Critical Principles of High-impact Leadership

When everything’s on the line, what makes the decisive difference? State-of-the-art weapons systems and cutting-edge technology play a role, but one element is absolute. In their wide-ranging book Conflict – The Evolution of Warfare from 1945 to Ukraine, General David Petraeus and historian Andrew Roberts emphasize one central point: “when done well, successful strategic leadership can transform even the most seriously disadvantageous situations for the better…when it fails, it can turn likely victory into certain defeat.”

Given that costly mistakes are often repeated time and again, how important is leadership for victory in any application, whether military warfare, business, or life? “Effective leadership, especially at the strategic level, is absolutely critical – and can, in many cases, determine the outcome of a conflict.”

While they chronicle in detail various planning, execution, and follow-up battlefield narratives, all follow a specific framework. Four key principles sketch out the critical tasks of strategic leadership, according to Petraeus and Roberts:

Get the Big Idea

First, effective leaders must “get the big ideas right,” which requires two elements. Leaders, whether in command of an army or a business, must comprehensively “grasp the overall strategic situation in a conflict and craft the appropriate strategic approach.” Such capacity requires upfront preparation and depth, allowing leaders to connect critical dots in context and marshal assets in response.

Principles of battlefield and market conflict overlap, both requiring a visionary and energizing “big idea” that attracts and unites key forces to decisively advance.

How does this work? Petraeus and Roberts illustrate how leadership-fueled big ideas blunted Russian forces in the early days of the Ukrainian-Russia war and attracted broad support. The costly lack of same eventually led America to ignominious retreat and defeat in Vietnam.

Communicate, but communicate exceptionally well

Big ideas stranded by themselves can achieve little. Strategic leadership “must communicate those big ideas, the strategy, effectively throughout the breadth and depth of their organization and to all other stakeholders.”

As numerous studies and experience demonstrate, members of the command or C-suite may fully understand the visionary strategy. But unless the vision and Big Idea is not fully communicated – and embraced – at the front line, the Big Idea and leadership can stall. That is true of those dialing in coordinates for offensive attack or those managing the customer journey and marketing experience of a B2B business.

Drive execution relentlessly

Armed with motivation and understanding, leaders must “oversee the implementation of the big ideas, driving the execution of the campaign plan relentlessly and determinedly.”  Success here requires “providing example, energy, inspiration, determination, and solid operational direction.

Refine and adapt

The last principle of leadership recognizes a truism: no battle plan survives first contact with the enemy. Effective strategic leaders “have to determine how the big ideas need to be refined, adapted, and augmented,” they advise.

Putting this last step into action means that the first three steps will be repeated over and over again. Just as battlefield conditions change – often dramatically – so must strategies, and especially tactics. Hardware and technology, whether AI-powered or a hypersonic weapons system, represent critical advantages, but strategic leadership holds its central importance.

It is easy to slap on a label that says “strategy” on a battle or business plan, but preparing for, planning, and achieving strategic leadership represents the key difference.

From possible nuclear war to armed clashes in a distant jungle, strategic leadership strikes the difference between victory and defeat. Drawing on numerous examples of friend and foe alike, General Petraeus and military historian Roberts (the latter an expert on Churchill and other world figures) fill 536 pages with gripping stories of inspiring and insightful direction, contrasted with accounts of loss and unnecessary reverse.

The one absolute prerequisite for success

Their key takeaway? “The statesmen and soldiers who perform these four tasks properly are the exemplars who stand out from these pages. The witness of history demonstrates that exceptional strategic leadership is the one absolute prerequisite for success, but also that it is as rare as the black swan.”

Ready to have a conversation about building trust and amplifying leadership – especially focusing on strategic communication?

By Michael Snyder, Managing Principal, MEK