Henry: You never let me read
anything I’m signing. Sometimes I get the
feeling you’re trying to hide the war from me Radar.
Radar: No, Sir, no…
Henry: I’ll just be the judge of
what’s here. “Chinese Communist prisoner
berserk in OR, wounds Lieutenant Erika Johnson and contaminated one surgical
case. Psycho examination…Corporal
Klinger…Lieutenant Johnson reassigned, Tokyo.
Dr. McIntyre lost patient due to complications, OR incident. Wounded Chinese prisoner recovering.” Well, every week can’t be exciting.
Radar completes his
weekly report, highlighting the unpredictable nature of the war through the
incidental events that impacts the lives of the 4077 personnel. A typical week becomes anything but typical through
a series of unrelated, extra-ordinary events.
Anybody who has led for any length of time will know
that there rarely is a “typical” week.
While there are routines and responsibilities that may be predictable,
the very nature of life is that it is filled with unpredictability. Systems can be managed, programs planned, but
people are complex beings who are subject to the ebb and flow of life. Despite our best planning, scheduling or organization,
people’s lives get in the way. But,
because people matter, and are to be led, not managed, leaders need to exercise
flexible and responsive leadership. Life
is fluid, so it stands to reason that leadership should also be fluid. It has been my experience, even with a type-A
personality, that this sort of fluid leadership equips me to more effectively respond
to people’s needs and circumstances that make most weeks far from typical.
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