Anchoring Leadership

I am 18 years old and have no idea what I’m doing. However, during my time at Peninsula High School, I’ve been around great leaders both in and outside the classroom. I’ve learned from these experiences and am grateful for the amazing people I’ve worked with over the past four years. Zooming out from my own life, I appreciate these experiences even more.

I recently finished reading a book about Trafalgar, the famous naval battle where the British Admiral Horatio Nelson defeated the combined French and Spanish fleet in 1805. The book went into detail about Nelson and the admiration and respect for him that existed throughout the Royal Navy and the British population. Despite his turbulent and sometimes embarrassing personal life, he was a hero to the people and the men who served under him. He was not only effective but also beloved. Reading this, I became curious: What makes a great leader?

As a senior in high school this year, I’ve heard a lot from adults and peers about leadership. I have been called to leadership roles myself without knowing what it means. I definitely view leadership and authority from a different perspective than when I was younger. My peers and I are now at the age where we notice the weaknesses and vulnerabilities that naturally riddle every individual, especially those who try to tell us what to do. As a little kid, I always saw adults as a sort of perfect higher power; nearly flawless rulers who could command the respect of a classroom, a company, and even a nation.

Now, our eyes are newly opened to the flaws that the leaders in our lives have. Often, these flaws manifest as murmuring behind their back, and once a team or group loses respect, effective results are impossible. I’ve noticed this in teachers, coaches, and even in my own attempts at leadership.

As I delved a little more into Napoleonic naval warfare, I decided to rewatch the fantastic movie, “Master and Commander: The Far Side of the World.” This film follows a ship, called the HMS Surprise, as it chases down a much larger French man-of-war across the Atlantic and around Cape Horn. Aside from realistic battle scenes, the film also contains two perfectly contrasting examples of leadership: Jack Aubrey, the gallant captain, and Mr. Hollom, the failed officer. These two characters are explicit demonstrations of what differentiates a great leader from a bad one. There are a few traits about each that seem to determine their success.

One of the biggest and most obvious things that makes someone a great leader is credibility.

They’ve shown that they are good at what they do. Another is passion. They demonstrate that they care as much as their team does and have staked as much in the endeavor as any one of them. Finally, there is relatability. They can cross the boundary of hierarchy and interact with their subordinates almost as equals without losing respect. Fundamentally, a great leader knows what they are doing, shows that they care, and is in touch with their team.

Captain Aubrey and Admiral Nelson have all of these traits. Mr. Hollom lacks every single one. Nelson and Aubrey have battle experience. Nelson joined the Navy at 12, lost an arm and the sight in one of his eyes in battle, but continued to put himself in a vulnerable position on the quarterdeck (which eventually led to his glorified death at Trafalgar).

Aubrey, too, lived at sea from a young age and earned medals in famous battles. The real Nelson and the fictional Aubrey are also both great at making themselves relatable to their subordinates. Nelson, in particular, was famous for hosting dinners with his captains. It was an honor for many to have “dined with Nelson.”

On the other hand, the fictional Mr. Hollom comes from a wealthy family, is aged 30, and has still not passed his exam to be a lieutenant. In all ways, he is a failure. It is simply impossible for his men to respect such a leader. Furthermore, he is incapable of connecting with the crew, talking to them, and being one with them. The only thing putting him above his men is his title. Far from being a superior, he can’t even get along with them as equals. The best leaders exist within a firm hierarchy, but gain respect by demonstrating that they can transcend it. They show that there is a reason for them to be at the top, yet they stay anchored with their crew on the ground.

While Mr. Hollom is a tragically inept character, his struggles resonated with me. I’ve often felt out of depth and afraid in leadership. Losing respect can feel like a downward spiral that is incredibly difficult to recover from. Even if you feel like you have the right traits, it doesn’t always work out. Credibility, passion, and relatability mean something different to every individual, whether a player, crew member, or employee. It takes courage to overcome this.

Either way, the team and environment a leader works with are the last confounding variables affecting their success. The best that a leader can do is figure out what these criteria mean for their team, and answer for it.

I see a lot of uncertainty after graduation. I’ve learned that the perfect, flawless person that I looked up to as a kid doesn’t exist. However, I’ve also learned that leadership is about the courage to stand up in spite of flaws. It is a constant pursuit. Success is earned through collaboration and staying anchored to the people around you. I’m not exactly sure where I’ll go in the future, but I’m becoming more certain of who I want to be.

Jonas Koller is a senior at Peninsula High School and a scholarship winner of the KP News Student Journalism Program. Editor’s note: Good luck, Jonas, and thank you.