Lessons in Leadership, For Turbulent Times
These lessons were gleaned from the wonderful book, Leadership: In Turbulent Time by Doris Kearns Goodwin.
This is one of the best books on leadership, history, and decision making I have read. The author has spent almost 50 years writing about Abraham Lincoln, Theodore Roosevelt, Franklin D. Roosevelt, and Lyndon B. Johnson. She summarizes crucial moments each of the four leaders experienced during their lives and, in particular, their time in the White House. Her writing is refreshing, useful, and enjoyable to read. The book is focused on the hardships they each went through and how they lead the nation during different times of crisis.
I couldn't help relate some of what I gleaned from this book to what we are facing in our country today, right NOW (Summer 2020).
There are 68+ clear lessons she pulls from stories throughout the book, and I want to highlight 10 that are especially useful to keep top of mind for any leader.
Adaptability
Leaders in turbulent times must be open to experimenting with new plans. Action is the only answer. They should be clear, direct, just, and bold. A good leader needs to acknowledge if a plan has failed and be able to change course quickly to keep the respect of their followers.
Put Ego Aside
Only when a leader cares less about his/her reputation than the overall good of the people can the above actions be made.
Address systemic problems, launch lasting reforms.
This doesn’t need much explanation. Without addressing the problems head-on and taking drastic action for the good and equality of the people, a change cannot be felt.
Lead by example
Enough said. For reference, all four Presidents were not hiding during any of their crises. They were as close to the people as possible to hear directly from the voices of those most affected.
Restore the spirit and morale of the people
Is there anything more asked more deeply of a leader. If the oppressed do not feel they have someone fighting directly alongside them, how can they be expected to live respectfully and contribute positively? A leader must balance realism with optimism, but they must make the people feel heard, seen, and hopeful.
Use history to provide perspective
Something odd to consider is that during the Spanish Flu of 1918 and the flu pandemic of 1968, our country was simultaneously involved in race riots...“History doesn't repeat itself but it often rhymes.” It’s not the same, but it’s still our ignorance if we aren’t learning from our past.
Be visible and accessible
Cultivate public support among those directly affected by a crisis.
Tell the story simply, directly to the people
A great leader must provide the people with facts followed by what they can expect, and how it’s planning to be executed.
Set a standard of mutual respect and dignity
This should always be the standard any leader's actions are based on, especially during a time of crisis when the actions must be bold, strong, and direct.
Control anger and keep your temper in check
Twitter isn’t known for its calming effect on people, just saying. It shouldn't have to be said but leaders must not degrade or bully any persons.
All 68 lessons:
Abraham Lincoln:
Acknowledge when failed policies demand a change in direction
Gather firsthand information, ask questions
Find time and space in which to think
Exhaust all possibility of compromise before unilateral executive power
Anticipate contending viewpoints
Assume full responsibility for a pivotal decision
Understand the emotional needs of each member of the team
Refuse to let past resentments fester
Set a standard of mutual respect and dignity, control anger
Shield colleagues from blame
Maintain perspective in the face of both accolades and abuse
Find ways to cope with pressure, maintain balance, and replenish energy (was theatre for him)
Keep your word
Know when to hold back and when to move forward
Combine transactional and transformational leadership
Be accessible, easy to approach
Put ambition for the collective interest above self-interest
Theodore Roosevelt:
Calculate risks of getting involved
Secure a reliable understanding of the facts, causes, and conditions of the situation
Remain uncommitted in the early stages
Use history to provide perspective
Be ready to grapple with reversals, abrupt intrusions can unravel all plans
Reevaluate options; be ready to adapt as a situation escalates
Be visible. Cultivate public support among those directly affected by the crisis
Clear the deck to focus with single-mindedness on the crisis
Assemble a crisis management team
Frame the narrative
Keep temper in check
Document proceedings each step of the way
Control the message in the press
Find ways to relieve stress
Be ready with multiple strategies, prepare contingent moves
Don’t hit unless you have to, but when you hit, hit hard
Find ways to save face
Share credit for the successful resolution
Leave a record behind for the future
Franklin D. Roosevelt
Draw an immediate sharp line of demarcation between what has gone before adn what is about to begin
Restore confidence to the spirit and morale of the people. Strike the right balance of realism and optimism
Infuse a sense of shared purpose and direction
Tell people what they can expect and what is expected of them
Lead by example
Forge a team aligned with action and change
Create a gathering pause, a window of time
Bring all stakeholders aboard
Set a deadline and drive full-bore to meet it
Set forth and maintain clear-cut ground rules with the press
Tell the story simply, directly to the people
Address systemic problems. Launch lasting reforms
Be open to experiment. Design flexible systems to deal with new problems
Stimulate competition and debate. Encourage creativity
Open channels of unfiltered information to supplement and challenge official sources
Adapt. Be ready to change course quickly when necessary
Lyndon B. Johnson
Make a dramatic start
Lead with your strengths
Simplify the agenda
Establish the most effective order of battle
Honor commitments
Drive, drive, drive
Master the power of the narrative
Rally support around a strategic target
Draw a clear line of battle
Impose discipline in the ranks
Identify the key to success. Put ego aside
Take the measure of the man
Set forth a compelling picture of the future
The readiness is all
Give stakeholders a chance to shape measures from the start
Know when to hold back, when to move forward
Let celebrations honor the past and provide momentum for the future
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