Special Report: Election ’08

What you can learn from Barack Obamas management style

his political views mirrored those of some of his past and present associates. He and his camp also knew that they could easily assert similar charges against his opponents—a tactic even the media slyly suggested. But Obama understood that while dramatic plays in politics make for good copy in the press, they do little to effectively further political goals.

John W. Rogers Jr., CEO of Chicago-based Ariel Investments and the campaign’s Illinois finance co-chair, recalls times when offensive smear tactics were suggested. “Obama’s vision was to take the high road during the campaign,” he says. “Some of us thought he should go negative toward Hillary and try to remind people of some of the horrible things that happened during the Clinton administration. He said absolutely not. That’s not the campaign I’m going to run. I only want people on board who are going to take the high road as well. It took a lot of courage to stick to that commitment.”

Corporate Lesson It can be easy for an executive to be focused on winning at any cost. In a highly competitive environment, smearing or maligning a fellow executive can feel like fair game, if the goal is to win that highly prized promotion or contract. But as much as the personal objective is to advance your position in an organization, the overall goal is always to work in a manner that will benefit the company. Ron Williams, president, chairman, and CEO of Aetna, likes to remind employees to “attack the problem, not the person.”

HE LISTENS TO OTHERS

“The foundational skill of organizing is to be a good listener,” says Jerry Kellman, who hired Obama as a community organizer in 1985, “and [Obama] does that well.”
He remembers how Obama galvanized the residents of Chicago’s Altgeld Gardens, the nation’s first public housing projects, to fight for the removal of asbestos in their homes, by first understanding many of their other frustrations, such as unemployment.

Throughout his campaign and entering his presidency, Obama has consistently focused on listening to the concerns of the American people. Upon winning the election he launched the Website Change.gov (www.change.gov), allowing for an exchange of dialogue and ideas, and he has also gathered an eclectic group of advisers who represent a cross section of the American public.
Corporate Lesson: Having strong communication skills is a hallmark quality of leadership. Knowing how to articulate goals is imperative, but listening is an important part of engaging employees and inspiring colleagues to action. “Listening is a discipline,” writes John Baldoni, author of Lead by Example: 50 Ways Great Leaders Inspire Results (AMACOM; $21.95), “Experienced leaders know that listening is not a passive process; it requires energy, time, and most of all, commitment to do it.”

HE MOTIVATES PEOPLE TO WORK TOGETHER

When Obama presided over the Harvard Law Review in 1990, racial issues such as affirmative action and faculty diversity polarized the faculty and student body at the law school. Berenson admits he was part of the “hearty band of politically conservative students on the Review”

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