Leadership Lessons From The Great Books

The First World War by John Keegan
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00:00 Welcome and Introduction to The First World War by John Keegan.
00:10 Postmodern Leadership Lessons.
04:39 Overview of The First World War by John Keegan.
10:44 Causes of the First World War.
13:51 19th-Century European War Planning.
17:31  Aristocracy, War, and Tragedy.
21:34 Facing War's Ethical Challenge.
24:00 Meeting the Moment Ethically.
31:33 Trust: Civilization's Fragile Foundation.
36:39 Leadership Lessons from the First World War.
39:37 Lessons from a Fragile World.
43:25 Decline, War, and Modern Mindsets.
47:12 Staying on the Leadership Path with The First World War by John Keegan.
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Music: Piano Concerto No. 1 E Minor, Op. 11 - II. Romance. Larghetto - Zuzana Simurdova, Piano - The Mazurka String Quintet.
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Opening and closing themes composed by Brian Sanyshyn of Brian Sanyshyn Music.
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Creators and Guests

Host
Jesan Sorrells
CEO of HSCT Publishing, home of Leadership ToolBox and LeadingKeys
Producer
Leadership Toolbox
The home of Leadership ToolBox, LeaderBuzz, and LeadingKeys. Leadership Lessons From The Great Books podcast link here: https://t.co/3VmtjgqTUz

What is Leadership Lessons From The Great Books?

Understanding great literature is better than trying to read and understand (yet) another business book, Leadership Lessons From The Great Books leverages insights from the GREAT BOOKS of the Western canon to explain, dissect, and analyze leadership best practices for the post-modern leader.

Because understanding great literature is better than trying to read and understand

yet another business book on the Leadership Lessons from the Great Books

Podcast, we commit to reading, dissecting and analyzing the great

books of the Western canon. You know, those

books from Jane Austen to Shakespeare and everything else in

between that you might have fallen asleep trying to read in high

school. We do this for our listeners, the owner, the

entrepreneur, the manager, or the civic leader who doesn't have the time

to read, dissect, analyze and leverage insights from

literature to execute leadership best practices in

the confusing and chaotic postmodern world we all now

inhabit. Welcome to the rescuing of Western

Civilization at the intersection of literature

and leadership. Welcome to the Leadership Lessons from

the Great Books Podcast. Hello, my name

is Jesan Sorrells and this is Leadership Lessons from the

Great books podcast, episode

postmodern leaders, particularly in the west, are

increasingly a literal yet not literary

and even barely literate people. They this

means we miss the forest for the trees, our

expectations of other people don't match their inherent and obvious

capabilities or lack of capabilities, and we

arrange social, political, cultural and business systems to

minimize as much risk to ourselves as possible.

And when all that delicate arranging, organizing and planning fails,

we are either paralyzed into inaction or or we run and

hide in dopaminergic distraction, or we

lash out in anger at others, which

of course creates the circumstances that lead to interpersonal conflict

based on hurt feelings, disordered desires and

appetites, and of course the ever present loss

of face. We are

obsessed with leadership on this show. Sure, it's a literary

and book focused show, but at the core

of the show is the tension between leadership and book

topics that appear on the surface to be antithetical to entire

practices and assumptions inherent within

postmodern leadership practices which are

designed to reinforce that delicate balance I was just talking

about or practices that are oriented towards creating

a new heaven and and a new earth

with the same old followers we've always had. Rather than informing

leaders and informing followers of tragic truths and

the consequences of not heeding them,

the book we are introducing today is one that while on the surface may

seem to not be about leadership, is

at the end of the volume, a book about nothing but the

tragic truths of leadership and and the long term consequences

of not heeding the ignorance or the dismissal

of those truths, today

on this episode of the podcast we will be

introducing and discussing one particular

core theme from John Keegan's

the First World War

Leaders. No reference to the Second World War can be made without

talking about the exegesis of the First World War for sure.

And no reference to any of the civilizational

problems in our postmodern era can be made without

deep understanding of the causes, the execution and

of course, the tragic results of the First World

War.

SAM.

And we open with an examination of

our volume, the First World War by

John Keegan. The the book

is set up in an interesting way, by the way, the version that we have

is, is published by Vintage Books, a division of Random House,

published back in 1998. And so of course,

as with all books that are under copyright, we will not be reading

directly from the book. However, I do want to give you a brief overview of

what you can expect when you open up this,

this volume. So the there

are 10 chapters in the First World War War

by John Keegan, starting off with

Beginning with A European Tragedy, where

he puts forth his initial thesis

that the war that

was called the First World War was a tragic and

unnecessary conflict.

He goes further in stating that the

crisis that led to the First World

War could have been avoided and that

the suffering that was inflicted upon

the Germans, the British and the French, and of

course, many others worldwide could have been

avoided. It could have been ameliorated in

the crisis or during the crisis of 1940,

14, during that summer.

Then he goes into talking about the battles, the

frontiers and the Marne, the battles that are

in or that occurred in the east between Germany and Russia,

the stalemate of battles and the war beyond

the Western Front. And that's one of the things that we tend to forget about

World War I. We tend to really focus on the European

nature of the Western Front, that long swath

of land that went from,

from, from south

eastern France all the way to,

all the way to Holland and into, into the Netherlands.

We tend to really focus on the trench warfare that occurred in that area. And

we tend to forget that there were colonial powers

that were involved, not there were colonial powers. We tend to forget that the major

players were colonial powers and that as a result

their colonies got involved in the war. We also tend to forget the

Ottoman Empire and of course the Arab revolt that

occurred there that was documented by a favorite of our

show, Thomas Edward Lawrence, T.E. lawrence, in his book The Seven

Pillars of Wisdom. We also tend to forget that this war

was a war beyond the Western Front that also

occurred in the form of submarine

warfare and naval battles between the

Germans and the Eng. And of course

we forget about the role that Russia had in the,

in the war in World War I, primarily because

through the wonderful tender mercies of Germany

who allowed Lenin to pass through their country and

through Finland Finland Station to

Petrograd in 1916, effectively removing

millions of Russian soldiers from from the field of battle on the

Eastern Front and technically speaking, winning, if that

term can really be used, the war for Germany on the

east, we tend to forget Russia's contributions to World War I.

Then we move into the year of battles and the breaking of armies,

where Guy Keegan talks or writes very

coherently about generalship and about the nature of

morale as the war ground on into nineteen

six through nineteen sixteen and into nineteen seventeen and finally

America's entry into the war. America and

Armageddon. That's the chapter that focuses on America's entry into

the war in 1917 and the nature

of America bringing to bear millions

and millions of men to

fields that had been bled red

with the blood, soaked red with the blood of British,

British, French and German

warriors for the previous three years.

World War I is indeed or was indeed a European

tragedy. But the

world that we live in today, the world that we

take for granted 111 years later,

the social and cultural and even, or especially

the geopolitical arrangements that we think are quote, unquote,

normal, had their beginning

in the killing fields of World War

I.

SA.

Back to the book, Back to the First World War by John

Keegan. So when you open up the book, the

first three chapters lay out

Keegan's assertion, lay out some of the King's, Keegan's

basic assertions about the causes of the First

World War. And he asserts

several that we're going to talk about in

toto or in aggregate here today. And then one that we're going to

focus on specifically in the next

couple of sections or the next couple of segments of, of

the show. So he opens up in his first three

chapters, chapter one, a European tragedy, chapter two, war plans, and

chapter three, the crisis of 1914, by laying out

in, in order all of the

reasons Europe had Pre

World War I, Europe had to not go to war,

right? But then he also lays out these same

reasons as reasons that that would

inexorably prove to drive

Europe and European powers to war.

So one of the first things he lays out is that the

folks in Europe, both the civilians and the political class

during the time previous to World War I,

had an abstract understanding of war due to

a long peace that actually began in

1870 and continued with fewer hiccup,

with few hiccups into 1914

that created almost a generation

and a half of people who had not known a

Major continental struggle, sure,

Napoleon and Wellington and all that had happened earlier in

the, in the 19th century. And yes, there were the

Russian wars in the middle part of the 19th century.

And of course, America had had her civil war,

which none of the European powers paid very much attention to,

as they viewed it as an internal struggle in

America between 1861 and

1865. But beyond that, there hadn't

been a major world enveloping great

power, enveloping conflagration for

a generation and a half previous to

World War I. So people were lulled. This is, this is Keegan's

point. People were lulled. Politicians were lulled, Leaders were lulled into a

false sense of security. The second factor

that led to this European tragedy being played out in

World War I was the fact of

men under conscription, men under the

control of folks who could make them march, make

them dig, and claim that it was all for

the protection of a nation state. There was an

entirely militaristic society that. Existed

underneath the European power structure. And Keegan points this out, that

actually allowed militaries, allowed great powers

to think of and to consider how they would mobilize

hundreds of thousands of men and bring the force

of those hundreds of thousands of men to bear against hundreds of

thousands of other men. Military society also,

or the creation of a military society, a military subculture

in and amongst the European powers of the British, the French and

most, of course, notoriously the Germans, allowed

politicians and generals

more so generals and politicians to make war plans.

And war planning was something that Keegan points out had become

more formalized during the back half of the 19th

century. As he points out in the first three chapters, when he talks about

Schlieffen's plan that was eventually adopted

by Moltke in Germany and eventually

executed by the generals, the German generals in World

War I, to stalemate results.

These war plans were created by men who had very

little actual practical work, war experience,

right? And so when you have actual practice, we have very little actual practical

war experience. Most of your war planning at war

colleges, where your subordinates are going to be, who are going to

execute these war plans if they are ever to come to fruition.

Also, that's going to be based on theory. And at a certain point,

as we pointed out when we covered why don't we ever learn from

history? At a certain point, you have to move from theory

to actuality, because things change

when plans change, when they make first

contact with reality. There were two

other factors that Keegan talks about. The first three chapters in the

lead up to the First World War that were critical to the

First World War occurring. And the first one of these two is

technological change. There was rapid technological change that was. Occurring

at the beginning of the. The 20th century. The

Telegraph, the telephone, radio,

airplanes, these kinds of. And of course, trains,

these kinds of technologies were coming to the forefront

and were being used not only for transporting people

and communications, but they were also, or could be. They

also could be used for making

war, and they would be used to make war during World

War I with tragic results.

Because, unfortunately, it wasn't just the technologies that

were advancing. It was also the

mindsets of the people that were going to be

leveraging these technologies that had to be examined

as well. And when Keegan looks at the mindsets, one of the points that

he makes in his very dry British historian, with

his very dry British historian sense of

exactitude, the point that he makes here in the first three

chapters, is that the politicians, the

ambassadors, the diplomats, and fundamentally later on during

the war, the generals came from a certain

class structure in Europe that we cannot appreciate

here in the 21st century and really

couldn't appreciate in the end of the. The

20th century. When Keegan was writing this book,

the aristocratic class of sensitive men

who were class conscious

was rife throughout European capitals. In particular,

as I said before, the British, the French, and

of course, the Germans, we

in America Post World War II, post

Vietnam, post Korea, post Iraq, post

Iraq, too, we have fallen

into the grip of egalitarianism, and we believe in the

power of the demos. But the aristocratic

class, the kings and the princes and the people that they

appointed to run their wars and expand their colonial

empires believed in the right to rule, and

they believed that it was also a burden.

And so a person with an

aristocratic mindset who is faced with new

technologies that they don't fully understand or appreciate,

faced with a long piece in an abstract

understanding of war among their populaces, but

also having access to the greatest resource

of military mind can possibly think is the greatest

possible resource. Bodies and plans.

There is certain level of inexorability that comes along

with all these factors that ground the

Europeans towards an

apocalyptic tragedy.

Sam,

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So what are we to take from all of those ideas that Keegan

puts forth in the first three chapters of his

one volume overview of the First World

War? Well, there's a great quote

actually in in the book, and

it sort of summarizes a larger idea

in a very British fashion that I want to

I want to talk about. And it's, it's in his

section marked, marked A Europe of soldiers are labeled a

European, A Europe of soldiers. And it says this

There was admittedly a fear of war in the

abstract he's talking about in Germany, but

it was as vague as the perception of what form modern war

itself might take. Stronger by far,

particularly among the political classes in every major country,

was the fear of the consequences of failure

to face the challenge of war itself.

That's an interesting idea to me, because

enveloped inside of that idea

are concepts of honor, integrity,

ethics, truth, and just how

far population

or leader is willing to take their population in order

to fulfill all of those social

contracts. The

idea of not being able to meet the

moment that war would require is one that is

foreign sounding to our postmodern ears

and to our postmodern psychology. It even it sounds

brutal and it sounds unfortunate, and it

sounds savage. This is because we live in a

time where not meeting the moment that X would

require or Y would require is such a common

occurrence that we have had an explosion in the number of lawyers

minted by law schools in the last 40 years, ensuring

that people will meet the moment that X requires

or else there will be contractual consequences.

Failing to quote, unquote, beat the moment, of course, comes from an inability to

understand that ethics, morality, personal accountability,

and this idea of social coherence are bound together

in ways that we as individuals cannot understand

fully. There's a great line from

BH Liddell Hart in his book why Don't We Learn From History,

which I would like to quote from here. And I quote, although

they political leaders up to and during World War

I may have been fools in disregarding the conditions necessary for the

effective fulfillment of pledges, they at least show showed

themselves men of honor and in a long view, thinking

towards the causes of World War II, of more fundamental common

sense than those who argued we should give aggressors a free hand

so long as they left us alone. Close quote. That's from

BH Ladell Hart, why don't we learn from history, page 74.

Which one is better? This is a huge question for

leaders. Is it better to appease, to miss the moment,

or is it better to worry about

failing to meet the moment and work yourself up into a froth in

order to meet the moment? Failing to meet the moment the

conflict sometimes requires is a failure we all struggle with in our

own comparatively geopolitically peaceful, postmodern

era. In business, of course, we call this failure to meet the

moment imposter syndrome when we feel it personally.

But there is no term other than maybe cowardice

or appeasement to describe it when we see it

in others. This is one

of the major disconnects between us reading the history

of World War I right now in 2025

and the folks who actually experienced World

War I in the early part

of the 20th century.

Sam.

Right back to the book, Back to the First World War by John

Keegan. So I'd like to bring up a point here

that really, I hope not really, but that I hope

will buttress a larger point that I'm going to close out the

the show with. So I

talked initially in a previous segment about the

aristocratic cadre of class sensitive men

who were the diplomats, the ambassadors, the kings, and especially the

generals who ran the First World War.

Hagen points this. Sorry, Hagen. Keegan points this

out in his chapter entitled the

Breaking of Armies. There's an interesting

paragraph here that I'm going to quote a line from,

and I quote, would changes in command, however, change

anything, talking about the number of deaths in the Western Front?

The generalship of the First World War is one of the most contested issues of

its history historiography. Good generals and bad generals

abound in the war's telling, and so do critics and champions of this

man or that among the ranks of its historians.

This is the, this is the key quote here. In their time, almost all the

leading commanders of the war were seen as great men, the imperturbable

Joffre, the fiery Foch, the Titanic, Hindenburg,

the Olympian Hague. Between the wars, the

reputations crumbled largely at the hands of memoirists

and novelists Sassoon, Remarque,

Barbuse, whose depiction of the realities of

war from below relentlessly undermined the standing of

those who had dominated from from above,

close quote Then, of course, Keegan

goes on later on in the paragraph to talk about and to quote or to

paraphrase from British historians who framed British

generalship as, quote unquote, donkeys leading lions.

And of course, this is follow up to a previous chapter in the

Year of Battles where he talks about Haig, Doug

Haig, the British general, the leader

of the British Expeditionary Force at the Somme.

And and Haig was a man who, as he

paraphrased there, who would be framed as Olympian.

But he also points out, Keegan does

this line and I want to make, I want to make this point as well.

He says, he says the successful generals of the First World War,

those who did not crack outright or decline gradually into pessimism, were a

hard lot as they had to be, with the casualty figures accumulating on their

desks. Some nevertheless managed to combine toughness of mind with some

striking human characteristic. Joffrey imperturbability,

Hindenburg gravity, folk fire, Kamel certainty.

Haig, in whose public manner and private diaries no concern

for human suffering was or is discernible, compensated for his

aloofness with nothing whatsoever of the common

touch. Close quote

JOHN keegan, the First World War.

How can you lead people? And this is a question that has

become even more sharp or gotten sharper and

sharper as we have gotten away from mass casualty in the

military and as fewer and fewer grown men have

served in the armed forces, at least in America, than ever before.

How do you lead men if you have no

common touch?

SAM.

So what are we to do with that piece, right?

How are we to square the circle with

the aristocratic leadership and the

lack of, well, the ability to

be hard hearted right in the face of casualty figures or in the face of

bad things, the ability

to stare disappointment in the face

consistently over a long period of time and not flinch.

What is the one thing that sort of binds

folks together, that allows

the top and the bottom to

work together during times when

mass casualties are happening in a war or when

maybe mass firings are happening in a business?

Well, in order to make a civilization, we have to agree on

what is at the root of of a civilization,

what is the thing that binds us, what is the what is

the. The act that binds us all together. And

BH Liddell Hart made the point

in. In his book why don't we learn from history that

civilization is built on the keeping of promises.

We can see that this began to break apart after World War I

and has continued to break apart, first in

our political class and now even interpersonally between

all of us in 2025,

eroding like sand on the beach

because of the nature of the way World War I was

fought, where people who were given a lot of

trust, those aristocratic generals and kings,

proved to have very little humanity when it came

to stopping the casualties and

preventing even more casualties at the Somme and the

Verdun and at Marne, at Gallipoli and

even east at Lemberg

when the time came for there to be no more

dead bodies.

I'm not the first person to point this out, this. This breaking of

trust from another, according to John Keegan,

anyway, less impressive historical writer who lived during that

time, T.E. lawrence, who we have talked about on this

show, comes this sentence from the introduction to his World

War I memoir, I guess is what Keegan would

say of the Arab revolt. The seven pillars of

wisdom, and I quote, we were fond together

because of the sweep of the open places, the taste of wider winds, the

sunlight and the hopes in which we worked. The

moral freshness of the world to be intoxicated us. He's talking

about the people who joined up with him to engage

in the Arab revolt from the Mecca of Sharif

all the way down to the average man who were

suffering under the yoke of the Ottoman Empire

back to the quote. We were wrought

up in ideas inexpressible and vaporous, but to be

fought for. We lived many lives in those whirling

campaigns, never sparing ourselves. And this is the money

quote. Yet when we achieved and the new world dawned,

the old men came out again and took

our victory to remake in the likeness of the former

world. They knew youth could win,

but had not learned to keep and was pitiably weak

against age. We stammered that we had

worked for a new heaven and a new earth, and

they thanked us kindly and made

their peace. Close

quote. Yeah. Those old

men who thought that they had not lost trust, those old

men who believed that they had behaved

with honor and had kept the political and

cultural and civilizational promises to others in Europe,

didn't quite realize that the

millions of dead

indicated that they had kept the wrong

promises.

The genuine guarantee, the only guarantee of civilization, is built on the

rock of keeping promises. And the one thing you could say about all the

players in World War I, from the Kings and the princes to the

generals and even the ambassadors, was that they were trying

to keep promises, or at least to avoid committing to new

ones. But the mistake they made

was that they didn't realize when those promises should be

broken. And this concept that promises

given by men of honor to other men of honor, regardless of

class, status or wealth, this concept that those promises mean

something, was one that died terribly and

tragically in the fields of the Western Front battles of the Somme and the

Verdun. In the Verdun, the Eastern Front battles at

Lemberg, and away from the Western Front in places like

Gallipoli and Mesopotamia. But

this concept that promises means something was not

fully destroyed until after Vietnam and well into

our own era. We are still

eating out on the last seed corn of a high

trust society. And this,

this is something worth defending, this

is something worth withholding up. If you run a

business, this is where it relates to you. And you have

shareholders, to whom do you owe your

trust? To the people at the bottom who are doing the

work or to the shareholders in the boardroom

who control the capital flows?

So what are we to make of John Keegan's book the First World War?

What lessons are we to take from this book and apply to Our

leadership lives 111 plus years after

the end of the war? After the beginning of the war, actually,

111 years after the guns started up and then fell silent?

What are we to take from the First World War?

What are we to take from Keegan's writing about it

as a Britisher writing about a British war? What are we to

take as American leaders from this? Well, we're going to go,

we're going to do a deep dive into some of these other topical areas that

we didn't really focus on in this introductory episode when we talk with

Tom Libby in our next episode?

169. So I would encourage you to check that out.

But there are some things I think that we can glean about

civilization from this book, some lessons that I

think will be helpful for us as leaders, whether we are leading in a

small business, leading in a community, leading in a family,

or even leading a larger enterprise, a larger

business, where the decisions are

much more, well,

weighty and potentially even difficult.

A couple of things to point out, though. In some ways we are

returning now in our own time, and I think this is part of what's

flummoxing us in our own time. We are returning to the world that

existed before any of us listening or hosting this podcast

were even born. We are returning. In many ways, we

are turning back to a pre World War I world

of power politics, honor being more important than

words and treaties, civilizations

that are relying on trust to keep

going. This feels fragile to us when I say

it out loud. And it also sounds delusional because it is

unknown and also because we

are in a world where all of that kind of

pre World War I stuff seems.

Seems so. Seems so abstract,

right? And seems to be fragile and

lacking robustness because, well, we

fundamentally, culturally frame the reality of our lives in a

Post World War II context of supernational

institutions, mega corporations,

and quote, unquote, gee whiz technology, where everyone,

even the poorest among us, gets richer and fewer and

fewer people have anything to fight about or anything much

to fight about anymore.

This thinking, of course, this post World War II

focused thinking has its dissenters, and

the minority report on such thinking is based, such as it were, in the

Pre World War I mindset that.

That encompasses strict hierarchies, martial

obedience, minimal egalitarianism, and

limited democracy. Because

the demos, as all of those Pre World War

I ambassadors, kings, generals,

queens and leaders and politicians

knew the demos are loud. They are confused.

Fundamentally, they are stupid.

Hmm. And we don't like.

We in the demos don't like being called stupid.

The tension between both those polls, of course, is reflected

in the minor leadership struggles at the minor levels that we

have today. Sure, we use terms from the

military, like Vuca or Frontline or Service,

interchangeably with other civilian terms to

describe what the actions are that people are making in our

organizations. But with fewer and fewer of us in the west

having either carried a gun and marched or having killed someone to gain

a strategic position, we don't really know what

we're talking about. And of course,

I was just reading an article on Substack about the potential

about. Well, that was asking the question, are we in America

currently in a civil war? And then you go and read

the comments. By the way, here's a pro tip. Never

read the comments on a Substack article or read the

comments on anything else on the Internet. What you read

there is the. Is the

assertions of people who've never

actually had to shoot anybody in anger, who don't

understand where a martial spirit winds up at,

but also people who feel

that we are in a declining society.

I don't know how we solve those tensions, and I

don't know that. Keegan, if you were writing a book today,

if you were Even still alive 25 years on from the publication

of the First World War, I don't know that he would have anything to tell

us. I do know that if we return

to a pre World War I world, at least in

mindset and maybe in leadership,

maybe that ameliorates some things.

But maybe I'm wrong. Maybe our technology is too far gone,

our mindsets are too much changed and

colored by the exigencies of the Second World

War, a war that would not have happened without the First

World War. And maybe,

maybe we have nothing to look forward to

other than a continuation of

experiencing the consequences of that

first horrible European tragedy at the

beginning, at the beginning of,

well, of the, of the last century.

We're going to talk to Tom more about all of this and

kind of see where this goes. But for right now, well,

that's it for me.

Sam.

Thank you for listening to the Leadership Lessons from the Great Books podcast today.

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that's it for me.