Agricola: Leadership Lessons From History?
History has long provided innumerable examples of leaders, some virtuous and others despotic. Whether upright or cruel, the recorded life stories of history’s leaders offer insight into the past, wisdom for the present, and a cautionary voice for the future (as history often repeats itself). The biography Agricola was written in AD 98 by the Roman historian Tacitus as a tribute to the life of his father-in-law Agricola, whose “claim to fame was that he had completed the [Roman] conquest of Britain, four decades after it had begun.”[1] Concerning his tribute to Agricola, Tacitus laments, “In these times, I needed permission when I intended to relate the life of a dead man. I should not have had to request this if I had been planning an invective.” [2] This consent was required because, throughout the reign of the emperor Domitian, Tacitus and others were “obliged to keep silence and not to write or publish anything.” [3] When reading Agricola, there is a feeling of extreme state censorship. Tacitus writes concerning Domitian, “What he dreaded most of all was for the name of a subject to be exalted above that of the emperor.” [4] As evident in Agricola, Tacitus felt contempt for the emperor, and his writing regarding his father-in-law was both a tribute and a political statement. Tacitus desired to convey in his writings “that there can be great men even under bad emperors.”[5] Tacitus believed Agricola to be a great man.
As a complete novice in studying the ancient Roman Empire, I realize my limitations. Therefore, my purpose is neither to affirm the character and actions of Agricola nor to justify Roman conquests. Specifically, in this case, Agricola’s conquest of Britain. Bradley Potter writes, “Leadership analysis, political critique, and counterinsurgency manual – these are just three themes found in the pages of the Agricola. Tacitus’s wide-ranging first work leaves his readers with much to contemplate.”[6] However, in this post, I will only describe the leadership traits that Tacitus saw in his father-in-law, which differed from the indulgence and self-aggrandizement that epitomized ancient Roman culture. In addition, I will briefly look at Agricola’s leadership traits in view of Friedman’s more contemporary idea of the well-differentiated leader.
Tacitus describes Agricola as a man with a “sense of proportion.” [7] Tacitus writes, “He [Agricola] never applied for a task as a chance for self-advertisement and never declined one through cowardice. He performed with both caution and alertness.” [8] Additionally, Tacitus emphasizes Agricola’s decision to serve Rome despite the despotic emperor Domitian. He writes, “He [Agricola] avoided rivalry with colleagues and disputes with procurators, for he considered it no kind of glory to win and demeaning to be worsted.” [9] Contemporary readers will likely find the short description of Agricola’s conduct commendable (at a surface level). Furthermore, one could argue the abovementioned description of Agricola resembles the most admired traits of modern-day leaders. In A Failure of Nerve, Edwin Friedman writes, “The type of leadership that was required for the Old World to go in new directions is the same kind of leadership that is necessary for reorienting any relationship system in any age.” [10] Friedman argues for the need for what he defines as a well-differentiated leader. He writes, “I mean someone who can be separate while still remaining connected and, therefore, can maintain a modifying, non-anxious, and sometimes challenging presence. I mean someone who can manage his or her own reactivity in response to the automatic reactivity of others and, therefore, be able to take stands at the risk of displeasing.”[11] From Tacitus’ writing concerning his father-in-law, readers recognize similarities to a well-differentiated leader. Tacticus heralds Agricola as one who made himself known to the army, learned from the experienced men, and was always hopeful in the face of difficulties. However, this brief analysis is not intended to determine whether Agricola was a well-differentiated leader but to quickly explore Tacitus’ description of ancient Agricola and Friedman’s more current ideas surrounding the well-differentiated leader. Ultimately, I ask myself, “Does humanity throughout history seek and admire the same type of leader?”
Tacitus believed Agricola to be a great leader and described him as such in his tribute. He also expressed sorrow for his father-in-law, who served Rome and was mistreated under Domitian’s rule. Tacitus writes, “So many years have been stolen from the middle of our lives, years in which those of us who were youths have become old men and the old men have reached almost the end of their allotted span—in silence.” [12] However, Tacitus believed Agricola’s story would live on, and it did. Although this post was not written to affirm Agricola’s character or actions, it highlights certain leadership traits Tacitus deemed essential to record. In addition, Agricola’s leadership qualities were compared to the respected traits of modern-day leaders—specifically, Friedman’s well-differentiated leader. Regardless of the era, history provides examples of virtuous and despotic leaders. Whether upright or cruel, the recorded life stories of history’s leaders offer insight into the past, wisdom for the present, and a cautionary voice for the future.
[1] Tacitus, Agricola and Germany, (Oxford University Press, 2009).Kindle Edition.
[2] Tacitus, Agricola and Germany, (Oxford University Press, 2009).Kindle Edition.
[3] Tacitus, Agricola and Germany, (Oxford University Press, 2009).Kindle Edition
[4] Tacitus, Agricola and Germany, (Oxford University Press, 2009).Kindle Edition
[5] Tacitus, Agricola and Germany, (Oxford University Press, 2009).Kindle Edition.
[6] Bradley A. Potter, “Tacitus, Agricola (circa 98 AD) – Classics of Strategy and Diplomacy,” March 4, 2016. https://classicsofstrategy.com/2016/03/04/tacitus-agricola-circa-98-ad/.
[7] Tacitus, Agricola and Germany, (Oxford University Press, 2009).Kindle Edition.
[8] Tacitus, Agricola and Germany, (Oxford University Press, 2009).Kindle Edition.
[9] Ibid, 8.
[10] Edwin H. Friedman, A Failure of Nerve: Leadership in the Age of the Quick Fix, (New York, New York: Church Publishing Incorporated, 2017), introduction. Kindle Edition.
[11] Edwin H. Friedman, A Failure of Nerve, (New York, New York: Church Publishing Incorporated, 2017), introduction. Kindle Edition.
[12] Tacitus, Agricola and Germany, (Oxford University Press, 2009).Kindle Edition.
About the Author
Elysse Burns
12 responses to “Agricola: Leadership Lessons From History?”
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Hi Elysse, Since we first started talking about the well-differentiated leader last year, I have been paying attention to leaders trying to recognize someone who seems to exude that quality or obviously void of it. Sometimes it is very obvious while others not so much. I have two thoughts. First, I am wondering if you have been drawn to pay attention to recognize well-differentiated leaders today. Second, have you noticed in your own life your own place within that continuum. My sense is that we exhibit being well-differentiated sometimes and at other times not. Any thougths?
Hi Diane, Thank you for your questions. Yes, I do look for well-differentiated leaders. I appreciated learning Friedman’s definition last semester because now I have the vocabulary for what I am looking for. I specifically look for these qualities in individuals who might not have a formal leadership position but display “well-differentiated” qualities in their personal lives. I agree with your observation. I might say I am “well-differentiated” in some areas and need a lot of growth in others. I recognize this in other leaders as well. However, I believe what separates well-differentiated leaders is when they humbly take responsibility for not doing things perfectly. I can’t say I have seen this very often!
Thanks Elysse. I had not heard of this text before, and appreciated your summary! What applications do you think are relevant for your own life and leadership?
Hi Ryan, Thank you for your question. What impacted me about Agricola’s life was his efforts to get to know the land where he was serving and learn from those with more experience. The text briefly mentions the Roman army would use their military service as an opportunity for self-indulgence. To some extent, I recognize these dynamics working overseas. I want to make it a point to learn about the country I am in and to know the people and culture. I also want to learn from those working here long before me. I have witnessed overseas workers’ tendencies to self-indulge and remain separate from the people they serve. I want to ensure I do not become this, as it can be easy! I believe respecting the people and culture facilitates a healthier, more trusting leader-follower relationship.
Elysse, like Ryan, I had not encountered Agricola before. Thank you for the introduction. What, from the biography of Agricola, is applicable to work on your NPO research?
Hi Chad, Thank you for your question. I can’t say there are any practical applications I will take from Agricola concerning my NPO, but I believe there is a mindset I would like to maintain. The book was written during a time of state censorship, and people were forced to remain quiet. I feel this is something we are navigating in our program. How do we engage in healthy, god-honoring ways when told to stay silent? Knowing we are not the first to navigate these waters is always a good reminder.
Additionally, Tacitus wrote a statement that really stuck with me. He said, “And yet, by the nature of human frailty, remedies take longer to act than diseases.” I want to remember this for my NPO. In Mauritania, the needs seem insurmountable, and it can be discouraging when change isn’t seen. However, I will write down this quote for the semester, remedies take longer to act than diseases. I want to remember this and not get discouraged in the process.
Elysse, I love the connection to the well differentiated leader. Tacitus raised several great examples about Agricola. What stood out to you the most in helping to become a well differentiated leader within your own context?
Hi Daren, Thank you for your question. Tacitus writes about Agricola and his leadership in Britain: “…he got to know the province and made himself known to the army, learned from the experienced men, and chose the best models to follow.” This stood out to me because, to some extent, I have prioritized this in my context, albeit for motives different from Agricola’s. I want to know the country I live in, the people, and the culture. I also want to glean wisdom from expats who have lived in this context longer than I have. Knowing the people I live amongst, their aspirations, and their needs helps foster a more trusting relationship as I seek to be a well-differentiated leader.
Great post, Elysse. It is so well written. I love the description provided of Agricola as one who never applied for a task as a way to promote himself, nor refused a task because of cowardice. I pondered this quality in light of our current culture and wondered how we might recapture some of that quality in our own leadership culture. What are your thoughts?
Hi Graham, Thank you for your kind comments. You ask a great question. I constantly have to ‘check’ my motives for why I want to do or not do something. I immediately think of the Apostle Paul’s words when he references being content in every situation. Learning to be content with our situation (e.g., work position, ministry, relationships, etc.) prepares a heart for God to mold and grow. I suppose there is always a great deal of humility needed. I believe humble, content, and grateful leaders make a big statement in today’s culture. Thanks again for your question. Although I don’t think I answered it. I am going to ponder this some more…
Elysse, you share from Friedman, “I mean someone who can be separate while still remaining connected and, therefore, can maintain a modifying, non-anxious, and sometimes challenging presence. I mean someone who can manage his or her own reactivity in response to the automatic reactivity of others and, therefore, be able to take stands at the risk of displeasing.”
As you’ve been thinking about this style of leadership, is there anything specific you noticed in Tacitus’s description? More importantly, how do you apply this in your own life today?
Hi Debbie, Thank you for your questions. Regarding Agricola, Tacitus mentioned his father-in-law’s desire to learn from more experienced men and choose the best models to follow. I don’t think I wrote this in my post, but it got me thinking. I have always gained insight and wisdom from books, but I have rarely looked to other people as a standard by which to follow. Perhaps this comes from serving under poor leadership for most of my adult life. However, I am learning the benefit of gleaning wisdom from others in this doctoral program. I want to maintain a humble mindset of learning from those more experienced than me. How can I turn this into a SMART goal? So, I suppose Agricola has reinforced something I have already been contemplating and navigating.