Principles delivered by the author.
1. Get out of the office and circulate among the troops
2. Build strong alliances
3. Persuade rather than coerce
4. Honesty and integrity are the best policies
5. Never act out of vengeance or spite
6. Have the courage to handle unjust criticism
7. Be a master of paradox
8. Exercise a strong hand – be decisive
9. Lead by being led
10. Set goals and be results oriented
11. Keep searching until you find your “Grant”
12. Encourage innovation
13. Master the art of public speaking
14. Influence people through conversation and storytelling
15. Preach a vision and continually reaffirm it
The chart No. of days per month on pg 23 demonstrates Lincoln’s practice of MBWA (management by walking around) during the course of his presidency.
The contents of the book are presented in four parts, each part breaks down into several sub-parts pertaining to the main topic:
Part I – People
Part II – Character
Part III – Endeavor
Part IV – Communication
If subordinates, or people in general, know that they genuinely have easy access to their leader, they’ll tend to view the leader in a more positive, trustworthy light.
Simply spending time together and getting to know one’s subordinates can overcome mountains of personal differences and hard feelings.
People generally want to believe that what they’re doing truly makes a difference and, more important, that it is their own idea.
But people are much more likely to trust a leader if they know he is compassionate and forgiving of mistakes. And trust, of course, is the essential building block for successful relationships.
When a leader begins to coerce his followers, he’s essentially abandoning leadership and embracing dictatorship.
If they knew what he would do, they could make their own decisions without asking him for direction, thereby avoiding delay and inactivity.
knew the value of making requests as opposed to issuing orders.
One of the most effective ways to gain acceptance of a philosophy is to show it in your daily actions. In order to stage your leadership style, you must have an audience. By entering your subordinate’s environment – by establishing frequent human contact – you create a sense of commitment, collaboration, and community. You also gain access to vital information necessary to make effective decisions. Additionally, when personal contact is not possible, you can send surrogates to the field to obtain information.
Invariably an organization takes on the personality of its top leader, providing that individual is in touch with the members of the organization. If the leader is petty, the subordinates will be petty. But if the leader is encouraging, optimistic, and courteous, then the vast majority of the workers in the organization will be as well.
Pettiness, spite, and vengeance are emotional reactions considered to be beneath the dignity of a leader.