WWII LEADERSHIP SERIES

BOOSTING MORALE IN TOUGH TIMES 
Lessons from Churchill
In times of change — reorganization, budget cuts, downsizing, new management, even moving the office — employees lose focus, and productivity declines. Dealing with employee emotions, from anger to loss of interest, requires managers to ramp up their communications to help people re-engage with the organization’s mission, and not dwell on their own feelings.

Through historic examples from Winston Churchill in World War II, you will learn communications tools that you can apply to your own workplace. By comparison with the shortages of war-time England, your problems should seem manageable. So step back in time, study the master of communications, and begin drafting a plan to pull your employees into a confident, focused team once again.

These are not dark days, these are great days—the greatest days our country has ever lived; and we must all thank God that we have been allowed... to play a part in making these days memorable."
— Winston Churchill

LEADING THROUGH KINDNESS AND COMPASSION
Lessons from Eleanor Roosevelt 
​First Lady Eleanor Roosevelt continues to be a role model for women today, as she became a trailblazer for civil rights and women’s rights. Working through the toughest years in America’s history — the Great Depression and World War II — she delivered her positive views to the public through radio, newspapers, magazines, and public speaking. “The future belongs to those who believe in the beauty of their dreams,” she reminded people. A woman who overcame shyness, self-doubt, and criticism, she became a politician, diplomat, and activist, and was dubbed the “first lady of the world” because of her global social justice work.

Do one thing every day that scares you."
— Eleanor Roosevelt

WHEN CHARACTER AND INTEGRITY COUNT
Lessons from George Marshall
​Chief of Staff of the Army during WWII, it was Marshall who raised and equipped American ground and air forces, selected officers, and planned global operations. Yet before the U.S. was drawn into the war, Marshall had to convince the President and members of Congress to prepare for the coming battle. They listened because of Marshall’s honesty, fairness, and integrity. You will learn how Marshall persuaded Congress, not by soaring oratory, but by his professionalism, truthfulness, and nonpartisan communications. Speaker of the House Sam Rayburn recalled,

Of all the men who ever testified before any committee on which I served, there is no one of them who has the influence with a committee of the House that General Marshall has...because when he takes the witness stand, we forget whether we are Republicans or Democrats. We remember that we are in the presence of a man who is telling the truth, as he sees it, about the problems he is discussing.

The most important factor of all is character, which involves integrity, unselfish and devoted purpose…and a willingness to sacrifice self in the interest of the common good.”
​— George Marshall

THE POWER OF WORDS
Lessons from Franklin D. Roosevelt
​When Franklin Delano Roosevelt, our 32nd President, was sworn into office in March 1933, the country was in the midst of the Great Depression. Thirteen million people were unemployed and nearly every U.S. bank had closed. In his inaugural address, FDR reached out directly to the American people, acknowledging their problems and then rallying them to work toward the nation’s healing. That first inaugural address used words that exuded optimism and confidence, and he followed them with swift action that unified the country. 

This session looks at FDR’s first 100 days, when he set the country on a new path. Through his powerful words, the President helped people feel that they were part of the solution, that he listened to them, and that they had a champion in Washington.

The only limit to our realization of tomorrow will be our doubts of today."
— ​Franklin D. Roosevelt

BUILDING WORKPLACE RELATIONSHIPS
​Lessons from Eisenhower and D-Day
Dwight D. Eisenhower faced a daunting assignment when given command over the Allied forces for the D-Day landings in World War II.  His team would be made up of experienced commanders (all with more combat experience than Ike) from various military services (Navy, Army, Air Force) and from several nations.  

Each nation had its own priorities for recapturing European soil from the Germans, and each military service had its own working style.  The commanders, used to running their own operations, brought towering egos and strong personalities to the new Allied team.  How would Ike ever reach consensus on issues, much less forge a working team for this complex operation?

We succeed only as we identify in life, or in war, or in anything else, a single overriding objective, and make all other considerations bend to that one objective."
— Dwight D. Eisenhower