Olivier Mythodrama run a workshop on Inspirational Leadership that follows the inner journey of Shakespeare’s Henry V. Contained within its five acts we get an inside track on what a leader faces when setting forth on a mission. This article breaks down some of the parallels between Henry’s Journey and those that leaders may find useful today. Within these five acts, we find the following themes:
- Setting Forth a Vision
- Meeting Resistance
- Motivating Others
- Dealing with Self Doubt
- Adapting to the New World
Given this story is about the conquest of another country, it could be very easy to dismiss – especially what is currently happening in the world. Yet, one thing that makes this “journey “conquest story” significantly different, is that Henry sees the other country as full of fellow human beings – not people who are less than that need “to be crushed.” And his “victory” at Agincourt is marked as a somber tragedy, not a triumph – as is befitting to the loss of any human life.
And, being Shakespeare not Hollywood, the gift of this story is its focus on the inner and psychological journey of a leader under pressure. Of course, your goal matters, but whatever yours happen to be, the lessons of Henry V translate – even if your business is trying to get people to adopt reusable nappies…
No matter where you are on your leadership journey, the five themes outlined above offer opportunities for reflection AND pointers to help you move toward your goal. Below is an overview of each of these themes, as well as some tips and questions inspired by Shakespeare’s Henry V to support you on your mission.
(Skip to the end for a summary of the Take-Aways)
Act I: Setting Forth a Vision
In the First Act we meet Henry V, who is not the man many think England needs as its new leader. Let’s just say, before he was King, he was up to no good, stealling, cavorting, etc… (He was formerly known as Prince Harry – draw from that what you will 🤫.) From the outset, Henry is facing an uphill battle: Many in the court are dreading his coronation and even actively against his “promotion.” Henry has to shed off his past reputation and win over his own people. He does this by setting forth his vision in a commanding and compelling way.
As a leader, when you make the step up from being “one of the gang” to becoming a senior leader, there are eyes on you – judging whether or not you are fit for purpose, often viewing you through a critical lens. There will be some skepticism, if not cynicism, about your appointment. This is inevitable: People need to trust you and will create all manner of tests to know if they can put their faith in you as their leader. While it may come across as undermining, and some of it may be, one of the first responsibilities of any leader is to convince your team that you are indeed “up for the challenge.”
To answer this Henry does a number of things. First, he assesses his past and asks himself, as well as others, “Am I fit to rule?” He seeks guidance from some supporting mentors and checks that he has legitimacy to bring some changes to the “way things are done around here” – in this case, to stopping the infighting and focusing on bringing France and England together as a single Kingdom. Through some searching and testing of his own identity, he crystalises his mission and becomes resolute to bring it forward. In Scene Two, we see him take a stand against the French in a commanding and vivid way:
Tell you the Dauphin I am coming on,
To venge me as I may and to put forth
My rightful hand in a well-hallowed cause.
Second, he is supported in this quest by having reconciled himself to his own past behaviour; and recognises the responsibilities his new role thrusts upon him. With his father’s death, he undergoes a “wake up call” that reconnects him to something bigger than his past selfish orientation. In doing so, he finds the will to change his old ways of operating. For today’s leaders, connecting to a sense of purpose helps build a solid foundation for any leader striving out on a new quest. For when things get tough, and they will, having a personal connection to your “Why” will support you.
Connecting to this purpose is easier for some people than others. If you weren’t one of the lucky few who were born knowing their purpose, the Henry V programme outlines some different ways you may connect to your purpose:
- You may receive a “wake up call” as Henry did with the death of his father. It could be any similar big event like the loss of a job or the birth of a child.
- You may get a tap on the shoulder where a mentor nudges you to take a step up. Someone who believes in you and has your best interests at heart.
- You may be one of the lucky few who has an epiphany, like the inventor of the periodic table, Mendeleev, (as quoted by Inostrantzev[33][34]): I saw in a dream a table where all elements fell into place as required. Awakening, I immediately wrote it down on a piece of paper, only in one place did a correction later seem necessary.
- If the above don’t work for you, you can discover your “red thread.” By reviewing your life’s journey so far, you may identify a guiding principle or two that have influenced your choices. This is easier to see in retrospect and can be done with some introspection, journalling or coaching.
In the final part of Act One, we see Henry speak authoritatively about his purpose and mission in front of his team. And while there are some crafting tips that can help anyone get better at communicating a vision, Henry is also helped by doing the work above. This enables him to find his “authentic voice” from which he speaks, a kind of inner knowing or authority. He tells his newly engaged court:
Therefore, my lords, omit no happy hour
That may give furtherance to our expedition,
For now we have not thought in us but France…
Once Henry, or any leader, sets forth their goals, they will meet resistance. Human beings desire for certainty means even positive change will upset the “way things work around here” – of which everyone is familiar. It is a case of better the devil you know... Resistance is actually the first sign you of embodying your leadership journey – and is good news because they believe that you are here to make change happen. I will say that again –
Resistance is a good thing as it’s a sign you are truly leading!
Why? Because people love the status quo. And that is no bad thing – if we are living and breathing and doing our work, change will always be seen as a set-back, even if it is unarguably positive. Because it means change. And this is met with many layers of challenge, and we meet these in Act Two.
Act II: Meeting Resistance
The first form of resistance can come in the form of our old habits, our own resistance to change, what is often called our “comfort zone.” This is reinforced by the friends and environment we once enjoyed. In Henry’s case, his petty criminal buddies and the places they used to haunt keep trying to pull him back. This is brilliantly illustrated in Good Will Hunting where Will continues to get into fights and reject his gifts because it will mean leaving his mates behind. Fortunately for him, his best friend has his best interests at heart and encourages him to go through the big changes he needs to.
For you, it may be your habits, your team mates, or companions from the old ways of working that are holding you back. And if you happen to be the leader that is anointed to bring in a new future, you are likely to meet resentment: They may resent you taking power when they haven’t, perhaps they were too afraid to step up? Others will wish it had been them, or are jealous of your new position. They may even cast you as a “turn coat” – which is usually a cover for the experience old colleagues have for not being chosen.😠
Even if they are happy for you, there may be some resistance to seeing you in a different light and they may find ways to keep you in the old ways, even if unconsciously. The solution Henry deploys is to make public statements about his different role, and to lay out consequences if the old behaviours continue. And most of all, to point out that he can no longer remain the same, for with the new power comes new responsibilities.
This is made strikingly clear in the second scene of Act Two where Henry finds out some of his closest allies are actually trying to stab him in the back – literally in this case. Here Henry does what many leaders have to do when confronted with peers who are sabotaging progress, which is to call it out, and use the name of the new role to separate his personal relationship from the duties of his new role. And from that place, he gives is friends over to the process of the justice system.
Touching our person, we seek no revenge; But we our kingdom’s safety must so tender, That to her laws, we do deliver you...
It’s not until later in Act Two, that we meet his actual adversaries, the French, who are for our purposes the “competition.” There is less in the play on how to deal with this, only that he meets them head on and works to find the resources, strategies and tools to address them – diplomatically as well as with going to market (or battle).
Act III: Motivating Others
Unsurprisingly, like every leadership mission ever, things do not go according to plan! 🤪 Rather than moving easily into the new territory to accomplish the mission, Henry and his troops are stuck at the first hurdle. Not only are the stuck, they are now over three months behind schedule!
It is at this point, with Shakespeare’s eloquence, that we see Henry’s deployment of the “carrot.” Rather than complain or emphasise the problem, Henry focus on what he wants his troops to do. That is, as a leader, rather than continue to point out the team’s failings, he reminds them of the bigger picture, connects them to their own sense of purpose, and then very clearly describes some concrete actions that will help move them forward.
Once more unto the breach dear friends, once more…
Now set the teeth, and stretch the nostril wide
Hold hard the breath and bend up every spirit to his full height…
In this case, Henry is “in the trenches” with his team, not issuing commands from on high, and speaking a language of both empathy and clarity. In the speech, he addresses the following:
- What I need them to do
- Why I need them to do it
- How they need to go about it
- How can I epitomise the energy I need from them
- Who they are doing it for
- Do I believe they can do it
After the success of this approach, there are some people who still don’t want to “get on board,” and here Henry uses a different tactic, that of “the stick”. As a leader, he uses descriptive, even “colourful” language to point out the consequences of the parties involved if they do not change their behaviour. And so we see it is sometimes necessary to lead by using negative images and consequences – but he tries this only after other attempts have failed.
The last part of Act Three we see yet again a challenge to Henry’s, now revised, plan. Like many leader’s he has had to pivot and make a change and regroup, and as he is doing so, he comes under threat from the competition again.
His response is a masterclass in tact, neither backing down or being arrogant, saying:
We would not seek a battle as we are, but as we are we say we shall not shun it.
Many of us could avoid a conflict or confrontation on our way to a new goal because it isn’t the right time, or we are not up to it today. Here Henry acknowledges this to himself, and his people, but stays the course. It’s a great reminder that to get to where you want to go, you are going to have to lean into some difficult conversations. Rather than putting them off because it is “inconvenient,” it’s worth having them, for they will surely be around the corner anyway – why wait??
Act IV: Dealing with Self Doubt
This is the biggest Act in the play, and it is the time of the battle of Agincourt. But this is not Hollywood and the play doesn’t focus on the fighting or the battle scenes. Rather, it follows Henry through some difficult and private moments where he wrestles with the enormity of his task and the challenges ahead.
We witness Henry do a couple of things that many of leaders could do, even today. Number one, under pressure he actually decides he needs some time alone:
I and my bosom must debate a while, and then I would no other company
Notice he says that not only does he need some time with his head and his heart, but then he also needs some time with no agenda…! That is no phone, no shopping list, no tiktok or podcast, but time alone.
Harvey Firestone, of the famous tire brand, had to cut short his first holiday in 50 years to save the business from what seemed to be certain bankruptcy. That Friday, he reportedly told his board:
“I will not tackle this job until Monday,” He retreated to his family homestead for solitary reflection. By Saturday, his mind was clear.[1]
After which he took control and not only managed to save the business, but secured it to become the leading brand we know today.
Number Two, Henry also spends this time listening to the front-line – the people out doing the work of his company. Unsurprisingly, he doesn’t like what he hears. However, he discovers some crucial information that he needs to re-energise his troops – now he understands where they are coming from. A leader who retreats into their ivory tower in times of challenge not only risks morale by their absence, but also vital information about what is happening.
Number Three, he also does some venting. Let’s be honest, sometimes it’s important to get things off our chest! However, we have to be mindful of who we share our problems with – don’t use your partner or the people you are trying to lead. This is one area that coaching can be useful. Not only does it create space for offloading, it can also offer some reflections that may help move forward through the challenge.
Henry and his band of brothers, go on to a famous victory at Agincourt. Of course, it was more than just good speeches that helped them win – but I’ll leave you to research the practical details about the battle of Agincourt. That said, this fourth Act offers leaders valuable tips to prepare mentally and emotionally to address a challenge. They are:
- Take some time alone
- Listen to the front lines
- Find a safe space to unload.
Act V: Adapting to the New World
The final act of this Shakespeare play is radically different from the rest, even Henry’s lines are in prose, not metered – signalling a departure from the “known” and into new territory, including literally having to speak a new language. In our time, this reflects the post-merger/acquisition when all of a sudden two businesses realise they go about things completely differently!🤦♂️ The main leadership lesson here: How do you evolve to meet the new world you have created?
In Act Five, we join Henry and the royalty of both sides, concluding negotiations for the peace treaty. As part of that, Henry is seeking to win the hand of the King’s daughter, Katherine. This is mostly fiction, but the parallel here is useful nonetheless as we see Henry trying a completely new approach to make the “merger” as successful as possible. He is without his army, without his skills in battle, and most importantly, with only a little French to make progress with.
This act reveals a leader who is not afraid to try something new. Although he continues to reveal his ineptitude, much to the comic delight of the audience, he continues and slowly makes head way. This his is most triumphant act yet… While many others would have given up in frustration, consigning the change to the “Too Hard Basket,” Henry perseveres. Despite being well outside his comfort zone, he is willing to fail terribly in order to charm a lady. Below is one of his many attempts to impress:
If I could win a lady at leap frog, or by vaulting into my saddle with my armour on my back… Then I could surely leap into a wife…
Oh dear…
The parallels with post-M&A failures here are worth pointing out – the culture, language, acronyms, systems all seem alien to the other side. Rather than harnessing the holy grail of “synergies,” most M&As get further entrenched in their old ways, an “us vs them” mentality, and then collapse before any benefit is realised.
It takes a great leader who is willing to spend significant time out of their comfort zone to sustain a new way of working. Again, Henry is doing this for his version of the greater good; again, highlighting the importance of the work and insights in the first Act of the play – finding a sense of purpose.
Take-Aways
Following the journey of Henry V provides a juicy parable for modern-day leadership. In it, I have focused on five themes you can apply today to help boost your ability to lead in a time of crisis. They are:
- Setting Forth a Vision – Spend time reflecting on your own sense of purpose and look at what in your past has inspired, as well as drained, you. What events have most inspired you on your leadership journey?
- Meeting Resistance – Remember “resistance is inevitable” and look for ways to set boundaries between old ways of being and the new ways of working. What old behaviour of your own or others will you no longer tolerate?
- Motivating Others – What one difficult conversation could you have today to move you closer to your goal?
- Dealing with Self Doubt – How can you find ways to unplug from the day-to-day and get a better perspective on your challenges?
- Adapting to the New World – What risks, skills and approaches do you need to adopt in order to sustain your successes?
In conclusion, Shakespeare’s Henry V offers many insights into leadership along with some best practice tips to help leaders in times of pressure. If you want to know more, Richard Olivier has written a great book on Inspirational Leadership: Timeless Lessons for Leaders from Shakespeare’s Henry V. Or better yet, why not book a session for you and your team through Olivier Mythodrama.
[1] Harvey Firestone: Men and Rubber [Outliers], The Knowledge Project, Podcast, Ep 231, 3rd June 2025