Download Lessons from the Hanoi Hilton: Six Characteristics of High-Performance Teams

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Lessons from the Hanoi Hilton: Six Characteristics of High-Performance Teams

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Audible Audiobook

Listening Length: 5 hours and 41 minutes

Program Type: Audiobook

Version: Unabridged

Publisher: Audible Studios

Audible.com Release Date: October 21, 2013

Whispersync for Voice: Ready

Language: English, English

ASIN: B00FQR5SJU

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It is almost as if the authors were there beside Jim Stockdale while he was in the Maison Centrale (Hanoi Hilton). There are a few figures in each generation that rise above the norm to show the way by word and deed - who walk the walk as well as talk the talk. CAG (Carrier Air Group Commander) Stockdale was one of the rare few you would see at Thermopylae, Rorke's Drift, Omaha Beach or Amarageddon leading the charge or holding the line.This work would have been enriched by including as an appendix CAG's remarks to his Air Wing prior to his shoot-down:"Commander Jim Stockdale was the archetypal air wing commander. He commanded Carrier Air Wing 16 during the 1965 cruise, and set the stage for the air wing's accomplishments during Rolling Thunder. Stockdale took command of the air wing in April 1965, after commanding VF-51, a fighter squadron on the USS Ticonderoga. As the Ticonderoga was already on station in the Tonkin Gulf, Stockdale had a wealth of experience concerning operations in Vietnam. He had been airborne as the on-scene-commander during the Tonkin Gulf Incident. He also took part in several of the reprisal raids in the rapidly escalating air war. These experiences made him uniquely suited for command of the Oriskany's air wing as she departed for her first Vietnam War cruise."As the Oriskany sailed west across the Pacific Ocean, Stockdale overheard pilots of his squadrons talking about their role in what was already being recognized as a war of limited aim. He called for a mandatory meeting of all his pilots. While there, Stockdale delivered a two hour speech that included the following guidance concerning the officer's obligations:". . . I think I owe you in addition a straight from the shoulder discussion of pilots' mentalattitudes and orientation in "limited war" circumstances. . . .I want to level with you right now, so you can think it over here in mid-Pacific and not kid yourself into imagining "stark realizations" in the Gulf of Tonkin. Once you go "feet dry" over the beach, there can be nothing limited about your commitment."Limited war" means to us that our target list has limits, our ordnance loadout has limits, our rules of engagement have limits, but that does not mean that there is anything "limited" about our personal obligations as fighting men to carry out assigned missions with all we've got. If you think it is possible for a man, in the heat of battle, to apply something less than total personal commitment--equated perhaps to your idea of the proportion of national potential being applied, you are wrong. It's contrary to human nature. So also is the idea I was alarmed to find suggested to me by a military friend in a letter recently: that the prisoner of war's Code of Conduct is some sort of "total war" document. You can't go half way on that either. The Code of Conduct was not written for "total wars" or "limited wars," it was written for all wars, and let it be understood that it applies with full force to this Air Wing--in this war."What I am saying is that national commitment and personal commitment are two different things. . . . We are all at a fork in the road this week. Think it over. If you find yourself rationalizing about moving your bomb release altitude up a thousand feet from where your strike leader briefs it, or adding a few hundred pounds fuel to your over target bingo because "the Navy needs you for greater things," or you must save the airplane for some "great war" of the future, you're in the wrong outfit. . . .Let us all face our prospects squarely. We've got to be prepared to obey the rules and contribute without reservation. If political or religious conviction helps you do this, so much the better, but you're still going to be expected to press on with or without these comforting thoughts, simply because this uniform commits us to a military ethic--the ethic of personal pride and excellence that alone has supported some of the greatest fighting men in history. Don't require Hollywood answers to `What are we fighting for'? We're here to fight because it's in the interest of the United States that we do so. This may not be the most dramatic way to explain it, but it has the advantage of being absolutely" correct. [U. S. Grant Sharp, "Strategy for Defeat" (California: Presidio Press, 1978), 97-99.] "Stockdale gave this speech in April 1965, before the Americanization of the war began in earnest, and yet he knew enough about Vietnam, and the salient issues, including America's limited commitment, that he knew the war would eventually cause great debate amongst Americans. His caution to his men before they entered combat showed a greater understanding of the realities facing them and the United States than many of his superiors, including the politicians running the war from Washington. The strength of this speech is evidenced by Stockdale's emphasis on professionalism. He never calls for blind followership, but instead tells his pilots that as military men, they must accept the limited goals already set forth by the Johnson administration."By stressing to his pilots the importance of their obligations and loyalties, Stockdale set the tone for his air wing and their future performance. His pilots would continue giving their all despite growing frustrations with the war and the Johnson administration's restrictions and unwillingness to employ them appropriately. Stockdale's emphasis on the importance of the Prisoner-of-War (POW) Code of Conduct was prophetic given his future role as the leader of American POWs in North Vietnam--a role that earned him the Medal of Honor. Stockdale's ability as a leader is evidenced by the fact that the issues he covered in this speech affected and impacted Air Wing 16 throughout Rolling Thunder, long after he had been shot down"[THE EFFECTS OF LEADERSHIP ON CARRIER AIR WING SIXTEEN'S LOSS RATES DURING OPERATION ROLLING THUNDER, 1965-1968 A thesis presented to the Faculty of the U.S. Army Command and General Staff College in partial fulfillment of the requirements for the degree MASTER OF MILITARY ART AND SCIENCE Military History by PETER FEY, LCDR, USN B.A., University of Colorado, Boulder, Colorado, 1995]Jim Stockdale is a man for all seasons. Hanoi did not make the man; Hanoi provided the stage for him to play his finest role.I am alive and intact today thanks to James Bond Stockdale, his humanity and his wisdom.This brief volume distills the essence of CAG. The authors are to be commended.

This book was recommended to me by a graduate of United States Military Academy at West Point.The book's chapters are based upon the code of conduct held by the American airmen imprisoned at the ironically named Hanoi Hilton. Each chapter is accompanied by an episodic retelling of that code in application at the Hilton and an example of its utility in the post-war lives of the airmen. Themes include knowing your battles ("Don't piss off the turnkey") and openness to confession and forgiveness within the community ("Man the wall").The book makes for a good resource in creating a code for effective leadership and is recommended to persons in both the business and military communities.

The publication of Lessons from the Hanoi Hilton was over due but nevertheless timely. The co-authors did a splendid job of providing us lessons but more importantly reminded us of the sacrifices our PW's made; sacrifices so many Americans had forgotten. Taylor Baldwin, herself has had a sterling military career and carried on her family legacy in the Navy.Hopefully, this book will get into the hands of our youth who will be reminded of the importance of studying the ancients, especially the Stoics like Epictetus and our Roman pal Marcus Aurelius. Finally, the stories of the Viet Nam PWs demonstrate not all Viet Nam Veterans, many of whom who suffered greatly, became victims. Rather, so many... some how, demonstrated Post Traumatic Growth (PTG).

Authors Taylor Balwin Kiland and Peter Fretwell have done a remarkable job of researching, documenting and presenting how superb leadership in the unique setting of a POW environment made such a decisive difference and sustained us Vietnam POWs throughout our ordeal.Effective leadership under the conditions experienced in the North Vietnam prisons is undoubtably the most demanding task a leader could ever have been expected to accomplish. Leading even under normal circumstances is a daunting enough task when one can physically see, talk to, email, phone, text, etc. those being led. So, imagine the difficultly of effectively organizing, communicating with and leading a widely dispersed group of over 500 individuals when the only resources available are tapping on walls, flashing hand signals, clandistine note passing, etc. And, all the time under the threat of being caught and subjected to harsh pyhsical punishment. Under such conditions it could have been tempting to just be passive and wait out the war. However, that's not what the POW leadership did. And because they actively led from the front - not from behind - they made it possible for all of us to board those C-141s in Hanoi 40 years ago and return home with our honor and dignity intact.Throughout the history of the US military there have been leaders who seem to have been destined to step forward at just the right time to fill a leadership void under extraordinary circumstances. Think of Gen. George Washington, Gen. Ulysses S. Grant, Gen. Dwight Eisenhower to name but a few. The "right leader" at the "right time" in the POW camps of North Vietnam was VADM Jim Stockdale - known to us POWs simply as "CAG" (his position as Carrier Air Group Commander when he was shot down).CAG was the epitome and apothiosis of the words on an officer's commissioning certificate that reposes "special trust and confidence in the patriotism, valor, fidelity and abilities" of the officer. None of these qualities could ever be questioned of CAG Stockdale. However, above all it was his fidelity to the other POWs and the mission to "Return With Honor" - along with his leadership by example - that gained the respect, loyalty and admiration of all my fellow POWs. It was easy for us to "follow" when "led" in that manner.While not expected to endure the hardships experienced by the POWs, those in all walks of society who aspire to be good leaders can profit from this book about leadership at its most basic level - "bare bones" leadership if you will. And, if the lessons learned are applied in leading their respective organizations, those organizations will be better for it.Jack EnschCaptain, USN (Ret.)

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