Choosing the Right People
Lessons from George C. Marshall, Part 2
In the first article of this series, I wrote about George C. Marshall’s emphasis on self-discipline and honor. These qualities formed the foundation of his leadership. But another crucial lesson that stands out from Marshall’s life is his approach to building teams—particularly his focus on choosing the right people for the right roles.
Marshall valued selecting leaders who could accomplish the tasks at hand, rather than just promoting people based on seniority, status, or personal loyalty. He believed in finding the right person for the job, even if that meant making hard choices, like letting go of old friends who didn’t measure up. This principle made Marshall not only a brilliant tactician but also a leader who knew how to get the best out of his people.
In today’s business world, we face a similar challenge. We’re often pressured to make quick decisions, promote based on tenure, or fill roles based on personal relationships. But Marshall’s example shows us that the strength of a team depends on putting the right people in the right positions, even when it’s difficult or unpopular.
Why the Right People Matter
Marshall’s success as a military leader didn’t come solely from his own talents; it came from his ability to surround himself with competent, capable individuals. He didn’t fall into the trap of promoting people just because they had been around the longest or because they were part of his inner circle. Instead, he carefully assessed each person’s strengths and weaknesses, always with an eye on the bigger picture: who could best execute the mission?
During World War II, Marshall’s ability to pick the right leaders for critical positions was essential to the success of the Allied forces. One of the most famous examples of this is when he selected Dwight D. Eisenhower to lead the D-Day invasion. Eisenhower wasn’t the most senior officer available, but Marshall recognized that he had the right combination of leadership, organizational skills, and strategic thinking needed for the job. The rest, as they say, is history.
For leaders in any field, the ability to choose the right people is critical. Whether you’re building a business, managing a team, or leading a project, the success of your endeavor depends largely on having the right individuals in key roles. Marshall’s approach serves as a reminder that we should always prioritize ability and fit over familiarity or convenience.
The Courage to Make Tough Decisions
One of the hardest aspects of leadership is making difficult personnel decisions. Marshall understood this better than most. He wasn’t afraid to let go of people who weren’t up to the task, even if they were friends or long-standing colleagues. This required a level of courage and decisiveness that many leaders struggle with. But Marshall knew that keeping the wrong person in a critical role could lead to failure, not just for the individual, but for the entire organization.
An example of this came early in Marshall’s career when he had to relieve a close friend of his duties. The officer, while loyal and trustworthy, simply wasn’t equipped to handle the demands of his position. Marshall’s decision to let him go wasn’t easy, but it was necessary. He knew that the success of the mission depended on having leaders who were fully capable, not just well-liked.
This lesson is particularly relevant in business, where loyalty and personal relationships can often cloud judgment. It’s natural to want to reward those who have been with us the longest, or to avoid difficult conversations with friends and colleagues. But Marshall’s leadership teaches us that true loyalty to the mission means making the right decisions for the organization, even when they are personally painful.
Building a High-Performing Team
Marshall’s focus on selecting the right people wasn’t just about filling leadership roles—it was about creating a high-performing team at every level. He understood that leadership is only as strong as the team supporting it. This meant that he took great care in identifying talent, from the most senior officers to the junior ranks.
One of Marshall’s key strategies was to promote based on potential and demonstrated ability, not just past accomplishments. He looked for people who were capable of adapting, learning, and growing into their roles. In fact, many of the leaders who played pivotal roles in World War II, including Eisenhower, were people Marshall had personally mentored and developed over the years.
This approach can be applied directly to modern leadership. When building a team, it’s important to look beyond resumes and past achievements. Focus instead on potential—who has the ability to grow into the role? Who has the resilience to adapt to changing circumstances? And who demonstrates the kind of self-discipline and honor that Marshall so valued?
By looking for these qualities, you can build a team that is not only capable but also adaptable and ready to face the challenges ahead.
The Ripple Effect of Good Leadership Choices
One of the most powerful aspects of Marshall’s leadership was the ripple effect his choices had on those around him. By placing the right people in key roles, he empowered them to succeed—and their success, in turn, drove the success of the entire organization. This created a culture of trust, competence, and shared purpose that was critical to the Allied victory.
In business, the same principle applies. When we choose the right people for the right roles, we empower them to succeed. And when individuals succeed, the whole organization benefits. This is why it’s so important to take the time to assess each person’s strengths, weaknesses, and potential before making key hiring or promotion decisions.
Marshall’s leadership reminds us that selecting the right people is one of the most important decisions a leader can make. It’s not about filling a position or rewarding loyalty—it’s about building a team that can carry out the mission, no matter how difficult or complex.
Applying Marshall’s Lesson in Business
The lessons from Marshall’s leadership can be directly applied to how we build and lead teams today. Here are a few key takeaways:
1. Prioritize ability over seniority or status. It’s easy to fall into the trap of promoting based on tenure, but real leadership comes from recognizing who is truly capable of doing the job, regardless of their position in the hierarchy.
2. Don’t shy away from tough decisions. Leadership requires making difficult calls, especially when it comes to personnel. Sometimes, that means letting go of people who aren’t the right fit, even if it’s uncomfortable.
3. Look for potential, not just experience. The best leaders are often those who can grow into their roles. Look for people who have the resilience, adaptability, and drive to succeed, rather than simply relying on their past achievements.
4. Foster a culture of trust and competence. By putting the right people in the right roles, you create an environment where everyone is empowered to succeed. This, in turn, drives the success of the entire organization.
Marshall’s approach to leadership is a timeless reminder that the strength of an organization lies in the strength of its people. By choosing the right individuals for the right roles, we not only improve our chances of success but also create a legacy of trust, competence, and shared purpose.
This is the second in a series of articles about the leadership lessons of George C. Marshall.