Α : Ο ιδρυτής της Greenpeace Δαβίδ Μακ Τάγκαρτ, υπήρξε χαρισματική προσωπικότητα. Ένας αληθινός ηγέτης που μπορούσε να μεταδώσει το όραμά του, την ενέργειά του, το πάθος του, να εμπνεύσει τους συναθρώπους και συνεργάτες του. Άνθρωπος που είτε αγαπήθηκε είτε μισήθηκε
Δεν του άρεσαν τα γράμματα γι αυτό ασχολήθηκε επιτυχώς με κατασκευές. Παρ' όλο που βρέθηκε κοντά σε οικονομική καταστροφή, λόγω διαρροής αερίου στην επιχείρησή του, όντας ηγετική μορφή γνώριζε πως να οργανώσει μια δράση, μια επιχείρηση. Ξεκίνησε με το αγαπημένο του σκάφος αγώνα εναντίον των Γαλλικών πυρηνικών δοκιμών, με επιτυχία. Από τότε και στο εξής οι δοκιμές γίνονταν υπογείως. Το 1991 αποχωρεί λόγω υγείας. ( Όμως μήπως η βασικότερη αιτία ήταν η υπερ θεσμοθετημένη πλέον greenpeace με πολλούς περιορισμούς ;;
Έφαγα τον κόσμο να βρω κάτι περισσότερο από τα συνήθη, επειδή είχα κάνει κάποτε συζήτηση περί του ατόμου του. Φαίνεται από τότε και μετά, ακόμα και η ηλεκτρονική ενημέρωση γίνεται όλο και φτωχότερη).
Κατάφερε να υπογραφεί συμφωνία απαγόρευσης εξόρυξης της Ανταρκτικής για 50 χρόνια !!! Σίγουρα αυτά τα χρόνια δεν θα έχουν περάσει !!! Κάποιοι όμως ήδη έχουν αρχίσει να καταστρώνουν τα σχέδια τους.
Είχε δυνατές φιλίες, από οικονομικά εύπορους επιχειρηματίες, καλλιτέχνες, των ΜΜΕ κλπ.. Η σχέση μαζί τους πάντως ήταν συνδεδεμένες κυρίως με το όνειρό του.
Υπήρξε λοιπόν ένας ιδεαλιστής της ανθρωπότητας, αφιερώνοντας την ζωή του στην μεγάλη ιδέα. Ίσως, λέω ίσως, το τραγικό αυτοκινητικό δυστύχημα στην Ιταλία όπου διέμενε τα τελευταία χρόνια της ζωής του, να μήν ήταν και τόσο τυχαίο. Ένα είναι σίγουρο κατά την άποψή μου. Η οργάνωση έχει χάσει προ πολλού το νόημα και την ιδέα του ιδρυτή της.
Written by Nancy Foote, Leadership Seminar, Biography of a Leader 12/12/01
David McTaggart
You either lead, follow, or get out of the way!
There are many words to describe David McTaggart’s leadership – charismatic, tenacious, exasperating, brilliant, visionary, irreverent, energetic, and challenging.
People either loved him or hated him, although even he had both demons and dreams.
David McTaggart was a covert leader who had vision, passion, values, and believed in action. As the various readings we have studied in the Leadership Seminar will bear out, David McTaggart was a true leader as he led Greenpeace from fragmented groups of individuals scattered around the globe into an international organization of immense power, influence and accomplishment. Background “He had the guts to make saving the planet his personal mission, the charisma to inspire others to that task, and the strategic savvy to make you think he just might pull it off” (Greenpeace International 2001).
David was born in 1932 in Vancouver, Canada. He became the national
badminton champion three years in a row while he was still in high school. It was here
that David developed his competitive edge, determination and will to succeed. He left
high school without finishing and never pursued any further formal education. Bob
Hunter notes in Warriors of the Rainbow, A Chronicle of the Greenpeace Movement
(1979) that David next tackled the construction industry, first succeeding in Canada and
then moving to California. In 1969, a gas leak destroyed his company, injured an
employee, and cost him most of his million-dollar fortune.
Although his business career ended in disaster, David learned how to run a business effectively, a skill that he would eventually bring to Greenpeace.
McTaggart next surfaced in New Zealand, sailing on his beloved yacht, Vega.
According to Greenpeace III, Journey into the Bomb (1978), answering a call in 1972 for action from the fledgling Greenpeace organization in Vancouver, David sailed his boat to French Mururoa to protest French atmospheric nuclear testing. Vega was rammed and the bomb went off. David then pursued his case before the French courts, eventually winning compensation. Undeterred, David returned to Mururoa a second time. He was badly beaten and unfortunately for the French, photographic evidence was smuggled out,
portraying in the press coverage the French as liars. David again went after the French government and at this point, the French decided to move to underground testing. As told in the Greenpeace Story (1991), the French prosecutor noted, “It is very possible that McTaggart’s attitude, reinforced by the reactions of certain countries and certain groups, caused the government of France to think again.” (page 31).
At Mururoa David learned many valuable lessons he would apply in later years – how to confront a government power, use the world press, stand up for one’s beliefs, and the value of action and determination. After his victory in Mururoa, David moved to Europe where he began to develop Greenpeace in the UK, France and the Netherlands.
These three countries would eventually become Greenpeace Europe, which would
metamorphosis into Greenpeace International.
McTaggart next surfaced in New Zealand, sailing on his beloved yacht, Vega.
According to Greenpeace III, Journey into the Bomb (1978), answering a call in 1972 for action from the fledgling Greenpeace organization in Vancouver, David sailed his boat to French Mururoa to protest French atmospheric nuclear testing. Vega was rammed and the bomb went off. David then pursued his case before the French courts, eventually winning compensation. Undeterred, David returned to Mururoa a second time. He was badly beaten and unfortunately for the French, photographic evidence was smuggled out,
portraying in the press coverage the French as liars. David again went after the French government and at this point, the French decided to move to underground testing. As told in the Greenpeace Story (1991), the French prosecutor noted, “It is very possible that McTaggart’s attitude, reinforced by the reactions of certain countries and certain groups, caused the government of France to think again.” (page 31).
At Mururoa David learned many valuable lessons he would apply in later years – how to confront a government power, use the world press, stand up for one’s beliefs, and the value of action and determination. After his victory in Mururoa, David moved to Europe where he began to develop Greenpeace in the UK, France and the Netherlands.
These three countries would eventually become Greenpeace Europe, which would
metamorphosis into Greenpeace International.
McTaggart served as both Executive Director and Chairman of the Board for Greenpeace International from 1980 to 1991, when he retired for reasons of health. But in some ways as the organization institutionalized itself David increasingly felt constrained. His last years were spent living in Italy and working on special issues. David died in 2001 in a tragic car accident. Leadership style “He made millions of people realize that they could see a problem and act on it” (L. Aahlby, 2001)
In Leadership as an Art, Max Depree (1989) defines leadership as “liberating people to do what is required of them in the most effective and humane way possible.” (page xx). Almost everyone who worked with David felt this way about him. David got a group of very headstrong individuals to agree on a plan and then inspired them to go and succeed. He did this again and again, saving whales, stopping nuclear testing and
preserving Antarctica. David didn’t stand in anyone’s way; instead he inspired and motivated people to do much more than he or she ever thought possible. Following David could land one in strange places doing rather incredible things. Whether it was in a small rubber dingy going between a whale and a harpoon, or plugging a toxic waste pipe or building a base in Antarctica, David had faith in the people of Greenpeace and he challenged them to be tough and take on the hard issues.Vision “Communicating a vision David could!” (W. Zalociecky, 2001) John Maxwell (1999) defined vision as having several qualities including the ability to see what could be, using one’s past, adding value, and acting as a magnet.
In Leadership as an Art, Max Depree (1989) defines leadership as “liberating people to do what is required of them in the most effective and humane way possible.” (page xx). Almost everyone who worked with David felt this way about him. David got a group of very headstrong individuals to agree on a plan and then inspired them to go and succeed. He did this again and again, saving whales, stopping nuclear testing and
preserving Antarctica. David didn’t stand in anyone’s way; instead he inspired and motivated people to do much more than he or she ever thought possible. Following David could land one in strange places doing rather incredible things. Whether it was in a small rubber dingy going between a whale and a harpoon, or plugging a toxic waste pipe or building a base in Antarctica, David had faith in the people of Greenpeace and he challenged them to be tough and take on the hard issues.Vision “Communicating a vision David could!” (W. Zalociecky, 2001) John Maxwell (1999) defined vision as having several qualities including the ability to see what could be, using one’s past, adding value, and acting as a magnet.
David was always at least five steps ahead of everyone when it came to vision. Not all of his dreams were workable, but he never lacked having one. His most audacious – for Greenpeace to have its own satellite – never flew but it provoked needed debate. David also had the ability to see problems before they emerged and became obvious. He figured out that mining in Antarctica would be a disaster just as the Antarctic treaty
nations were about to sign a mining agreement. In two short years, David and Greenpeace not only stopped the agreement cold, but also persuaded the Treaty nations to sign an Environmental Protocol banning mining for 50 years.Passion
“He was a really tenacious guy. The idea of giving up on something once he started just wasn’t in him. He drove people crazy.” (R. Hunter, 2001) Passion can be described as determination, will, and commitment (Maxwell, 1999). David did not like to lose, so he rarely did. He could talk your ear off about something that bothered him. Kieran Mulvaney, who worked with David on saving the whales, said of him was “…to know the extraordinary benefits of being sucked up in the whirlwind that was David McTaggart.” (2001). It was always obvious when David was in the office; the level of energy, noise, debate and action went up 200 percent. David’s passion would allow him to succeed in ending all French nuclear testing for good – but it took 20 years! At the time David died, he was still working on saving whales, work he had begun 26 years ago. Mike Bossley (2001) remembers, “He had incredible energy.
nations were about to sign a mining agreement. In two short years, David and Greenpeace not only stopped the agreement cold, but also persuaded the Treaty nations to sign an Environmental Protocol banning mining for 50 years.Passion
“He was a really tenacious guy. The idea of giving up on something once he started just wasn’t in him. He drove people crazy.” (R. Hunter, 2001) Passion can be described as determination, will, and commitment (Maxwell, 1999). David did not like to lose, so he rarely did. He could talk your ear off about something that bothered him. Kieran Mulvaney, who worked with David on saving the whales, said of him was “…to know the extraordinary benefits of being sucked up in the whirlwind that was David McTaggart.” (2001). It was always obvious when David was in the office; the level of energy, noise, debate and action went up 200 percent. David’s passion would allow him to succeed in ending all French nuclear testing for good – but it took 20 years! At the time David died, he was still working on saving whales, work he had begun 26 years ago. Mike Bossley (2001) remembers, “He had incredible energy.
When he was wound up and firing, I swear you could feel, and almost see, a pulsing
electric field surrounding him.”
Action
“…[David was] setting an example and showing that the seemingly impossible is only a matter of time and will-power” (J. Lagerkrantz, 2001) Because of David’s work in Mururoa, he had learned the value of taking action.Peters and Waterman (1982) note that excellent organizations have “…an action orientation, a bias for getting things done.” (page 119). Their favorite axiom is “Do it, fix it, try it” (page 134). David also valued action. He felt that making a decision was better than no decision at all. And he believed that decisions should be action oriented. He valued action over planning (which increasingly caused tension between him and the organization). He obviously believed in taking risks and provided the support and protection that allowed hundreds of Greenpeacers to face jail, beatings, fire hoses, police, and law suits in acting on their beliefs. When I was released from Siberia by the Soviets in 1984, David said to me, “You’d have stayed longer if necessary, wouldn’t you?” He was right. Kay Treakle (2001) said of David, “The world is a better place because he knocked so many of our heads together and told us to just get on with it.” David understood the value of debate, but at a certain point he believed the words had to stop and the action to start. “David railed against bureaucratic hassles, constantly enjoining us not to get ‘bogged down’,” notes Susan George (2001).
electric field surrounding him.”
Action
“…[David was] setting an example and showing that the seemingly impossible is only a matter of time and will-power” (J. Lagerkrantz, 2001) Because of David’s work in Mururoa, he had learned the value of taking action.Peters and Waterman (1982) note that excellent organizations have “…an action orientation, a bias for getting things done.” (page 119). Their favorite axiom is “Do it, fix it, try it” (page 134). David also valued action. He felt that making a decision was better than no decision at all. And he believed that decisions should be action oriented. He valued action over planning (which increasingly caused tension between him and the organization). He obviously believed in taking risks and provided the support and protection that allowed hundreds of Greenpeacers to face jail, beatings, fire hoses, police, and law suits in acting on their beliefs. When I was released from Siberia by the Soviets in 1984, David said to me, “You’d have stayed longer if necessary, wouldn’t you?” He was right. Kay Treakle (2001) said of David, “The world is a better place because he knocked so many of our heads together and told us to just get on with it.” David understood the value of debate, but at a certain point he believed the words had to stop and the action to start. “David railed against bureaucratic hassles, constantly enjoining us not to get ‘bogged down’,” notes Susan George (2001).
Values
“Never sell your ideas or beliefs to a big outside player; instead be dependent on the many people sharing the same values and thoughts” Hammar, R. (2001)
The basic values of Greenpeace had been formulated at its beginnings – be nonviolent
to people and things, bear witness, question authority, don’t accept business as usual, think globally, don’t accept small victories – go for it all, and be the voice for the voice-less environment. David understood those values from his non-violent protests at Mururoa and he understood the importance of each of them to the work that Greenpeace had to do. His greatest fear at the time of the bombing of the Rainbow Warrior was that Greenpeace would be labeled a terrorist organization. Such a label would have marginalized the group to powerlessness. Max Depree noted the importance of a leader making “a clear statement of the values of the organization.” (Page 14). David ensured that debates over issues and strategies always included reflection on Greenpeace’s values. More than once people were tempted to push the envelope just a little too far in their anger over what was happening. He would simply remind people of Greenpeace’s values
and a mind shift would occur. Peters and Waterman also wrote that organizations “in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions.” (Page 280). Even today as Greenpeace nears its 30th anniversary, the organization remains firmly attached to its original core values thanks to David’s influence.
“Never sell your ideas or beliefs to a big outside player; instead be dependent on the many people sharing the same values and thoughts” Hammar, R. (2001)
The basic values of Greenpeace had been formulated at its beginnings – be nonviolent
to people and things, bear witness, question authority, don’t accept business as usual, think globally, don’t accept small victories – go for it all, and be the voice for the voice-less environment. David understood those values from his non-violent protests at Mururoa and he understood the importance of each of them to the work that Greenpeace had to do. His greatest fear at the time of the bombing of the Rainbow Warrior was that Greenpeace would be labeled a terrorist organization. Such a label would have marginalized the group to powerlessness. Max Depree noted the importance of a leader making “a clear statement of the values of the organization.” (Page 14). David ensured that debates over issues and strategies always included reflection on Greenpeace’s values. More than once people were tempted to push the envelope just a little too far in their anger over what was happening. He would simply remind people of Greenpeace’s values
and a mind shift would occur. Peters and Waterman also wrote that organizations “in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions.” (Page 280). Even today as Greenpeace nears its 30th anniversary, the organization remains firmly attached to its original core values thanks to David’s influence.
Covert Leader
“… [David’s skills included] his adept political lobbying or ability to tempt jaded various leaders palates with his smorgasbord of possibilities” (G. McLoughlin, 2001) Dr. Mintzberg (2001) talks about covert leadership in his article, Covert Leadership: Notes on Managing Professionals. He found that conductors must use mostly covert leadership in managing an orchestra. David also tended to covert leadership, preferring to work behind the scenes and not seeking the spot light. Many Nancy Foote Leadership Seminar Biography of a Leader organizations that have a charismatic leader find themselves becoming an extension of the leader who becomes the symbol of the organization. This did not happen in Greenpeace. No one called him Mr. Greenpeace. He was more viewed as the “Shadow Warrior”. David was also a friend of multi-millionaires, heads of state, rock stars and CEOs but he
public. However, David’s always working behind the scenes eventually pushed him out of Greenpeace as people got tired of the secrecy and perceived manipulation. Most often it was how David made a decision rather than the decision itself that got him into trouble. Conclusion “He was inspiring, he was infuriating and always, he made things happen.” (J. Frizell, 2001)
It is perhaps debatable if Greenpeace might have become the organization it did without David McTaggart. When he became actively engaged within the organization, it was in the midst of a civil war. He settled the fighting and shaped the organization he believed could win. David gave 11 years to making Greenpeace an effective counterbalance to the companies and governments that were destroying bits and pieces of the world. People everywhere responded to his leadership, including me. I worked with David directly for two years and knew him for 25 years. He was effective as a leader because of his leadership style, vision, passion, values, and desire for action. Peters and Waterman, Depree and Maxwell would all have viewed him as an effective leader.
Now Greenpeace must move on without David either on the stage or in the wings. Can the organization keep its focus, passion and desire for action without David McTaggart’s influence. Or will it take another “David” to re-inspire Greenpeace in this new century.
“… [David’s skills included] his adept political lobbying or ability to tempt jaded various leaders palates with his smorgasbord of possibilities” (G. McLoughlin, 2001) Dr. Mintzberg (2001) talks about covert leadership in his article, Covert Leadership: Notes on Managing Professionals. He found that conductors must use mostly covert leadership in managing an orchestra. David also tended to covert leadership, preferring to work behind the scenes and not seeking the spot light. Many Nancy Foote Leadership Seminar Biography of a Leader organizations that have a charismatic leader find themselves becoming an extension of the leader who becomes the symbol of the organization. This did not happen in Greenpeace. No one called him Mr. Greenpeace. He was more viewed as the “Shadow Warrior”. David was also a friend of multi-millionaires, heads of state, rock stars and CEOs but he
public. However, David’s always working behind the scenes eventually pushed him out of Greenpeace as people got tired of the secrecy and perceived manipulation. Most often it was how David made a decision rather than the decision itself that got him into trouble. Conclusion “He was inspiring, he was infuriating and always, he made things happen.” (J. Frizell, 2001)
It is perhaps debatable if Greenpeace might have become the organization it did without David McTaggart. When he became actively engaged within the organization, it was in the midst of a civil war. He settled the fighting and shaped the organization he believed could win. David gave 11 years to making Greenpeace an effective counterbalance to the companies and governments that were destroying bits and pieces of the world. People everywhere responded to his leadership, including me. I worked with David directly for two years and knew him for 25 years. He was effective as a leader because of his leadership style, vision, passion, values, and desire for action. Peters and Waterman, Depree and Maxwell would all have viewed him as an effective leader.
Now Greenpeace must move on without David either on the stage or in the wings. Can the organization keep its focus, passion and desire for action without David McTaggart’s influence. Or will it take another “David” to re-inspire Greenpeace in this new century.
David McTaggart
1932-2001
You did not whisper – you spoke out.
You did not hope – you took action.
You did not step lightly – you put your foot down
And left a mark on this blue planet, not just dust.
U. Bellion (2001)
http://mason.gmu.edu/~nfoote/portfolio/Portdocs/davmct.pdf
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