Boldness

Boldness is the daring to seek breakthrough results rather than incremental ones.

Israel jeopardized its national security when it committed nearly its entire air force to a preemptive strike on Egypt s air bases and left only twelve aircraft in reserve to protect its skies. This calculated risk was well rewarded, as the IAF eliminated the threat of Egyptian air attack on the Israeli homeland and afforded Israel air superiority for the remainder of the war.

In the past fifty years , Boeing has twice taken bold gambles that transformed commercial aviation. To enter the commercial jet aircraft market in the 1950s, Boeing committed the equivalent of 25 percent of its entire corporate net worth to the development of a prototype for the 707. Despite a historically poor track record in commercial aviation and an uncertain market outlook, Boeing successfully launched the 707, one of America s first commercial jet- powered passenger airplanes, and became the definitive market leader.

In the mid-1960s, Boeing again bet the company on a new category of aircraft, the jumbo jet, in spite of highly uncertain market demand. The result was the 747, which reduced per-passenger cost of transatlantic flight by 30 percent and redefined the commercial aviation market by making transatlantic air travel available to a whole new class of customers. ^[3]

Emulating the deliberate efforts that the Marines undertake to encourage calculated risk taking and build self-confidence throughout the ranks will enable you to foster a propensity for boldness in your organization. The Marines encourage an obligation to dissent in the decision-making process and tolerate mistakes that stem from bold zeal ”but never indecision, timidity, or lapses in integrity. They also train their juniors to make decisions in the face of limited information and exercise initiative with confidence. And when all else fails, they default to the venerable option that it is better to beg for forgiveness than ask for permission ”provided their actions are in harmony with the organization s overall strategic objectives.

^[3] Collins, James, and Porras, Jerry, Built to Last , 91 “93.