The 93rd Regiment Was Brave but Stupid:
Why We Need Leaders in Making
(Source: The Snow Report)
Andrew Jackson won the Battle of New Orleans in 1812 because 1,100 proud, brave Scotsmen failed to act.
The 93rd Regiment looked awesome, each over six feet tall, clad in plaid tartan trousers, trained to march into battle precisely to the tune of bagpipes.
Although only boys, they belonged to the most disciplined army in the world. The British Army had a strong culture of shared values: unflinching bravery, unquestioning loyalty, and impeccable obedience. When you received an order, you never questioned and never deviated.
And the men of the 93rd Regiment were among the best at adhering to these values.
Until it killed them.
During the final assault at The Battle of New Orleans, the 93rd’s commander Lieutenant Colonel Robert Dale was shot right after he gave an order to halt. The troops halted.
And then they waited obediently for their next order, standing like statues directly in front of Jackson’s rampart. They were determined to do nothing but “halt” until told otherwise. No orders were issued either to advance or to withdraw, so the regiment stood fast and was mown down.
No one took leadership.
Jackson’s men blasted them to pieces. Over and over they shot their cannons at these proud, unmoving Scotsmen, taking out six hundred men before someone finally shouted, “Retreat!”
They fell back with parade-ground precision, leaving three-quarters of their total strength killed or wounded and having laid the foundations of an immortal legend: a reputation for disciplined and indomitable courage. But what of their leaders?
Andrew Jackson chided the 93rd’s act of heroic courage: “When our intellect fails us, we have to become heroes.” By failing to make others heroes, Dale and the other British leaders left the 93rd brave, but stupid.
The British had nearly 2,000 casualties that day, of whom 557 were from the 93rd. The Americans behind their parapet had 6 killed and 7 wounded.
As I read this story, I’d swore to help leaders, including myself, to never build a culture that doesn’t build leaders.
What keeps our teams brave but stupid?
One writer asks: How often do we leave our organizations, in the name of compliance or obedience or loyalty or some other VIRTUE, unable to act?
The best battlefield leaders make sure that “decision-making” doesn’t solely rest in them.
Don’t fail to prepare others to act.