Strategic leadership fails when it becomes tactical micromanagement

Admirals operated inside wider political systems shaped by Hitler and Churchill. Junior leaders needed enough detail to direct the people immediately under them, while strategic commanders caused damage when they tried to control individual formations and tactical moves. The Vietnam-era practice of senior officers micromanaging troops from helicopters supplies a later example of the same problem. At Barents Sea, a gun-crew leader had to sustain firing and direct the crew, while a captain handled the ship's larger tactical problems. Sherbrooke had to coordinate his destroyers so their maneuvers exerted enough psychological pressure to keep the Germans away. Fleet commanders such as Tovey had to ensure suitable ships and established practices were available for every convoy. Each level needed room to solve its own problems within a common purpose.