"If nominated, I will not run; if elected, I will not serve." So spoke the legendary Union General William T. Sherman after being asked if he would accept the Republican nomination for president in 1884. His name still hated in some parts of the South, Sherman is best known for his devastating "March to the Sea" and the scorched earth tactics that did so much to cripple the infrastructure and will of the Confederacy. Also the originator of the phrase "war is hell," Sherman and his difficult military career provides a stark example of why leadership is not always an easy or enviable position.
Seasoned leaders of the corporate world also understand that, although not without its perks, management is usually accompanied by significant challenges. So if you have decided that management is your calling, then some practical considerations are in order. My own sensibilities (borrowed largely from some of my own bosses) mainly focus on three areas: prioritizing goals, avoiding micromanagement, and developing a sense of personal independence.
First Things First
It is common knowledge that Bill Clinton's political strategy highlighted the importance of the economy. Frequently phrased as "It's the economy, stupid," the idea was that a strong economy was consistently among the most important considerations for the electorate. A successful candidate need not be perfect; a voter's desire for financial security was often the primary concern at the ballot box and served to cover a multitude of a politician's sins.
At the corporate level, a similar type of strategy should apply as well. A manager has many important duties, but typically economic ones are the most crucial. Although this is not surprising—companies, of course, are in the business of making money—managers need to focus intentionally on economic realities when creating a schedule and prioritizing tasks. Sure, it's great to attend every company function, participate enthusiastically in every corporate and HR initiative, and develop strong relationships with your peers and reports. However, a manager with lackluster financial results will usually receive little grace even with an otherwise impeccable record. It is the focused pursuit of strong financial results that makes for an indispensable manager.
Don't Nitpick
The late patriarch of my wife's family had an unusual sense of humor. When his great-grandchildren crawled on his lap, he used to snap his fingernails in their hair and pretend to find and "crack" nits. If, like me, you had never given much thought to what "nitpicking" really meant, this is it: getting rid of lice eggs. Before modern medicines were developed, removing lice eggs from strands of hair was a time-consuming and meticulous process. Although the origin of the phrase is largely lost today, the expression "nitpicking" lives on as a description of focusing too much on trivial or small errors.
Simply stated, a managerial strategy overemphasizing details can be a counter-productive distraction. As time is always a limited commodity, bigger problems are often left unaddressed when focus is diverted upon trivialities. Most importantly, nitpicking can significantly deplete a manager's own human resources. Being overly critical can lower a staff's sense of competence and foster a spirit of dependence. Ultimately, a staff lacking confidence will monopolize a manager's time and severely limit of the crucial pool of ideas from which important decisions are made.
The Secret of Your Success
As a young undergraduate, I knew someone with a knack for breaking the ice with prospective friends by eating canned peaches through his nose. (Don't try this at home, folks). Although admittedly this particular skill has limited applicability in the corporate world, it does provide an illustration for how people can be very successful at accomplishing difficult tasks when they do them on their own terms. There are certain habits and practices that typically lead to success; however, it's the application of those habits and practices by a particular personality that make for an outstanding leader.
Of course, an integral part of utilizing your unique personality is defining your own goals for managerial success. As much as you may buy into your company's philosophy, it cannot be a substitute for your freedom of conscience or personal set of goals. When it comes to such matters, you can have no "superiors" and cannot be a follower. Independence of mind is crucial for your success as a leader and a person. As it has been said, "Your real boss is the one who walks around under your hat."
