The United States’ track record in managing large‑scale crises is portrayed as consistently poor. Historical examples cited include:
- Military conflicts – No decisive war victory has been recorded in living memory; even World II and the Korean “police action” are viewed as ambiguous successes.
- Hurricane Katrina (2005) – Despite advanced warnings, evacuation and rescue efforts faltered, leaving buses stranded in flood‑filled parking lots and exposing a reliance on government intervention that failed to protect residents of the below‑sea‑level city.
- The Great Financial Crisis (2007‑2009) – The fallout remains unresolved, with policymakers avoiding the tough measures that former Federal Reserve Chairman Paul Volcker employed in the late 1970s (sharp interest‑rate hikes to induce a recession, curb inflation, and lay the groundwork for two decades of growth). Contemporary responses are described as “kicking the can down the road,” maintaining low or negative interest rates and extensive monetary stimulus (“free money”) despite long‑term risks.
The critique suggests that both political parties lack the courage to implement decisive corrective actions, and that institutional leadership across government, business, and academia is deficient.
Colin Powell’s 13 Rules of Leadership (as presented)
- Perspective – “It ain’t as bad as you think; it’ll get better in the morning.”
- Reflection – Sleep on decisions before acting.
- Emotional control – Get angry, then move past it.
- Ego management – Keep ego separate from position; be willing to change thought processes.
- Possibility – “It can be done.”
- Choice awareness – Choose carefully; consequences follow.
- Fact‑based decisions – Do not let adverse facts block good decisions.
- Personal responsibility – Do not make others’ choices for you, nor let others make yours.
- Attention to detail – Check small things; be detail‑oriented.
- Credit sharing – Recognize that sharing credit expands achievement potential.
- Calmness and kindness – Remain composed and compassionate.
- Vision and demand – Maintain a clear vision and hold yourself (or others) to high standards.
- Optimism caution – Perpetual optimism can be a false force multiplier; balance optimism with realism.
These principles are offered as a personal framework for individuals to compensate for perceived leadership gaps at the national level. The underlying argument is that, while systemic reforms may be stalled, adopting disciplined, ego‑checked, and fact‑driven habits can help “little platoons” navigate crises more effectively.
