Leadership Secrets of Attila the Hun

“There is no quick way to develop leaders. Huns must learn throughout their lives—never ceasing 

The choice to continue one’s education and be open to new information is crucial for those who must lead. The only way to succeed is to adapt and change according to the circumstances. In addition, this will ensure that leaders’ allies will always look to them as innovators, while their enemies will always fear the results of their ventures into the unknown.

“Committed leaders, those with a lust for leadership, a willingness to serve, will, however, be distinguishable by their wisdom, sincerity, benevolence, authority and courage.”

A true leader will stand out from the masses in their desire to lead and their desire to serve the common good. They will be obviously more excellent in virtue and wisdom, and they will have moral virtues as well: courage, honesty, and valor.

“We must be single in purpose, yet individuality that does not distract from the tribe or nation must be preserved.”

There is a useful combination of individuality and commonality that is to be desired in the people of the Huns. Individuality is to be prized as that which is unique to each person and indicative of skills that each can bring to the table to serve the common good. At the same time, individuality must not rise above the need to be a unified people and nation. This bond of unity is of utmost importance.

“Discipline builds the inner confidence of our Huns. Thus, discipline builds morale.”

The vicissitudes of morale are a bane of communal life. The development of discipline and maturation, however, will allow the individual to survive the ups and downs inherent in the life of a Hun and will allow a constancy that increases their sense of stability and security.

“Never expect your Huns to always be compatible. But expect their differences to be resolvable without the spread of discontent to other Huns.”

The desire to force a false conformity is a great one, but it is one that must be resisted. Not everyone will become friends, and that must be tolerated. When there are disagreements, however, the expectation should be that individual disputes can be resolved without causing greater problems in the community.

“The spirit of unity must be a cardinal principle in the ways and attitudes of all Huns. Once divided, we are easily made subject to foreign nations.”

Unity, the bond of the people, is necessary to avoid future defeat and subjugation by a foreign power. Unity is important enough that it needs to override many individual concerns in a spirit of concern for the common good. It does not come at the expense and violence of the individual, but it serves the principle that what is good for the community is inevitably good for the individual.

“When deference is born of fear, however, it results in an unwillingness to serve and becomes manifested as passive resistance to authority and purpose.”

Deference that is born of true love and loyalty is the most effective and the most enduring. Deference that is born out of fear, however, is intrinsically weak and likely to fail in times of trouble. Inevitably, this kind of loyalty turns to simmering resentment and then betrayal.

“You are your reputation!”

Regardless of one’s true nature and character, in encounters with others, people are assessed according to who or what others believe them to be. Sometimes, perception matches reality. When one is thought to be markedly different from who one truly is, however, this can also be a useful thing; if one is reputed to be fierce, for example, then that reputation can be used for a strategic advantage. If one is believed to be inept, however, fighting against that perception requires time and energy and complicates the leadership role.

“It is the custom of all followers to expect their leaders to be marked at times with armament that distinguishes them from the masses in the court or on the battlefield. It is wise, however, that such distinction not be offensive to warriors and not provide the fuel to ignite the destructive spirit of the opposition in negotiations or on the field of battle.”

The distinguishing outer characteristics of leaders should be different enough to clearly single them out as authority figures, but not so different that they seem to be cut off from the rest of their people or army. Simple distinctions will be enough to serve a useful and inspiring purpose but will not draw undue attention and provoke the enemy to mock or taunt leaders.

“Do not try to conform everyone's behavior unless doing so is critical to tribal discipline or purpose.”

It is okay that different people act differently. While uniformity is helpful to a certain point, it is unrealistic to expect all to act in a single manner. Unless varying behavior is detrimental to the common cause or peace, then it should be tolerated if it is within the bounds of acceptable behavior.

“It should be sufficient for all Huns to recognize that when they exercise unbridled antagonism, create useless jealousy and hatred of their very being, their actions may serve to persuade even friends to become foes.”

Decorum is expected of Huns in their speech, dress, and actions to create a community characterized by peace and harmony. If behavior is unduly antagonistic, then even those considered friends can become enemies. Making oneself an object of derision serves no purpose at all and will not be tolerated.

“The corruption of the empire is largely a result of the glamorous yet empty life its leaders seek to lead.”

Attila was able to see the stark difference between his desired mode of leadership and that of the Romans. He saw the decay of Rome due to failures in leadership. Seeing how ostentatious the Roman leaders could be in their dress and speech demonstrated the emptiness of their way of life, inspiring him to behave in a more discreet manner as leader of the Huns.

“Success is not achieved through complex strategies. It is achieved only through conscientiously carrying out the duties of your office and exercising the responsibilities of leadership—nothing else will prevail.”

Attila does not indicate that complex strategies are not part of a difficult victory or that they would be undesirable, but he says that these are not the main causes. The main cause of victory is the fulfillment of duty and responsibility. Following through in exercising the duties of an office takes priority over elaborate schemes.

“All chieftains must learn that victory comes to one who knows not only what to do but when to do it.”

Victory is not purely a result of good plans but also of attention to detail in circumstances. The best plan can be ruined simply by poorly timing an attack or misjudging the moment of arrival of an enemy. Good tactics will always include reading the situation, assessing the circumstances, judging the appropriate time to strike or move, and then committing to an action plan.

“A chieftain should allow his subordinates the privilege of making decisions appropriate to their level of responsibility. Weak is the chieftain who reserves every decision for himself out of fear that he might lose control.”

A chieftain obsessed with power to the point of denying genuine participation and cooperation is weak with fear. If one fears the cooperation of one’s subordinates, then something is wrong within the chain of command.

“Paradoxical as it may seem, sometimes the best decisions are made void of the emotions evoked by the facts bearing on the problem.”

The best method of making decisions is varied. Sometimes, the emotions of the moment will contribute to a movement’s success, such as when the passions are excited by fear and fury to drive out cowardice. At other times, fear and doubt can be overwhelming, and the only thing to do is to make a rational decision without taking any emotions into account.

“Judgment, experience and the incumbent duties of office dictate the order of delegation. I cannot supply counsel that applies to each act of delegation.”

The nature of delegation is such that the power is divided among those chosen, and then power is exercised in a subsidiary manner. If authority at the top level is still required, then no real delegation has occurred; there has simply been an additional layer added to the same process. Delegation requires real authority to be provided to one’s subordinates.

“We must continue to grant unto our warriors their rights of pillage and at the same time provide rewards for acts off the battlefield that we endorse.”

A system of rewards that has been in place for many generations shouldn’t just be thrown out or ignored. Not only would it be an affront to standing custom, but it would remove a major source of incentive for the warriors if their efforts were not rewarded immediately with the natural consequences of their actions. Those in power must provide financial rewards and incentives to promote the actions they desire.

“Never trust negotiation to luck. Enter every session armed with knowledge of the enemy’s strengths and weaknesses; knowing his secrets makes you strong and allows you to better deceive him as to your ultimate goals.”

Negotiation needs to be an attack that is planned just as carefully as a military sortie. It is not a conversation that is simply entrusted to fate or providence. It is itself a battle, although a nonviolent one, and as such it can be won or lost. Always be prepared for a proper negotiation in order to come out victorious.

“Retreat is noble when continuance with the battle or the issue at hand would result in further losses or total annihilation of your resources. In order to return on another day, you must salvage all the warriors and materials possible.”

Contrary to popular opinion, retreating is not a dishonorable act if done with a full view to the result of one’s campaign. If a judgment is made that continuing a battle is disadvantageous to the overall good of those fighting, then retreat is the sensible option. If any hope of victory is to be had, there are times when a retreat with the intention to devise a better attack strategy is the only possible means to that end.

“For as long as a Hun breathes, all is not lost.”

The Huns were a particularly proud and strong people. They parallel the ancient society of Sparta as a people almost wholly devoted to war and conquest. If there were Huns alive to fight, then there was a chance at ultimate victory.

“We must examine the now sun-bleached bones of our lost warriors. We must regroup and emerge with renewed vigor and purpose and return to deal defeat to our enemy.”

Learning from the past is a mark of wisdom, while refusing to take advice is a mark of rigidity and pride. The losses of past warriors are not in vain if their examples are used to increase the odds of victory for the present moment.

“Each chieftain is unique, marked by his mannerisms and his personal commitment to fulfill the obligations assumed in accepting his office.”

Every leader is going to bring different strengths and gifts to bear in their office and the exercise of their duty. Leaders need to have a good sense of self-knowledge to take advantage of their assets and avoid their shortcomings. Leaders’ personal constitutions will leave a mark on their offices, their actions, and their legacies.