This year marks the 40th anniversary of the homecoming of our Vietnam POWs, a group of men who still rank as the longest-held group of POWs in our nation’s history. Most of the men are still alive and well, enjoying their second chance at freedom. But their leader, Vice Adm. James Bond Stockdale, is not. He died in 2005. On this Memorial Day, it is fitting to remember this man who left a legacy of unparalleled leadership. The key to his success was in his leadership philosophy.
As Stockdale floated slowly down to certain capture and imprisonment by the North Vietnamese enemy after his plane was shot down, he recalled the wisdom of the Greek philosopher Epictetus: “I remembered the basic truth of subjective consciousness as the ability to distinguish what is in my power from that which is not…I knew that self-discipline would provide the balance I would need in the contest of high stakes.”
When he arrived at the Hanoi Hilton, the infamous prison where the majority of the POWs were held, Stockdale entered a world in which many POWs had already shown selflessness and commitment to each other. As the senior ranking officer, Stockdale was anointed their leader, responsible for governing their conduct and keeping the group of men unified in their resistance.
He knew the Code of Conduct, the rules that govern the behavior of American prisoners of war. But, he also knew these guidelines wouldn’t be enough. And so he dug into his bag of memories from his studies of Epictetus and remembered some of the teachings: “Men are disturbed not by things, but by the view they take of them”; “Do not be concerned with things which are beyond your power”; and “Demand not that events should happen as you wish, but wish them to happen as they do happen and you will go on well.”
In other words, you don’t get to choose your plight. You do get to choose how you react to it.
He and the POWs were faced with a Hobson’s choice. They learned quickly that they would all eventually break under enough torture and thus violate the Code of Conduct and risk military disgrace. If they resisted, they would be tortured until they submitted—for information that had no intelligence value and that was certainly not worth their life or a limb. So, Stockdale made the difficult decision that laid a foundation for a self-sustaining organization. He instructed the POWs to resist their captors to the best of their ability. If they reached their breaking point, they should fall back on deceit and distortion—giving false, misleading or ludicrous information. Finally, Stockdale insisted that the POWs force their captors to start over at each interrogation session. This innovation allowed for failure in the moment without failure in the mission.
These strategies and tactics conformed to the Code of Conduct where they could. When necessary, Stockdale created a new path by giving each POW the responsibility of deciding how to resist. Collectively, under these new guidelines, the POWs set a goal of giving every man a chance to achieve their group mission: Return with Honor.
This act earned the POWs’ respect. Stockdale, after all, shared their pain (literally) and understood the seemingly impossible predicament these men faced. Effective resistance couldn’t be centered on Herculean displays of pain tolerance or arbitrary goal lines. Instead, Stockdale made commitment, persistence, and unity the driving objective. Stockdale was, by virtue of his rank, the man in the corner cell—the boss. But decisions like these made him their leader.
Taylor Baldwin Kiland and Peter Fretwell are the co-authors of the new book, Lessons from the Hanoi Hilton: Six Characteristics of High-Performance Teams.
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