Colin Powell and Leadership, Research Paper Example

Abstract

Colin Powell is a man of great integrity and has a keen eye for leadership. He has been professing the ideas of leadership for many years and has had the opportunity to make positive impacts on the lives of others. Powell devised a list of his thirteen rules of life and leadership. This paper will explain those rules and give everyone an idea of how to implement those rules in their lives and in the process of becoming leaders. It will help many to understand what Powell believes a leader is and how a leader can be formed. Most importantly, this paper will allow the reader to take what is written and implement it into his or her own lives.

Colin Powell and Leadership

Colin Powell, born on April 5, 1937 in Harlem, New York has been the epitome of leadership for decades (Shichtman, 2005, p.9). He has given to his country by being a soldier in the United States Army, has taught many about leadership, and has given many people opportunities to learn from him. Surprisingly, the Army and his church as a child were the only places where Powell actually stayed without changing his direction. As a child, he could not figure out why he couldn’t make up his mind, but this made him an even better leader in the long run (Powell and Persico, 1995). It is his father he gives credit to for shaping him into a leader. “Luther Powell lived by a simple credo: work hard, keep out of trouble, and America will reward you” (Lane, 1995, p. 28). Colin believed this about his father and continued on his way to becoming one of the best known leaders in the world. He is a true leader, a person with character and diligence. He has been one to become a leader and has spread the knowledge to many individuals throughout the world. He is one to be looked up to and admired for his leadership style and his ability to give back to others through his work. Powell has come up with thirteen rules for leadership and success that will be thoroughly discussed throughout this paper; however, one must really read between the lines. One must understand that his rule may be specific, but individuals should use the rules the way they feel best relates to them. The following rules have helped many become better people, better leaders, and better partners in this oh so crazy world of defamation, cruelty and unintelligence.

 Colin Powell has developed thirteen rules for leadership and success. These include the following: It Ain’t as Bad as You Think. It Will Look Better in the Morning; Get Mad, Then Get Over It; Avoid Having Your Ego So Close to Your Position That When Your Position Falls, Your Ego Goes With It; It Can Be Done; Be Careful What You Choose: You May Get It; Don’t Let Adverse Facts Stand in the Way of a Good Decision; You Can’t Make Someone Else’s Choices. You Shouldn’t Let Someone Else Make Yours; Check Small Things; Share Credit; Remain Calm. Be Kind; Have a Vision. Be Demanding; Don’t Take Counsel of Your Fears or Naysayers; Perpetual Optimism is a Force Multiplier (Powell and Koltz, 2012). All of these are important when speaking of Colin Powell; therefore we will start with the first one: It Ain’t as Bad as You Think. It Will Look Better in the Morning.

Powell says it “Ain’t as Bad as You Think. It Will Look Better in the Morning” (Powell and Koltz, 2012, p.4). To many of us this means that no matter what we are going through, it really is not that bad and things will be different, maybe even better when we awake the next day. Powell always chose to wake up with a positive attitude and that is what this rule is all about. Powell states “this rule reflects an attitude and not a prediction” (Powell and Koltz, 2012, p.4). People must be willing to have a positive attitude in order for this rule to work. If one does not live in optimism, one will be defeated by the everyday obstacles that he or she faces. This rule helps people understand that if we do everything we can and we go home with a winning attitude our followers will believe that solving any problem is possible (Powell and Koltz, 2012). The rule expects many to believe that they can be down but never out. It helps people believe that there is a solution to their problems if they will only take the evening to think on it, reflect on it, and not be defeated.

Powell’s second rule is “Get Mad, Then Get over It” (Powell and Koltz, 2012, p. 6). Many people get mad during their lifetimes and this is not a bad thing. This is actually a very healthy emotion. However, when used in the wrong manner or to hold a grudge, being mad only hurts the person that is mad at another. It is okay to get mad, but Powell states that it is just as important to get over it very quickly. Get mad, say what you have to say (without losing your temper) and get over it. That is the only way in which a leader is going to be able to show his or her followers how to deal with emotions and still be a leader.

Powell’s third rule is “Avoid Having Your Ego So Close to Your Position that When Your Position Falls, Your Ego Goes With It” (Powell and Koltz, 2012, p.9). Here, Powell is trying to explain that a person can argue and they can argue with passion, but if they fail in the argument, to understand that their position was the faulty problem, not their ego. If a person holds their ego so close to the thing they are fighting for and they lose that fight, their ego will be crushed as well; therefore, they show their subordinates that your ego can be crushed just by losing one simple argument. Powell always expected his subordinates to argue with him. He wanted them to be able to do so and to do it right. He states the following: “My guidance was simple:”

‘Disagree with me, do it with feeling, try to convince me you are right and I am about to go down the wrong path. You owe that to me; that’s why you are here. But don’t be intimidated when I argue back. A moment will come when I have heard enough and I make a decision. At that very instant, I expect all of you to execute my decision as if it were your idea. Don’t damn the decision with faint praise, don’t mumble under your breath – we now all move out together to get the job done…Loyalty is disagreeing strongly, and loyalty is executing faithfully’ (Powell and Koltz, 2012, p.10).

This quote shows that he was willing to be challenged and willing to argue it all out, but also shows that if he made a decision, he expected his subordinates to follow it. He taught them not to let their egos be so close to the position they were making so that they would still learn to argue and lose, but still be able to execute faithfully. This is what more leaders need in their minds. They have to be willing to let others speak their own minds and give their own opinions. It’s all about listening and gaining new perspectives for both the leader and the subordinate.

Powell’s fourth rule is “It Can Be Done” (Powell and Koltz, 2012, p. 11). Powell states that this rule is more about attitude than reality as well. Each leader should wake up with an enthusiastic and optimistic attitude about his or her day and the things that he or she wants to accomplish (Powell and Koltz, 2012). Powell states “I try to be an optimist, but I try not to be stupid” (Powell and Koltz, 2012, p. 11). This is a funny thing to say, but it is very true. A person can be very optimistic and very stupid at the same time. It is important to be optimistic and realistic at the same time.

Powell’s fifth rule is “Be Careful What You Choose: You May Get It” (Powell and Koltz, 2012, p. 11). Many people have heard this saying for centuries. Be careful what you wish for; you just may get it. In today’s world, this could mean anything. However, Powell is specifically talking about making decisions. It is important for a leader not to rush into things, not to make decisions loosely. He states that there will be times in which a leader has to make a decision quickly based on time and circumstances; however, it is still important to take the time to review the consequences of those decisions. A person always has to live with the choices they make whether they are good or bad. Therefore, taking the time to figure out the advantages and disadvantages of that choice is critical. “Some bad choices can be corrected. Some you’ll be stuck with” (Powell and Koltz, 2012, p.12).

Powell’s sixth rule is “Don’t Let Adverse Facts Stand in the Way of a Good Decision” (Powell and Koltz, 2012, p. 12). Since this is Powell’s rule, he has said it best:

Superior leadership is often a matter of superb instinct. When faced with a tough decision, use the time available to gather information that will inform your instinct. Learn all you can about the situation, your opponent, your assets and liabilities, your strengths and weaknesses, the threats and risks. Select several possible courses of action, then test the information you have gathered against them and analyze one against the other. Often, the factual analysis alone will indicate the right choice. More often, your judgment will be needed to select from the best courses of action (Powell and Koltz, 2012, p. 12).

In other words, facts are good to accumulate; however, don’t use just the facts to make a good decision. Your instincts and your judgment do mean something and they give you signs for reasons. It is important to use your judgment just as much as you use the facts.

Powell’s seventh rule is “You Can’t Make Someone Else’s Choices. You Shouldn’t Let Someone Else Make Yours” (Powell and Koltz, 2012, p. 15). This is plain and simple. What Powell is saying here is that it is always good to seek the advice of others. But, remember, do not make your decisions solely based on that advice. Your decisions are your decisions and you have to live with them, just as everybody else has to live with their own. Advice is important because it may help a person get his or her thoughts together and help them see things from a different perspective, but it is not a good idea to make your own decision based on that one thing alone. “Never forget that your informed instinct is usually the most solid basis for making a decision” (Powell and Koltz, 2012, p. 15).

Powell’s eighth rule is “Check Small Things” (Powell and Koltz, 2012, p. 18). It is important to check the small things as many of these small things can result in very large consequences if the small things are overlooked. Powell says “success ultimately rests on small things, lots of small things. Leaders have to have a feel for small things – a feel for what is going on in the depths of an organization where small things reside” (Powell and Koltz, 2012, p. 18). If we, as leaders, miss the small things, there is more of a chance that we will fail in our pursuits of leadership.

Powell’s ninth rule is “Share Credit” (Powell and Koltz, 2012, p. 20). This is a very large part of becoming an effective leader. So many leaders do not think that it is important to share the credit with others if things go right. However, it is. It is very important. People need to feel as if they are worth something. Powell states this well when he says the following:

When something goes well, make sure you share the credit down and around the whole organization. Let all employees believe they were the ones who did it. They were. Send our awards, phone calls, notes, letters, pats on the back, smiles, promotions – anything to spread the credit. People need recognition and a sense of worth as much as they need food and water (Powell and Koltz, 2012, p. 20).

There is a lot of truth in this quote. People do need the recognition and praise. If they do not get it often enough, their jobs seem mundane and they no longer feel they should even put in 110%. A leader has to know how to praise and give credit when it is due. He or she should not always toot his or her own horn. It is better to give the credit and make others feel as if they are worth it and continue to get amazing results rather than give yourself all the credit and have everyone out for you, especially when they deserve the credit. A leader cannot do a whole lot without his team.

Powell’s tenth rule is “Remain Calm. Be Kind” (Powell and Koltz, 2012, p.22). This is where a leader’s emotions come in. It is important to remain calm in the middle of a storm. According to Powell, “calmness protects order, ensures that we consider all the possibilities, restores order when it breaks down, and keeps people from shouting over each other.” (Powell and Koltz, 2012, p. 22). If a person can learn to be calm when there is absolute chaos, he or she has learned one of the main concepts of leadership.

Powell’s eleventh rule is “Have a Vision. Be Demanding” (Powell and Koltz, 2012, p. 23). According to Powell, “purpose is the destination of a vision. It energizes that vision, gives it force and drive. It should be positive and powerful, and serve the better angels of an organization” (Powell and Koltz, 2012, p.24). This is very true. It is very important for a leader to have a vision. That leader’s followers must know where they are going, how they are going to get there, and what the initial plan is that is involved. It is also important for leaders to be demanding. In order to accomplish their goals, purpose, and vision, that leader must set demanding standards and ensure that each of those standards are met. If this does not happen, the leader nor his followers will be successful. However, it is also very important to set achievable standards. No person can set such high standards and always expect to reach them. According to Powell (2012), the most important part of this rule is to learn to get better and better at whatever you are trying to achieve as a leader. That should be the focus. (Powell and Koltz).

Powell’s twelfth rule is “Don’t Take Counsel of Your Fears or Naysayers” (Powell and Koltz, 2012, p. 26). Our fears are determined to hold us back. So are those who do not believe in us. If we allow those fears and those people to get in the way of our vision, we, as leaders, will fail. The only thing that ever holds a person back from achieving his or her dreams is fear itself. Naysayers are just as bad as our fears. We must not allow them to capture our vision and make us feel inferior. Powell speaks disapprovingly of naysayers:

Naysayers are everywhere. They feel it’s the safest position to be in. It’s the easiest armor to wear…And they may be right in their negativity; reality may be on their side. But chances are very good that it’s not. You can only use their naysaying as one line in the spectrum of inputs to your decision. Listen to everyone you need to, and then go with your fearless instinct (Powell and Koltz, 2012, p.26-27).

In other words, our fears and naysayers are the worst to listen to when making decisions about our dreams. A leader must learn to tune those two out and continue on the journey he or she is set for.

Finally, Powell’s thirteenth rule is “Perpetual Optimism is a Force Multiplier” (Powell and Koltz, 2012, p. 27). Powell (2012) states:

Perpetual optimism, believing in yourself, believing in your purpose, believing you will prevail, and demonstrating passion and confidence is a force multiplier. If you believe and have prepared your followers, the followers will believe (Powell and Koltz, p. 27).

This is all about faith. It is about faith in yourself as a leader, faith in your purpose, faith in your team and faith that all things are possible with the right attitude. If a person is optimistic about the things in which he or she wants to achieve, he or she is better able to achieve them. Having an optimistic attitude, one that does not believe in negativity, will allow a leader to work faster, obtain more, and achieve his or her dreams. Optimism also keeps a leader set on his or her passion. It drives a leader to want more and helps him or her get where he or she is going on his or her journey of success.

These thirteen rules that Colin Powell has developed have given many leaders a reason to keep leading. Many have studied these thirteen rules and have found them very helpful. Each one has a specific purpose and a specific way in which to help the everyday leaders in every one of our lives. Along with the thirteen rules, Powell also has much to say in reference to leadership based on strategy and execution of leadership and the character of a leader.

Oren Harari (2002) helps us understand what Powell meant when he executed strategy as a leader. The execution and strategy of a leader is important. According to Harari (2002) and the Powell principles, execution is key. A leader must articulate a vision only if he or she is able to implement it with overwhelming strength. A leader must also know how to pick his or her battles. A leader should know how to pick the battles that are most important to fight (or the visions that are most important to implement). Another of Powell’s principles is to remain flexible. It is important to never turn away a great opportunity. Also, a winning strategy is great, but a leader must know when he or she needs to change that strategy and have the power to change it quickly (Harari, 2002). In addition, it is important to remember Powell’s Three C’s – Clarity, Consistency, and Commitment. “When you are clear, consistent, and committed, you lend enormous strength to your organization” (Harari, 2002, p.123).

Another of Powell’s execution and strategies of leadership is through people. Harari (2002) states that the Powell principles for people include the following:

Count on people more than plans or structures; assume that people are competent, and that every job counts, until proven otherwise; spend at least 50 percent of your time on people; view people as partners, regardless of their place in the hierarchy; and become a servant leader. Work “for” your people (p.140).

People are a leader’s driving force. Without people sharing a common vision, the work of the leader would never be done. It is important to allow people to prove their competency and hard work just as it is important to spend time with each person, understand each person, and gain insights from each person. Learning how to view people as partners and becoming a person who works for those people is difficult for some leaders, but is something that is necessary if the leader wants the goal accomplished the best way possible.

Another of Powell’s execution and strategies of leadership is through vigilance in detail. Harari (2002) states that the Powell principles for vigilance in detail are as follows:

Master the details before and during the launch of a major project or campaign; use your mastery of details for great decisions and great execution; stay in touch with the “little” things; avoid “analysis paralysis;” and remember that discipline in details is discipline in strategy (p.153).

It is important to master the details and keep the facts straight. Without facts and details of something, it is very difficult to accomplish anything worthwhile. Knowing all the facts gives the leader a steady purpose and allows him or her to gain access to the important things. By mastering specific details, a leader is able to avoid problems, seize opportunities, and keep people focused on the purpose. It is also important to watch out for the little things. The little things could be the things in which make or break a project. One little mistake and the whole purpose could go wrong. Being able to attend to the fine points of the purpose is also important, but it is important not to become obsessive-compulsive or to micromanage. If people know what they are supposed to do, there should be any reason to do either of these. Finally, details are extremely important. Without these, a leader is not able to implement any ideas and the strategy is not worth even trying. Making sure details are followed correctly is one of the most important aspects of being a leader.

Another of Powell’s execution and strategies of leadership is through the ways in which a situation dictates a strategy. Harari (2002) states that the Powell principles for this are as follows: “Do not manage by fad; be ready to change on a dime; don’t fight the “last war;” “Ride change, rather than managing it” (p.164). It is important for a leader to be able to change roles and plans very quickly. Powell states “Don’t become rigidly wedded to any process, tool, method, or technique (Harari, 2002, p. 164). It is important for a leader to know when he or she needs to change directions and be able to do so very quickly. If he or she can do this, he or she is able to be successful. As stated, flexibility is of utmost importance and should be used in each and every way possible when dealing with projects, people, and dreams.

Another of Powell’s execution and strategies of leadership is his rules for picking people. Harari (2002) states that the Powell principles for picking people include the following:

Hire primarily on talent and values, not just on resumes: Resumes, by definition, describe past performance; when seeking talent, look for the key Powell traits in hiring and promoting; seek value alignment; hire individuals who are better than you and individuals who can compensate for your weaknesses; as a leader, apply these same attributes to yourself (p. 179-180).

Resumes are things of the past; they do not predict future performance. They only show what the person did in the past. It is important to hire people who share a vision, who have talent for what a leader is doing, and who are ready and willing to do what it takes to get the job done. Powell believes that it is important to hire individuals who will compensate for the leader’s weaknesses. This is something that many leaders do not do because they are afraid of having someone better than them around. However, this is one of the best ideas because it allows the leader to have someone who can pick up his or her “slack” per se.

Another of Powell’s execution and strategies of leadership is to trust those in the trenches. Harari (2002) states that the Powell principles for trusting those in the trenches are the following:

If your division or unit is not decentralized, consider a deep, pervasive, structural and cultural recognition; use the Internet to make sure that all units and team members have access to information – and to each other; stay on top of key matters; and stay lean and supportive (p.195-196).

A leader must know how to use his or her resources. The Internet these days is one of the greatest resources. It not only provides information, but also provides access for individuals to stay in contact and stay on top of what is going on with others. Powell states that it is important to trust those who are working for you and with you. Make sure to stay supportive of those individuals and to stay on top of the most important factors of the business, organization, and purpose.

Finally, Powell says a lot about a person’s character as a leader. According to Harari (2002), “Leaders with character stand for something – a value, an ideal, a cause, a mission. Moreover, leaders with character don’t just talk about these things. They exhibit a coherent pattern of behavior that demonstrates what they stand for” (p. 204). To Powell, character also involves courage; loyalty, confidence; selflessness, sacrifice, and empathy; “For Powell, courage – and its sibling, character – is ultimately about one’s willingness to take on duty” (Harari, 2002, p. 206). Values and integrity are extremely important to a leader. He or she must keep the values of himself or herself in them on the outside, learning to show others that these are important to have. Integrity is of utmost importance because, without integrity, leadership is just a word. A leader must learn to do things and say things with integrity. When doing things with integrity, it is easier for others to follow. In addition, loyalty is very important to a person’s character and his or her ability to be a leader. A leader must be loyal to his or her team members as well as to clients and others who support that person as a leader. Confidence is also important. Without confidence, a leader shows his team fear. Harari (2002) states that “no one gets and holds a leadership position without a healthy dose of ego. And ego, combined with commitment to mission, is what builds confidence” (p. 209). Without a healthy ego, it is easy to feel under-confident or over-confident and this can allow for many mistakes in a person’s leadership position. “For Powell, confidence is an issue of certainty and resolve: certainty in the mission you are trying to accomplish, and resolve in doing whatever it takes tactically to achieve your goals” (Harari, 2002, p. 209). Finally, selflessness, sacrifice and empathy are very important to a person’s character, especially a leader’s. As a leader, it is important to understand your people, their needs, aspirations, goals, and expectations. Sometimes, as a leader, you have to set your own feelings aside and give yourself to your people. A leader does not have time to be selfish. He or she must work as a team and give credit where due. Empathy also helps a lot more than anyone would actually think. When one has empathy for another, the relationship is different and the bond is more secure. That is the kind of leader that Powell is and expects others to be.

In conclusion, Powell believes that leadership can be shaped (not learned), since leaders have to have some fundamentals of people and leadership (Industry Week, 1996). He certainly was one of those individuals. He has learned much about character, selflessness, integrity, guidance, and people in his lifetime and he has had the opportunity to help others become leaders as well. Powell has spent mean years developing himself as a leader and has given insight to the world on what a leader is and where they come from. His thirteen rules of leadership are all important and should be something all leaders take the time to read and review. Colin Powell is and forever will be one of the best African American leaders of our country.

References

Harari, Oren. (2002). Leadership secrets of Colin Powell. (pp.105-255). New York, NY: McGraw-Hill

Industry Week. (1996, August 19). Colin Powell’s thoughts on leadership. Industry Week, 56-57. Lane, C. (1995, April 17). The legend of Colin Powell. The new republic, 20-32.

Powell, Colin & Koltz, Tony. (2012). It worked for me in life and leadership. (pp. 3-28). New York, NY: Harper Collins Publishers.

Powell, C., & Persico, J. E. (1995). My American journey: Rising from Harlem to the highest councils of power, Colin Powell looks to his – and the country’s – future. (1995). 146(12), 60-78. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=9509157620&site=ehost-live

Shichtman, Sandra. (2005). Colin Powell. (pp.8). Berkeley Heights, NJ: Enslow Publishers, Inc.