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The Marshall Effect (Part 4)
Bob Weinstein is a journalist who covers technology, project management, the workplace and career development.
Gen. George Marshall ll was a quintessential team player. Military historians and his biographers agree that unlike most of the high-ranking generals who shaped America’s destiny, he gave of himself unselfishly--a rare trait in any age.
Marshall was a team player, and his “multi-service efforts in Washington resulted in successful combined operations in Europe and the Pacific (especially amphibious landings and tactical and strategic air support),” says Edward H. Bonekemper, lll, military historian, author and adjunct lecturer of U.S. military history at Muhlenberg College.
“FDR, Marshall, Ike and Nimitz all were team players who took charge and assumed responsibility for their actions, while spelling out sacrifices the American people would have to make,” according to Bonekemper. “Bush, Cheney and Rumsfeld never formed a team with their military leaders; they hid behind them with false claims about providing all the resources the military sought, and hid the costs of the Iraq War from the American people, while asking no real sacrifice from them. They tried to win a pre-emptive war on the cheap and cut down anyone who dared stand in their way.”
Bonekemper deems Marshall the perfect military strategist, logician and project manager. Throughout his career, he put his own personal ambitions aside in order to …
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