Secretary Robert Gates on leadership

This past week, I saw Robert Gates give a talk to promote his new book about how organizations can be reformed so that they work more effectively and efficiently for both their staff and the people they serve. He argues that all too often, the missing ingredient is courageous leadership. Though he focused on governmental institutions, many of his points are broadly applicable and good food for thought.

Hardly a day passes in the life of any American without having to battle one or another bureaucracy. It doesn't need to be this way. I believe institutions – bureaucracies large and small – can be fixed. Changed and made more cost effective and user-friendly, efficient and responsive, and shaped to meet new problems and challenges.

It's a combination of pragmatism and optimism that of late I haven't seen enough of in government.

More quotes below.

In truth, virtually every bureaucracy needs to reform. To modernize. To get rid of paralyzing procedural and operational barnacles that have accumulated over time. ... Reform is not a luxury, but a necessity.

Great imagery: the ship of state encrusted in barnacles.

People, not systems, implement an agenda for change.

A critical component of a strategy for change is winning the support of those in the trenches who deliver the mission of the organization. Recognition of their role and demonstrating respect for them go a long way. Any fool can, and too often does, dictate change from the top. Fundamental to enduring success, though, is inclusiveness: getting as many people involved as possible.

Lasting change depends on those below the leader embracing the change and taking ownership; making it their own. The more frequently the leader butts in, implicitly reminding his lieutenants that it's his change, the less they will believe it is theirs. A leader cannot hold individuals accountable for driving change if he refuses to let go of the steering wheel.

A leader must provide his or her people with the tools and opportunities of professional success and satisfaction. He must empower them and provide them with respect, motivation, job satisfaction, upward mobility, personal dignity, esteem – and finally the confidence that the leader genuinely cares about them, collectively and individually. You can be the toughest, most demanding leader in the world and still treat people with respect and dignity.

Yes, yes, yes. Great leaders care for their followers. Lousy leaders...well, read the next quotes.

Temper tantrums, desk pounding, yelling by a leader are an embarrassment and a waste of time and energy. ... If the boss can't control himself, that sends a signal to those at lower levels that such behavior is acceptable, and that hardly creates an environment in which inclusive, participatory reform can take place. It sounds old-fashioned, but the leader of an institution needs to be a role model.

Devotion to duty. Sincerity. Fairness. Good cheer. These are not qualities taught in school. Formal education can make someone a good manager, but it cannot make a leader, because leadership is more about the heart than the head.

Core to leadership is the ability to relate to people. To empathize, understand, inspire, and motivate. If you fundamentally don't like or respect most people, or if you think you are superior to others, chances are you won't be much of a leader – at least in a democracy like ours. Just because you're high on the organizational ladder and can tell people what to do doesn't make you a leader – just a boss.

Respect. I just might have to add "A Passion for Leadership" to my reading list.