Eyewitness to Power: The Essence of Leadership

Introduction

There are very few pressure cookers as tough as the White House. The men who sit in the Oval Office don't get there by chance. They are skilled politicians who have survived the gauntlet of intense public scrutiny and years of chicken dinners on the campaign trail. Some come with voter mandates; others do not. Regardless of how they got to the Oval Office, Presidents must lead.

David Gergen, well-known to many as a TV political commentator, has had the privilege of working in the White House for four Presidents, three Republicans and one Democrat. He lays bare the inner struggles in every White House to formulate policy, respond to crises, and rally popular support.

Gergen pulls no punches: there's lots of dirty laundry here for all to see, as well as moments of triumph. He tells his tales without rancor and with deep respect for the Presidency and for the four men he served. His emphasis is on leadership, not just the charismatic public face, but also the disciplined, analytical work behind the scenes to move the President's and nation's agenda forward. Eventually, as the stories are told, the essential characteristics of Presidents Nixon, Ford, Reagan, and Clinton become clear.

In the final chapter, Gergen distills seven lessons of leadership:

1. Leadership starts from within. "The inner soul of a President flows into every aspect of his leadership.... His passions in life usually form the basis for his central mission in office." Integrity is the most important personal attribute, along with courage, and "Presidential intelligence" - itself a "blend of knowledge, judgment, temperament, and faith in the future."

2. Central, compelling purpose. "He must tell the country where he is heading so he can rally people behind him.... Amongst recent executives, only Reagan was clear about his central goals.... A President's central purpose must also be rooted in the nation's core values."

3. Capacity to persuade. "Television changed everything." Those who mastered it, such as Kennedy and Reagan, were able to appeal to the public at large.

4. Ability to work within the system. Surrounding the President "are six different institutional forces with whom he must form successful working relationships." They are the public, Congress, the press, foreign powers, domestic interest groups, and domestic elites. Balancing their competing interests calls for special skills and attention.

5. Sure, quick start. Presidents need to "hit the ground running." Focusing the campaign itself on governing and developing a seasoned transition team are vital in using a new President's "honeymoon" with the public and with Congress.

6. Strong, prudent advisors. "The best Presidents are ones who surround themselves with the best advisors."

7. Inspiring other to carry on the mission. "The most effective Presidents create a living legacy, inspiring legions of followers to carry on their mission long after they are gone."

Very few of you will become President of the United States of America, but many of you do or will lead companies and are well used to the competing interests of multiple stakeholders - managers, employees, unions, ...