Three Leadership Skills Businesses Can Learn from the Political Campaign


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Voters in 10 states will head to the polls today to cast their ballots in the Republican presidential primary. Known as Super Tuesday, the 2011 Grand Old Party race features more than 400 delegates and four candidates.

As the candidates square off, we can take some lessons about good leadership from the campaign trail:

  1. Don’t Be Political, but Do Know What People Care About. Like the candidates, leaders need to know the hot-button issues that people care the most about. What are the people in your company most anxious about, and what do they need direction on? Provide that direction, get those resources, but avoid posturing and manipulation—it causes trouble and mistrust. There will be politics, but, as John Bell, former CEO of Jacobs Suchard (Nabob, Kraft) said, “Deal with politics, but don’t be political.”
  2. Don’t Pander, Be Authentic. Leaders don’t have to kiss babies to show that they can connect with regular people. But they do need to use emotional intelligence. It’s important to be likable, to actually listen to employees, not just act as though you are, and to show that you care. That’s how good leaders garner followers.
  3. Don’t Peddle Your Influence, Align Your Interests. Politics is often about trading on quid pro quo relationships —and using one’s “influence” to get votes. In business, leaders must “lead with influence,” which Forum defines not as “influence peddling,” but as “the ability to generate results collaboratively, in a variety of contexts, without direct or positional authority.” Leaders must understand the importance of authentic relationships and actively seek to align interests with people at all levels inside and outside the organization around shared goals. If they can’t do that, they will go nowhere.

Republished with author's permission from original post.

Maggie Walsh
Maggie heads up Forum's leadership practice. She conducts research and develops products informed by Forum's experience working with leaders across levels, industries and geographies, grounded in their real work, and designed to enable leaders to grow, develop and deliver business results. Maggie's current focus is leadership practices for uncertain and changing times.


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