Lincoln on Leadership: executive strategies for tough times by Donald T. Phillips; 3 editions; First published in ; Subjects: Views on political leadership. Leadership is leaders inducing followers to act for certain goals that represent the values and the mofivafions – the wants and needs, the aspirafions. Lincoln on Leadership - Summary - Download as PDF File .pdf), Text File .txt) or read online.
|Language:||English, Spanish, German|
|Genre:||Business & Career|
|ePub File Size:||15.33 MB|
|PDF File Size:||16.45 MB|
|Distribution:||Free* [*Register to download]|
Very relevant. My copy has several passages underlined, such as this one about how Lincoln prepared for public speaking. Phillips wrote, "He spent hours. Who Should Read “Lincoln on Leadership”? Leaders wanting to make themselves even more successful, by following Lincoln’s principles. Donald T. Phillips is an author, who has been in the business world for years. The premise of this paper is to present a case study analysis of the book entitled Lincoln on Leadership, which was written by Donald T. Philips (). The purpose of this paper is to demonstrate, through a book review, that leadership principles of past, successful leaders can.
It is important that the people know you come among them without fear. Seek casual contact with your subordinates. It is as meaningful as a formal gathering, if not more so. Dont often decline to see people who call on you. Take public opinion baths.
Upcoming SlideShare. Like this document? Why not share! An annual anal Embed Size px. Start on. Show related SlideShares at end. WordPress Shortcode. Johnsonget Follow. Published in: Full Name Comment goes here.
Are you sure you want to Yes No. Be the first to like this. No Downloads.
Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide. Lincoln on Leadership: Executive Strategies for Tough Times to download this book the link is on the last page 2. Description Lincoln on Leadership is the first book to examine Abraham Lincoln's diverse leadership abilities and how they can be applied to today's complex world.
Make no explanation to your enemies. What they want is a squabble and a fuss; and that they can have if you explain, and they can not have it if you dont. Avoid major conflict in the form of quarrels and arguments.
You simply dont have time for it. Exercise a Strong Hand Be Decisive If you are a good leader, when your work is done, your aim fulfilled, your people will say, We did this ourselves.
Try not to feel insecure or threatened by your followers. Let disputing parties work out their differences by bringing them together and guiding their dialogue.
Always let your subordinates know that the honor will be all theirs if they succeed and the blame will be yours if they fail. Write letters to your subordinates making the personal acknowledgement that they were right and you were wrong. When your subordinates come up with good ideas, let them go ahead and try. But monitor their progress. If your commanders in the field cant be successful, neither can you or your executive staff. Never forget that your organization does not depend on the life of any one individual.
The greatest credit should be given to those in your organization who render the hardest work. Set specific short-term goals that can be focused on with intent and immediacy by subordinates. Those leaders who achieve something at the head of one group will eclipse those who do nothing at the head of a hundred.
Sometimes it is better to plough around obstacles rather than to waste time going through them. Leave nothing for tomorrow which can be done today. Your war will not be won by strategy alone, but more by hard, desperate fighting.
Your task will neither be done nor attempted unless you watch it every day and hour, and force it. Remember that half-finished work generally proves to be labor lost. Go out into the field with your leaders, and stand or fall with the battle. If employees gripe about one of your chief supervisors, and the complaints are true, do not be afraid to remove him. Give your followers all the support you can, and act on the presumption that they will do he best they can with what you give them.
Provide your managers a three-to-five month grace period to see if they will take action and perform adequately.
If they dont perform adequately, ease them out of power gradually, always giving them ample time to turn it around. Beware of subordinates who keep piling up information without ever really accomplishing anything. Coach and counsel a new executive so that he or she may get off on the right foot.
Remember, you want him to succeed. Do not forget that aggressive leaders tend to choose employees in their own image. Let the thing be pressed.
Encourage Innovation When the occasion is piled high with difficulty, rise with it, think anew and act anew. Dont lose confidence in your people when they fail. Let your subordinates know that you are always glad to have their suggestions. If you never try, youll never succeed. Except in matters of broad policy, encourage subordinates to take action on their own initiative, without waiting for orders. Remember that the best leaders never stop learning.
Surround yourself with people who really know their business, and avoid yes men. Be quick and decisive at employing new advances and make every attempt at getting new weapons into your soldiers hands immediately. Master the Art of Public Speaking Be your organizations best stump-speaker, with droll ways and dry jokes. Extemporaneous speaking is your avenue to the public. Use a variety of body language when you speak. Prepare yourself thoroughly for you public speaking engagements. Never consider anything you write to be finished until published or, if a speech, until you deliver it.
Remember that there will be times when you should simply not speak. Say to your listeners: Kindly let me be silent. Try not to make mistakes when you speak publicly. Everything you say is inherently heard. If you make a mistake it doesnt merely affect you but the organization as well. You should often couple written documents with verbal discussions, thereby catching the idea with two senses rather than just one.
Both you and your subordinates will remember it better, even if you do not understand it better. Influence People Through Conversation and Storytelling When you meet an individual, try not to part with any unpleasant impression on either side.
Speak in simple and familiar strains with people, without any pretension of superiority. Leave people with the feeling that theyve known all their lives. Dont forget that humor is a major component of your ability to persuade people. A good laugh is good for both the mental and physical digestion.
Remember that people are more easily influenced through the medium of a broad and humorous illustration than in any other way. You will often avoid a long and useless discussion by others or a laborious explanation on your own part by a short story that illustrates your point of view. The sharpness of a refusal or the edge of a rebuke may be blunted by an appropriate story, so as to save wounded feelings and yet serve the purpose.
Loyalty is more often won through private conversation than in any other way. Everywhere you go, at every conceivable opportunity, reaffirm, reassert, and remind everyone of the basic principles upon which your organization was founded. Effective visions cant be forced on the masses. Rather you must set them in motion by means of persuasion.
Harness your vision through implementation of your own personal roving leadership style. When you preach your vision, dont shoot too high. Aim lower and the common people will understand you. They are the ones you want to reach at least they are the ones you ought to reach.