![]() ![]() And they died of a broken heart … This is a very important lesson. And then Thanksgiving, and then it would be Christmas again. Then they’d say, ‘We’re going to be out by Easter.’ And Easter would come, and Easter would go. “Oh, they were the ones who said, ‘We’re going to be out by Christmas.’ And Christmas would come, and Christmas would go. I never doubted not only that I would get out, but also that I would prevail in the end and turn the experience into the defining event of my life, which, in retrospect, I would not trade.”Ĭollins asked him about the personal characteristics of prisoners who did not make it out of the camps. When he posed that question to the admiral, Stockdale answered: “I never lost faith in the end of the story. Collins wondered, “If it feels depressing for me, how on earth did he survive when he was actually there and did not know the end of the story?” (Emphasis in the original.) Before meeting with the legendary soldier and statesman, Collins read Stockdale’s memoir and found its grim details hard to bear, despite his knowledge that Stockdale’s later life was happy. Stockdale was a prisoner of war in Vietnam for seven-and-a-half years. It’s Time to Reset Decision-Making in Your Organization.What Leaders Can Do to Fight the COVID Fog.How Remote Work Changes What We Think About Onboarding.LEADING IN TIMES OF UNCERTAINTY More Stories in This Series This is where Admiral Stockdale comes in. One respondent summed up the challenge in a particularly apt way: “Shifting existing organizational structures from ‘peacetime’ value creation to ‘wartime/survival’ in a very short period of time … As CEOs in this crisis, we have no option but to become the wartime CEO, however ill-equipped or prepared we are.” Their topics ranged widely, but a handful of overarching mental tasks emerged: Comprehend complex, rapidly changing circumstances accurately, and respond to those circumstances keeping both immediate and long-term goals in mind. To review the origins of this project, we asked 600 global CEOs across a variety of industries what concerns were keeping them awake at night. “As CEOs in this crisis, we have no option but to become the wartime CEO, however ill-equipped or prepared we are.” The Stockdale Paradox, made famous in Jim Collins’s bestselling book From Good to Great, and the related discipline of survival psychology shine a light on the present moment and contains wisdom for how leaders can manage the unrolling crisis. Meanwhile, many leaders are reporting that their teams-or they themselves-have crashed into a wall of demotivation and despair. States that had reopened or begun to, such as California and Texas, have reversed course, and the European Union did not list the United States as one of the 15 “safe countries” whose citizens may enter freely. In August, while most developed nations’ rates of COVID-19 infections are falling, the rate in the United States continues to rise. ![]() “You must never confuse faith that you will prevail in the end-which you can never afford to lose-with the discipline to confront the most brutal facts of your current reality, whatever they might be.” - Admiral James Stockdale. ![]()
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