Leading from the Front: Six Lessons from Ancient China's Best Corporate Culture Manual
In one of the most tumultuous periods of Chinese history, a recluse rose to lead a legendary army and serve as Prime Minister for the remnant of the Han Empire. The step-by-step guide to organisational culture which he wrote has never been equaled.
We’ve all had the experience of bosses, politicians, people in any kind of leadership position who have no idea how to lead. Chances are, more than a few of us have also been put in such a position and felt unsure of how to approach it. In the Three Kingdoms Period, one of the most tumultuous eras of Chinese history, an exceptional leader emerged whose writings have helped generations of leaders to find their way.
Zhuge Liang was a polymath, itinerant scholar, Taoist mystic, strategist, alliance-builder, regent, inventor- the list of the man’s talents seems endless. That they were buttressed by what could be considered a soft touch and the humility of an open mind gives Zhuge Liang a lasting charm that contrasts well with the grasping hard-headedness that has led many military and political strategists to unfortunate fates. And yet, the man was revered as one of the most successful politicians and strategists of the Three Kingdoms Period.
Zhuge Liang’s advice on leadership is straightforward and translates very well across the centuries. Whether you’re looking to improve your own leadership skills, to address a particular issue in an organization you’re involved with or simply understand what your boss is doing wrong, The Way of the General is a perfect first stop. Despite the name, it talks little about warfare, and a great deal about humanity, and for that reason holds a place of honor in Taoist literature. Here are a few of the key teachings that you can use to lead any organization or project to success today:
1. Start at the Top. We’ve all experienced bosses and leaders who will try to solve every problem except the ones they create and who blame everyone else when things go wrong. In a successful organization, the leader takes responsibility, and management is the first port of call when changes need to be made.
Zhuge Liang writes, “First organize the near at hand, then organize the far removed. First organize the inner, then organize the outer. First organize the basic, then organize the derivative. First organize the strong, then organize the weak. First organize the great, then organize the small. First organize yourself, then organize others.”
2. Fit the Organization to the People. This is exactly the opposite of the modern Human Resources approach, which tries to reduce people to interchangeable commodities who fulfill lists of requirements which may or may not have anything to do with the job. Find out what your people are good at and passionate about, and put them in a position to run with it.
Zhuge Liang suggests organizing an army by the talents of the soldiers rather than by a preconceived structure, forming elite units for melee combat, charges, speed, horse archery, marksmanship and so on, thus giving everyone scope to use their strengths in battle. Zhuge Liang also provides guidelines for finding able leaders at various levels.
3. Loyalty Starts at the Top. This one seems almost strange today, when we almost without exception expect our leaders to be looking out for number one and any show of sympathy with the people to be little more than convention.
Zhuge Liang writes, “Give security to those in danger; gladden those in fear. If people oppose you, take what they say to heart; if people have grudges, let them express themselves,” “Restrain the strong, sustain the weak,” and, “Good generals of ancient times took care of their people as one might take care of a beloved child. When there was difficulty they would face it first themselves, and when something was achieved they would defer to others. They would tearfully console the wounded and sorrowfully mourn the dead. They would sacrifice themselves to feed the hungry and remove their own garments to clothe the cold. They honored the wise and provided for their living; they rewarded and encouraged the brave. If generals can be like this, they can take over anywhere they go.”
Remember, this man was one of the most successful strategists and political leaders of his day and personally mentored several of the greatest generals of his time.
4. Be Consistent. Some leaders try to be feared by being unpredictable. All they are doing is demotivating and demoralizing their subordinates. The consistency of rewards and punishments should be clear and absolutely without personal bias, since this is the only way to encourage achievement and cultivate order.
“If they [the leaders] get angry without discernible reason, their authority will not be effective. If their rewards and punishments are not clear, the lower echelons will not be encouraged to achieve.” Also, personal considerations cannot be allowed to intrude. “If politics are inappropriate, orders will not be obeyed. If private affairs are carried over into public life, people will be of two minds.” “If rewards are given for no reason, those who have worked hard in public service will be resentful; if penalties are applied arbitrary, upright people will be bitter.”
This sounds like many an organization I’ve known!
5. Reward Generously. In other words, you have to give in order to receive. The more you give, the more you get.
“[A] General should not be stingy, for if they are stingy they will not reward the trustworthy, and if they do not reward the trustworthy, the soldiers will not be dedicated, the armed forces will be ineffective.”
6. Know your People. “[The enlightened ruler] worries not about subordinates not knowing superiors, but about superiors not knowing subordinates. He worries not about the lower classes not knowing the upper classes, but about the upper classes not knowing the lower classes. Thus when you are alert to what the people in the lower echelons have to say, and take it into consideration, so that your plan include the rank and file, then all people are your eyes and a multitude of voices helps your ears.
All this boils down to one essential point, as expressed by General George S. Patton, one of the most successful commanders of the Second World War. Any organization is like a wet spaghetti noodle. If you try to push it from behind, it won’t go anywhere. You have to pull it from the front.
Mistakes to Avoid
Zhuge Liang spends a great deal of time listing everything that leaders should avoid. His list of the eight evils of generals is particularly instructive. Inability to formulate strategy in a moral way is the worst evil, the inability to delegate authority to men of peace in peacetime the second worst. Being unable to foresee and prevent future dangers through wise policy features twice on the list. Yet another list of leadership vices deals with the ill effects of decadence and greed.
Zhuge Liang also emphasizes the importance of dismissing corrupt and unjust officials as well as those whose excessive meddling and bureaucracy causes the people hardship and confusion.
A Peerless Source of Leadership Advice
It is notable that Zhuge Liang remains a key standard by which officials are still measured in China.
While there are more than a few gems of leadership advice to be found in ancient literature, The Way of the General is one of the shortest and easiest to read. Its relevance to present day situations is never obscure, and it is highly recommended as a first stop for anyone wanting to improve their leadership skills.
All quotations from Kong Ming’s Archives, translation by Thomas Cleary.
