Foxhole Buddies . . .

“A friend is one who walks in when others walk out”
-Walter Winchell

Not too long ago I watched the HBO TV miniseries, The Pacific, produced by Tom Hanks.  This is a companion piece to the widely acclaimed Band of Brothers. Both are moving and graphic accounts of the lives of those soldiers who fought and died protecting our freedoms in World War II.

Watching these true stories of a fast disappearing generation of heroes reminded me of a concept my father often talked about.  “Foxhole Buddies” he used to say, are friends you make for life as a result of a shared significant emotional experience.  At the end of each episode of The Pacific were short interviews with the actual men portrayed in the series.  Hearing them speak about their comrades brought home the power of human bonds born out of a shared significant emotional experience. Many of those men stayed friends for the rest of their lives, even though they were from widely different social and economic backgrounds and regions of the country.

In many ways a successful marriage is a significant shared emotional experience.  The shared experiences of raising children, building successful careers, learning how to make 1 + 1 = 3 is definitely not easy and certainly emotionally trying at times.

As I consult with senior executive teams on alignment and strategy execution I often step back and watch how they interact and relate with one another.  As I observe them in meetings and working on business challenges together I rarely find many “foxhole buddies”.  Too often they approach each other with invisible protective shields, careful not to let their emotions out or to let the other person “get too close”. And occasionally when the interactions are heated and emotions do erupt, there is a sense of embarrassment and then an awkward effort to bring things back to the rational and analytical ground they are comfortable with.

But business is not always rational and all issues cannot be solved with reason and logic!

business is emotional.  Business is a contact sport.  It is hard work; it is sweaty and tedious, fast paced and sometimes even scary.  Many of us in executive positions right now are deeply disturbed at the prospects for the global economy and even for our own future and wellbeing.  It’s tough work out there building and guiding a company.  Not unlike frightened soldiers advancing through a minefield, trying to find safe passage.

Now, more than ever we need foxhole buddies by our side.

So let’s get closer to each other, support each other, argue with each other, be honest with each other in order to find the best solutions for our business and for the welfare of our customers and employees.

Over twenty years ago I made a foxhole buddy during a senior leadership team offsite.  One of the senior program managers in this large aerospace and defence firm was not only extremely bright and capable, he was also extremely critical and condescending of his subordinates and peers.  As one employee volunteered, “When Dick walks down the hall he leave dead bodies littered behind him!”.  As the team was beginning to come together and find common ground for a team agenda, Dick was the naysayer, the outspoken devil’s advocate, challenging everything said.

Finally I walked over to Dick and said something like this.  “Would you like some appreciative and constructive feedback?”  He knew he was trapped and said, yes.  “What I appreciate about you is your quick mind and your willingness to challenge ideas in order to find the best solution.” Naturally he puffed up with pride.  I continued.  “And I believe you could be even more effective if you realized that you terrify your subordinates into not speaking out and leave dead bodies all around when you engage with people.”  Well, you can imagine his response.  Total denial and a barrage of examples to prove me wrong.  I nodded, looked him in the eye and said, “think about it”.

Two weeks later Dick and I had a great private conversation.  Like a true leader he had thought about it, asked for input from his peers and a few subordinates, and realized the truth.  He was a great thinker, an exceptional engineer, and a bully.  Dick and I became foxhole buddies because he stuck it out and arrived at a valuable insight that was to carry him to become CEO of several large organizations.

Dick is now retired but I know I could call on him for just about anything.  That’s the gift of foxhole buddies.

It might be time to rethink your relationships.

Tight Lines . . .

John R Childress

E |      T | +44 207 584 3774      M | +44 7833 493 999

About johnrchildress

John Childress is a pioneer in the field of strategy execution, culture change, executive leadership and organization effectiveness, author of several books and numerous articles on leadership, an effective public speaker and workshop facilitator for Boards and senior executive teams. In 1978 John co-founded The Senn-Delaney Leadership Consulting Group, the first international consulting firm to focus exclusively on culture change, leadership development and senior team alignment. Between 1978 and 2000 he served as its President and CEO and guided the international expansion of the company. His work with senior leadership teams has included companies in crisis (GPU Nuclear – owner of the Three Mile Island Nuclear Plants following the accident), deregulated industries (natural gas pipelines, telecommunications and the breakup of The Bell Telephone Companies), mergers and acquisitions and classic business turnaround scenarios with global organizations from the Fortune 500 and FTSE 250 ranks. He has designed and conducted consulting engagements in the US, UK, Europe, Middle East, Africa, China and Asia. Currently John is an independent advisor to CEO’s, Boards, management teams and organisations on strategy execution, corporate culture, leadership team effectiveness, business performance and executive development. John was born in the Cascade Mountains of Oregon and eventually moved to Carmel Highlands, California during most of his business career. John is a Phi Beta Kappa scholar with a BA degree (Magna cum Laude) from the University of California, a Masters Degree from Harvard University and was a PhD candidate at the University of Hawaii before deciding on a career as a business entrepreneur in the mid-70s. In 1968-69 he attended the American University of Beirut and it was there that his interest in cultures, leadership and group dynamics began to take shape. John Childress resides in London and the south of France with his family and is an avid flyfisherman, with recent trips to Alaska, the Amazon River, Tierra del Fuego, and Kamchatka in the far east of Russia. He is a trustee for Young Virtuosi, a foundation to support talented young musicians. You can reach John at or
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