IN EXTREMIS LEADERSHIP: Foreword

Most forms of leadership, whether in the public or private sector, pose some type of risk. Traditional leadership is usually illustrated by risking power, money, or position. But what happens when people choose to exercise leadership in environments that could potentially kill them? In Extremis Leadership examines those high-risk environments and provides a new understanding of how to lead not only in life-and-death situations but also in everyday situations.

Thomas Kolditz defines those who elect to lead others during times of imminent physical danger as in extremis leaders. Under extreme conditions, leadership and life are placed on the line so that others may live. As Kolditz examines the concept of in extremis leadership, you begin to understand that exercising leadership in life-threatening environments requires instilling in others a confidence to succeed, a promise for survival, and a sense of resilience, while simultaneously performing almost impossible tasks. These principles are similarly applied to business, government, sports, or whenever else teams must perform under challenging conditions.

More than ever before, we see in extremis leadership in the public service of firefighters, police officers, and military personnel. On September 11, 2001, many watched as firefighters entered the burning towers of the World Trade Center. As fire units arrived, we were faced with enormous fires ninety floors above ground level and with the daunting mission of rescuing an estimated twenty-five thousand people. Fire officers led their firefighters up the narrow stairs of the 110-story office building in the hope of saving those who were in their greatest moment of need. Each firefighter at every level of command was in extreme risk while carrying out this daring life-saving operation.

In just over an hour from the start of the terrorist attacks, the South Tower of the World Trade Center collapsed, and orders were given for firefighters to evacuate the North Tower. In the process of leaving, one lieutenant stopped his engine company at the ninth floor to direct other fire units to safety. At the same time, a captain directed his ladder company to assist a woman who was unable to walk down the stairs, delaying their exit from the building. These stories of exercising leadership, along with countless similar accounts from that day, inspire us and cause us to wonder about the characteristics of in extremis leaders. What we observed on 9/11 were people doing ordinary things at an extraordinary moment in history. The aim of this book is to teach how to apply these traits to the daily workplace.

Kolditz takes a close look at the dangerous environment of the combat military officer and at the extreme sport of free-fall parachuting to explain the transformational character of in extremis leadership. These hazardous conditions magnify the role leadership plays in accomplishing basic and even insurmountable tasks, which gives us a new perspective on the meaning of authentic leadership. Kolditz’s research offers a firsthand glimpse of the essential element of leadership under conditions of grave risk. Such research is rarely done because of the danger that is presented to the researcher, but it is essential to understanding the dynamics of leadership within hostile environments.

Every day fire, police, and military organizations respond to dangerous situations with leaders who personally direct perilous operations. Individuals within public service need a greater understanding about leading in this choice of profession. Kolditz’s research reveals that the most experienced individuals often exercise leadership by placing themselves at greater risk in order to protect the safety of the less experienced. Such service, along with countless other demonstrations of selfless leadership, contributes immense public value to our communities. This book defines in extremis leadership and examines the emergent pattern of behavior when leading in both extreme danger and during ordinary routine events.

Within extreme conditions, Kolditz observes four requisites for in extremis leadership. These distinctive activities are first observed in the extremis context, where those who lead are self-motivated to not only master the fundamental execution of their jobs, but also to rapidly scan the environment and make sense of new information. Effective leadership requires rapid decision making by learning from a constantly changing environment of danger. Second, the danger or risk is equally shared between those who are leading and those who follow. This shared responsibility produces a profound trust in those who lead. The third element that Kolditz observes is the minor disparity in lifestyle among those who lead and those who follow. Pay differences are minimal and most often take a back seat to other values. Finally, Kolditz asserts that followers demand a level of competence from those who are in leadership positions. For those who exercise leadership under dangerous conditions, all outcomes are personally related to their level of competence and ability. These same requisites are essential to successful leadership in every profession.

Kolditz examines what most other leadership books seldom witness: the moment when a person’s true character is called on to lead. Leadership in the face of danger usually takes place within a few tense moments. There is little time to look inward to complain about conditions, point fingers, or feel self-pity. Such negativity is a luxury one simply cannot afford. Instead, Kolditz argues that leaders possess a calm demeanor and look outward to make sense of a shifting environment and find solutions for resilience. In these moments, leadership is demonstrated by providing purpose, motivation, and direction
to others. At its core, Kolditz explains, leadership is really about the success of your people.

There are many experts on leadership. However, there are few who can combine academic credentials with military and extreme sports experience to provide readers with a personal insight into leading when it counts the most. Whether you are an emergency respon-der, military officer, or business professional, you will be required to exercise leadership within a high-risk environment at some point in your career. Tom Kolditz’s extraordinary stories will inspire you and educate you on the characteristics you need to provide effective leadership under challenging conditions. He also explains the important emotional and physical skills you will need to survive these extreme events. In Extremis Leadership provides a practical guide of how to lead at the most important times in your life.

March 2007, Joseph W. Pfeifer (Deputy Assistant Chief New York City Fire Department)