Twelve O'Clock High
Much of the content of this website forms the basis for Leadership Masterclasses that I was hoping to roll out across the UK later this year and into 2021. Each comprised a small but unavoidable element of lecturing; the remainder was group discussions and practical leadership exercises.
For the exercises, those participating would have been cast as leader, group member or observer. If outdoors, groups would have been challenged to erect a tent where all but the leaders were blindfolded (often a total hoot). Another exercise would have seen groups competing to cross a swollen stream using nothing but ropes, planks and oil drums. If the exercises had been done indoors, groups would erected towers using lego bricks or would have recorded a short appeal for broadcasting on local radio. Clearly Covid-19 and 'social distancing' makes each of these impossible.
So in the absence of practical leadership exercises to reinforce the learning, you might like to watch 'Twelve O'Clock High', possibly the finest depiction of leadership on celluloid. It will give you the opportunity to observe leadership in action and draws together much that I have written about in this website.
Fortunately the movie is freely available on YouTube.
Reel 1 https://www.youtube.com/watch?v=kZZlPWTJxSc
Reel 2 https://www.youtube.com/watch?v=AxoEi2cLk20
Some might consider it an unsuitable film. It's about the American Air Force in wartime. But, maybe, just maybe, you'll see similarities to the situation in which we and other leaders find ourselves today. I certainly do.
I've watched this film on numerous occasions with hundreds of leaders from diverse settings in the public and private sectors and believe that it offers an unparalleled opportunity to see the functions of leadership in action. It is very sensitively made and the personal interactions are convincing.
You may like to invite your immediate subordinates and/or colleagues to join you (via Zoom or similar) and use it as a shared learning experience.
The film depicts two leaders - one failing, the other succeeding.
First, some background to the film.
The film is set shortly after the US entered WW2 and involves the 918th Bomb Group. They and several other groups have arrived in England to carry out daylight bombing of targets in occupied Europe and, later, Germany. Both Britain and Germany have abandoned such a strategy because of the huge losses each suffered. However, the Americans have designed an aircraft specifically for the purpose - the B17 (or Flying Fortress). Each aircraft has 10 guns. The group consists of 21 aircraft so - if flying a tight formation - no less than 210 guns can bear on German fighters.
Part 1 Fast-forward Reel 1 until 10 minutes into the film (at the end of the flashback). Then watch the action for about 24 minutes through to the end of the lakeside night scene when Maj Gen Pritchard tells Brig Gen Frank Savage to take over command of the 918th. During this part of the film, you'll see the first leader (Col Keith Davenport) fail and be relieved of his post.
Whilst the film is running, study the actions of Keith Davenport and write down what he is doing that is leading to his failure. I'd suggest that you take a hard look at whether he paid too much attention to one circle (task, group or individual) to the detriment of the other two.
Before you watch Part 2 of the film, you might like to visit Appendix 1 in the Miscellany section. There I give some examples of what you might have noted.
When you're happy that you have understood why Keith Davenport failed, make some brief notes of what Frank Savage can/should do to recover the situation. Bear in mind that his predecessor neglected two of the circles. If you're looking for some help with this, visit the page entitled 'and finally...getting it all done'.
Part 2 We'll now pick up the story with Savage's arrival at the camp. It's his first morning in command and things are about to change - as you'll see.
Run Reel 1 to the end (about 30 mins) then continue straight away with Reel 2 through to the scene in which Savage has reprimanded the padre and the Adjutant, Major Stovall, for 'stowing away' (that's about 25 mins into Reel 2).
NB - there is no need to continue the exercise beyond this point in the film.
During Part 2, make notes about what Savage is actually doing and look for a correlation between these actions and those that you suggested earlier. As his predecessor was all but consumed by individual needs, I'm sure you'll find it unsurprising that Savage concentrated on the circles - task and group - neglected by his predecessor.
Appendix 2 in the miscellany section offers examples of what you might have noted to which I have added a few illustrations of the actions or omissions of the two leaders in satisfying the individual needs of the main characters.
Let me summarise.
This film provides an ideal opportunity to study the actions that a leader is (or is not) taking and to analyse the effectiveness of their leadership. We have seen the need for an effective leader to decide on the priorities to give each of the areas according to the situation. In this case we saw that before going directly to the task, Savage found it necessary to 'charge up' the group maintenance batteries, specifically through discipline and by going back to first principles by practising flying formation and bombing.
I'd have to admit having seen the film on so many occasions that I know the script inside out and have even been known to arrive at some postings as Frank Savage's doppelgänger. I can almost hear Frank's exact words coming out of my own mouth the first time that I briefed my staff in Borneo. Just as well none had been on any of my leadership courses!!
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