Yesterday, November 30th, was the 145th anniversary of the Battle of Franklin—“one of the worst disasters of the war” (Wikipedia).
In a series of frontal assaults—over a period of about five hours—against strongly entrenched Union forces, the Army of Tennessee was repeatedly thrown back with devastating losses. When the day ended, there were more than 6000 Confederate casualties including 1750 dead. Fifteen Confederate generals were lost (five killed in action, one mortally wounded, eight wounded and one captured). The Army of Tennessee was finished as an effective fighting force for the remainder of the war.
There are many hard leadership lessons we can learn from the story of the battle of Franklin that apply to leaders today.
Opportunities Lost: the real opportunity to engage and defeat the Union army was one day earlier. But the exposed, vulnerable and out-numbered Union army escaped from Columbia through Spring Hill during the night and spent all day on the 30th digging in. Yesterday’s opportunity may be gone today.
Clear Communication: the Union army was not confronted at Columbia or Spring Hill because of conflicting and confusing communication between and among the Confederate generals. You cannot spend too much time making sure that all of your organization is getting the message—clearly, consistently, and continuously.
Defining Reality: when the order was given to attack, the Union forces had spent ten hours getting ready. Plus, they had the huge advantage of having 16- and 7-shot rifles and artillery support. The Confederates had no artillery support and single shot rifles. Facts are your friends and ignoring them can lead to disaster.
Listening: Lt. General John Bell Hood was the commanding general of the Confederate army. He ordered the assaults “over the strong objections of his top generals” (Wikipedia). Proverbs 20:18 (NASB) says, “Prepare plans by consultation, and make war by wise guidance.” It is almost always a mistake to ignore input you get from your front line leaders.
Good Judgment: No one would ever question the courage of General Hood. He had led frontal assaults himself; had lost his right leg to amputation and his left arm was permanently damaged and useless. Some would defend him saying he had the courage to make a “hard call.” Courage is not the same thing as good judgment.
Fitness To Lead: General Hood’s fitness to lead was questionable. He lived with constant pain; his temperament was described as brash and reckless; and at Franklin he was making decisions out of anger. Leadership is a job, not a position. Jobs are hard. Leaders need to be physically, emotionally and spiritually fit to lead. Are you?