The career of George Armstrong Custer is book-ended by two rivers, The Chickahominy and The Little Bighorn, and by two attitudes, audacity and arrogance.
On the Fresh Ground Consulting website, we tell a short version of a story about Union commander, George McClellan, and the Chickahominy river. President Lincoln had trouble getting General McClellan to take action, to move the Union Army forward, or even chase the enemy. He said McClellan had a case of the “slows,” and observed that, “He is an admirable engineer, but he seems to have a special talent for a stationary engine.”
One version of the Chickahominy river story goes that McClellan and his staff were sitting on horseback at the edge of the river, wondering among themselves how deep it was. They had been discussing the possible depth of the river for some time when, suddenly, a young captain named Custer rode his horse out to the middle of the river, turned and shouted, "That's how deep it is, General!"
I love this story. I especially like it when set in contrast to the following observation: History does not record whether or not, fourteen years later, near the Little Bighorn river, someone on Custer's staff asked, "How many Indians do you think are over that ridge?"
Two of our principles at FGC are to demonstrate audacity without arrogance, and action with accountability. Custer certainly demonstrated audacity, no doubt peppered with impatience, in front of McClellan at the Chickahominy River, under circumstances that cried out for action. By the time he reached The Little Bighorn, he was ruled by arrogance under circumstances that demanded the very highest level of accountability.
In my experience, the line between audacity and arrogance is not always brightly painted. Audacity, fearless daring or heedlessness of restraint, requires some self-assurance, to be sure. Arrogance is marked by overbearing self-importance and an assumption of superiority that can lead someone to take seemingly audacious risks.
The fundamental difference in my mind, especially when it comes to leadership, is an ability and willingness to receive input and listen to others. Truly audacious moves are usually possible because they are supported by informed preparation, planning, experience.
Custer’s dash into the Chickahominy River may seem impetuous on its face, but he had spent the war to that point carrying messages from Army Headquarters to generals in the field, and exploring the countryside as a topographical engineer, creating maps. He was said to have an uncanny knack for locating practical routes. If Custer had not already been across the Chickahominy, he certainly had developed an eye for water that could be easily crossed.
On June 22, 1876, Custer led a divided force of 655 men against an Indian encampment of undetermined size without conducting proper reconnaissance. As it turns out, he was outnumbered ten to one against what may have been the largest group of Indian warriors ever gathered on the North American continent.
I have met leaders and managers who are known for succeeding by “going with their gut,” only to discover that they are actually keen observers and active listeners who are intensely curious. Maybe you have noticed that successful business people who have a reputation as being risk takers and innovators are often surrounded by a very talented team.
Whenever I meet a leader who equates “impulsive” with “inspired,” rarely asks more than one question, and tells people he hasn’t listened to that they should trust his instincts, I feel compelled to duck and cover.
Mike Ferguson is the Business Development Director for Batdorf & Bronson Coffee Roasters in Atlanta, and the co-owner of Fresh Ground Consulting. He also serves as the President of the board of directors for Coffee Kids, an international organization dedicated to working with coffee-farming families to improve their lives and livelihoods. Mike has a Master’s of Fine Arts in creative writing from Saint Mary’s College in Moraga, CA. For 9 years, Mike worked for the Specialty Coffee Association of America as the Marketing Communications Director, Chief Communications Officer, and finally Chief of Staff, and served as the spokesperson for the specialty coffee industry.
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