13L
By Patricia D. Armstrong - Maryland
Neither a biography or a tribute, The Leadership Secrets of Colin Powell, by Oren Harari, sheds light on revelations observed in this great leader. This book examines leadership strategy, execution, and character in more provocative ways than most other leadership books. The sixteen short chapters can be read in any order making the book an easy read. Anyone doing an Internet search for “a leadership primer” will discover the popular quotation appendix that sums it all up. As Colin Powell would say:
Leadership is the art of accomplishing more than the science of management says is possible.
Make some people mad. Harari reveals that effective leadership, the kind that truly performs and makes positive changes, is one of not stifling anger, but leading anger. Wanting to be liked by everyone is mediocrity. Making the hard decisions, getting people out of their comfort zones and perhaps hot under the collar, and effecting the group’s improved performance, will create respect and loyalty from the good performers. Today’s ever-changing world cannot survive with the status quo. Provoking change and directing the positive outcomes of controlled anger is one of the effective leadership traits.
Rules for picking people. A resume of degrees and titles obtained should not be the deciding factors on who to select for a job. A high energy drive, integrity, loyalty, intelligence, judgment, a balanced ego, the ability to see around corners, and a desire to get things done are the most important. These qualities are hard to be trained into a person. A novice person with these qualities will be easy to train on the fundamentals of the business. These qualities are explained in the book, but it will be noted here that loyalty means honestly giving input even if it means creating a debate. When the debate ends, however, loyalty is demonstrated in implementing the decision as if it were your own.
Leadership is lonely. Leaders seek out the responsibilities and set the example that is closely watched by everyone. Once leaders have listened, collaborated, delegated, inspired and empowered, it’s lonely. Harari’s illustration of Powell reminds leaders to be prepared that the buck stops here, the decisions rest on your shoulders, you take the heat, and you must stand on the consequences of your own decisions.
Have fun. Don’t be a workaholic. Have interests outside of work about which you are equally passionate. Work hard, but balance your life by also playing hard.
The book reviews the remainder of Harari’s revelation of Powell’s leadership traits. The trait I was most struck by is the unselfishness from an ego standpoint. Being a truly great leader takes great courage and personal sacrifice.
May 2006
