5 Leadership Lessons: Joseph Nye on Leadership

Joseph S. Nye is University Distinguished Service Professor at Harvard University's Kennedy School of Government. In The Powers to Lead, he relates leadership and power. He expands further on his concept of soft power—co-opting people rather than coercing them—and hard power—influence involving pressure or threats—but he shows how effective leadership in the real world requires a mixture of both.

Hard and soft power are related because they are both aspects of the ability to achieve one’s purpose by affecting the behavior of others. They sometimes reinforce each other and sometimes they interfere with each other. The use of either one or the other depends on context. The ability to know which to use when is what he calls smart power. We need to know our context.

He says, “Soft power is not good per se, and it is not always better than hard power. Nobody likes to feel manipulated, even by soft power. Like any form of power, it can be wielded for good or bad purposes, and these often vary with the eye of the beholder.”

Here are five leadership lessons from The Powers to Lead:

  Almost anyone can become a leader. Leadership can be learned. It depends on nature and nurture. Leadership can exist at any level, with or without formal authority. Most people are both leader and followers. They “lead from the middle."

  Smart leaders need both soft and hard power skills: co-optive and command styles. Both transformational and transactional objectives and styles can be useful. One is not automatically better than the other. Leaders depend on and are partly shaped by followers. Some degree of soft power is necessary. Presence/magnetism is inherent in some personalities more than others, but “charisma” is largely bestowed by followers.

  Appropriate style depends on the context. There are “autocratic situations” and “democratic situations,” normal and crisis conditions, and routine and novel crises. Good diagnosis of the need for change (or not) is essential for contextual intelligence.

  Leadership for crisis conditions requires advance preparation, emotional maturity, and the ability to distinguish the roles of operational, analytical, and political work. The appropriate mix of styles and skills varies with the stage of the crisis.

  The information revolution and democratization are causing a long-term secular shift in the context of postmodern organizations—a shift along the continuum from command to co-optive style. Network organizations require a more consultative style. While sometimes stereotyped as a feminine style, both men and women face this change and need to adapt to it. A consultative style is more costly in terms of time, but it provides more information, creates buy-in, and empowers followers.

Posted by Michael McKinney at 06:35 PM
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Are Leaders Destined to Disappoint?

Historian David Greenberg wrote in the Atlantic, “Americans have fallen, starry-eyed, for leaders who speak of a future unencumbered by history’s weight.” Intellectually we must know that this isn’t possible, yet is it too much to expect real change, fundamental change—a break from the past? It’s unsettling to think that we are only slaves to our past. Are we demanding too much?

Greenberg continues, “Theodore Roosevelt’s New Nationalism, Woodrow Wilson’s New Freedom, FDR’s New Deal, JFK’s New Frontier, even George H. W. Bush’s New World Order—all began with the promise of the new. Of course, after the flush of a campaign, both voters and presidents have invariably discovered that history imposes constraints.” And we are left disappointed.

Of course, this dynamic affects not only political leaders, but leaders everywhere. One always has to deal with what is (past and present) and the real level of desire (the crisis)—for transformational change to occur. Leadership is a creative act. A leader seeking transformational change needs to have three basic elements in place:

clearly defined goals (the how),
strong values with which to measure those goals (the why), and
an environment that is urgent to change (an opportunity).

Expectations create opportunities for leaders. The motivation from which springs the leader’s initiative is most often influenced by certain expectations on the part of the potential followers. Rosalynn Carter once said, “A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be.” This suggests that a leader’s responsibility is to do more than just serve up our wants. As Insead’s dean J. Frank Brown said, “Leaders must learn to listen and question before they act.”

We get the wrong kind of leaders when we place all of the responsibility of our expectations on their shoulders. In that environment we will always find individuals that are all too happy to pander to us and promise what they can never deliver in return for a title—placeholder leaders. Leadership is a shared responsibility.

A great leader must elevate their followers and give them power and responsibility to act or they can never really lead them. Greenberg writes, “Twenty-five years ago, the political scientist Theodore Lowi published a book called The Personal President. It argued that the increasingly large responsibilities placed on the president since Franklin Roosevelt’s time—of regulation, social provision, and economic management, to say nothing of the leadership of the free world—have exploded into impossible expectations. Every postwar chief executive, Lowi noted—and the observation still holds—has begun his presidency with high approval ratings and left office with the public chastened of its early optimism, if not disillusioned altogether.”

He concludes, “It is easy to propose that we lower our expectations for our new presidents—even, or perhaps especially, for presidents who come bearing lofty promises of transformation. But we can’t correct the problem, Lowi’s diagnosis suggested, simply by resolving to demand less from our chief executives or by vowing to learn from the past. The problem is rooted in nothing less than the presidency’s assumption of immense powers, and of a central role in our imagination. Candidates have no better path to victory than by inspiring us with dreams of a new political era, and presidents have no choice but to attempt “too much.” In doing so, however, they can only disappoint us.”

Perhaps we aren’t demanding too much of our leaders, we are instead, demanding too little of ourselves. Can we separate ourselves from our “history” and act creatively for real change? Maybe we need a little less heroic leader and a little more heroic follower?

It requires leadership at all levels.

Posted by Michael McKinney at 04:16 PM
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Leaders Make Connections

The Financial Times ran an excellent analysis on February 3rd by Edward Luce concerning the very tight inner circle—just four people—that Mr. Obama relies on for advice. In America: A Fearsome Foursome, Luce advocates a broader circle of advisers and notes, “To be successful, presidents need to separate the stream of advice they get on policy from the stream of advice they get on politics.” Intellectually we know that we need to get their advice and information from a wide variety of sources. In practice, however, it doesn’t always happen. We like to talk to those with whom we are comfortable with and share our views. It’s very reassuring. But dangerous.

Dangerous because it clouds our vision and makes us less agile. More importantly, seeking the opinions of others helps to make them feel a part of a larger purpose, connected to the leader and a part of a community. This points to a basic function of leadership: to make connections.

The point is made well in a follow-up letter to Luce’s article, published in the Financial Times, from Francis Bator, Harvard Kennedy School emeritus professor. Before coming to Harvard in 1967, he was for three years deputy national security advisor to President Lyndon B. Johnson. He shared the following story with FT readers:

Treasury Secretary Henry Fowler, shrewd, effective, a superb negotiator, but somewhat shy of Lyndon Johnson, would occasionally feel in need of a presidential laying on of hands even when he had no serious presidential business. After one such occasion - it had ended with Fowler, sitting on the edge of the Oval Office loveseat, reading in monotone from his own memo on the floor in front of him, while the president was plucking yellow news tickers from the ticker machine at the opposite end of the Oval – LBJ turned on me, angrily: “What on earth did you bring him in here for, wasting my time ...” and so forth, but then stopped himself mid-sentence. “No, I’m wrong. Make me see him when he asks even if he has no real business! While you staff fellows are safe in the White House, these cabinet fellows are out there every day being shot at, on the Hill, in the papers, on TV. They are my field generals. Never forget that. They’ll be useless to me if they don’t feel connected to me. Always treat them with dignity.”

A leader’s position is in the middle; to share and connect. In a world bent on differentiation, leaders must make connections.

Posted by Michael McKinney at 12:00 AM
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Ten Lessons on the Meaning of Political Greatness

Walter Newell plumbs the depths of history in The Soul of a Leader, “in order to illuminate the recent past, the present, and the challenges to come. Taken together, while they not add up to a recipe for the perfect leader, they at least show how moral, psychological, and intellectual resources we inherit from the traditions of the West, its experiences and its reflections on statecraft from ancient times onward, can give us a compass for the challenges America’s next generations of leaders will inevitable face.”

1. Character trumps brains—or at least formal education. “Neither Winston Churchill nor Abraham Lincoln received a formal university education, and their names live on among the greatest leaders of any age.”
2. Inspiring rhetoric is necessary—but only in moderation. Leaders must realize “that words are not all-powerful against reality. The ability of leaders like Jefferson, Lincoln, and Martin Luther King Jr. to inspire with words was matched by years of hard slogging, and the occasional compromise, to win over opponents or the undecided.”
3. Moral conviction is necessary—but only in moderation. “Sometimes choosing the lesser evil ends up doing the most good….On the other hand, no rule is infallible, and sometimes a stance of uncompromising moral conviction does earn the greatest admiration.”
4. A leader embodies the times. “When a leader finds his moment, we feel we already know him. He is like us, he faces what we face.”
5. A leader must have two or three main goals, and not try to do too much. For successful leaders “their main aims had years, even decades, to incubate. By the time they gained high office, they had the luxury of changing tactics as needed, because the strategic goal was firmly fixed.”
6. Time will run out. Leadership is temporary.
7. History will choose its leaders. “History itself will create an energy and identify itself with the right leader.” The moment when a leader “seems to walk with history….You must learn to anticipate that wave, be ready to ride it without being dumped by it.”
8. The great leader wants power badly—but not too badly. “One may have to be content with having done one’s duty.”
9. Greatness can turn out to be villainy. “Charisma can conceal a dark side.”
10. The great leader must be prepared to ignore all of the above. “When in doubt, the great leader must be bold and stick to his guns—must lead, not follow.” It may mean reversing yourself. “People admire honest effort even if it turns out to be flawed.” Does this always work? No. People “take comfort from a leader who cares enough to try something big.”

Posted by Michael McKinney at 03:25 PM
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Disconnecting Horizontally

In his excellent analysis of How Rome Fell, historian Adrian Goldsworthy makes some interesting observations about how we tend to disconnect horizontally from anyone or anything outside of our group. We lose our sense of place and this makes any change so much harder. People resist change when they can't see the bigger picture and why it is necessary. The challenge is to cross our self-imposed boundaries into a world not of our own making and connect to the outside both personally and organizationally.

It is only human nature to lose sight of the wider issues and focus on immediate concerns and personal aims. In the Late Roman Empire this was so often about personal survival and advancement – the latter bringing wealth and influence, which helped to increase security in some ways, but also rendered the individual more prominent and thus a greater target to others. Some officials enjoyed highly successful careers through engineering the destruction of colleagues. Performing a job well was only a secondary concern…. The game was about personal success and this often had little connection to the wider needs of the empire.

All human institutions, from countries to businesses, risk creating a similarly short-sighted and selfish culture. It is easier to avoid in the early stages of expansion and growth. Then the sense of purpose is likely to be clearer, and the difficulties or competition involved have a more direct and obvious impact. Success produces growth and, in time, creates institutions so large that they are cushioned from mistakes and inefficiency. The united Roman Empire never faced a competitor capable of destroying it. These days, countries and government departments do not easily collapse – and Western states do not face enemies likely to overthrow them by military force. In the business world the very largest corporations almost never face competitors that are truly their equal. Competition within the commercial market at any level is obviously rarely carried out on entirely equal terms.

In most cases it takes a long time for serious problems or errors to be exposed. It is usually even harder to judge accurately the real competence of individuals and, in particular, their contribution to the overall purpose….For the vast majority of people, their work is less open to the public gaze, but is similar in that the real consequences of what they do are not obvious. Comparatively few people these days actually make or even sell something, or work in a profession where at least some of the goals are obvious. A doctor or a nurse knows if their patient recovers. A hospital manager operates at a completely different level, dealing with numbers and budgets and not individual patients. Such distance is inevitable and in many walks of life the wider goals are even less clear.

And this on ever expanding bureaucracy:

By their nature bureaucracies tend to grow. This was true in the Roman Empire, let alone with the massively larger government agencies of modern countries. Individuals within a department obviously have to focus on a particular task. It is only natural to believe that with more people they could deal with this more effectively. The larger they grow, then the more distant most members will be from the reality of the overall function of the department, and they will become even more removed in their way of thought to anyone outside. This is not inevitably a bad thing, but it does mean that they will continue to expand unless restrained, since their problem or concern is the only one they will see.

Posted by Michael McKinney at 11:55 PM
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Lessons From FDR's Cabinet

With a nod to Albert Einstein, we can't change the system by using the same kind of people we used to create it. Adam Cohen’s has written a very relevant book, Nothing to Fear about Franklin Roosevelt’s first hundred days in 1933. Here is an edited excerpt regarding the Cabinet he selected. It had the distinction of being sworn in at once on the same afternoon after his inauguration.

The Cabinet had gotten a lukewarm reception when Roosevelt announced it. Arthur Knock of the Times declared that “its composite trait seems to me to be diligence; brilliance it lacks completely.” The new Cabinet was criticized for lacking “big men.” One Republican congressman wisecracked that Roosevelt had kept his promise to look out for the “forgotten men,” since his Cabinet contained “nine of them and one woman.”

Roosevelt’s Cabinet members may not have been well known, but they had been carefully chosen.… Overall, Roosevelt declared his Cabinet “slightly left of center,” a characterization he also applied to himself. It was the most diverse Cabinet in history.

Roosevelt joked that he had sworn in the Cabinet right away so they could “receive an extra day’s pay.” The real reason was that he wanted them to begin work immediately, in the spirit of unity. Even without “big men,” the Cabinet included men, and one woman, with a great deal of knowledge, experience, and commitment. The best of them had, as Walter Lippmann noted, something that would make them an important force during the next one hundred days: “convictions, which they have held to when it was neither profitable nor popular.”

Adapted from Nothing to Fear: FDR's Inner Circle and the Hundred Days That Created Modern America by Adam Cohen

Posted by Michael McKinney at 06:17 PM
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The Presidential Inauguration: Firsts and Facts

Since 1901, all Inaugural ceremonies at the U.S. Capitol have been organized by the Joint Congressional Committee on Inaugural Ceremonies (JCCIC). They have provided us with a list of firsts and interesting facts about U.S. Presidential Inaugurations. President links go to detail pages on the JCCIC web site.

Inauguration Date	President	Facts and Firsts
April 30, 1789	George Washington	First Inauguration; precedents set include the phrase, "So help me God," and kissing the Bible after taking the oath.
March 4, 1793	George Washington	First Inauguration in Philadelphia; delivered shortest Inaugural address at just 135 words.
March 4, 1797	John Adams	First to receive the oath of office from the Chief Justice of the United States.
March 4, 1801	Thomas Jefferson	First Inauguration in Washington, D.C.
March 4, 1809	James Madison	Inauguration held in the House chamber of the Capitol; first Inaugural ball held that evening.
March 4, 1817	James Monroe	First President to take the oath of office and deliver the Inaugural address outdoors; ceremony took place on platform in front of the temporary Brick Capitol (where Supreme Court now stands).
March 5, 1821	James Monroe	March 4, 1821 fell on a Sunday, so Monroe's Inauguration occurred the next day.
March 4, 1829	Andrew Jackson	First President to take the oath of office on the east front portico of the U.S. Capitol.
March 4, 1833	Andrew Jackson	Last time Chief Justice John Marshall administered the oath office; he presided over nine Inaugurations, from Adams to Jackson.
March 4, 1837	Martin Van Buren	First President who was not born a British subject; first time the President-elect and President rode to the Capitol for the Inauguration together.
March 4, 1841	William H. Harrison	First President to arrive in Washington by railroad; delivered the longest Inaugural address (8,445 words).
April 6, 1841	John Tyler	First Vice President to assume Presidency upon the death of the President.
March 4, 1845	James K. Polk	First Inauguration covered by telegraph; first known Inauguration featured in a newspaper illustration (Illustrated London News).
March 4, 1853	Franklin Pierce	Affirmed the oath of office rather than swear it; cancelled the Inaugural ball.
March 4, 1857	James Buchanan	First Inauguration known to have been photographed.
March 4, 1861	Abraham Lincoln	Lincoln's cavalry escort to the Capitol was heavily armed, providing unprecedented protection for the President-elect.
March 4, 1865	Abraham Lincoln	African Americans participated in the Inaugural parade for the first time.
March 4, 1873	Ulysses S. Grant	Coldest March 4 Inauguration Day; the noon temperature was 16°F, with wind gusts up to 40 mph.
March 3, 1877	Rutherford B. Hayes	March 4, 1877 fell on Sunday, so Hayes took oath of office on Saturday, March 3 to ensure peaceful transition of power; public Inauguration on March 5.
March 4, 1881	James Garfield	First President to review the Inaugural parade from a stand built in front of the White House.
March 4, 1897	William McKinley	First Inaugural ceremony recorded by a motion picture camera; first President to have a glass-enclosed reviewing stand; first Inauguration at which Congress hosted a luncheon for the President and Vice President
March 4, 1901	William McKinley	First time the U.S. House joined with the U.S. Senate, creating the JCCIC, to make Inaugural arrangements
March 4, 1909	William H. Taft	Inauguration took place in the Senate chamber because of blizzard; first time President's wife rode with President in the procession from the Capitol to the White House after Inauguration.
March 4, 1913	Woodrow Wilson	Inaugural ball was suspended for the first time since 1853.
March 4, 1917	Woodrow Wilson	First President to take the oath of office on Sunday; public Inauguration held on Monday, March 5, 1917; first time First Lady accompanied President both to and from the Capitol; first time women participated in the Inaugural parade.
March 4, 1921	Warren G. Harding	First President to ride to and from his Inauguration in an automobile.
March 4, 1925	Calvin Coolidge	First Inaugural ceremony broadcast nationally by radio; first time a former President (William Taft) administered the oath of office as Chief Justice of the Supreme Court.
March 4, 1929	Herbert Hoover	First Inaugural ceremony recorded by talking newsreel.
March 4, 1933	Franklin D. Roosevelt	FDR and Eleanor begin tradition of morning worship service by attending St. John's Church.
January 20, 1937	Franklin D. Roosevelt	First President Inaugurated on January 20th, a change made by the 20th Amendment to the Constitution; first time the Vice President was Inaugurated outdoors on the same platform with the President.
January 20, 1945	Franklin D. Roosevelt	First and only President sworn in for a fourth term; had simple Inaugural ceremony at the White House.
January 20, 1949	Harry S. Truman	First televised Inaugural ceremony; Truman reinstated the official Inaugural ball.
January 20, 1953	Dwight D. Eisenhower	Broke precedent by reciting his own prayer after taking the oath, rather than kissing the Bible; first time the JCCIC hosted the Inaugural luncheon at the Capitol.
January 20, 1961	John F. Kennedy	First time a poet participated in the Inaugural program; first Catholic to become President of the United States.
November 22, 1963	Lyndon B. Johnson	First time a woman administered the oath of office (U.S. District Judge Sarah T. Hughes swore in Johnson on Air Force One).
January 20, 1969	Richard M. Nixon	Took the oath of office on two Bibles; both family heirlooms.
August 9, 1974	Gerald R. Ford	First unelected Vice President to become President.
January 20, 1981	Ronald Reagan	First Inauguration held on the west front of the U.S. Capitol.
January 21, 1985	Ronald Reagan	January 20th fell on Sunday, so Reagan was privately sworn in that day at the White House; public Inauguration on January 21st took place in the Capitol Rotunda, due to freezing weather; coldest Inauguration day on record, with a noon temperature of 7°F
January 20, 1997	William Clinton	First Inaugural ceremony broadcast live on the Internet.

Posted by Michael McKinney at 09:06 AM
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Weeding Out the Leaders We Need

In Time magazine this week, Michael Kinsley writes that we don’t just need a good man in the White House this time, we need a great man. He thinks both candidates have the seeds of greatness, but “unfortunately”—and this is what caught my eye—“our current political system seems designed to weed out precisely the qualities that are most needed at the moment.”

He suggests that at a time like this we need astringency, not empathy. Feeling our pain won’t get it done. We need leaders willing to tell people what they don’t want to hear. “It's not comforting people about their current situation and reassuring them it will get better. It's telling them that the situation is likely to get worse and that only their efforts can determine how soon it will start getting better. Astringent leadership is Churchill calling on Britons to ‘brace ourselves to our duties.’” But he’s right. Who wants to put that in the White House?

We vote for people that tell us that they will fix everything and not bother us. We vote for people that don’t make us take responsibility—who can place the blame somewhere else—who will level the playing field at someone else’s expense—smooth talk over straight talk. History teaches us that this always comes at a cost. It’s problematic for both leaders and followers. Both get their roles wrong and both pay a price. Kinsley writes:

We have lucked out several times in our history when implausible characters showed unexpected greatness when it was needed: a country lawyer from Illinois, a spoiled patrician in a wheelchair, to name two obvious examples. Even more miraculous (though troublesome for democracy), both Lincoln and F.D.R. were elected by promising more or less the opposite of what they did in office. Lincoln said he'd preserve the institution of slavery. F.D.R. said he'd balance the federal budget.

Can we expect this fortuitous turn of events again?

Posted by Michael McKinney at 10:56 AM
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Fixing the Financial Crisis Once and For All

Hoping to sound like leaders, Washington lawmakers want to get to the bottom of this financial crisis and create regulations to keep it from ever happening again. I don’t think is comes as any surprise to anyone that greed—on the part of both borrowers and lenders—is at the bottom of it. You can’t regulate greed out of existence. Regulation just improves creativity. Greed is regulated by character. Character is built at home, in our schools, in our churches, and yes, in our businesses.

No one likes to talk about character because it isn’t a quick fix, it often goes against our inclinations, it’s not immediately measurable, you can’t take credit for it, and it’s a time consuming, never ending process. George Eliot wrote in Middlemarch: “Character is not cut in marble; it is not something solid and unalterable. It is something living and changing.” It’s built in individuals day by day in little, almost imperceptible ways over the course of a lifetime. The problem is that we have only given a patronizing nod to character and politely moved on with the business at hand. How will I get mine if I don’t play it like everyone else? We learn too late, without character, no one gets anything.

Character needs to be part of the very fiber of the organization. It must be a part of its philosophy and vision. I don’t mean a statement of values we hang on the wall, but a statement of behavior beginning with the CEO on down. Tom Peters wrote in Thriving on Chaos that “effective visions are beacons and controls when all else are up for grabs….To turn the vision into a beacon, leaders at all levels must model behavior consistent with the vision at all times.”

In July, Hugo Dixon opined in the Wall Street Journal, “Greed for higher returns entices investors to take risks; fear causes them to avoid excess. When markets are healthy, the two are finely balanced. Problems emerge when that balance is lost.” You will find character behind this balancing act. Character stabilizes both people and markets. Character is inseparable from the culture in which it is formed.

Nothing will fix the financial crisis once and for all, but character will regulate it. Greed is a human issue and it will always be with us. It will always be something we need to train ourselves, our children, and our employees to regulate from within. The consequences can be devastating.

Apparently, Mr. Gekko, greed is not good. Lou Mannheim was right, “The main thing about money, Bud, is that it makes you do things you don't want to do.” Or shouldn’t do.

Related Interest:
  Ethics: Reinforcing Fixed Points

Posted by Michael McKinney at 11:04 AM
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Of Chess Players and Banner-Wavers

“It’s a great huge game of chess that’s being played—all over the world—if this is the world at all, you know.”

--Lewis Carroll, Alice in Wonderland

Dimitri K. Simes and Paul J. Saunders explained in The National Interest, why America needs chess players—not banner-wavers. “We have increasingly lost the ability to look squarely in the mirror before judging others and taking them to task.”

American leaders have taken their own share of ruthless, and even brutal, decisions….Such decisions, while obviously regrettable, were the result of the types of difficult choices that great powers must often make. But then it behooves us not to preach too loudly about our own sense of morality. It also means that, in crafting an effective foreign policy, we shouldn’t be blinded by our own rhetorical claims to ethical perfection—or to fail to recognize that many states see us as a “normal country”—one that pursues its own interests by any means necessary and often makes moral judgments about others that appear influenced by those interests.

Supporting one’s friends while condemning one’s opponents is nothing new; but when that is combined with a messianic predisposition to view the world as divided into the children of light and the children of darkness—with no need to compromise with, understand the motives of or address the concerns of those deemed opponents—this becomes truly dangerous. The refusal of most politicians to acknowledge the clear connection between U.S. conduct in the Middle East and the hatred of the United States among Islamist extremists that motivated the September 11 attacks is a case in point. The United States has had serious reasons for pursuing the types of policies it has—but it is foolhardy to ignore the evidence that there are costs. The Arab-Israeli dispute is clearly a key litmus test of American policy for many Muslims—but this fact has not been a subject of discussion, even after being raised in the Republican presidential debates. And while plenty of experts on the region have made this argument, it is not reflected where it counts: among political leaders or even most of the mainstream media.

It is an interesting observation and points to a trap for leaders when they fall prey to grand delusions. There is an interesting 10-part series of articles in the Vision Journal--Messiahs! Rulers and the Role of Religion—that examine "throughout history, the desire of some men to become savior-gods and the proclivity of people to move toward them and support them, thereby giving legitimacy to their rule and encouragement to their fantasies of omnipotence. We will also see that religion is all too often harnessed and manipulated in the pursuit of such deification. Those who pretend at godhood, or who simply use it as a political device, often claim for themselves a unique anointing, the status of superman, or the ability to create supreme law. In their delusions, they become mistaken messiahs." Here is a link to each article in the series:

  Men As Gods
  The Coming of the "Christian" Emperor: Constantine the Great
  The Fall and Rise of the Roman Empire
  Aspects of Empire—Roman, Holy and German: Otto the Great
  Where the Sun Never Set: Charles V
  I Am Called to Change the World: Napoleon
  Hearts of Darkness: Adolf Hitler and Benito Mussolini Part 1
  Dictators' Downfall: Adolf Hitler and Benito Mussolini Part 2
  Purging the People: Lenin and Stalin
  Oriental Christs: Mao Zedong, Pol Pot and Kim Il-sung
  The Final False Messiah

Posted by Michael McKinney at 07:00 PM
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Calls for Leadership: The Failed States Index 2007

The Fund for Peace and Foreign Policy Magazine has just released the Failed States Index. It is a sobering survey of 177 countries ranked in order of their vulnerability to violent internal conflict and societal deterioration. It is based on 12 social, economic, political, and military indicators. (You can click on the map above to view a larger image detailing the status of various nations of the world, including your own.)

The third annual Index found the greatest improvements over the last year in Liberia, Indonesia, Democratic Republic of the Congo and Bosnia. Unfortunately, the risk of failure is running higher than last year in Lebanon, Somalia, Equatorial Guinea, and Niger. Although these countries may seem world's away, their problems have consequences for all of us.

Failing States have one thing in common—bad leadership. Foreign Policy concludes, “Many states must endure poverty, corruption, and natural disasters. But, for the weak, there is nothing more costly than a strongman calling the shots.” Billions in foreign aid and security are no match for bad leadership. Effective leadership can reverse a states slide to failure.

Three editorials from the last two days, speak to the leadership issue behind these problems. First, here are some comments from The Daily Star in Lebanon titled, “If Lebanon becomes a failed state again, failed leadership will be to blame:”

Lebanon's slide downward on the scale toward failure was more pronounced than that of any other country in the world. Who or what is to blame for the fact that Lebanon is once again rapidly on its way to becoming a basket case? Yes, the war with Israel created problems, but the leaders of Lebanon have compounded those "difficulties" and transformed them into an utter disaster. Leaders on both sides of the political divide are guilty of playing solely to their respective supporting audiences and ignoring everyone else. Not one has risen to the challenge of being a leader for all the Lebanese. [There exists a] paralyzing impasse that has been brought on by their political leaders' shared predilections for hubris and maximalism.

From AllAfrica Global Media, we have this opinion from Nurudeen Jattau in Nigeria:

It is needless to say that the tragedy of the contemporary nation-state of Nigeria is the seeming absence or the lack of visionary leadership in all spheres of governance. This precisely, is the singular reason why analysts are agreed that Nigeria may never reach anything close to its full potential as a nation. All things considered, and whichever way the pendulum swings, we must understand and appreciate the fact that leadership is invariably a means to an end, and not an end in itself.

Consider finally, an editorial by Fouad Al-Obaid in the Kuwait Times:

If one studies history and the civilizations that preceded us, one will most certainly not come across common names. However leaders on the other hand, do end up in the pages of history for several reasons. They do so when their failure is total and their incompetence is obvious to all. Just as much as they do so when their bravery, their tactics, their leadership capability along with their capacity to move minds and hearts in the most turbulent times is put to test and they succeed.

In the Arab World we seem to be lacking true leadership capabilities at least in modern times. Today, we need to find a source of inspiration in leaders that will set the path for a renewed socio-economic development scheme. We need people that have visions, leaders that are willing to fight in order to craft reality out of a vision. If one looks at the development of Qatar and Dubai, one can credit their leadership with bold vision which has projected their otherwise semi-arid desert lands into global hubs where transport, trans-shipment, and multinational corporations have established their home base in.

[T]he lessons that need to be extracted from such success stories is that visions can become reality and in that field we are either lacking vision or having a hard time executing it properly. In either case, we clearly are doing something wrong. We today need leaders that are willing to perhaps sacrifice themselves for the better good of society. Reforms are never easy and it takes a strong leader to execute them.

Foreign Policy would agree with Mr. Al-Obaid. They write that effective leadership doesn’t necessarily make a leader popular. “But then, such leadership is exactly what more failing states need: a head of state who chooses continued reforms over his own power and recognition.”

I am reminded of something John Lukacs wrote in 1993, “The great and enduring problems are political, not economic. They involve the lust for power, not for money. (But then, this has been true of mankind ever since Adam and Eve, misunderstood by Adam Smith as well as by Karl Marx.)” You don't have to look too hard to find applicable lessons here for any leadership role we find ourselves in.

Posted by Michael McKinney at 08:47 AM
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Exemplary Leadership

Michael Dingake wrote this piece on leading by example in Mmegi, Botswana's daily independent newspaper. Here is an excerpt:

Any leader who like my clownish primary school teacher who used to say, "Do as I say, not as I do," cannot be a true leader. Leaders must be role models. Any leader who speaks like my teacher forfeits the role model status and is disqualified for leadership ambitions. Leaders who do not inspire emulation can at best be regarded as incompetents, perhaps clowns on the political stage. Exemplariness is a non-negotiable leadership quality.

[C]an we assume that all leaders at whatever hierarchical rung of leadership, share equal responsibility and are ipso facto expected to display equal exemplary behaviour? The American President, Truman said the buck stops at his door! He meant that the higher the responsibility of office, the higher the level of commitment to other exemplary leadership qualities like independent-mindedness, integrity, courage, impartiality and so forth.

Exemplariness is one of the most important leadership qualities one can think of. In the political arena, the governing party is not on the same social status rung as the parties in opposition for numerous reasons. The governing party is endowed with power, authority influence and resources. Public expectation, trust, hope and demand, is that the party entrusted with such responsibility has to demonstrate exemplary trustworthiness and not abuse the powers, authority and the resources under its control.

Exemplary leadership or leadership deserving of imitation is what Aristotle would call virtue in action. It's authentic. Not just talking the talk, but putting it into action. Our lives must correspond to the truth which we proclaim. Often times this means transcending our own egos. Leadership isn't something you turn off and on. It's a reality you express.

Posted by Michael McKinney at 12:33 AM
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Leadership in Local Government

The London-based Leadership Centre for Local Government launched an eight-point manifesto for leadership that reveals the challenges that face local authorities today. Stephen Taylor, chief executive of the Leadership Centre, said: “The challenge is as much about governance as it is about government. The manifesto emerged following a series of unique sessions that we held with a number of authorities designed specifically to give leaders and their respective chief executives the qualitative space to critically reflect on their leadership experiences. A summary of the manifesto's eight points are:

1. “It’s about leadership, not just leaders.” Leaders work within teams which interact with others across the organisation and externally.

2. “Leadership is of the place, not just the organisation.” Local government leadership is about engaging local people to make the area a better place in which to live.

3. “Respect difference.” Leadership work must be in the context of a council’s legacy, challenges and way of being, the manifesto says.

4. “Leading means telling a story.” Leaders need to be engaging and to make sure that people think their ideas are worthwhile.

5. “Leading requires ‘reading’.” Leaders need to be able to read situations and tailor their responses appropriately.

6. “Members and officers travel together.” Executive and corporate management teams need to work together.

7. “Politics matter.” We need to develop politicians as well as managers.

8. “People learn more from experience, not from being told.” Reflection on past experiences is important.

This is also available in a 20 page PDF booklet entitled "Living Leadership."

Posted by Michael McKinney at 09:03 AM
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