Lincoln on Leadership by Donald T. Phillips
Lincoln is considered one of the best American presidents. Donald T. Phillips’ book explores not only his actions but also his methods. It breaks down:
- Leadership style: communication with others
- His character: ethics and values
- His decision-making process
You don’t have to be president to learn from great leaders and find inspiration for your own life.
And as James M. Kouzes, Barry Z. Posner put it so well in their book “The Truth About Leadership”. Our world is changing very fast, but good leadership principles endure.
Lincoln on Leadership: 6 Timeless Lessons to Inspire and Lead
I/ Working with others
Lesson #1: Make yourself accessible
Lincoln spent much of his time with his men at all levels. He was described as kind, approachable, funny, and using simple and clear vocabulary. He constantly adapted to those he spoke with.
Even if time is precious, it’s essential to take some to listen and exchange with those around us. One key to avoiding the feeling of wasting time is to make it a priority on your agenda. Choosing gives us back control over our time.
Lesson #2: Build strong relationships with your direct teams
Lincoln invited his close collaborators and advisors to his home. He went to theirs. Getting to know them allowed him to work better with them.
He also built relationships with his rivals. This allowed him to convince them to join him and help him implement his plan.
II/ Lincoln on Leadership: Ethical leadership, character
The 7 Habits of Highly Effective People is a book based on character development (long-term/deep work) unlike most books that focus on tactics (short-term/superficial work). This is certainly what contributed to its success.
Not surprisingly, Lincoln worked on his character. Donald Philips highlights two lessons in this area.
Lesson #1: Stick to your values
A) Feedback
Lincoln was known for having difficult discussions and telling the truth. And he encouraged others to do the same. (to go further, see a 3-step method for our difficult conversations)
I put feedback and stakeholders at the heart of my corporate coaching.
Why? Because it creates extraordinary results. Leaders and their teams are transformed.
B) Situational leadership
Lincoln varied his approaches. When his close collaborators deviated from shared values, he would:
- Offer gentle suggestions
- Trying to convince
- Not hesitate to part with people who no longer shared his values
Lesson #2: Stay in control of your emotions
Lincoln worked on his emotions. He didn’t invite them to the decision-making table.
He wasn’t trying to be liked, but to move his plan forward. The main point of the book The courage to be disliked.
Managing emotions is also part of the feedback culture. If I don’t get carried away when someone offers me a suggestion, people are more inclined to give me more.
When his emotions overwhelmed him, he would write letters to the recipient that he never sent, or confide in someone close to him. It can be compared to writing in your journal or working with a coach today.
The best exercise I’ve found for learning to better control my emotions is “active questions.”
(I explain here how to put it into practice.)
I’ve been doing this exercise every day for over a year. And you can see that the boxes are not always green (see below).
III/ Deciding
Lesson #1: Consult together, decide alone
Lincoln constantly consulted, asked questions, sought to understand.
But when the time came to decide, he did so alone.
If it was a success, he would thank all the people who had helped him and credit them with the result. When it didn’t work out, he took responsibility.
We certainly can’t duplicate this model in all situations. And it’s not desirable. But when the stakes are high, when the team can’t decide, it’s up to the leader to take responsibility.
Lesson #2: Plan and persevere
Creating a long-term plan, committing teams to the plan and values, and persevering has been key to Lincoln’s success.
Mr. Covey’s Habit #2 is to begin with the end in mind. This approach allows you to focus your energy on what you want and to persevere when it’s difficult.
An approach we can use for our personal projects too, as Nolan Archibald demonstrated when he became the youngest CEO of a Fortune 500 company by asking himself one question.
“What are all the experiences and issues I need to learn and master so that what comes out the other end is someone who is ready and able to become a successful CEO?”.
To find out more: How do you build your life project?
Conclusion
These lessons can help you progress, no matter your activity. The hardest part is not understanding them, but applying them. How will you put them into practice in your life?
See you soon.
Dror
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