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More than four decades after his death, John F. Kennedy remains a mythic figure who has left an indelible imprint on the nation and the world. Yet despite being praised by politicians of both parties and remaining immensely popular with the American public, JFK’s leadership abilities have often been underrated by political science scholars, who tend to credit his success to a combination of personal charisma and formidable family connections.
In his new book John F. Kennedy on Leadership: The Lessons and Legacy of a President (AMACOM Books, 2005), journalist John A. Barnes sets the record straight. He writes, “Kennedy made it look effortless. However, although the public saw the finished product, it did not see the hard work—as well as real pain and discomfort—that lay behind the polished image.”
John F. Kennedy on Leadership identifies eleven core principles that made Kennedy a unique force who would serve as the standard by which future leaders would measure themselves—and by which they would be judged. How can today’s business leaders benefit from the lessons in the book? Barnes continues, “You may not be aiming to become president, but any executive looking to improve himself or herself can profit by studying JFK’s leadership lessons.”
Here are some excerpts from John F. Kennedy on Leadership:
How to Create Your Own Vision
- Make it inspiring. If you aspire to leadership, your ability to inspire people is not optional; it is essential. A properly formulated vision will not only motivate your people to support your organization’s goals; it will inspire them to pull the organization through crises.
- Don’t go it alone. Look for role models and consult widely. Start with the history of your organization to discover the roots of its spirit; this will help you create a vision that resonates and rekindles passion.
- Don’t be boxed in by your vision. Keep it flexible in order to accommodate unforeseen circumstances or a changing marketplace.
- Make your vision inclusive. Include people from different parts of your organization in the process of creating a vision. Use focus groups to discover what inspires them. If people are left out, they may become demotivated.
- Be optimistic. Demonstrate how implementing the vision will lead to a brighter future. Consider Apple Computer’s vision, for example. Steve Jobs and Steve Wozniak set out to not simply make computers, but to have Apple computers change the world.
How to Develop Your Own Decision-Making System
- Find your style. Decision-making is the essence of what a leader does; some kind of process is essential to carry it out. Establish your style; then adapt it to circumstances. No one process is replicable for all executives at all times. Find one that suits your personal style and circumstances.
- Get into a routine and learn how to pace yourself. Overwork is a recipe for inattention and mistakes. Determine when you are at your best in contemplating decisions and then try, within reason, to work on your decision-making at these optimum times. Remember, too, that you can mull over decisions while doing other things, such as commuting or working out.
- Attend fewer meetings. Most office environments feature too many meetings. Decide which ones are essential and keep them to a minimum. There may be meetings where more will be accomplished if you are not present. Your people can come up with recommendations, then pass them on to you for the final decision. This frees up your valuable time while helping your people grow into their roles as advisers and decision makers.
- “Go to the source” if you need more information. Find out who in your organization to go to for the answers to specific kinds of questions. Keep in mind that smart, talented people have many fields of expertise, often outside their main responsibility, so take the time to find out what areas your people know.
- Try to get people to speak openly and candidly. Your people should never be afraid to speak their minds in your presence or to deliver information you may not want to hear. However, insist that your people be able to back up their statements.
- Let some advisers go, if necessary. Not everyone will be happy with your decision-making style. Some advisers may become openly frustrated if you fail to follow their advice. Some will adapt, but others may simply have to leave.
Click here to read a sample chapter from John F. Kennedy on Leadership.
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