Leadership from the Trenches: A Christmas to Remember
In the summer 1914, Europe devolved into WWI, aka ‘the War to End All Wars’. It was, like most wars, most assuredly to be short and decisive, probably ending by Christmas, 1914. So much for prognosticators and ‘wise men’. The War would in fact last until November, 1918. About 14 million people would die (approximately 9 million soldiers). Contaminants from WWI would lead to WWII and help to shape Middle Eastern (and other) struggles to this day.
Yet, as often happens, a flower of hope sprouted and bloomed amidst the growing carnage. Also, as often happens, it sprouted from the bottom, from those most affected by the war. To this day, its occurrence bears witness to the ‘power of the people’ everywhere, in every organization, a power which, like most power, can move in multiple directions…or not. Fortunately, in this case, official leaders had the wherewithal to let it bloom…at least momentarily. The ‘executive summary’ of that moment appears below, followed by a few extracted lessons.
As noted, the war proved far longer than anticipated/promised. The Western Front hardened into trench warfare-- grinding, miserable life eventually punctuated by increasing, technologically fed horror delivered by airplanes, tanks, mustard gas, and massive train-based artillery.
With no end now in sight, the Pope sought a Christmas ceasefire to little, arguably, to no avail.
Less ambitiously, Germany’s Kaiser attempted to bolster morale and sent Christmas trees to his trench bound troops.
On the evening of 12/23/1914, German troops began placing the trees about their trenches. Germans sang Christmas songs in German and the Allies answered with their own carols. Stille Nacht. Silent Night.
“By Christmas Eve, some lower-ranking British officers had begun ordering their men not to fire unless fired upon. This policy came to be known as “live and let live,” and it would be adopted on an ad hoc basis throughout the war, particularly in less active sectors. Like all implementations of “live and let live,” the officers’ decisions were made without any authorization from above, and the tenuous truce slowly started to take hold. As morning broke on Christmas Day, German soldiers emerged from their trenches, waving their arms to demonstrate that they had no ill intent. When it became clear that they were not carrying weapons, British soldiers soon joined them, meeting in No Man’s Land to socialize and exchange gifts.” Britannica
Inconsistent observance of the truce led to casualties. Nonetheless, soldiers’ letters home recounted amazement (even delight) at what was happening.
The truce particularly took hold where British and German Saxon troops opposed one another. The French were less disposed toward any celebrating with the invaders of their homeland. On the Eastern front, calendars and traditions posed an obstacle--Russians had a different religious calendar, including a different date for Christmas. Also, Saxons often worked in Britain, thereby learning at least some English while developing cross-country relationships.
The shadow of the conflict cast itself across the truce: truce activities included repairing trenches and dedication of considerable effort to burial of the fallen. Also, the miracle of a truce did not meet with uniform approval. For instance, a young German courier, at most an occasional visitor to the front lines, reportedly said of his regiment’s participation in the truce, “Such a thing should not happen in wartime…Have you no German sense of honor?” The critic, Adolf Hitler, would, of course, come to cast an expansive, nearly unimaginable and deadening, dark shadow of his own.
Senior leadership on both sides tolerated the unsanctioned truce AND moved to prevent its recurrence.
“In the days following Christmas, violence returned to the Western Front, although the truce persisted until after New Year’s Day in some areas. While the truce could not have succeeded without the endorsement of junior officers on both sides, British and German generals quickly took steps to prevent any further episodes of fraternization between their men. Still, there were no courts-martial or punishments linked to the events of the Christmas Truce; senior commanders likely recognized the disastrous effect that such a move would have on morale in the trenches. Attempts to revive the truce on Christmas Day 1915 were quashed, and there were no subsequent widespread cease-fires on the Western Front until the armistice of November 1918.” Britannica
(for the opera, yes, the Pulitzer winning opera, Silent Night)
A few lessons:
Recognize a good thing whenever and however it occurs and get in line (regardless of rank). Put aside the policy manual and get out of the way. (Leaders take special note.)
Courage comes in many forms and from many levels…and, fortunately, including in service to higher goals such as peace and collaboration.
Shared traditions matter, personal contact matters, common language matters. Hence, share traditions, develop intergroup relations, and learn the language of others. Doing so, you just might make the improbable, even the impossible, possible. That’s DEI at its best.
Unusual times provide unusual clarity of insight, available if one stays alert… look for the paradoxical and ironic, look for the life-affirming amidst the carnage.
Call for the cessation of hostilities and send Christmas trees… who knows what might happen?
Attend to values on display, i.e., remember that courier who objected to the truce.
Trust is iterative & reciprocal… one step at a time—sing a carol and see if one comes back. Move from there.
Formal leadership, at all levels, has the power to sanction and to squash. Leaders should keep that squarely in mind—in the end, to what end did you use your power?
From my tradition to yours, whatever it may be, I wish you the best that this Christmas season has to offer… may it sprout, bloom, and endure to the amazement and celebration of all whom you hold most dear!