"The Coward Who Gets Promoted" Topic

"A subordinate walks into a commander's office with a serious problem — a readiness shortfall, credible misconduct, a flawed decision, or evidence that someone is about to be treated unfairly. He believes leadership will want to know. After all, leaders are taught that integrity demands confronting problems before they grow.

Instead, the commander shifts uncomfortably in his chair. The issue is inconvenient. The people involved are influential. There are careers at stake, including his own. The subordinate leaves with a lesson that is never taught at leadership schools: some leaders fear ownership of a problem more than the problem itself.

There is a particular type of leader almost every Soldier encounters. He is rarely the loudest officer in the room, the obvious incompetent, or the tyrant whose behavior ends a career. More often, he looks successful: strong evaluations, desirable assignments, steady promotions. While better leaders grow frustrated and stall or leave, he continues to climb…"

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Armand

In his speech accepting an honorary LL.D. from Harvard in 1943, Winston Churchill said, "The price of greatness is responsibility."

Grelber