The High Ground where the South ultimately lost the Battle of Gettysburg
Last week my son & I had the privilege of visiting many Civil & Revolutionary War sites. We learned of many battles that took place and actually stood on the ground where many of them occurred.
A recurring theme we were reminded of was the necessity to take the “high ground” in the battle. It usually led to accomplishing the goal, whether that be defending or attacking. The leader always wanted the high ground, almost without exception.
As I thought about it, I was reminded that today, as a leader, I also must take the high ground in order to lead effectively. Ironically, it is neither to defend nor attack. This can be challenging, because as a leader I face personal attacks. I can be “wronged” by others. I will be disappointed. All of them hurt. None of them give me permission to take anything but the high ground.
In my experience, when I am faced with personal attack, hurt or disappointment caused by others, I try to assume 3 things:
- I must assume that the other does not know the whole story. Perhaps they are upset at a decision I’ve made, or a direction I am leading in. I must assume that the person is not fully informed or, if they are, simply is not expressing their disagreement appropriately. That is not my problem.
- I must assume the best in the other. John Maxwell used to tell us as a staff to always put a “10″ on everyone’s forehead as we interacted with them. I want to always assume the best, even in motives for disparaging me. My obligation is to respond as a leader, not attack or defend myself for personal promotion.
- I must assume it’s NOT about me. Often a leaders decisions & actions are linked to them personally instead of the organization. To an extent, that is true, as each organization becomes a reflection of a strong leaders’ personality & character. However, if someone attacks, hurts or disappoints me, I must choose to believe it is not about me. When it becomes about me, taking the high ground in response becomes very difficult.
As you grow as a leader, you will find that taking the high ground will seem costly. It may cost you time, or in short term reputation, or even in resources (a recent decision we made cost us thousands financially when we chose not to fight back). However, in the long run your leadership will be much more deeply established, as will your own personal peace of mind.
Have you been attacked, hurt or disappointed? Take the high ground in your response. You will be glad you did.
