By Catherine Moreton Gray, JD, Managing Editor
When Abraham Lincoln was president, he selected his cabinet very carefully. In fact, they represented the best of the best, and, in some cases, they were Lincoln’s starkest rivals. His ability to assemble such a team, according to historian Doris Kearns Goodwin, led to some great successes.
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Lincoln demonstrated an ability to withstand adversity and to move forward in the face of frustration, said Kearns Goodwin, a keynote speaker at the Society for Human Resource Management’s (SHRM) 2008 Annual Conference in Chicago. Kearns Goodwin identified 10 qualities that made Lincoln a great leader, and these 10 qualities she believes we should look for in our present-day leaders.
Listen to Different Points of View
While researching her Pulitzer Prize-winning book, Team of Rivals: The Political Genius of Abraham Lincoln, Kearns Goodwin learned that Lincoln had the capacity to listen to different points of view. He created a climate where cabinet members were free to disagree without fear of retaliation. At the same time, Lincoln knew when to stop the discussion and, after listening to the various opinions, make a final decision.
Learn on the Job
Lincoln was able to acknowledge errors, learn from them, and then move on. In this way, he established a culture of learning in his administration, said Kearns Goodwin.
Share Credit for Success
In response to concerns expressed by friends about the actions of some of his cabinet members, Lincoln stated that “the path to success and ambition is broad enough for two,” said Kearns Goodwin. When there was success, Lincoln shared the credit with all of those involved.
Share Blame for Failure
When mistakes were made by members of his cabinet, Lincoln stood up for them, said Kearns Goodwin. When contracts related to the war effort raised serious questions about a member of his administration, Lincoln spoke up and indicated that he and his entire cabinet were to blame.
Awareness of Own Weaknesses
Kearns Goodwin noted that one of the weaknesses acknowledged by Lincoln was his tendency to give people too many chances—but because he was aware of this shortcoming, he was able to compensate for that weakness. As an example, Kearns Goodwin stated that George McClellan, commanding general of the Union Army, refused to follow directives regarding the war effort. Lincoln eventually set a deadline and removed McClellan from the position.
Control Emotions
According to Kearns Goodwin, Lincoln treated those he worked with well. However, he did get angry and frustrated, so he found a way to channel those emotions. Lincoln was known to sit down and write what he referred to as a “hot letter” to the individual he was angry with, and then he would set the letter aside and not send it. If he did lose his temper, Lincoln would follow up with a kind gesture or letter to let the individual know he was not holding a grudge, said Kearns Goodwin. She noted that one of the letters was released as part of Lincoln’s Presidential Papers with a notation that it was never signed nor sent.