Lincoln On Leadership: Executive Strategies for Tough Times

by Donald T. Phillips

In 1864 he stated: “Everything I say, you know, goes into print. If I make a mistake it doesn’t merely affect me nor you, but the country. I therefore ought at least try not to make mistakes.”

“I catch the idea by two senses. But when I read aloud I hear what is read and I see it, and hence two senses get it and I remember it better, if I do not understand it better.”

James MacGregor Burns wrote that “the Leader’s fundamental act is to induce people to be aware or conscious of what they feel – to feel their true needs so strongly, to define their values so meaningfully, that they can be moved to purposeful action.”

Communication creates meaning for people. Or should. It’s the only way any group, small or large, can become aligned behind the overarching goals of an organization.”

In other words, say what you mean, and mean what you say.

Lincoln built credibility by being consistent and clear when speaking to others. But he did it with more than words; his actions mirrored what he said. Nothing frustrates subordinates more than receiving mixed messages.

contemporary leader who is introverted or shy (as Lincoln was in his youth) must make every effort to overcome this trait.

He was not a born king of men . . . but a child of the common people, who made himself a great persuader, therefore a leader, by dint of firm resolve, patient effort, and dogged perseverance. He slowly won his way to eminence and fame by doing the work that lay next to him – doing it with all his growing might – doing it as well as he could, and learning by his failure, when failure was encountered, how to do it better . . . . He was open to all impressions and influences, and gladly profited by the teachings of events and circumstances, no matter how adverse or unwelcome. There was probably no year of his life when he was not a wiser, cooler, and better man than he had been the year preceding.