Leading by Example
Lessons from George C. Marshall, Part 3
In the first two articles of this series, I explored George C. Marshall’s commitment to self-discipline and honor, as well as his focus on choosing the right people for the right roles. Today, I want to dive into a third critical aspect of his leadership: leading by example.
Marshall’s leadership style wasn’t about command in the traditional sense. He didn’t rely on his rank or authority to get things done. Instead, he led by understanding and motivating others, connecting with them on a personal level. He believed that effective leadership was built on trust, respect, and mutual understanding—not just giving orders. His ability to lead by example, rather than through force or authority, is a lesson that holds powerful relevance for leaders in any field today.
Understanding People to Lead Them
Marshall had an innate ability to understand people, both as individuals and as members of a larger group. He recognized that soldiers, like all people, are motivated not just by duty, but by a desire to be respected, valued, and understood. His leadership reflected this understanding.
Rather than barking orders from a distance or enforcing discipline through fear, Marshall preferred to lead by setting an example of the behavior he expected from others. He knew that leadership wasn’t about commanding from the top—it was about being present, engaged, and willing to do the work alongside those you lead.
One of the most telling examples of Marshall’s leadership style occurred during World War I. Serving as a young officer, Marshall earned the respect of his soldiers not by demanding it but by proving that he was in the trenches with them. He understood the importance of morale, and he worked tirelessly to ensure that his men had what they needed to succeed, whether it was equipment, training, or simply a sense of purpose.
This hands-on approach made Marshall someone his soldiers could trust. They knew he wouldn’t ask them to do anything he wouldn’t do himself. As a result, his men followed him not out of fear, but out of respect and loyalty.
Connecting on a Human Level
Marshall’s leadership went beyond the battlefield. He was a master of connecting with people on a personal level, which allowed him to inspire and motivate in a way that traditional command structures could not. He believed in treating people as individuals, understanding their unique strengths and challenges, and tailoring his leadership to suit those qualities.
For Marshall, leadership was about more than issuing orders; it was about fostering a sense of ownership and shared purpose among his team. He understood that people are more likely to go above and beyond when they feel personally invested in the mission. By making the effort to connect with his soldiers, Marshall ensured that they felt valued and respected. This connection translated into a higher level of engagement, commitment, and performance.
This approach is just as relevant in business as it is in the military. As leaders, it’s easy to fall into the trap of focusing only on the results we need to achieve. But Marshall’s leadership shows us that understanding the people who are helping us achieve those results is equally important. When people feel heard, valued, and respected, they’re more likely to bring their best selves to the table—and that’s where real success happens.
Motivation Over Command
One of the key differences between Marshall’s leadership style and traditional command structures was his emphasis on motivation rather than control. He believed that the best way to lead was to inspire people to do their best work—not by forcing them but by helping them see the value and purpose in what they were doing.
During World War II, Marshall’s ability to motivate those around him became even more critical. As the Chief of Staff of the U.S. Army, he was responsible for overseeing the massive buildup of American military forces. This was no small task, and it required the cooperation and dedication of countless individuals. Rather than trying to micromanage every detail, Marshall empowered his officers to take ownership of their roles, giving them the autonomy they needed to succeed.
By motivating people to take responsibility for their own performance, Marshall created an environment where everyone was accountable not just to him, but to the mission. His leadership style fostered a sense of shared responsibility, where each person understood how their contribution fit into the larger picture. This sense of purpose drove people to perform at their best, often exceeding expectations.
In business, the same principle applies. Leaders who motivate rather than dictate are able to unlock the full potential of their teams. When people understand the “why” behind what they’re doing, they’re more likely to stay engaged, take initiative, and go the extra mile to achieve their goals.
Setting the Example
Perhaps the most powerful aspect of Marshall’s leadership was his unwavering commitment to leading by example. He didn’t just talk about discipline, integrity, and hard work—he lived those values every day. His actions were a constant demonstration of what he expected from others.
Marshall understood that people follow what they see, not just what they’re told. If he wanted his soldiers to be disciplined, he had to show discipline himself. If he wanted them to be courageous, he had to model courage in his own actions. By consistently setting the example, Marshall earned the respect and loyalty of those around him.
This concept of leading by example is especially important for modern leaders. It’s easy to tell people what to do, but far more impactful to show them. When leaders hold themselves to the same standards they expect from their team, it builds trust and credibility. People are more likely to follow a leader who practices what they preach, and who is willing to roll up their sleeves and work alongside them.
Applying Marshall’s Leadership Today
Marshall’s approach to leadership offers several key takeaways for leaders in any field:
1. Understand your people: Don’t just issue orders—take the time to understand the individuals on your team. What motivates them? What are their strengths and weaknesses? By connecting with people on a personal level, you’ll be able to lead them more effectively.
2. Motivate rather than control: Instead of relying on authority to get things done, focus on motivating your team. Help them understand the purpose behind their work and give them the autonomy to take ownership of their roles.
3. Lead by example: Your actions speak louder than your words. If you want to inspire discipline, integrity, and hard work in your team, you need to model those behaviors yourself.
4. Create a sense of shared purpose: People are more likely to go above and beyond when they feel personally invested in the mission. Foster a sense of ownership and shared responsibility among your team to drive higher levels of engagement and performance.
Marshall’s leadership style is a timeless reminder that leadership is about more than just command. It’s about understanding, motivating, and setting the example for others to follow. By embracing these principles, we can create stronger, more engaged teams that are capable of achieving great things.
This is the third article in a series about the leadership lessons of George C. Marshall. Stay tuned for the next installment, where I’ll discuss Marshall’s approach to balancing authority with humility, and how that balance shaped his leadership.