| Every four years the United States elects a new | | | | your workplace. If you want to allow mistakes |
| President. The process isn't simple, and it isn't | | | | (and the lessons that come from them), you |
| short. | | | | must make it clear that mistakes are OK. The |
| Because this process plays out in the news | | | | fastest way to do that is to admit your own. In |
| media, and because it requires leadership both to | | | | addition, when you admit your mistakes you build |
| gain the job and do the job, there are lessons | | | | your credibility and trust with others. |
| from the process for the taking. These lessons, | | | | Whether it is raised by the media or their |
| while taken directly from the 2008 campaign, are | | | | opponents, presidential candidates typically have |
| lessons that will be seen in every future (and | | | | to deal with mistakes and/or errors in judgment. |
| many past) campaigns. | | | | Generally speaking few candidates score well in |
| Consider this article as a first step in those | | | | this area. Each tries to deflect the questions, |
| lessons. | | | | change the subject or, in some other way, deny |
| Create Opportunities for Communication | | | | there was any mistake at all. |
| Perhaps more than ever, political candidates excel | | | | There is great peril for candidates with this |
| at finding opportunities to communicate their | | | | approach. It appears from the outside that people |
| messages. It is in this communication that they | | | | don't want to admit a mistake due to ego or a |
| attempt to define themselves and their messages | | | | perceived lack of judgment. When considered in a |
| and to mobilize support for their vision of the | | | | more personal and up-close light, you realize that |
| future. | | | | not admitting a mistake is a mistake - costing |
| Leaders have the need to do these same things. | | | | credibility and trust (at the very least). |
| While your scope and topics of conversation will | | | | Unfortunately many leaders are afraid or reluctant |
| be different, you have the same needs to define | | | | to admit mistakes for the same reasons as the |
| your organization's future, to communicate your | | | | candidates, and they face the same pitfalls for |
| message, to mobilize your team for the | | | | doing so. |
| organization's goals, and more. Yet most all | | | | Build Networks |
| leaders fall short in communication. Consistently | | | | Candidates know they can't win a nomination |
| employee surveys show that communication is | | | | alone. They must have endorsements, |
| less than adequate in their organizations. This | | | | contributions, support, help and more from a wide |
| message seems to fall on deaf ears for too | | | | range of people. This is why the best politicians |
| many leaders. | | | | are typically great networkers. |
| As a leader you must communicate more | | | | Former President George H.W. Bush and his wife |
| effectively, more consistently and more often. | | | | Barbara are legends for their handwritten notes. It |
| Use the lesson of the candidates: they never miss | | | | is well documented that between them they have |
| an opportunity to share their message with those | | | | written thousands of personal notes to people - |
| they hope to lead. | | | | and they began long before Mr. Bush decided he |
| How well do you measure up to their model? | | | | wanted to be President Bush. The message is |
| Hone Your Messages | | | | clear - to reach large goals we need help and |
| The political candidates work hard to hone their | | | | support from many. All the candidates - even |
| messages. They spend tremendous amounts of | | | | those who don't win - know and act on this fact. |
| time crafting and crystallizing their key messages, | | | | However, in many organizations, individual leaders |
| philosophies and beliefs. They deliver those | | | | become insular. They might have a network inside |
| messages regularly (see the previous point about | | | | the organization, but seldom do they work hard |
| creating opportunities). The best (and ultimately | | | | to maintain and build their network - especially |
| most successful) candidates not only hone their | | | | outside their function or organization. The best |
| message, but they don't get tired of that | | | | leaders know they need to cultivate a wide |
| message; they stay on point consistently for the | | | | assortment of friends, colleagues, supporters and |
| long haul. They also have a team of handlers, | | | | more. This network will serve them in many |
| strategists and speech writers to help them and | | | | ways, often in ways not seen as it is being |
| to give them the feedback they need to continue | | | | created. |
| to improve. | | | | If you have a strong network, consider how you |
| You may not have have handlers, strategies and | | | | can tap it to support the efforts of those you |
| speec writers. (Likely you aren't giving 6 | | | | lead. Who do you know that might be a resource |
| speeches, or more, most days either!) But, you | | | | to your project team? Who might be able to help |
| need to do all of these things to have the | | | | your star employee gain some new experiences? |
| maximum impact. | | | | What opportunities can your network provide to |
| Are your main organizational messages clear and | | | | you and your people? And what can you do for |
| unwavering? Do people know the principles that | | | | them in return? |
| guide you as a leader and the organization overall? | | | | Take a tip from the candidates. While you may |
| Do you work hard to stay on message, and not | | | | never ask for a financial donation from your |
| move on to something new when you are tired | | | | network, your network will still be critical to your |
| of talking about the same initiative or project? | | | | personal and your leadership success. Invest the |
| And lastly, but just as important, are you getting, | | | | time to build and nurture it. |
| hearing and incorporating feedback from others to | | | | Presidential politics isn't business, but these very |
| help you improve your communication skills? | | | | public events do offer you opportunities to learn |
| Admitting Mistakes | | | | and apply lessons that can benefit you and your |
| Innovation will create some mistakes. When you | | | | organization. As you watch, read, and listen to |
| are trying new things, not everything is going to | | | | campaign materials, think about more than just |
| work the first time (or at all). As a leader in | | | | the sound bites and the political posturing. Continue |
| organizations you must be willing to admit your | | | | to think about the principles you observe that can |
| mistakes. Why? Because if you don't neither will | | | | serve you as a leader and can help you identify |
| anyone else. | | | | and develop your successor and the other future |
| Your silence will be interpreted as either: you don't | | | | leaders of your organization. |
| make mistakes or mistakes are not tolerated in | | | | |