The work of the leader.

Lieutenant General William G. Pagonis led the 40,000 men and women who ran the theater logistics in the Persian Gulf War during its three phases of operation: Desert Shield (buildup), Desert Storm (ground war), and Desert Farewell (redeployment). By military standards, it was a challenging assignment. By the conventions of any nonmilitary complex organization, it was unheard of. In the Persian Gulf, Pagonis's challenges included feeding, clothing, sheltering, and arming over 550,000 people. All of this in an hostile, desert region with a Muslim community distrustful of the "infidels" sent there to protect them. The lessons of leadership gleaned through Pagonis's experiences in the Gulf cross military boundaries--they apply equally to general management and leadership development in the private, civilian sector. To gain a clear sense of the overall organization in an area the size of the Southwest Asian theater, Pagonis deputized proxies, dubbed "Ghostbusters," to be his eyes and ears throughout the desert. His goal was to build a leadership-supporting environment, combining centralized control with decentralized execution. Pagonis believes vision is defined by the leader, but the subordinates define the objectives that move the organization toward the desired outcome. The roots of leadership, Pagonis claims, are expertise and empathy. A leader's work is not only to apply these traits but also to cultivate them--both on a personal and organizational level. True leaders create organizations that themselves cultivate leadership. This can only be achieved through rigorous and systematic organizational development.