Opportunity: One Leader’s Example of What it Means to Seize the Initiative

Lieutenant General Omar Bradley recognized the opportunity and seized it.

Fighting in Normandy following the D-Day landings had been bitter as Hitler’s forces fought tooth and nail to drive the Allies back into the English Channel. Such enemy resistance had significantly slowed the Allied advance and left senior commanders searching for a solution. Then Bradley saw it. A combined attack at Caen by British and Canadian troops drew such a response from the Germans that Bradley believed he could break through their defenses near St. Lo. But he knew he’d have to act fast. An opportunity like this might be fleeting. So, at Bradley’s direction on the morning of July 25, 1944, 3,000 Allied bombers dropped approximately 4,000 tons of high explosive bombs on a narrow concentration of the German defenses with devastating effect. The Allied ground attack that followed was equally devastating. Less than 72 hours later, German forces in Normandy were fleeing west with the Allies in hot pursuit.

Operation Cobra, as Bradley’s plan was called, serves as an historic example of what it means to seize to the initiative. Have you cast a vision for your organization that you now believe is out of reach? Do you feel like the goals you’ve set for your team are taking longer to achieve than expected? If so, consider these three lessons we take from Bradley’s example.

1. Gain Situational Understanding: Far from being fixated on only those things immediately in front of him, Bradley possessed a deep awareness of how events in other environments influenced his own. This allowed him to foresee future developments and anticipate opportunities and risks that others might have missed. With a clear understanding of the Allies’ overarching goals and objectives, Bradley was then able to make decisions that not only benefited him, but the Allied Army as a whole. His understanding was not simply based on gut intuition or his personal assessment. It was informed by numerous inputs coming from his staff, adjacent commanders, and even enemy prisoners of war. Bradley collected these inputs to inform his understanding with precision. Do you have a similar appreciation for your organization’s situation or are you simply relying on your personal insights? For your team to accomplish the ambitious goals you’ve set will require you to make decisions with a clear understanding of your environment. What types of information are you not getting that you should? Consider these and make the changes necessary for you to gain true situational understanding.

2. Accept Prudent Risk: Bradley understood that concentrating resources such as bombers and armored forces on a narrow front would put other areas at risk. He also understood the inherent danger associated with placing so much combat power in such a small area. But he knew that the reward of success far outweighed these risks. He also understood that should his plan fail, the risk to his forces was negligible. He was not gambling with fate nor was haphazardly allocating his resources. Operation Cobra was worth the risk, and Bradley was willing to accept it. Are you risk averse? Do you avoid action for fear of failure? Are you even aware of the risk associated with the decisions you make for your team? If so, consider how you assess these risks. Achieving your organization’s goals will require your willingness to accept a prudent degree of risk.

3. Act Decisively: Bradley executed Operation Cobra without wavering or wallowing in doubt. The operation had its setbacks. But these were met with determination and resolve that were rooted in a deep level of situational understanding and risk assessment. Bradley continuously assessed progress throughout the operation, adjusting where and when necessary. His decisiveness ensured that the operation was a success. Do you know what your team needs to do next, but you hesitate to make the decision to do it? Is your team waiting for a decision that only you can make? If so, collect the information you need to understand your situation, assess the risk, and act.

In the high-stakes environment that you operate in, time is not your friend. Opportunities to take your team to the next level might be fleeting. So, seek to gain true situational understanding. When you do, you’ll inevitably begin to see the opportunities in front you. When they do, assess the risks to your team if you act. If these are acceptable, act decisively. Do not confuse your team by wavering in the middle of your plan. Rather, assess your progress and adjust your plan accordingly. If you do, you just might find that you put your competition on the run.

Opportunity: One Leader’s Example of What it Means to Seize the Initiative was originally published in Horizon Performance on Medium, where people are continuing the conversation by highlighting and responding to this story.