Leading On the Brink
Ready — In October 1962, John F. Kennedy faced a leadership challenge unlike any other in modern times. U.S. spy planes revealed Soviet nuclear missiles being installed less than 100 miles from Florida. The discovery escalated the Cold War to its most dangerous point.
Set — Rather than rush into an impulsive military strike, Kennedy convened a carefully selected group of advisors known as EXCOMM — the Executive Committee of the National Security Council — to deliberate every possible response. Drawing on insights from his team, he chose to “quarantine” Cuba with a naval blockade designed to stop further missiles from arriving and to create space for negotiation.
Kennedy’s leadership during this crisis worked because he . . .
Encouraged Constructive Conflict. He formed a team that challenged assumptions, not one that reinforced consensus. Kennedy encouraged debate, welcomed dissent, and resisted the pressure to leap to action.
Balanced Strength with Restraint. He kept military readiness visible while avoiding premature escalation.
Evaluated Long-Term Impact. He weighed political, strategic, and human costs before acting.
Communicated Calmly. His public address framed the stakes and his decision with clarity.
Gave Opponents a Path to Retreat. He preserved Soviet dignity in negotiation, reducing the risk of catastrophe.
Grow! — The Cuban Missile Crisis was unpredictable, but Kennedy was prepared for it due to his past experiences. Both the Bay of Pigs failed invasion, and the success of his de-escalation of tensions when Russia built the Berlin wall, taught him the necessity of measured judgment.
Two Questions
When making decisions, do you give sufficient time to deliberate before taking action?
Is your team free to challenge you toward better decisions?