Chapter 8: Exercise a Strong Hand - Be Decisive
"Some single mind must be master, else there will be no agreement in anything…" - Part of Lincoln's firm stance regarding new elections in the State of Arkansas (February 17, 1864)
Lincoln Principles
An entire organization is never wisely sacrificed to avoid losing one or two small parts.
Take advantage of confusion, desperation, and urgency to exercise strong leadership.
Seize the initiative and never relinquish it.
Don't give up all your key points of strength or the competition may "beat out your brains."
Never let your immediate subordinate take action upon your responsibility without consulting you first.
When making a decision, understand the facts, consider various solutions and their consequences, make sure that the decision is consistent with your objectives, and effectively communicate your judgment.
Remember that compromise does not mean cowardice.
Try ballots first; when ballots don't work, use bullets.
Chapter 9: Lead by Being Led
"Now, the undertaking being a success, the honor is all yours; for I believe non of us went farther than to acquiesce… But what next? I suppose it will be safer if I leave Gen. Grant and yourself to decide." - Part of Lincoln's response to General Sherman for his "Christmas gift" - the capture of Savannah (December 26, 1864)
Lincoln Principles
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.
When your subordinates come up with good ideas, let them go ahead and try. But monitor their progress.
If your commanders in the field can't 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.
Chapter 10: Set Goals and Be Results-Oriented
"I think Lee's army, and not Richmond, is your true objective point…Fight him when opportunity offers. If he stays where he is, fret him, and fret him." - Lincoln's response to General Joe Hooker, who'd asked for permission to advance on the Confederate capitol rather than engage the enemy in combat (June 10, 1863)
Lincoln Principles
Unite your followers with a "corporate mission."
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.
Chapter 11: Keep Searching Until You Find Your "Grant"
"I can't spare this man. He fights." - Lincoln's response to critics who urged the dismissal of General Grant after the battle of Shiloh, where Grant had been rumored to be drunk (April 1862)
Lincoln Principles
Choose as your chief subordinates those people who crave responsibility and take risks.
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 the 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 don't 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.
Chapter 12: Encourage Innovation
"Still the question recurs 'can we do better?' The dogmas of the quiet past, are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew, and act anew." - Lincoln, in his Annual message to congress, exhorting its members to join him in a united venture to be conducted by the executive and legislative branches of government (December 1, 1862)
Lincoln Principles
When the occasion is piled high with difficulty, rise with it. Think anew and act anew.
Don't 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, you'll 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.