Response Ability
On June 6th, 1944, the Allied forces invaded Normandy in an effort to retake France and Europe from Nazi control.
Risking 7000 naval vessels and more than 300,000 troops in a single day, the efforts to land on the northern beaches of France remain the largest amphibious assault in history.
But what if they failed? Who would be responsible?
Who had the ability to give a response?
While history shows the success of the D-Day landings, General Dwight D. Eisenhower was also prepared to respond to failure.
In a handwritten note, later found in his coat pocket, Eisenhower showed the full extent of his responsibility—the depth of his ability to give a response.
The note says, “Our landings in the Cherbourg-Havre area [Normandy] have failed to gain a satisfactory foothold and I have withdrawn the troops. My decision to attack at this time and place was based upon the best information available. The troops, the air and the Navy did all that Bravery and devotion to duty could do. If any blame or fault attaches to the attempt it is mine alone.”
“If any blame or fault attaches to the attempt it is mine alone.” - Eisenhower in preparation for D-Day, 1944.
What is our ability to give a response?
Or how might we gauge the response ability of our team?
Think about it—when we have a risky decision to make, who does everyone look to? The person best able to give a response.
If it all goes wrong—what happens?
What defines our ability to give a good response vs. getting flustered and offering a poor response?
D-Day was one of the most pivotal moments of the 20th Century. A moment in time when the history of the world hung in the balance.
Both success and failure were at stake.
At the very top of the decision-making tree, it all came down to response ability.
Responsibility = Competency x Consistency x Calm
Competency. What is the level of our skills and thought patterns to navigate the complexity of the role?
Consistency. What is our track-record? How impactful are our actions time and time again?
Calm. Not stoic, but not hysteric. Any situation that requires responsibility requires calm. Eg: Helicopter pilots in bumpy weather. A $10 million decision. Pitching a new product to the Executive team. Calm is always essential.