3. Know that coalitions are vital
During WWII, Eisenhower said, “In a war such as this, when high command invariably involves a president, a prime minister, six chiefs of staff, and a horde of lesser ‘planners,’ there has got to be a lot of patience--no one person can be a Napoleon or a Caesar.” Eisenhower knew the value of patience, and that coalitions and political sway were necessary to accomplishing the mission.
Getting things done within a coalition army was a slow process, and Eisenhower relied on patience and humility. Eisenhower didn’t storm around and demand that everything be done his way. He knew he had to work within a system and lead from within it.
There are very few Napoleons or Caesars in modern organizations. Leaders need to work with others and build coalitions if they want to get things done. They can’t simply sit back, mandate, and expect that their desires will be fulfilled.
4. There are smarter people out there
Eisenhower had the guts to admit he didn’t know everything. It made him humble and it’s why he became a successful leader. In his book, At Ease: Stories I Tell My Friends, he advises, “Always try to associate yourself with and learn as much as you can from those who know more than you do, who do better than you, who see more clearly than you.”
During WWII, Eisenhower said, “In a war such as this, when high command invariably involves a president, a prime minister, six chiefs of staff, and a horde of lesser ‘planners,’ there has got to be a lot of patience--no one person can be a Napoleon or a Caesar.” Eisenhower knew the value of patience, and that coalitions and political sway were necessary to accomplishing the mission.
Getting things done within a coalition army was a slow process, and Eisenhower relied on patience and humility. Eisenhower didn’t storm around and demand that everything be done his way. He knew he had to work within a system and lead from within it.
There are very few Napoleons or Caesars in modern organizations. Leaders need to work with others and build coalitions if they want to get things done. They can’t simply sit back, mandate, and expect that their desires will be fulfilled.
4. There are smarter people out there
Eisenhower had the guts to admit he didn’t know everything. It made him humble and it’s why he became a successful leader. In his book, At Ease: Stories I Tell My Friends, he advises, “Always try to associate yourself with and learn as much as you can from those who know more than you do, who do better than you, who see more clearly than you.”
It’s shopworn advice, but it’s something many leaders forget in the day-to-day. Leaders need to stop protecting their egos and learn from whomever they can.
5. A pat on the back is all you need
Reflecting on his leadership style, Eisenhower remarked, “I adopted a policy of circulating through the whole force to the full limit imposed by my physical considerations. I did my best to meet everyone from the general to private with a smile, a pat on the back and definite interest in his problems.”
Eisenhower boosted morale not with inspirational speeches, but with simple, honest, straightforward conversations. Instead of handing out trophies, he gave his soldiers encouraging pats on the back. It was a humble, direct way of reaching out, and it made him a favorite of the troops.
Leaders don’t need to light fireworks to reward hard work and dedication. Honest, meaningful conversation and the occasional pat on the back are sometimes enough to keep people motivated and energized.
6. Be cheerful
Eisenhower made it his business to be a positive, cheery, and upbeat. He knew optimism, like pessimism, was contagious. By remaining positive and trying to “reflect the cheerful certainty of victory” he believed he could boost individual and company morale.
Leaders shouldn’t glower, whine, complain, or pout. They must demonstrate that they are excited about the larger organizational mission and work to cultivate a sense of optimism. Make sure your mannerisms and speech reflect a positive attitude.
Oddly, intellectuals and academics across America sneered at Eisenhower while he was president. They didn’t respect his easy, simple ways and thought he didn’t have the visionary chops for such a high office. A common insult directed at Eisenhower’s intellect was, “He can't read the briefing papers because his lips are chapped.''
Today, Eisenhower’s consistent, incremental progress and drive to get things done seems less like the work of a simple minded military man and more like the work of political genius. Eisenhower was a good leader because he knew how to be political and get things done while remaining humble and, more importantly, human.
Author and Credits: SAMUEL B. BACHARACH | Columnist | Director, Cornell's Institute of Workplace Studies