On the first day of Plebe Summer at the U.S. Naval Academy in 1987, every one of us received a small pamphlet containing an old essay titled “A Message to Garcia.” At the time, it seemed like just another piece of reading material in a long line of traditions. But over the years, I’ve come to realize it carried one of the most enduring lessons in leadership — and followership — I’ve ever learned.

The essay, written in 1899 by Elbert Hubbard, tells the story of Lieutenant Andrew Summers Rowan, who was tasked during the Spanish–American War to deliver a message from President McKinley to General García, the leader of the Cuban insurgents. No clear directions, no detailed plan — just a mission. Rowan didn’t ask endless questions or look for excuses. He took the message and found a way to deliver it. That simple act became a metaphor for initiative, accountability, and trust.

At the Naval Academy, that story was more than history; it was a challenge. It meant that when you’re given a mission, you own it. You don’t wait for someone to walk you through every step. You figure it out. You adapt, persist, and deliver.

As I transitioned from the military into the business world, I found myself coming back to A Message to Garciaagain and again — especially when mentoring new managers. The workplace may look very different from the deck of a ship or the mountains of Cuba, but the principle is timeless: leaders need people who take ownership, and teams need leaders who empower that mindset.

When someone “carries the message to Garcia,” they’re demonstrating trustworthiness and initiative. They’re saying, “You can count on me.” But there’s another side to the story that’s just as important: leaders have to trust their people enough to let them do it. Micromanagement kills initiative. True leadership means setting a clear intent, providing support, and then letting capable people execute — even if they make mistakes along the way.

Today’s world prizes agility, creativity, and collaboration, yet the essence of Hubbard’s essay remains: success depends on individuals who take responsibility and act with purpose. Whether you’re leading a small team or an entire organization, your impact often comes down to how well you develop and reward those who “just get it done.”

So when I hand this essay to a first-time manager, I’m not giving them a relic from the past. I’m giving them a timeless compass. I tell them: don’t just read it as an order to follow — read it as a reminder of the trust we place in each other as leaders and teammates.

More than a century later, the world has changed, but the message to García still needs to be delivered.