Teaching Notes

Case: Leading in a Crisis

Leader: Jack Jacobs

Topic: Taking Charge 

Reference: Medal of Honor Leadership Series

Case Challenge

Leading a small squad in a war zone, Jacobs encounters a surprise attack and must decide how to proceed without guidance, despite having little experience and everything at stake.

Summary

Finding himself in the middle of an unexpected battle, Jacobs does not know how to proceed even though he is the leader of the squad under attack.  Inspired by guidance to do something, Jacobs quickly evaluated the situation and then decided to use a strategy he had learned in training.  He chose to counterattack down the flank, eliminating the threat.   He did the best he could with the information and experience he had at the time of this crisis.  Although it worked out, he would never know it was the “right” answer.  

Context

This attack occurred during the Vietnam War when Jack Jacobs was a young officer in the U.S. Army, leading for the first time in combat.  Jack later went on to lead through a range of challenges he would face in the combat zone.  Jacobs is a Medal of Honor recipient, having received this prestigious award for his acts of valor in Vietnam.  The Congressional Medal of Honor is the United States Armed Forces' highest military decoration and is awarded to recognize American soldiers, sailors, marines, airmen, guardians and coast guardsmen who have distinguished themselves by acts of valor.

  He later retired from the Army and became a business financial leader, nonprofit advisor, philanthropist, and professor. 

Case Design

These leadership cases are designed to be discussed in a group so that divergent viewpoints can be debated. This enables participants to broaden their perspectives and gain insights into the values and instincts that drive decision- making. Each video pauses to allow for discussion at key points in the leader’s presentation. 

Keep in Mind

The cases do not always provide the correct or ideal solution. Rather, they present one person’s experiences and judgment based on the circumstances faced at the time. Some critical facts may also have been unintentionally omitted. 

Facilitation Tips 

To help create a trusting, open atmosphere:

• Establish ground rules for the discussion, such as setting up a safe space
• Feedback should not be personal but directed at behavior
• Encourage participants to state and defend his or her opinion
• Refocus participants by raising broad questions and themes
• Reassure your group that leadership is an art that can be learned through practice, feedback, and experience
• In closing, provide a theoretical context for the discussion and takeaway lessons

Teaching Insight - Leadership Background Content: Decision Making in a Crisis

Decision making is a critical leadership skill for inspiring confidence in direct reports.  Decision making may be impacted by culture and precedence but is always impacted by circumstances and context with levers such as time, danger, risk, and reward.  Decision making in a crisis involves emotions, lack of information, and a range of factors that could derail a leader. However, a crisis is often the most defining time for a leader since it puts to test the skills to manage a variety of factors that are in the leader’s control.  This video case is about a young leader who faces a tough decision in a crisis. Natural reactions when confronted with a crisis include anxiety and fear. The question is not whether aspiring leaders will ever have to make decisions in a crisis or under pressure; they will. Rather, the question is how the individual will define him or herself as a competent leader others will want to follow.

In this case, Jacobs must be decisive in a time of a genuine crisis even if it is wrong.  He must act on limited information and take action because by doing nothing he is making a decision.  With limited information, he would never know if his decision was right or wrong - but realizes how important it is to act, since a team relies on him.  Decisive leadership in times of crisis is important.  People will follow a decisive leader when there is doubt.  In contrast, some aspiring leaders refuse to accept responsibility and default to blaming circumstances. Instead, they only want to make a decision if they have complete certainty that the choice will be successful. Lieutenant Jacobs was able to act and avoid the common pitfalls associated with leading in a crisis such as “analysis-paralysis” or an inability-to-act factor that risks his own life and the lives of thoe under his command.

Video Segment 1 

Background and Challenge: Leading a small squad in a war zone, Jacobs encounters a surprise attack and must decide how to proceed without guidance, despite having little experience and realizing everything is at stake.

Discussion Questions:

Ask these questions to the class at large or to particular students.  Encourage everybody to participate by seeking a variety of different opinions.

1. What do you think of the three options that Jacobs is considering: (1) do nothing, (2) launch a frontal attack, and (3) launch an attack down the flank with an element of surprise? What other options could he have considered? (Note: He could have run away or retreated.)
2. Why does he question his ability to lead in this crisis?  What basic leadership characteristic(s) might help him work through this dilemma? (Note: An instructor might point out how qualities like self-confidence and situational awareness could help Jacobs to handle the emotional stress.) 
3. What is the disadvantage of soliciting ideas from individuals under his command before proceeding with a decision? 

Video Segment 2 

Decision: Rather than simply doing nothing or launching a frontal attack, Jacobs decides to surprise the enemy and attack down the flank.

Discussion Questions:

Ask these questions to the class at large or to particular students.  Encourage everybody to participate by seeking a variety of different opinions.

1. As Jacobs processes the severity of his situation, how do his emotions and convictions change? (Note: his emotions initially are paralyzing, but as he realizes the severity of the situation and consequences, gains more control and confidence.)
2. How might Jacobs’ emotional reactions help or hinder him? (Note: An instructor might mention how when faced with a surprise the initial reaction is often shock, disbelief, and/or confusion.  Accordingly, it’s best to let those emotions calm before taking action. Otherwise, the person cannot effectively process a course of action, and could end up doing something rash that would lose the trust of the team.) 
3. How did he leverage all resources and information he had available?

Video Segment 3 

Results: Jacobs quickly evaluated his options then chose to counterattack down the flank, eliminating the threat.   He did the best he could with the information and experience he had at the time of this crisis.  

Results Discussion Questions:

Ask these questions to the class at large or to individual students.  Encourage everybody to participate by seeking a variety of different opinions.

1. What did he gain by making his decision to attack the flank? 
2. How did he compensate for lack of experience and information?
3. How did he deliver his decision and what impact did that have on the loyalty of his troops? (Note: once he made his decision to act, he moved quickly and confidently, inspiring others to follow.)

Lessons Learned:

• Be able to recognize the difference between something that is a crisis and something that is just unpleasant
• Do not forget the things you learn when you are young
• Don’t forget where you came from
• Decisive leadership in times of crisis is important
• Doing nothing is a decision.
• In times of crisis, it is important to act and avoid the common pitfalls such as “analysis-paralysis” or the instinct to hide or do nothing.
• A good leader must leverage teachings from all phases of life to solve tough problems that lack sufficient information or context.

Lessons Learned Discussion Questions:

1. Do you agree with the lessons learned here? (Note: An instructor will need to mention the above lessons learned.)
2. What are some of the ways that you can manage your emotions when dealing with the stress and uncertainty of a crisis?

Considerations

The lessons shared by this leader are based on his own experiences. These lessons are not necessarily substantiated by academic research but are shared to spark consideration and insight.