There's a memorable story in Jonathan W. Jordan's Brothers, Rivals, Victors.
America had entered the Second World War. General George Patton was running the desert training center in Indio, California and was eager to get into action. General George C. Marshall, the highest ranking officer in the American Army, had asked Dwight Eisenhower, who was then working on the build-up of forces in Europe, to recommend a man to lead a one-division expeditionary force in North Africa. Eisenhower quickly recommended Patton.
Patton was elated. He told Ike, "To get an outfit destined for immediate battle I'd sell my soul!" He flew to Washington, D.C. and met with General Marshall who described the situation and noted that only one reinforced armored division could be spared for the effort. Marshall then sent Patton off to make some preliminary plans.
As Patton reviewed the matter, he concluded that two divisions would be needed and he sent word to Marshall's office. Marshall blew up since he believed that he had already considered the appropriate distribution of available forces. Besides, he was always suspicious of what he called "localitis" or a too-narrow view by commanders. He told his aides, "Send him back to Indio."
You can imagine Patton's reaction. He was devastated. Had he lost his big chance? He returned to California and pestered Marshall's office for days but Marshall didn't take his calls. What Patton didn't know was that George Marshall had already determined that the operation was not feasible so he'd canceled it. He also knew that Patton was a talented warrior who needed to know who was boss. He told his deputy chief of staff while Patton was trying to get through with apologies and explanations, "That's the way to handle Patton." Eventually, Marshall let another officer inform Patton that Marshall had not been offended. Shortly afterwards, Patton was asked if he'd be willing to head an armored corps in an operation overseas.
George C. Marshall had carefully studied the Army's potential talent. He knew George Patton's strengths and weaknesses.
On occasion, it may be necessary to remind certain personalities that Indio is an option.
17 comments:
I think Indio is also called the woodshed.
Larry,
Every organization has a Siberia, an Indio, and a woodshed.
Michael
Explain further. Patton was too enthusiastic and did in fact offend so he continued his time in the training center?
I don't fully understand. Patton was overzealous and offensive and relegated himself to the training center? He had to be snubbed to get his head back down to its original size? He always had a big head. That never changed, did it?
Patton did have a big head and had run-ins with Eisenhower and Bradley (among many people) but he did tread carefully around George Marshall. He was also used for what he did best but would have never been placed in a higher position such as Eisenhower's where diplomatic skills were required.
Michael
So Marshall's ego dictated that he remind Patton who was boss. And this is good? How? Isn't this just an ego play on Marshall's part - and a pretty juvenile one at that?
I would have handled it differently but given Marshall's knowledge of Patton and his success in handling a diverse collection of personalities, I am reluctant to second-guess him.
It seems to me Marshall felt he needed to thwart Patton early on because Patton might take Marshall's job in the future. In the nursing field, this action is not so fondly coined "eating their young".
Jane,
There was no chance of Patton getting Marshall's job.
This is an interesting decision to examine. I believe it's important to consider the pressure cooker that Marshall was operating in. He'd taken the American Army from one of the world's smallest to a formidable force in a very short period of time.
Not very long afterwards, Marshall protected Patton when Admiral King wanted Patton removed.
Michael
nrkWhat works in a military organization may not work in the business environment. How the US Army is organized by rank, what is expected to earn a promotion and how solders are assigned and reassigned to posts is well established. In the business world it varies from company to company to some degree. Sending someone to Indio may just give that person the impression that the boss is a jerk and who blame that person if he hauled off and left for another company. In Patton’s case there is only one army and it is either tuff it out or put in your papers for retirement which Gen. Marshall knew he wouldn’t do. In the business world there are many other businesses out there.
David
David,
Your point about the difference between business and the military is important. Marshall knew that Patton wasn't going anywhere else, especially with a war on, and he fully intended to use Patton.
This story raises a lot of interesting considerations, one being that what works well with one individual may be a disaster with another.
Michael
Michael Wade, great use of history to drive your point. Story telling is an effective tool to leverage learning.
I have reservations with the use of ritual excommunincation and negative detuning behaviors by Management just to show who is "boss."
A great boss is better defined as a Leader. A leader does not need to prove who is boss. In a military organization, it may be necessary to reinforce (or enforce) the chain of command so that orders are executed without question or debate. Time is of the essence in battle situations and the boss has to command control over his reports.
Today's business environment should be positive and collaborative, especially with your high performers and potential Leaders. Negative Management behaviors tend to send these valuable women and men to competitors in short order. I do not sign up with an organization to enlist in a militaristic environment and unlike the military, I have choices when it comes to employers.
I have decades of experience in Leadership and Management Consultancy - I have never found it necessary to treat employees as if they were extinct or contain them by showing them I was the boss.
Respectfully,
Michael D. Salazar
Michael,
I appreciate your comments and agree that the ritual use of such an approach would be a problem. I'm more of a servant leadership advocate while also noting that flexibility can be crucial.
The Marshall-Patton story, however, triggers an interesting question: Are there no circumstances in Marshall's decision to send Patton back to Indio would the right thing to do? I've coached many executives and managers and have to admit that a decision like Marshall's could be the only way to get the attention of a few Pattonesque types, especially when time is of the essence and Marshall did not have a lot of time.
Michael
What advice do you have for someone who feels like they are being labeled a Patton when they are more Marshall?
Student,
I believe that open communication about the perception is best. Combine that with analysis of why the perception exists. I've coached some executives who didn't realize how Pattonesque they seemed to others. Certain items, such as tight schedules and work overloads, may be a contributing factor.
Michael
What an interesting way to handle someone. However, I agree with some others that this could lead to a loss of talent rather than a development of character. I have been treated this way before. I have little respect for a leader that would treat anyone, even a subordinate, in such a way. However, I also know some Pattonesque personalities that are so clueless (and hard-headed) that harsh treatment is necessary to garner their attention and drive home the point. I don't judge Marshall for what he did. It is obvious that he know what he was doing. In a future incident, Patton followed his Commander in Chief while adamantly disagreeing with the plan. I think he learned his Indio lesson.
Rebecca,
Thanks for your thoughts. I believe some key factors here - aside from the fact that Marshall had given Patton a coveted assignment and then Patton had asked to have his command doubled at a time when resources were tight - is that Marshall had little time to use a more collegial approach and he knew that Patton was very able but was also off-the-charts when it comes to assertiveness. Rather than having Patton wandering the Pentagon, sending him back to Indio was a quick way of dealing with several problems at once. When the time was right, he brought him back.
Michael
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