Hot on the Heels of Our Presentation

Thanks to all that attended Tim and my presentation on the Leadership styles of Lincoln, Eisenhower and Kennedy during various crises at the SIGUCCS Management Symposium. As promised, the books referenced are:

• Team of Rivals by Doris Kearns Goodwin
• Groupthink by Irving Janis (out of print)
  
• Thirteen Days (movie - the book isn't very useful nor accurate)
• Good to Great by Jim Collins
• Lincoln on Leadership by Donald Phillips
  

Funny or Fun?

How many times do you hear in your office, "He/She is really funny!"? How often do you feel "it would be fun to hang with that person"? As a manager, I strive to be the type of person people want to hang with. I would much rather have a group of people walking with me than following along in my wake (often times grumbling and pointing). One of the best ways to be that leader, is to have a sense of humor. Don't get to full of yourself. Use jokes to make a point. As part of your daily life, look for the humor and use it. You do not want to be thought of as funny, though. This leads to the perception that you do not take things seriously. Lincoln was a master of public speaking. In reality, that means that he was a performer. All effective leaders must be performers. Genuine performers. Lincoln was genuine and everybody knew it and responded to it. Your subordinates will quickly recognize if you are not genuine.

Don't hide behind fancy words or cliches. Use your own language and mannerisms. If you are comfortable with what you are saying and doing, other people will have confidence in what you are trying to say and do. If you find something to be funny, let people know it. Actors are always portraying somebody else. You must perform as yourself. That is the role of a lifetime!

Remember to take the time to "see" what you are saying. Be your own audience. What do I see? What do I hear? This is much easier when you have a prepared presentation. It is more difficult when your are asked to answer a question or are called into a meeting at the last minute. Think slow. Know the limits of your knowledge. It is better (and more genuine) to say you are not familiar enough with the material to answer the question than it is to talk.

So - Funny or Fun? As a leader, remember that people hang with fun. They take advantage of funny.

How about you?

At the EDUCAUSE Mid-Atlantic Regional Conference, a question was raised concerning how Lincoln's principles flowed upward in an institutions' structure. I believe the comment was "...we are not all "the Lincoln's" at our institution..." I immediately began to consider - how would I answer that question?

I think the obvious answer is that we are all "the Lincoln" in some fashion within our own organization. I am a manager so I am the Lincoln to my group and demonstrating his principles will make the group better. If the group performs better, it reflects on the institution as a whole. The real answer to the question, though, goes beyond that.

One of the things that made Lincoln such a great leader was that he did not shy away from his detractors. He included them in his cabinet. Their thoughts, ideas and opinions were valuable even if they were not necessarily what Lincoln was thinking. He empowered his generals to make decisions but was not afraid to respond and take action based on those decisions.

So, my answer would be...

Am I a "general" in my institutions' army? If so, am I a "Grant" or ...? Will I be perceived as a valuable leader of the group or am I making decisions that will force a response from my "Lincoln"?

Even more importantly, based on Lincoln's leadership style, am I worthy to be on Lincoln's cabinet? Will I respectfully disagree, provide insight and suggestions, and support the final decision for the good of the whole? Will I remain quiet, follow the crowd, and be a disgruntled employee that complains about the leadership at every opportunity?

I know where I think I am.

How about you?