The Pain of Leadership

Did you watch the inauguration?

I did.

I admit it, I’m a sucker for all the pomp and circumstance that accompanies leadership.

Why?

Because I believe in the value of ceremony. In the deep meaning of rituals. In the symbolic observance of rites of passage.

Like when a change of leadership occurs.

Through my life, I’ve watched all the televised presidential inaugurations. At times I’ve been upset — like the several elections my candidate lost — and I swore I’d boycott.

But when the day came, there I sat, glued to the set.

Truth is, pride fills my heart that in the U.S., our transitions are ALWAYS peaceful. We’ve never once changed leaders via a military coup, a civil war, a violent uprising, or a citizen revolt. Not once since George Washington took the first oath in 1789.

Pretty impressive, don’t you think? How many nations can claim that?

Our change always comes through a civilized, non-violent voting process.

Sure, we’ve had some dicey moments. One resignation and two impeachments, where tempers flared and passions ran high.

And yes, we have our malfunctioning machines and hanging chads and a few argumentative re-counts.

But by and large, it’s always a peaceful undertaking.

I hope you’re as proud of that as I am. When our country began, our democracy was jokingly called “the great experiment” by European nations that thought — and hoped — it would quickly fail.

It hasn’t. Democracy ain’t perfect. It has its warts. But it works, and I feel proud to live — and own citizenship — in the greatest country on the planet.

Channel hopping on inauguration day is also fun for me, because I like to see how the different networks cover such an event, and how they “spin” the news. I have an insatiable thirst for “fun facts” that broadcasters uncover and spoon-feed us throughout the day.

I caught two such newsworthy tidbits on ABC that hit a nerve. They might hit yours.

As a leader, they should.

And they’re the subject of this letter.

First, Charlie Gibson, Diane Sawyer and George Stephanopoulos revealed that …

… since 1974, only one U.S. president left office happy.

Only one.

Guess who?

Ronald Reagan.

All the rest left in disgrace, anger, shame, or disappointment. Wow, that hit me between the eyes. Had never thought about it.

Richard Nixon resigned in disgrace over Watergate.

Gerald Ford left never having recovered from pardoning Nixon and it tainted his presidency until the day he left office. Many felt it cost him the election in 1976, and he left in disappointment.

Jimmy Carter was shamed by the Iranian hostage crisis which lasted 444 days, and wasn’t resolved until minutes after Reagan took the oath of office. The Iranians’ message was painfully clear: Carter doesn’t scare us. Reagan does. (Wouldn’t you be embarrassed?)

George Bush Sr. had acquired impressively strong popularity ratings from a short, successful Gulf War and his diplomatic triumphs, and was virtually assured of re-election. Then, almost as fast as day turns to night, the economy went south … so did his popularity … and re-election vanished.

Bill Clinton left in shame and embarrassment over Monica and impeachment.

And now George Bush Jr. — who was hailed for his commanding strength of leadership in the year and a half after 9/11 — even by the Democratic leadership — left office two days ago with approval ratings lower than any president in recent history.

As such, all of them couldn’t wait to pass the gavel and get the hell out of Dodge.

I don’t know about you, but I find all that both fascinating and disheartening at the same time.

Think about it. You serve your country (and the world) in the highest office possible for 4 or 8 years … you badly want your name, reputation and legacy to be etched in platinum … you give what you believe is your best effort every day to that very end …

…and yet for six of our last seven leaders, the day they left was a shambles.

Hmmm.

Second, “transition day” itself carried some interesting historical factoids.

All networks I watched praised Bush for a very cordial baton pass to Obama. From election day to the inauguration, it was virtually flawless. They mentioned that even Obama’s camp gave accolades to every member of the Bush team for bending over backwards to ensure a smooth, seamless, and error-free handoff. In what could have been a mountain of awkwardness.

This was especially impressive, they noted, because even after winning the election, Obama continued to bang daily on Bush and his policies.

Martha Raddatz, ABC senior correspondent, was amazed that Bush held it together so well. Commenting on the severe jabs he took in Obama’s inauguration address, she said: “It had to be a difficult speech for George Bush to listen to.”

Gibson, Sawyer and Stephanopoulos agreed.

Then, dipping into their historical reservoir, they pointed out that not all presidential transitions have been as neighborly as this one.

They named two that were downright ugly.

Herbert Hoover wouldn’t speak to FDR.

And likewise, Harry Truman and Dwight Eisenhower uttered not one word to each other. They rode together in the presidential limousine in total silence.

Can you imagine that?

Sure, I get it that two leaders can hate each other. That’s no stretch.

But c’mon, you can’t put aside your differences for one day and smile at each other for the greater good of the country you both love?

Hate each other the day before and again the day after, if you want. But on inauguration day, for a few brief hours, while the cameras are rolling, suck it up and put on a game face. The nation is watching.

Call me crazy, but I think anything less is behavior I’d expect to see in a junior high school lunchroom … back when none of us had any real social grace or professional aplomb.

Bush may be unpopular, but give him credit for dignified and respectful treatment of his successor, who even the pundits agree, badgered him to the end.

LESSONS & ACTIONS FOR YOU:

What can we as leaders learn from all this?

At minimum, five things…

First, leadership is a constant roller coaster of wins and losses. I’ve always said, when times are good, celebrate quickly, because the next phone call may bring dreadful news. It’s almost never smooth sailing for the leader. Even when things are going well, sales up, profits strong, customers happy, and morale high … the smart leader is cautiously peering through the ticker tape parade looking for oncoming traffic.

Second, popularity, approval and support can change in the blink of an eye. Even your closest allies can turn on you. Ask any of those six presidents. Each enjoyed strong popularity at one or more times in their terms. But like a calm, sunny 65° day that turns to a Cat 4 hurricane the next, they lost it. It can happen to you. It WILL happen to you.

Third, popularity isn’t what you should be gunning for in the first place. A record of strong performance — measured by favorable results and noble decisions that serve the greater good — is a better target. True, in politics, popularity tends to be important, because politicians earn their positions by capturing votes of the populace. But in a business or organization where leaders are appointed or promoted, not so. Sure, popularity is nice, but tough decisions that serve the greater good will always piss some people off. Lincoln said it best: “You can’t please all the people all the time.” Expect opposition and anger to your decisions, whatever they may be. Said another way, if your primary goal is to please the highest number of people possible and anger the fewest, you’re a wimp. You’re serving no one well. Hang up your spurs.

Fourth, lose with grace and dignity. When the fight is over, a humble handshake and a sincere smile are noble gestures. You may be angry or disappointed or frustrated or heart-broken. Or all of the above. It’s understandable. But good sportsmanship — which adults teach kids in youth sports and expect them to shake hands after the game — seems to occasionally be forgotten by those same adults when THEY lose. Shame on them. Don’t let that be you.

And finally, leadership isn’t for the feint of heart. Not for those with wobbly knees or quivering spirits. Never has been. Any leader who believes the four points just mentioned are hogwash will have a rude awakening when each of the four explodes in his face. (Hopefully one at a time, not all at once.)

And when each happens, if there is no strength of character to draw on, no backbone to prop them up … they’re dead. Their effectiveness has expired. Game over.

Leadership is tough. At times, it requires grit, gristle, and ice in your veins. Few have the guts to walk this path. It can be physically painful, emotionally draining, and mentally demoralizing.

It can make you doubt your abilities, waver in your decisions, mistrust your own judgment, and question your sanity. Even embarrass you in front of your family.

Can you get past all that? I hope so.

Because if you can, the world desperately needs you. And a thousand more like you.

Rick Houcek facilitates off-site strategic planning retreats, helping CEOs and Leadership Teams create high-impact plans that overcome the crippling effects of lousy execution (the single biggest cause of plan failure)— and get successfully implemented! His dynamic Power Planning^TM strategic process drives action through his Escape-Proof Accountability^TM system. It’s ideal for small and mid-size businesses. To bring this potent weapon to your team, contact Rick by phone, fax or email. Visit his web site at www.SoarWithEagles.com. And ask about his 100% No-Risk Guarantee.

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