It is one thing to do what we know is right, but doing so when those in authority are telling us not to (or ordering us not to) can be extraordinarily challenging. Add the element of repeatedly putting his life on the line, and it is easy to understand why Sgt. Dakota Meyer received the Medal of Honor last week. He is truly an exceptional human being, and his action on September 8, 2009 and his behavior since then have proven he is also an impressive leader.
On September 8, 2009 then Cpl. Meyer showed that leadership is not about title or rank. It is about the ability to get others to choose to follow. Without authority, and against orders, Meyer convinced his superior, Staff Sgt. Rodriguez-Chavez, to join him in his rescue of 13 U.S. Marines and soldiers and 23 Afghan soldiers. Meyer’s leadership enabled him to convince Rodriguez-Chavez to repeatedly put his life in jeopardy. Rodriguez-Chavez was also putting his career in jeopardy. As Meyer’s superior, he would have been held accountable had things turned out differently. Despite these risks, Meyer led and Rodriguez-Chavez followed.
For the past week, the news has been full of stories about Sgt. Meyer’s heroism. I have been struck by the pain and guilt in Meyer’s words. He has commented about his failure to save all of his comrades. The death of the five American servicemen still grieves him. These feelings reveal another aspect of his leadership, his character. This was the leadership attribute that drove him to act. Meyer’s behavior – both in combat and afterward – exposes the values and beliefs that define his character. His comments reveal that a failure to act and even defy orders would have been to deny who he is. His high school football coach was not surprised by his actions. He said, “Dakota was always a lone ranger. Always a guy on his own.” Leading with character often means going your own way.
Meyer’s character has also shown up in how he has responded to those who want to honor him. His decision to not talk about the events of September 8, his willingness to risk offending the president rather than leave work to receive a telephone call from him, and his repeated refusal to accept the label of “hero” all reveal that Sgt. Meyer is a man who knows himself very well. This self-knowledge was at the core of the leadership that saved 36 lives three years ago.
