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Archive: Leadership personalities
Captain of his team
Competence, coolness under pressure and outstanding teamwork do not happen fluently if the captain of the team chokes.
By Doug Feaver | October 21, 2009; 10:00 AM ET | Comments (0)
'Service before self'
As legendary basketball coach John Wooden used to say, "Sports do not build character. They reveal it." The same is true in a crisis.
By Robert Goodwin | October 21, 2009; 06:08 AM ET | Comments (0)
The opposite of 'balloon boy'
Most Americans are tired of hyped-up media sensations like Michael Jackson or 'balloon boy' and inspired by stories of ordinary people doing extraordinary things.
By Andy Stern | October 20, 2009; 04:08 PM ET | Comments (10)
If Wall Street were an airline
Captain Sullenberger exhibited the kind of can-do, can't-fail leadership that business needs if we hope to re-build it into a trustworthy enterprise.
By Barry Salzberg | October 20, 2009; 11:33 AM ET | Comments (1)
Our secret hope
Against our suspicion that leaders are self-seeking egomaniacs, we still hope that when we are in danger, a competent, trustworthy, selfless leader will emerge to save the situation.
By Michael Maccoby | October 20, 2009; 11:09 AM ET | Comments (0)
Made in the U.S.A.
Capt. Sullenberger didn't just elevate the public's opinion of the airline industry; he also restored pride in the skill of American workers.
By Yash Gupta | October 20, 2009; 11:04 AM ET | Comments (0)
'What's my river?'
Many of us are not in roles that yield such immediate, high stakes, or tangible signs of success. Capt. Sully's success reminds me to ask: What river are we aiming for?
By Tom Monahan | October 20, 2009; 08:17 AM ET | Comments (3)
No back-seat drivers
Leadership is easier to discern Sullenberger's case, and in sports and war, than it is in politics and public policy because it is clear cut and unequivocal.
By Slade Gorton | October 20, 2009; 06:32 AM ET | Comments (0)
Hero insanity
If Americans weren't so burned out by all the bad behavior by politicians and celebrities, we'd reserve the word "hero" and "leader" for circumstances that actually merit their application.
By Alan M. Webber | October 19, 2009; 09:06 PM ET | Comments (30)
Not a five-minute journey
In Sullenberger's story, we come to appreciate the highest calling of leadership: An absolute focus on the mission, whatever the chaos, fears, or even terror of the moment.
By Michael Useem | October 19, 2009; 05:28 PM ET | Comments (0)
The quiet workers
Perhaps we are fascinated because we hope there are many more Sullies out there, quietly leading and working for the betterment of us all.
By Ed O'Malley | October 19, 2009; 03:57 PM ET | Comments (0)
When nobody is looking
Everyone today who appears to be a role model or a hero ends up disappointing us. With Capt. Sully, the more we learned, the more we admired.
By Beth A. Brooke | October 19, 2009; 03:53 PM ET | Comments (0)
Does hero = leader?
I am not sure people think of "Sully" as a leader, as much as they think of him as a "hero," but in U.S. politics, heroes often called upon to be political leaders.
By Howard Gardner | October 19, 2009; 02:39 PM ET | Comments (1)
The power of humility
As leadership authors, we often describe leaders who give more than they take. When a story like Sully's comes along, we are able to say, "There it is, that's what I mean."
By Lt. Col. Todd Henshaw (Ret.) | October 19, 2009; 02:35 PM ET | Comments (1)
Understated leadership
In the current political environment, elected leaders are not rewarded for quiet, calm and understated leadership.
By Kurt Schmoke | October 19, 2009; 02:32 PM ET | Comments (0)
Nominee: Gates, Kopp and Mayor Greg Nickels
If there were a Nobel Prize for Leadership, it should go to individuals and teams whose ideas, communications and actions actually improve lives or propel others to release their talent to improve the world.
By Patricia McGinnis | October 16, 2009; 10:02 AM ET | Comments (0)
Nominee: Fred Adams of Utah
Fred Adams did the improbable: Build an affordable, popular Shakespearean festival in rural America.
By Ken Adelman | October 15, 2009; 04:34 PM ET | Comments (0)
Everyday Servant Leaders
Servant leaders make huge sacrifices and risk their lives for the benefit of humanity -- often laboring in obscurity.
By Robert Goodwin | October 15, 2009; 04:29 PM ET | Comments (0)
Idea Creation, Not Message Broadcast
Bringing people together just to tell them something is obsolete. Bringing people together to create new ideas is more important than ever.
By Roger Martin | October 15, 2009; 04:21 PM ET | Comments (0)
Champion of the Poor and Voiceless
There's no great challenge in leading those who are able to fight their own battles.
By Bill Shore | October 15, 2009; 04:18 PM ET | Comments (0)
Nominee: White House Usher
There should be a Nobel Prize for leadership for the best "servant leader" we can find, and my nomination is White House Chief Usher, Rear Admiral Stephen W. Rochon.
By Daisy Wademan Dowling | October 14, 2009; 03:22 PM ET | Comments (1)
The Best Executives
The financial crisis showed us the enormous power of corporate executives to create or destroy value. What we need is a global leadership prize to recognize the best of them.
By Angel Cabrera | October 14, 2009; 05:35 AM ET | Comments (39)
No Prize for Norwegians
If the Norwegians meant to bolster Obama's ability to change the world for the better, I doubt they have succeeded.
By Michael Maccoby | October 14, 2009; 05:16 AM ET | Comments (1)
A Burden, Not a Reward
Leaders like President Obama are under enough pressure as it is without winning a prize that places the hopes of the world on their shoulders.
By Joanne B. Ciulla | October 13, 2009; 02:37 PM ET | Comments (0)
Nominee: Social Entrepreneurs
A Nobel Prize for Leadership, in my view, would be awarded to those who bring about change for the good of humanity -- today, that means social entrepreneurs.
By Howard Gardner | October 13, 2009; 02:00 PM ET | Comments (0)
A Disturbing Silence
My Nobel Prize for Leadership would recognize not achievement broadly defined, or abstract qualities of leadership, but clear and undeniable moral authority.
By Alan M. Webber | October 12, 2009; 10:35 PM ET | Comments (2)
The Best Disappointer
The Nobel Prize for Leadership should be awarded to those who have demonstrated unusual courage in disappointing their own people in pursuit of a solution to an intractable problem.
By Marty Linsky | October 12, 2009; 10:31 PM ET | Comments (0)
Nominee: Ben Bernanke
Under tremendous pressure, Bernanke calmly helped fashion a U.S. policy response to the financial meltdown that brought the world back from the brink.
By Paul R. Portney | October 12, 2009; 10:26 PM ET | Comments (0)
Nominee: U.S. Armed Forces
Our military is made of imperfect people who acknowledge their faults and learn from past mistakes.
By Col. Charles D. Allen | October 12, 2009; 10:20 PM ET | Comments (6)
The Pedestal Problem
By exalting singular public figures, we ordinary people tend to distance ourselves from the idea of leadership, not realizing we ourselves are capable of it.
By George Reed | October 12, 2009; 10:06 PM ET | Comments (2)
A Confluence of Traits
If you were giving out a prize for leadership, the likely recipient would be someone who possesses not just one outstanding quality but a confluence of strong traits.
By Yash Gupta | October 12, 2009; 09:53 PM ET | Comments (0)
Diplomacy's Remote Chance
Diplomacy and negotiation are appropriate as long as they promise any chance of success, but our long history with such approaches show that chance with Ahmedinejad is remote.
By Slade Gorton | October 2, 2009; 04:25 PM ET | Comments (0)
The Hollow Language of Sanctions
We've had sanctions against the Castro regime for 50 years, and Castro remains in power, in part because the U.S. is alone in imposing sanctions.
By Yash Gupta | September 30, 2009; 09:49 AM ET | Comments (4)
Uprooting Bad Leaders
The problem of Ahmadinejad will not go away on its own. Bad leaders never do. They must be forced to change.
By Barbara Kellerman | September 29, 2009; 01:43 PM ET | Comments (104)
Don't Play His Game
U.S. leaders need to sit down and patiently try to lay out a broad framework for trade and cooperation with Iran.
By Joanne B. Ciulla | September 29, 2009; 11:26 AM ET | Comments (6)
High-Stakes Chess
While he's paying attention to our rook, our knight should be maneuvering into position to help us get what WE want.
By Bob Schoultz | September 29, 2009; 11:15 AM ET | Comments (48)
Obama's Khruschev
With bullies like Khruschev or Ahmedinejad, it is essential to take unambiguous, unyielding positions, or they will think we won't stand up to them.
By Michael Maccoby | September 29, 2009; 05:46 AM ET | Comments (5)
Malignant Megalomaniac
As a personality, Ahmedinejad should be completely ignored.
By Howard Gardner | September 29, 2009; 05:40 AM ET | Comments (9)
Enough Surprises!
After half-a-century of conflict, let's do our homework this time, figuring out what we want and then going about the process of influencing the right people.
By Prudence Bushnell | September 28, 2009; 05:17 PM ET | Comments (6)
Undermining the Adversary
In every case of a menacing adversary, strategy matters. That means acting with others, picking the right moment to press the case, and looking for key openings to undermine the moral, financial or political authority of your opponent
By Andy Stern | September 28, 2009; 01:57 PM ET | Comments (1)
Stabbed in the Back
One of the great weaknesses of the West (and our allies) in dealing with Ahmedinejad is our inability to execute a mutually agreed-upon, coordinated strategy.
By Marshall Goldsmith | September 28, 2009; 01:45 PM ET | Comments (1)
Made Real by Contradictions
Ted Kennedy's contradictions made him seem real, and his consistencies made lasting change.
By Patricia McGinnis | August 30, 2009; 11:50 PM ET | Comments (0)
Winning Over My Mother
I grew up in a family in which Ted Kennedy was regarded as the worst politician in America, but today even my mother -- now dependent on Medicare -- is grateful for his leadership.
By Paul Schmitz | August 28, 2009; 01:09 PM ET | Comments (0)
The Late Bloomer
His could have been a story of the misspent life of the younger son, but Teddy Kennedy found a way to turn his life around and become a true statesman.
By Deborah Ancona | August 28, 2009; 11:49 AM ET | Comments (6)
Leading From the Front
On issue after issue -- minimum wage, children's health care, immigration -- he kept focused on the goal, neither distracted by setbacks or deterred by delays.
By Andy Stern | August 28, 2009; 11:45 AM ET | Comments (0)
An Example Sorely Lacking
Kennedy's ability, even his willingness, to collaborate with members of the opposing party set an example that is sorely lacking in Washington today.
By Yash Gupta | August 28, 2009; 11:41 AM ET | Comments (1)
The Kennedy 'Alumni' Association
Staff in Kennedy's office and committees were among the best in the business. This can become a self-perpetuating virtuous cycle, as great people invariably cite "quality of colleagues" as a key driver in employment decisions.
By Tom Monahan | August 27, 2009; 12:38 PM ET | Comments (1)
Consistency of Purpose
The warrior from Massachusetts reminds us that, to make things stick, the leader needs to stick to what matters.
By Barry Salzberg | August 27, 2009; 11:29 AM ET | Comments (0)
The Secret of Smart Staffers
The unspoken key to Senator Kennedy's leadership is this: He was never afraid to hire people on his staff who were smarter than he was.
By Alan M. Webber | August 27, 2009; 11:25 AM ET | Comments (5)
The Playboy, the Leader
A playboy, a womanizer, a child of "royalty" -- yet Ted Kennedy still grew and developed as a leader.
By Howard Gardner | August 27, 2009; 11:15 AM ET | Comments (0)
Keep On Plugging
All leaders can learn from his willingness to keep on working under difficult circumstances and to let go of his own "need to be right" in order to find meaningful compromise.
By Marshall Goldsmith | August 27, 2009; 11:10 AM ET | Comments (0)
From Lightweight to Leader
In his life journey, he responded to devastating family tragedy and personal failure by dedicating himself to further the common good.
By Michael Maccoby | August 27, 2009; 10:53 AM ET | Comments (0)
Passion Without Invective
The senator known earlier for his free-wheeling life became a study in serious commitment to transcendent issues.
By Mickey Edwards | August 27, 2009; 10:42 AM ET | Comments (0)
Persistent But Gracious
I vividly recall our meeting exactly 10 years ago when Medtronic was working to gain his support for an FDA reform bill -- Kennedy was a persistent but gracious negotiator.
By Bill George | August 27, 2009; 10:30 AM ET | Comments (0)
Breaking Through the Gardol Screen
Ted Kennedy lived and worked behind the screen of his family name until failure pushed him to find his authentic leadership style.
By Marty Linsky | August 27, 2009; 09:24 AM ET | Comments (11)
We Still Need Visionary Leaders
Shell-shocked from the recession, we may hope for cautious, careful leaders. But ultimately the leaders we need are bold visionaries -- Freud called them narcissists -- who create something new.
By Michael Maccoby | August 21, 2009; 06:05 AM ET | Comments (13)
'Precious' Advice
G.K Chesterton wrote there are three ways to enjoy leisure: "The first is being allowed to do something. The second is being allowed to do anything and the third (and perhaps most rare and precious) is being allowed to do nothing."
By Joanne B. Ciulla | August 13, 2009; 12:23 PM ET | Comments (0)
Easy to Say, Hard to Do
It is an act of leadership for someone with significant responsibilities to "take care of yourself" rather than sacrifice your body for the cause. Unfortunately, as I pack my laptop for vacation, this is a case of "Do as I say...."
By Marty Linsky | August 13, 2009; 08:53 AM ET | Comments (4)
Single Dad and CEO
No leader I admire has every told me they wished they had worked harder and sacrificed their personal lives and families more for their work.
By Paul Schmitz | August 13, 2009; 08:25 AM ET | Comments (12)
Wilderness Mission Statement
Those of us who teach leadership in wilderness settings have wrestled with the communication question for decades. The answer is to choose the communication options that fit your mission.
By Rick Rochelle | August 12, 2009; 10:55 AM ET | Comments (0)
Quitting Work Addiction
Taking vacations can be part of a larger discipline in "saying when" that includes eating right, getting enough sleep, exercising regularly, and even napping.
By Robert Bruner | August 12, 2009; 10:37 AM ET | Comments (4)
Recess for a Reason
One need not be "plugged in" while on recess to continue learning and effectively do one's job.
By Slade Gorton | August 12, 2009; 10:30 AM ET | Comments (0)
Effectiveness, Not Exhaustion
Leaders need to free themselves periodically from work and associated stresses, and no one is too important to take a vacation.
By Yash Gupta | August 11, 2009; 12:31 PM ET | Comments (2)
Get a Real Vacation
If you're going to unplug and relax, make sure you arrange a vacation you'll actually enjoy.
By Michael Maccoby | August 11, 2009; 12:28 PM ET | Comments (0)
FedEx on the Beach
A first principle of leadership is to take care of yourself. That means making sure you are of sound mind and reasoned judgment.
By Michael Useem | August 11, 2009; 10:44 AM ET | Comments (1)
'Kill' the Leader
Solid succession planning means handing the reins to the next in charge and pulling yourself out of the daily rhythm of the business to allow others to lead.
By Lt. Col. Todd Henshaw (Ret.) | August 11, 2009; 10:39 AM ET | Comments (1)
The Worst Vacations
Some of the worst vacation experiences I've seen happened when leaders were unable to say to themselves and their families or friends, "Now is not the time for me to disconnect."
By Tom Monahan | August 11, 2009; 08:23 AM ET | Comments (3)
A Culture of "Busyness"
Good leaders create other leaders. Think about what it says to the next generation when leaders model workaholic tendencies.
By George Reed | August 11, 2009; 07:32 AM ET | Comments (2)
Not Whether But How
If a leader decides to take a longer break, whether clearing brush in Texas or going deep-sea fishing, as Harry Truman liked to do, the key is to not break the line of communication.
By Mickey Edwards | August 11, 2009; 07:26 AM ET | Comments (1)
Unplug So Others Can Too
If the leader can't unplug, nobody else will, and performance may suffer as a result.
By Barry Salzberg | August 11, 2009; 07:14 AM ET | Comments (12)
Relax or Else
Not only does the leader need to unplug and unwind, but the rest of the organization needs to know it can function well without the leader's constant presence, virtual or otherwise.
By Bob Schoultz | August 11, 2009; 07:10 AM ET | Comments (0)
Threshold for Contact
To unwind you not only have to truly get away, but also need the peace of mind that issues will be properly managed -- including contact initiated when truly essential.
By John H. Cochran, MD | August 10, 2009; 01:51 PM ET | Comments (1)
A Safari Lesson
The reality in today's world is that leaders have to stay in touch with their organizations and with rapidly changing events on a 24/7 basis, even while on vacation.
By Bill George | August 10, 2009; 11:34 AM ET | Comments (9)
A Succession Test-Run
The only way to escape the rush of current events and to give potential successors an opportunity to fly solo in the top seat is to get away and let the leaders on the next level down run the outfit for a time.
By Gen. Monty Meigs (Ret.) | August 10, 2009; 11:31 AM ET | Comments (1)
Find Your Philosophy
Put forth your own philosophy of recreation-and-renewal, apply it to the specific situation at hand, and remain as consistent as you can throughout the term of your leadership.
By Howard Gardner | August 10, 2009; 11:26 AM ET | Comments (1)
An Absolute Need
You cannot recharge the battery and use the energy at the same time.
By Andy Stern | August 10, 2009; 11:10 AM ET | Comments (0)
