Summary
At the Battle of Borodino, we see Kutúzov in his element as Russia's commander-in-chief. While others panic and demand orders, the old general understands something deeper: battles aren't won by micromanaging every detail, but by reading the spirit of your people. When the German officer Wolzogen arrives with dire reports of defeat and disorder, Kutúzov doesn't just disagree—he explodes with righteous anger. This isn't stubborn pride; it's strategic leadership. Kutúzov knows that what soldiers believe about their situation often matters more than the tactical reality. He's learned through decades of experience that you can't control everything in war, but you can influence the one thing that decides outcomes: morale. The chapter reveals Kutúzov's genius isn't in brilliant battle plans but in understanding human psychology. He sees past Wolzogen's technical assessment to recognize that his army still has fight left. When he announces plans to attack tomorrow, the news spreads through the ranks like wildfire—not because of perfect communication, but because it tells the soldiers what they need to hear to keep going. Tolstoy shows us that real leadership often means projecting confidence even when you're exhausted, making decisions with incomplete information, and understanding that sometimes what people believe matters more than what's technically true. Kutúzov embodies the kind of leader who succeeds not through flashy tactics but through deep wisdom about human nature.
Coming Up in Chapter 226
As night falls after the brutal day at Borodino, the true cost of battle becomes clear. Both armies must face what they've gained and lost in this pivotal confrontation.
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An excerpt from the original text.(~500 words)
On the rug-covered bench where Pierre had seen him in the morning sat Kutúzov, his gray head hanging, his heavy body relaxed. He gave no orders, but only assented to or dissented from what others suggested. “Yes, yes, do that,” he replied to various proposals. “Yes, yes: go, dear boy, and have a look,” he would say to one or another of those about him; or, “No, don’t, we’d better wait!” He listened to the reports that were brought him and gave directions when his subordinates demanded that of him; but when listening to the reports it seemed as if he were not interested in the import of the words spoken, but rather in something else—in the expression of face and tone of voice of those who were reporting. By long years of military experience he knew, and with the wisdom of age understood, that it is impossible for one man to direct hundreds of thousands of others struggling with death, and he knew that the result of a battle is decided not by the orders of a commander in chief, nor the place where the troops are stationed, nor by the number of cannon or of slaughtered men, but by that intangible force called the spirit of the army, and he watched this force and guided it in as far as that was in his power. Kutúzov’s general expression was one of concentrated quiet attention, and his face wore a strained look as if he found it difficult to master the fatigue of his old and feeble body. At eleven o’clock they brought him news that the flèches captured by the French had been retaken, but that Prince Bagratión was wounded. Kutúzov groaned and swayed his head. “Ride over to Prince Peter Ivánovich and find out about it exactly,” he said to one of his adjutants, and then turned to the Duke of Württemberg who was standing behind him. “Will Your Highness please take command of the first army?” Soon after the duke’s departure—before he could possibly have reached Semënovsk—his adjutant came back from him and told Kutúzov that the duke asked for more troops. Kutúzov made a grimace and sent an order to Dokhtúrov to take over the command of the first army, and a request to the duke—whom he said he could not spare at such an important moment—to return to him. When they brought him news that Murat had been taken prisoner, and the staff officers congratulated him, Kutúzov smiled. “Wait a little, gentlemen,” said he. “The battle is won, and there is nothing extraordinary in the capture of Murat. Still, it is better to wait before we rejoice.” But he sent an adjutant to take the news round the army. When Scherbínin came galloping from the left flank with news that the French had captured the flèches and the village of Semënovsk, Kutúzov, guessing by the sounds of the battle and by Scherbínin’s looks that the news was bad, rose as if to stretch his...
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Intelligence Amplifier™ Analysis
The Road of Confident Leadership - When Morale Matters More Than Facts
What people believe about their situation often determines the outcome more than the objective facts of the situation.
Why This Matters
Connect literature to life
This chapter teaches how to distinguish between surface-level problems and deeper questions of spirit and belief that actually determine outcomes.
Practice This Today
This week, notice when people around you are reporting problems versus when they're losing faith—the solutions are completely different.
Now let's explore the literary elements.
Terms to Know
Commander-in-chief
The highest-ranking military officer who has ultimate authority over all armed forces. In this chapter, Kutúzov holds this position for the Russian army facing Napoleon. The role requires making life-or-death decisions for thousands of people.
Modern Usage:
Today we see this in CEOs during company crises or team leaders during major projects - someone has to make the final call when everyone's looking for direction.
Battle of Borodino
The massive 1812 battle between Napoleon's forces and the Russian army near Moscow. This was one of the bloodiest single-day battles in history, with over 70,000 casualties. It represented Russia's last major stand before Moscow fell.
Modern Usage:
We use 'Borodino moment' to describe any make-or-break situation where everything is on the line and there's no going back.
Spirit of the army
The collective morale, confidence, and fighting will of troops. Kutúzov understands this invisible force often determines victory more than tactics or numbers. It's about what soldiers believe about their chances and their cause.
Modern Usage:
Every workplace has this - team morale can make or break a project regardless of resources or planning.
Military experience
The wisdom gained from years of actual combat and command, not just theoretical knowledge. Kutúzov's decades of real battles taught him what textbooks cannot - how people actually behave under extreme pressure.
Modern Usage:
This is why experienced nurses, mechanics, or managers often outperform people with better credentials but less real-world practice.
Intangible force
Something you can't measure or touch but has real power to influence outcomes. In war, this includes morale, reputation, fear, and confidence - things that don't show up on maps but decide battles.
Modern Usage:
Company culture, team chemistry, or family dynamics are intangible forces that shape what actually happens in any situation.
Concentrated quiet attention
Kutúzov's leadership style of listening deeply and observing rather than constantly giving orders. He's paying attention to things others miss - tone of voice, body language, the mood of his officers.
Modern Usage:
The best managers and parents often work this way - they listen more than they talk and pick up on what people aren't saying directly.
Characters in This Chapter
Kutúzov
Wise commander-in-chief
The old Russian general who understands that battles are won by managing morale, not micromanaging tactics. He listens to reports but pays more attention to his officers' tone and body language than their words. His experience has taught him that the spirit of the army matters more than perfect battle plans.
Modern Equivalent:
The veteran supervisor who stays calm during crises and knows how to keep the team's confidence up
Wolzogen
Anxious foreign officer
A German officer serving in the Russian army who brings panicked reports of defeat and disorder to Kutúzov. He represents the technical, by-the-book approach to military analysis that focuses on immediate tactical problems without seeing the bigger picture.
Modern Equivalent:
The consultant who shows up with spreadsheets and dire predictions but doesn't understand the actual workplace culture
Pierre
Civilian observer
Though not central to this chapter's action, Pierre represents the outsider's perspective on military leadership. He observes Kutúzov earlier and provides a contrast to the professional military men - he's trying to understand war from a philosophical viewpoint.
Modern Equivalent:
The family member who watches workplace drama unfold but doesn't fully grasp the professional dynamics
Key Quotes & Analysis
"Yes, yes, do that... Yes, yes: go, dear boy, and have a look... No, don't, we'd better wait!"
Context: His typical responses to various proposals from his subordinates during the battle
This shows Kutúzov's leadership style - he's not micromanaging every detail but making quick judgments about what's worth pursuing. The repetitive 'yes, yes' suggests he's conserving his energy for the decisions that really matter.
In Today's Words:
Sure, go check that out... Actually, let's hold off on that for now.
"It is impossible for one man to direct hundreds of thousands of others struggling with death"
Context: Explaining Kutúzov's understanding of military command during the battle
This reveals the core wisdom that separates Kutúzov from other commanders - he knows the limits of control. You can't micromanage chaos, especially when people are fighting for their lives.
In Today's Words:
No single person can control every detail when thousands of people are in crisis mode.
"The result of a battle is decided not by the orders of a commander in chief, nor the place where the troops are stationed, nor by the number of cannon or of slaughtered men, but by that intangible force called the spirit of the army"
Context: Describing Kutúzov's philosophy of military leadership
This is Tolstoy's central insight about leadership and human nature - that morale and belief often matter more than resources or strategy. Kutúzov succeeds because he understands this psychological dimension.
In Today's Words:
Winning isn't about having the best plan or most resources - it's about whether your people still believe they can win.
Thematic Threads
Leadership
In This Chapter
Kutúzov leads through psychological insight rather than tactical brilliance, understanding that morale often decides battles
Development
Evolved from earlier portrayals of military commanders - here we see true strategic leadership
In Your Life:
You might recognize this when you realize your confidence at work affects your whole team's performance
Class
In This Chapter
The foreign officer Wolzogen represents technical expertise while Kutúzov embodies intuitive Russian wisdom
Development
Continues the theme of foreign vs. Russian approaches to warfare and leadership
In Your Life:
You might see this when outside experts don't understand your workplace culture like you do
Human Psychology
In This Chapter
Kutúzov grasps that soldiers' beliefs about their situation matter more than tactical assessments
Development
Builds on Tolstoy's exploration of how perception shapes reality in war and peace
In Your Life:
You might notice this when your attitude about a difficult situation influences how others respond to it
Communication
In This Chapter
News of the planned attack spreads through the army organically, lifting spirits without formal orders
Development
Shows how effective leadership communication works through inspiration rather than instruction
In Your Life:
You might experience this when your positive outlook at home helps your family face challenges together
Wisdom vs Knowledge
In This Chapter
Kutúzov's experience-based understanding trumps Wolzogen's technical military knowledge
Development
Reinforces Tolstoy's preference for practical wisdom over theoretical expertise
In Your Life:
You might see this when your years of experience give you insights that newer, more educated colleagues miss
You now have the context. Time to form your own thoughts.
Discussion Questions
- 1
Why does Kutúzov get angry at the German officer's report instead of just calmly disagreeing with his assessment?
analysis • surface - 2
What does Kutúzov understand about his soldiers that the German officer doesn't see in his technical reports?
analysis • medium - 3
Think of a time when someone's confidence (or lack of it) affected how you felt about a difficult situation. How did their emotional state influence the outcome?
application • medium - 4
When you're in a position where others look to you for guidance—as a parent, team member, or friend—how do you balance being honest about problems while maintaining the confidence others need?
application • deep - 5
What does Kutúzov's leadership style reveal about the difference between managing tasks and managing people's beliefs about what's possible?
reflection • deep
Critical Thinking Exercise
Map Your Confidence Moments
Think of three situations where people looked to you for emotional cues—during a family crisis, work emergency, or friend's problem. Write down what you actually felt inside versus what you projected outwardly. Then identify one current situation where your confidence level is affecting others around you.
Consider:
- •Consider times when your worry made others more anxious versus when your calm helped them cope
- •Notice the difference between fake optimism and genuine confidence in your ability to handle whatever comes
- •Think about how your emotional state right now might be influencing your family, coworkers, or friends
Journaling Prompt
Write about a time when you had to project confidence you didn't fully feel. What did you learn about the relationship between leadership and managing other people's beliefs about what's possible?
Coming Up Next...
Chapter 226: The Moment Before Everything Changes
As the story unfolds, you'll explore people cope with prolonged stress through small distractions, while uncovering the way ordinary moments can become profound when facing mortality. These lessons connect the classic to contemporary challenges we all face.