes it a federal crime to assist slaves to escape • Kansas-Nebraska Act of 1854 – Leaves decision of slavery up to “Popular Sovereignty” • Caning of Senator Sumner, 1856 – Attacked on floor of Senate by Rep. Brooks, and clubbed until unconscious • Dred Scott Decision of 1857 – Makes slavery legal in all territories

13. A Time of Political Turbulence - Presidential Elections, Thousands of Votes Received

14. Leadership and Vision - President Abraham Lincoln “Every great work, every great accomplishment, has been brought into manifestation through holding to the vision, and often just before the big achievement, comes apparent failure and discouragement” - Florence Scovel Shinn In 1860, he is elected President of a country of 31,000,000 people, garnering only 39% of the vote. Before he is inaugurated, seven states proclaim that they are no longer part of the nation he leads. For the next four years he dedicates his life to preserving the United States of America as a nation. To accomplish that goal he needs an army, and for that army to succeed he needs a leader. Five different generals fail him as leader prior to the Battle of Gettysburg. Five times he gets rid of that leader and reaches out for another. In late June, 1863, a Confederate army marches through Pennsylvania, creating panic and despair. It is very possible that the United States of America will soon cease to exist. Three days before the greatest battle in American history, Abraham Lincoln audaciously fires the man who leads his army. For the first time, Lincoln ignores political considerations and makes a selection based solely upon the past performance and experience of that new leader. The man Lincoln chooses wins the most decisive battle in American history. Within two weeks of this victory, Lincoln concludes that man has failed him and continues his search. “Where there is no vision, the people perish” - Proverbs 29:18

15. The Importance of Knowing Your Team - Confederate General Robert E. Lee Letter from Lee to General Hood - "I agree with you in believing that our army would be invincible if it could be properly organized and officered.  But there is the difficulty - proper commanders - where can they be obtained?" He leads 70,000 soldiers at the battle of Gettysburg. There is probably no general in American history more loved or respected by those he led. For the thirteen months preceding the Battle of Gettysburg, his leadership skills brought the Confederacy a string of incredible victories, despite the overwhelming superiority of the Union Army in numbers and supplies. He invades the north in hopes of ending the war. For the first years of the war, he is blessed with a team of subordinates who serve him brilliantly and complement each other well. In the battle preceding the invasion of the North, the death of his most brilliant subordinate forces him to drastically change his team, to promote and bring in new people. He tries to lead this new team in the same manner as his old one. At Gettysburg, that team fails him.

16. = New Confederate Leadership Team – July 1, 1863 Davis Lee Longstreet Hill Ewell Stuart

17. South Mtn Blue Ridge Blue Ridge Campaign Chronology June 1 – Both armies near Fredericksburg, VA June 12 – ANV near Winchester, VA; AOP near Manassas, VA June 16 – ANV enters MD & PA, AOP near Leesburg, VA June 25 – ANV near Chambersburg PA, AOP crossing Potomac River June 28 – ANV in Chambersburg PA & approaching Harrisburg, PA, AOP in Frederick, MD June 29-30, both armies converging on Gettysburg Gettysburg ANV – Confederate Army of Northern Virginia AOP – Union Army of the Potomac

18. General Joseph Hooker, Commander, Union Army of the Potomac, January-June, 1863

19. Substance Over Form – Union General George Meade Memoirs of Union General Carl Schurtz - "There was nothing in his appearance or his bearing that might have made the hearts of the soldiers warm up to him, nothing of pose, nothing stagey about him.  His mind was evidently absorbed by a hard problem.  But this simple, cold, serious soldier with his business-like air did inspire confidence" He leads 90,000 soldiers at the battle of Gettysburg. The day the battle starts, he has been in his job for three days. No one is more surprised than Meade when he is made the leader of this army. The day before he is promoted, he writes a letter to his wife, telling her that he will never be chosen to lead this army, for he has no friends in high places who would push for his promotion. He tells her what a terrible job it would be, a job doomed to failure and guaranteed to ruin the career of any person unlucky enough to get it. His predecessor has kept him completely in the dark as to the plans and situation of the army. Six days later, he is the first Union Army commander to decisively defeat Robert E. Lee in a major battle. Less than two weeks after winning the most famous conflict in American history, he offers to resign.

20. Union Leadership Team – July 1, 1863 = New Lincoln Halleck Meade Sedgwick Slocum Pleasanton Reynolds Sickles Hancock Sykes Howard Hunt

21. Putting the “I” in “Team” – Confederate General JEB Stuart "The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don't play together, the club won't be worth a dime." -Babe Ruth He leads 6,600 cavalry soldiers at the battle of Gettysburg. For the first two years of the war, his boldness and brilliance made him the most highly regarded cavalryman of the War. His primary mission is not to fight. It is to scout for the enemy, to tell Robert E. Lee where the Union Army is located and where it is going. One week before the battle of Gettysburg, he is tempted to take on a different mission, and asks permission from General Lee. He receives a discretionary order telling him he may do so, as long as he still carries out his primary mission. He believes he can do both things equally well and embarks on his secondary mission. He utterly fails to perform his primary role as a scout. The consequences for the Confederate army are disastrous.

22. Honesty, Innovation, Experience – Union General John Buford “No legacy is so rich as honesty” - William Shakespeare, "All's Well that Ends Well", Act 3 scene 5 “Honesty is the first chapter of the book of wisdom” - Thomas Jefferson He leads 4,000 cavalry soldiers at the battle of Gettysburg. Unlike his counterpart JEB Stuart, John Buford does a flawless job of gathering intelligence. His men pay him a great compliment in the nickname they give him – they call him “Honest John”. More than anyone, he is the person who chooses Gettysburg as the battlefield. His choice is based upon years of hard-won experience and expert analysis. He chooses wisely. He does not have the resources to fight a battle alone. Nevertheless, he commits his soldiers to a fight in which he knows they will be hopelessly outnumbered, hoping his superiors will come to his aid, not knowing if they will do so. He tells his men exactly what they must face. The plan he adopts is innovative, risky, and brilliant. It is extremely difficult to execute, but he does so perfectly. His skill and courage give the Union Army a critical advantage during the battle.

24. Leadership in Civil War Battle Right Wheel Maneuver Line of Battle Formation Front to Front Combat Flank Attack

27. Cronyism At Its Worst – Confederate General Alfred Iverson “All experience teaches that, whenever there is a great national establishment, employing large numbers of officials, the public must be reconciled to support many incompetent men; for such is the favoritism and nepotism always prevailing in the purlieus of these establishments, that some incompetent persons are always admitted, to the exclusion of many of the worthy” – Herman Melville He leads 1,380 soldiers at the battle of Gettysburg. Most of the men he leads believe he got his job because his father was a senator and a close friend of President Jefferson Davis. His peers do not respect him. His soldiers hold him in contempt. On the first day of the battler, he impetuously sends his soldiers leaderless into battle. He ignores one of the most fundamental principles of military tactics. At the greatest moment of crisis, he is in a place where he does not know what is going on. At the time when his organization needs leadership the most, he is in a place where it is physically impossible to give it. As a result, 500 of the people he leads are dead or wounded less than five minutes after they come under fire from the enemy.

30. Getting Away With Murder – Union General Daniel Sickles (Described by George Templeton Strong) - "one of the bigger bubbles in the scum of the [legal] profession, swollen and windy, and puffed out with fetid gas." He leads 10,600 soldiers at the battle of Gettysburg. He is a professional politician, an adulterer, and became nationally famous when he was tried for killing his wife’s lover while he served in Congress. On the first day of his military career, he is made a general. He has no experience as a soldier. He has no training. He is in a leadership position because of who he is and whom he knows, not because of what he has done. He is brave, intelligent, and quick to learn. He has powerful political friends who help him to advance. He courts the friendship of the President’s wife. His commanding officer dislikes him, and the feeling is mutual. On the second day of the Battle of Gettysburg, Sickles deliberately disobeys orders and brings chaos to the battle. He makes decisions that an experienced soldier would not have made, decisions that make the men he leads extremely vulnerable. He loses almost half of them in three hours. He later takes credit for the Union victory at Gettysburg.

32. Case Study – The Promising Rookie You are the head of an organization that has grown dramatically during the past two years. You supervise four branch chiefs. Three have substantial relevant leadership experience and training, but one does not. That person is Pat. Pat’s degree is in a field that has nothing to do with your specialty. Pat has only 11 months total relevant job experience. Pat has been a branch chief for only six weeks. Pat has connections - a high-ranking executive in your organization was instrumental in getting Pat a job in your organization in the first place. Five weeks ago, you had to take disciplinary action against a number of problem employees. Pat’s organization was the only place you could transfer them. They now make up a third of Pat’s workforce. Pat is likeable, extremely bright, and highly committed to your organization’s mission. You are impressed that Pat once turned down a promotion opportunity because Pat felt unready for a leadership position at that time and wanted to learn the necessary technical skills first. Pat has been working hard to learn the job, studying books and professional journals after hours, and taking all of the training that is available. The employees in the organization like and respect Pat, and the previous leader of the organization thought very highly of Pat. An emergency situation has come up. You need someone to handle it. It is an extremely difficult assignment. Failure would be catastrophic for you organization. All of your branch chiefs are heavily committed. It would be easiest to give the job to Pat, but your other three branch chiefs could take the assignment if absolutely necessary. Pat has never been the leader for this kind of project. You have to make a decision immediately. Due to other priorities, no one could help Pat during the project. Do you give the job to Pat? Why?

33. Case Study – The Promising Rookie “Pat” – Colonel Joshua Lawrence Chamberlain Qualifications - Age 35; Bachelor Degree in Classical Studies; Professor of Rhetoric at Bowdoin College; 11 months military experience, 7 weeks as leader of current organization His organization - 396 men, of whom 120 were arrested for mutiny prior to being transferred to his unit 6 weeks ago Personal Information – Modest, self-motivated, dedicated to mission, highly intelligent, committed to self improvement, respected by subordinates • “Pat’s” Boss – Colonel Strong Vincent • What he needs – A leader to defend the most critical and vulnerable point on the battlefield • His concern about “Pat” – Lack of overall experience, first time serving in his current capacity as leader, lack of combat leadership experience, the 120 mutineers in his organization

34. Youth, Inexperience, and Brilliance - Union Colonel Joshua Lawrence Chamberlain “Great ability develops and reveals itself increasingly with every new assignment.“ - Baltasar Gracian, The Oracle "Ability will never catch up with the demand for it.“ - Malcolm Stevenson Forbes He leads 396 soldiers at the battle of Gettysburg. He is a college professor. His idealism led him to join the army. The day he volunteers, to his surprise, he is offered leadership of 1,000 men. The job he is offered is prestigious and well-paying. There are few people in his situation who would turn it down. However, he insists that the job be given to someone with military experience, and offers to become that person’s deputy. He works hard to overcome his lack of knowledge and experience. He studies military textbooks and manuals late into the night. Three days after he is promoted to leadership of his organization, 120 men are transferred to him. These men had been placed under arrest for mutiny. On July 2, 1863, he needs them desperately, for he is thrust into a critical situation in which the fate of the battle may hang upon the performance of those men. He, and those that he leads, perform magnificently.

35. Crunch Time You are part of a corporation that has fallen on hard times in recent years. Your competition is dominating the market, and stockholders are abandoning your company in droves. You are one of many branch chiefs. Your work unit has been working evenings and most weekends for months. Many of the people in your branch have left the company in recent months, and they have not been replaced. Those who have stayed are getting burned out. You know that the pressures of the job are getting to them. There are a couple of folks who are having health problems that may be stress-related. You also know that there are a couple of people who are having some marital problems, and you suspect the long hours of mandatory overtime are a factor. You have a good rapport with your people. They have a lot of respect for you, and they realize that the pressure is coming from outside of your work unit. You have shared the burden with them. You’ve put in the same long hours they have. You have a personal understanding of the strain they are undergoing. You’ve tried to get management to ease off, but the pressures within the company are so great, they keep asking you to do more and more with less and less. It is Wednesday. A three-day weekend is approaching. Monday is a holiday. Many of your people have made definite plans to spend time with family or go on a short vacation. You just received an email from your boss. Another crisis has come up. Your boss says it is crucial that the crisis be resolved quickly, and he has assigned it to you and your work unit. Your boss says that if the deadlines are not met, it will mean another huge financial setback for the company. You know and respect your boss. You know he is telling the truth. The email says that everyone is to work evenings, as well as all three days of the weekend. Your boss says he needs to see the finished product on his desk first thing Tuesday morning. What do you tell your work unit?

36. Case Study – Crunch Time You – Colonel William Colville Profession - Newspaper publisher First person from state of Minnesota to volunteer for the Union army Leader of the First Minnesota Regiment. There are 262 soldiers remaining out of the 1,000 who enlisted at the start of the war. Your situation – You are to lead you unit to a rapid concentration of the Union Army at Gettysburg. Each of your soldiers caries 40 pounds of weapons and equipment. For three days, you have been ordered to march 20 miles per day

37. Caring for Those You Lead – Union Colonel William Colvill “Really big people are, above everything else, courteous, considerate and generous -- not just to some people in some circumstances -- but to everyone all the time” - Thomas J. Watson, Sr. He leads 262 soldiers at the battle of Gettysburg. Before the war he is a lawyer and newspaper publisher. He is the first person from Minnesota to volunteer for the Union Army. He cares intensely for his soldiers. A few days before the battle, he is arrested because he puts their welfare ahead of compliance with his orders. He disobeys direct orders because he knows that if he does what he is directed, it will bring physical harm to his men. During the battle, his superiors realize they need his leadership and release him from arrest. They call upon him at a moment of crisis and make extraordinary demands of him and his soldiers. He is told to lead his 262 men in an attack against 1,400 of the enemy. Because they respect him, those 262 men do as he tells them. In 15 minutes, only 47 of them are left. They accomplish their critical mission.

38. The Courage To Do What’s Right – Union General George Sears Greene “The wise man does not grow old, but ripens”- Victor Hugo He leads 1,400 soldiers at the battle of Gettysburg. At 62, he is the oldest soldier at Gettysburg, but has lost none of his vigor. He is tough on his men, demands the best from them, and forces them to learn what they need to know to become soldiers. At first they resent him, but by the time of the battle they respect and love him. In 1863, some generals considered it cowardly to fight from behind fortifications. General Greene knows that his soldiers are citizen-volunteers, not professionals, and believes they will fight better if protected by walls of felled logs. His immediate superior disapproves of this decision, but Greene sticks with his convictions. Late on the second day, his theory is severely tested. He is attacked in the evening on the second day of the battle. His soldiers are outnumbered five to one. Had he deferred to his superior, the Union army would have experienced disaster.

41. Case Study – The Technical Expert You are a Program Manager. You have three subordinate Project Managers. Two of them are managing projects for the first time. Their current projects are having lots of problems. The third Project Manager is Chris. Chris has successfully managed five projects for you in the past. Chris has a relevant degree from a respected institution. Chris is a proven technical expert, very deliberate, a person who believes in thorough preparation and careful analysis. Chris has many years of practical experience. You consider Chris to be your second-in-command. Chris has clearly outperformed all current peers. Your Program is at a critical point. You have a special project you need done. It entails significant risk and failure could be disastrous. However, if it succeeds, it will be a huge breakthrough for your organization. This opportunity may never come again. You have had little time for a detailed analysis, but you have come up with a plan that you think will work. Without hesitation, you decide to put Chris in charge. You tell Chris what you want achieved, give Chris what you think is an adequate budget, and give Chris a free hand concerning how to do execute the project. To your surprise, Chris tells you the project cannot succeed. Chris says the resources are clearly inadequate, and schedule factors preclude you from finding more resources. Chris suggests that one of the other Project Managers be given the assignment. You are getting annoyed. This is the third time in three days that Chris has disagreed with your decision and openly questioned your judgment. Chris clearly seems like the best candidate for the job. Because of schedule constraints, you have to make an immediate decision. Should you go ahead with the project? If so, do you leave Chris in charge? What do you do?

42. Case Study – The Technical Expert “Chris” – General James Longstreet Qualifications - Age 42; West Point graduate; 25 years military experience, 14 months as leader of current organization (most senior leader in army), second in command of entire army Personal Information – Highly skilled, very deliberate, believes in thorough preparation and careful analysis, conservative Past Performance – Most successful active general in Army, solid record of past success “Chris’s” Boss – General Robert E. Lee What he needs – A leader to achieve a breakthrough that could win the battle and the war His concern about “Chris” – His open disagreement with directions (three times in three days), his stated belief that the effort will fail

43. A Leader Must Also Follow – Confederate Lieutenant General James Longstreet Longstreet to Colonel Alexander – “I do not want to make this charge. I do not see how it can succeed. I would not make it now but that General Lee has ordered it and is expecting it”. He leads 22,800 soldiers at the battle of Gettysburg. He is the most senior and most trusted of Lee’s subordinates. No leader at Gettysburg will suffer greater torment. Twice during the battle he argues unsuccessfully with General Lee over crucial decisions. Twice Lee gives him responsibility for carrying out the decisions that Longstreet opposed. On the third day of the battle, Longstreet is directed to accomplish a task which he deems impossible. He argues against this direction, citing his own knowledge, his personal experience, and his analysis of the situation. He knows that the resources he is given are inadequate to accomplish the mission. He loses his argument. That day, he sends 13,000 soldiers to make an attack that he knows will fail, an attack that he knows will result in thousands of their deaths. His prediction proves correct. Many blame him for the disaster.

44. Case Study – It’s Your Buck You work for the Par Excellence Launch Vehicle (PELV) Corporation, owned by “Buzz” Wright, a legend in the LV industry. Buzz has taken the company to new heights, winning contracts away from entrenched incumbents. PELV is ready to test launch a new LV, which is being considered by the Champion Satellite Industries (CSI) in their proposal for a multi- billion dollar contract, which is due tomorrow. PELV is deep in debt and desperately needs this business. CSI has two proposals ready to go, one using your LV, the other your competitor’s. You are the Deputy Chief for Atmospheric Monitoring. Your department assesses weather conditions before launch. You are 28 years old, a “Rising Star”, because of your ability to make accurate atmospheric assessments. You have a string of promotions that people envy. “Buzz” and the CEO had a big disagreement today over the decision to launch. The CEO said the design had flaws and would not withstand the launch loads it would encounter today. The CEO is a technical expert who personally led the development of five successful LV’s. “Buzz” disagreed and ordered the CEO to launch today. The CEO is your boss’s boss. The CEO likes you, and personally placed you, and not your boss, in charge today. All morning you have been monitoring conditions. At dawn, there was severe high-altitude shear that made launch conditions hazardous. You forecasted the shear would abate to near zero by launch. As liftoff approaches, you are anxious. One of your sensors is malfunctioning, and ability to measure high-altitude shear is severely degraded. A half hour before launch, the CEO sends a message which says “If atmospheric conditions are unfavorable, direct the Launch Director to postpone the launch”. Until now, because the legendary “Buzz” Wright said it was safe to launch, you had no concerns about mission success. Now you realize the CEO is having you to make the “Go-No Go” decision. You re-examine your sensor data. There are indicators that shear may be stronger than you can reliably measure. You send your CEO a reply saying “My sensors are degraded, and I can only assess shear levels using optical monitors, which do not give adequate measurements”. You get a reply from the CEO stating “If conditions are unsafe, order the Launch Director to cancel”. Clearly, the CEO expects you to make the decision. A strong line of thunderstorms is approaching, and will arrive in two hours. Ten minutes remain in the countdown. The launch window is only 30 minutes. All systems are ready for launch. What do you do?

45. Case Study – It’s Your Buck “The CEO” – General James Longstreet Qualifications - Age 42; West Point graduate; 25 years military experience, 14 months as leader of current organization (most senior leader in army), second in command of entire army Personal Information – Highly skilled, very deliberate, believes in thorough preparation and careful analysis, conservative. Most successful active general in Army, solid record of past success The Owner, “Buzz” Wright – General Robert E. Lee What he needs – A leader to achieve a breakthrough that could win the battle and the war Deputy Chief for Atmospheric Monitoring – Porter Alexander Qualifications - Age 28; West Point graduate (3rd in class) ; 5 years military experience, made “acting chief of artillery” on July 3, 1863 Personal Information - Gifted engineer and artillerist, developed the "wigwag" communications system, received rapid promotions due to performance in battle.

46. Case Study – The One Who Didn’t Get the Job Your organization has many ongoing projects. You and Terry are both successful and experienced Project Managers. Not long ago, your boss created a new position - a Program Manager who will ensure that all ongoing projects work together effectively. You were selected for the job, Terry wasn’t. Terry now works for you. During your time with the organization, you managed four major projects. The first one was a big success. The second one succeeded but was a near-disaster. The third was a huge success, but had major cost and schedule growth. Your fourth project was given to you because it was in big trouble, and you quickly turned it around and made it succeed. You give a huge amount of credit to the person who was your deputy for these projects. The two of you developed a special bond. You helped each other through some very difficult times. You complement each other perfectly. You consider your deputy to be an outstanding manager and leader. Terry has worked in projects as long as you, but has managed only one major project. It was in disastrous shape when Terry was put in charge. Failure could have meant your organization going out of business. Terry’s outstanding leadership saved the project. The only person unhappy was your boss. She felt Terry was too conservative, and missed an opportunity for a huge breakthrough that would have given your company market dominance. You have just moved a thousand miles to your new office. You are scheduled to meet with Terry in one hour. You are worried about how Terry might feel toward you, since Terry was passed over for your job. Terry now leads the biggest, most important project you have. You toy with the thought of replacing Terry with the highly-capable person who had been your deputy. To your surprise, at your initial meeting, Terry even suggests that you might want to replace him with someone you are familiar with, and will serve gladly in whatever capacity you deem fit. You are in a new office, surrounded by strangers, with subordinates who are unfamiliar to you. You really miss your old deputy. Should you replace Terry with that deputy?

47. Case Study – The One Who Didn’t Get the Job “Terry” – General George Meade Qualifications - Age 48; West Point graduate; 25 years military experience; Rose through ranks, made commander of Union Army three days before Gettysburg Personal Information – brave and conscientious, commanded the respect of all who knew him. Possessed a short and violent temper he did not always control “You” – General Ulysses Grant Qualifications - Age 44; West Point graduate; 18 years military experience, business failure in civilian life; Commanded Union Armies to a string of victories at Ft. Donelson, Shiloh, Vicksburg, and Chattanooga Reputation – Considered a “Bull-Dog”, he was adept at utilizing different strategies in different circumstances. Described by Lincoln in two words – “He fights”.

48. Case studies taken from the seminar“Making a Difference – Lessons of Leadership from the Battle of Gettysburg” By John Baniszewski NASA GSFC, Deputy Project Manager Licensed Battlefield Guide at Gettysburg National Military Park JDBano2001@yahoo.com