Leadership Lessons of Field Marshal Montgomery (#195)
In America, historians bash Field Marshal Bernard Montgomery, the highest ranking British general in Europe. On the other hand, in the United Kingdom, British historians love him. Whichever camp you are in, “Monty” was a polarizing figure. But, he had useful ideas on leadership that are still applicable to today’s leader.
Montgomery’s Career
Field Marshal Bernard Law Montgomery, 1st Viscount Montgomery of Alamein, was also known as “Monty.” He was the most well-known British general of World War II because he was unwavering in the face of adversity and was notorious for his sharp wit, self-promotion, and direct attitude. On the one hand, he was highly appreciated among his subordinates as an exceptional commanding officer. Nevertheless, the higher ranks often found Monty difficult to work with. Even Churchill, who later became one of his most faithful friends once said of him: “in defeat, unbeatable: in victory, unbearable.”
Bernard Law Montgomery was born on November 17, 1887, in London. He was educated at the Royal Military Academy, Sandhurst, and was commissioned into the Royal Warwickshire Regiment in 1908. Awarded the Distinguished Service Order for gallant leadership in the trenches, he was severely wounded in 1914 and spent the rest of World War I as a staff officer and planner.
Between the wars, he served in India, Egypt, and Palestine. In April 1939, he was given command of the 3rd Division, part of the British Expeditionary Force which took part in the fighting preceding the Fall of France in June 1940. He, and his men, were evacuated from Dunkirk. Montgomery was rapidly promoted and in August 1942 was appointed to command the British Eighth Army in Egypt. He inspired a dispirited and defeated force to victory over the Germans and Italians under General Erwin Rommel at the Battle of El Alamein. Prime Minister Winston Churchill was convinced this battle marked the turning point of the war. Montgomery commanded the Eighth Army in the subsequent Allied campaigns in Sicily and on the Italian mainland. In December, he was then recalled to England to take part in the planning of the invasion of Normandy.
During the Normandy landings and for several months afterward, Montgomery commanded all Allied ground forces in France. In September 1944, this command was taken over by General Eisenhower, with Montgomery reverting to command of 21st Army Group. His peer, Lieutenant General Omar Bradley commanded the 12th Army Group. Montgomery bitterly resented this, although he was promoted to Field Marshal as a way of compensation. His arrogance and reluctance to cooperate with others made him increasingly unpopular, particularly with the Americans. Montgomery led his army group until Germany surrendered.
After the war, Montgomery was created a knight of the Garter and Viscount Montgomery of Alamein. In 1951, he was selected to become the deputy commander of the Supreme Headquarters of NATO, where he served for seven years. He wrote several books in retirement. He died on March 24, 1976.
Field Marshal Bernard Montgomery’s Leadership Style
Field Marshal Bernard Montgomery once said, “Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires confidence.” However, “Monty” was not an imposing physical figure – he was somewhat under average height, with a rather squeaky voice. On the positive side, he was organized, a detailed planner, committed to simplicity, and very practical. Above all else, Montgomery was determined that the army, navy, and air forces should fight their battles in a unified, focused manner according to a detailed plan. He possessed vision and could take complex ideas and explain them simply to others. He practiced what would be called today “management by walking around.” As he moved about the battlefield, he was a great speaker who connected with the soldiers and inspired them. They, in turn, idolized him. In his diary, Eisenhower said Montgomery was “intelligent, a good talker, and has a flair for showmanship.” On the negative side, he was arrogant, conceited, and unlikeable, lacked diplomacy and tact with peers and bosses alike, and a relentless self-promoter.
For most of the war, Montgomery had Major General Francis de Guingand as his chief of staff. Guingand said his main job was to “keep Bernard’s two great virtues [will and discipline] in tandem.” Of the six leadership styles (see Post #76 for all 6 of the leadership styles), “Monty” used mostly a coercive style with his staff and subordinate commanders or one where he tried to obtain immediate compliance. If Jim Collins, evaluated Field Marshal Montgomery I think he would classify him as a Level 3 Leader, or Competent Manager. Remember, Level 3 leaders have excellent management skills and can organize people and resources toward the effective and efficient pursuit of predetermined goals.
Here are 5 of Montgomery’s thoughts on leadership to inspire you:
“The fussy commander, who is forever interfering in the province of his subordinates, will never train others in the art of command.”
Micromanagers don’t create great leaders. Leaders have to allow their direct reports to learn and grow as leaders.
“Discipline strengthens the mind so that it becomes impervious to the corroding influence of fear.”
Other military leaders have said, “Don’t take counsel of your fears.” Another way to think about it is how do you build your courage so that you are better prepared to handle the inevitable fears that arise when one is trying something new or exceptionally difficult? Here is a great post on building your courage in Post #98.
“Every soldier must know, before he goes into battle, how the little battle he is to fight fits into the larger picture, and how the success of his fighting will influence the battle as a whole.”
Today, we would say you need to make sure your direct reports and their direct reports need to understand the purpose, or the why of the operation. The modern US Army’s Leader’s Intent is a great way to provide the why to your people. There is more on leader’s intent in Post #105.
“I believe that one of the first duties of a commander is to create what I call “atmosphere”, and in that atmosphere, his staff, subordinate commanders, and troops will live and work and fight”
We would call this culture, today. Culture is defined as the beliefs, values, and behaviors that determine how an organization’s people interact and behave both inside and outside the organization. Gritty, strong corporate cultures need an organizational purpose, values, and a safe, connected environment to thrive. More on improving your group’s culture in Post #107 or the 4 types of corporate culture in Post #192.
Montgomery told the 8th Army in North Africa “we ourselves will start to plan a great offensive. It will be the beginning of a campaign that will hit Rommel and his Army right out of Africa. I have no intention of launching our great attack until we are completely ready. There will be pressure from many quarters to attack soon. I will not attack until we are ready and you can rest assured on that point.
Montgomery believed in thorough, detailed planning and making sure all the conditions were set prior to executing the plan. Many times this led to his Army’s success. Sometimes, it resulted in a missed opportunity.
Conclusion
Like this post? Want to enhance your leadership skills? Then contact TFCG about seeing if an executive coach is a good fit for you. Want to improve your team’s leadership? Then conatct TFCG about scheduling a keynote speech for your next retreat or off-site.
In the meantime, go on the offensive and use Montgomery’s ideas on leadership to improve yourself today.
