Effective leaders at a high level tend to be skilled actors. Franklin Roosevelt is said to have to quipped, on being introduced to Orson Welles, that they were the two greatest actors in America. The story may be apocryphal, but the message rings true.
Theodore Roosevelt regarded leadership as his one gift, the area in which he might be considered to possess genius. He presented his views on leadership throughout his voluminous writings. He intended for future writers to study them with an eye toward action, as he himself had done of historic figures.
Many people become self-conscious when they communicate. Whether it's writing or speaking, they are consumed by anxiety. Self-consciousness is an impediment to what is required to serve an audience effectively. One's goal must be to achieve audience consciousness. To put oneself in their place, to recognize that the value of any communication arises from how it is received by them, not by what it means to the author. Rather than learning a multiplicity of rules for speaking, for example, I would suggest that a focus on serving one's audience will simplify and clarify everything.
If leadership is, fundamentally, about serving others, then any one person should be able to move between being a "leader" and a "follower."
Some critics have suggested that Ronald Reagan succeeded in a series of careers, ultimately as a two-term president of the United States, by a series of fortunate accidents. Such a criticism is not backed by the evidence. It is true, though, that Reagan's approach to work and life was not conventional.
I would suggest two approaches to begin the leadership journey in earnest. First would be to ask oneself, in every interaction with others over the course of a single day: How can you best serve this person? Another approach would be to attempt, over the course of a single day, to reframe your declarative statements into questions. The thoughtful use of questions can be transformational. In my experience, most people find these exercises more challenging - and more rewarding - than they would have imagined.
Dwight Eisenhower has been underestimated, which may relate to his advanced age in office, his somewhat uneven communications skills, and his failure to present a forward-looking vision on the rising issue of civil rights.
Ronald Reagan was notably able to avoid having personal considerations dissuade him from taking decisive actions. This may have arisen in part from his career in motion pictures; it may be related to his being a bit of a loner; it may have related to his focus on those people and principles he sought to serve. What is clear is that this capacity enhanced his effectiveness. It was also a surprise to many people.
Effective leadership relationships at a high level include the insertion of a degree of distance from those being served. That may be part of what President Ronald Reagan referred to when he mused that he didn't see how anyone could be president who wasn't an actor.
There are people all around us whose lives are masterpieces of service. One thinks of parents working two or three jobs to serve their families and community. So, too, many in the military or in nursing or teaching. As the needs are endless, so are the possibilities of service. Now, more than ever, empowered by the Internet, more of us can serve in more ways than ever before in history.
Many people have a very hard time truly believing that doing the right thing by others, striving to serve them to the greatest extent, can actually be a competitive advantage.
Theodore Roosevelt is a natural choice for leadership education. Along with many other observers, I believe he was among the greatest of leaders to serve as president.
Any gathering of people requires leadership to cohere, to achieve its potential contribution. What is not needed is a "boss" of yore, directing everyone else's efforts toward "the one best way."
Ronald Reagan memorably combined intimacy with distance.
One wonders if Lyndon Johnson and Richard Nixon's administrations may come to be viewed, in the future, as having been underestimated in some respects. To be sure, each ended in failure. Nonetheless, Johnson's accomplishments in civil rights and immigration legislation, and Nixon's in respect to relations with China, may loom larger with the passage of time.
My Army reserve service was in the 1990s. It was, more than anything else, an opportunity for me to express gratitude. My understanding of and admiration for the American armed forces is deeper, better informed as a result. I'm among those who believe that military or other citizen service should be an expected part of every American's life.
Often, in a given project team or network, one sees leadership roles shifting among various members at various times. Attempts to fit these into traditional views of "leader" and "follower" don't quite work. It's more like Twitter: the "leader" has "followers" - but the "followers" are empowered to alter the relationship unilaterally, and the "leader" must continually earn the consent of the "followers."
Ronald Reagan was unusual in being an authentic personality. Unlike many professional actors - and politicians - he was much the same behind the curtain as in front.
It was a particular pleasure to examine President Ronald Reagan's leadership. I experienced it first-hand, as a member of his administration in several capacities as well as his 1984 reelection campaign staff. The most common misconception is that Reagan was a bystander to his own career.
In a time when our nation is engaged in multiple, long-term wars, it's critical that "the military" not become an abstraction to the vast majority of Americans who are not participants.
Wal-Mart, with its legendary focus on customer value in terms of price, is innovating in sustainability. Now, we're beginning to see the mirror image, a convergence, as the not-for-profit sector is beginning to serve more effectively by applying private sector accountability and efficiencies to social needs. This reflects a rising recognition that to serve others best requires more than good intentions; it mandates a focus on real-world results. Bill Gates and Warren Buffett are among the most conspicuous advocates and representatives of this transformation.
The unprecedented transparency of our time is a making change by the day. Our era, with transparency and the spread of information, is decentralizing authority and power at a breakneck pace. Those who understand this can break away. Those who attempt to hold back may well be trampled.
Theodore Roosevelt crafted a masterpiece of service. He served people in every aspect of his life. His legacy was transformational, encompassing his family, his nation and the world.
Ronald Reagan's career was so unusual, so unprecedented, that this would be very interesting to learn, to gain understanding of his way of looking at the world.
William Ewart Gladstone is credited with the credo that a prime minister must be a "good butcher." The metaphor is apt insofar as the root of the word "decision" is "to cut."
