I had the pleasure recently of hearing Doris Kearns Goodwin speak about Lincoln and other presidential leaders. Her book Team of Rivals: The Political Genius of Abraham Lincoln might well have been subtitled the “leadership genius of Abraham Lincoln”. This HBR article of hers addresses some of Lincoln’s qualities that we find so compelling. At the top of the list: perseverance, managing emotions, and self-reflection top the list. Also included: civility, decency and empathy. These appealing leadership qualities must account for the 15,000 books about President Lincoln NPR says have been written.
Lincoln understood that customizing leadership meant understanding someone’s style and expertise, and also their goals and interests. He took into account what they cared about, what their position was on an issue, and incorporated that into a proposed decision. He excelled at allowing differences of opinion to be expressed, so that when a decision was reached the team would support it publicly, their disparate views having been considered in advance. He was not afraid to consider an entirely new idea.
For example, having been pondering and considering the Emancipation Proclamation for months, he was at last determined to publish it in July 1862. But when one of his team recommended postponing it, he took that new possibility to heart, despite his conviction and new impatience. That delay enabled him to exercise another leadership quality: being just ahead of public opinion but not so a far that others couldn’t grasp or accept the leadership direction. Now we might call that ability to tune in to readiness and timing “pacing”. In July many Union soldiers were fighting for a united country and did not want that confused with, or would not have joined a war that was fought to abolish slavery. A few month later the tide had turned such that some had had a change of heart in favor of abolition and others were brought along by the groundswell of public support.
Lincoln’s Leadership Lessons Today
That approach can inform leaders about handling change management. Leaders spend a long time and a lot of information gathering on a change management initiative whether it’s a merger, reorganization or new strategy direction. Respecting readiness while still providing direction to followers is an important element of implementing change. Lincoln was not afraid to be ahead of the curve and at the same time respect others’ positions and ability to follow.
Let’s look at a few examples of how those qualities translate into today’s leadership environment. A client I’ll call Ryan had spent time and attention getting to know the managers on his team. He knew where they lived, how many children they had, and in some cases other details such as elderly parents, or upcoming vacations. He understood personality style differences and had applied himself to learn and understand preferences in perception, and in decision making styles. There was a brewing difference among his team about taking on a big new client that would represent a large percentage of their revenue. On the one hand, more revenue is always good. On the other hand, some of his team felt they were not staffed to take this on, because it required knowledge not only of a new geographic area but of a new technology.
Rather than taking these opposing views at face value, he dug deeper. The “yes lets” team envisioned not only the big new win, but follow-on business in the region with nearby prospects. The “hold back” group represented concerned for adequate training, promises on aggressive deadlines, and insufficient staffing at current levels. They wanted to ensure quality and happy customers.
It’s easy to get distracted by the details of each of those positions, but digging deeper, Ryan helped his team see that both were invested in the future success of the company. He found the common ground. While his tendency was to take on the new client, he respected the “hold back” team’s commitment to quality and meeting commitments. He was about to force acceptance of the contract on his team to meet the quarterly quota when one of his managers recommended a one month delayed start date and a one month delayed implementation deadline. During those delays new hires would be recruited and trained. Although there were disappointments on both sides, that was a plan the whole team could support.
Flexible Communication
At a time when famous people talking to a crown was among the forms of entertainment, Lincoln adapted. He was able to endure political debates that extended for 8 – 10 hours@! He could hold forth. And he was also masterful when it came to quick wit. At one debate an angry heckler accused him of being two-faced. Goodwin quoted his reply, “if I had two faces do you think II would have chosen this one?”
A more somber message, the Gettysburg Address, changed the course of history in just four minutes. Goodwin speculated that the convened crowd may have been surprised by his brevity.
Leadership Lessons
• Demonstrate perseverance, managing emotions, and self-reflection, civility, decency and empathy
• Incorporate style differences among your team as well as disparate outcomes.
• Allow for disagreement
• Adapt communication