Leadership Lessons from War and Peace

In leadership or management, why is it that some people just seem to get it and are able to make it happen smoothly while others can't? 

In War and Peace, I've often been impressed by Tolstoy's contrast between the well-meaning but bumbling protagonist Pierre and his pragmatic friend Prince Andrei. There is a business leadership lesson there!

Pierre, the illegitimate son of a nobleman, is an idealist who inherited a vast estate, but was appalled by the serf system of Russia that had existed for centuries. So in his indecisive and idealistic way, after agonizing forever on it, he tries to free his serfs all at once. But it leads to misunderstanding, his own stewards taking advantage of his serfs, and riots. It's a dismal failure! By contrast Andrei, in a casual conversation, had been impressed by Pierre's idea and on his own when he gets back to his estate devises a brilliant incremental plan of reform and easily executes it with no drama at all, long before Pierre even starts. 

So, why is it that even with those who "want it," some people just seem to get it and are able to make it happen smoothly while others can't?

A Gino Wickman Perspective

This is a tale of more than two management styles. As Gino Wickman points out in his bestselling book, Traction, some people Get it, Want It, and have the Capacity to do it. And others don't, or have just one of two of these three elements.

• Gets It means they thoroughly understand the role or task assigned, all its nuances as well as the basics.  
• Wants It means this is something they genuinely want to do. It's not a just stepping stone to something better. Even it it's not a final destination, they truly value the present role and it's work.
• Has the Capacity for It means they have the skills and availability of time and energy to do it well.

So here's how I imagine the conversation would go if both Pierre and his friend Andrei had applied for the new VP of Serf Reform position in Russia.

Speaking with Pierre Bezukhov:

"Pierre, thank you for your interest in the position of VP of Serf Reform. Your passion for the issue is apparent and commendable. However, after a thorough review of your past performance and careful consideration, I regret to inform you that we've decided to move forward with another candidate for this role.

While your intentions are noble and well-directed, your experience with the serfs on your estate revealed some areas for growth. Namely, the ability to "get" the intricacies of the task at hand and the capacity to effectively carry it out. Your approach lacked the necessary understanding of the practical realities and complexities involved in such a significant reform, and your inability to manage the process effectively led to confusion and exploitation.

However, your idealism, your empathy for the serfs, and your desire for reform are qualities that we deeply value. We believe that your strengths lie more in the area of advocacy and public engagement. Therefore, we would like to offer you a role as Chief Advocate for Serf Reform. This role will allow you to use your passion and influence to raise awareness about serfdom, advocate for change, and engage key stakeholders in the process. Let us know your thoughts on this proposed role.

We are confident that you can make a significant contribution in this capacity, and we appreciate your understanding in this decision."
 

Speaking with Prince Andrei Bolkonsky:

"Andrei, thank you for applying to the position of VP of Serf Reform. Your proven record of effectively managing serf conditions on your estate and your understanding of the complexities of serf reform have significantly informed our decision.

We are pleased to inform you that we have chosen you for the role. You've demonstrated a strong understanding of the intricacies involved in this process and exhibited a pragmatic and effective approach to implementing change. Moreover, you have shown an aptitude for leadership and strategic thinking that we believe is critical for this role.

Your measured approach to reform, your understanding of societal dynamics, and your leadership abilities will be valuable assets in driving the national serf reform agenda. We are looking forward to seeing you leverage these skills to effect significant change in the lives of the serfs across the country.

Once again, congratulations on your new role, and we are excited to see the progress we will make together in the journey toward serf reform."