Becoming a Doer: President Obama's Wisdom Translated into Effective Leadership Practices

When Barack Obama, the 44th President of the United States, sat down with Daniel Roth, editor-in-chief at LinkedIn, the conversation quickly turned to career advice. With his unique perspective as a leader of both the public and private sectors, President Obama shared the insights he gleaned from those who had reached the pinnacle of their professions. However, what stood out to him were not the speakers, the movers, or the shakers but the doers—the individuals who were not merely present but effective in their roles.

"Learn how to get stuff done," President Obama shared. His advice was not to seek the spotlight but to let your work speak for you. Whether a task is small or sizable, taking the initiative to say, "Let me take care of that," and then doing so efficiently and effectively is the surest way to get noticed. It's about more than being the loudest voice in the room: being the most reliable, capable person who can get things done.

This blog post will dissect and explore how managers can apply President Obama's powerful advice. Drawing upon theories and practices from management and organizational behavior luminaries like Peter Drucker, Clayton Christensen, Amy Edmondson, and David Allen, we will illuminate the practical ways in which leaders can learn "how to get stuff done" effectively, regardless of the state of the economy.

Peter Drucker and managerial effectiveness

Peter Drucker, the "father of modern management," posited a distinct perspective on what makes a manager effective. According to Drucker, effectiveness isn't solely a function of hard work or intelligence; it fundamentally revolves around the judicious application of these qualities.

In his exploration of managerial effectiveness, Drucker underscored the following key elements:

1. Doing the Right Things: For Drucker, there's a critical difference between efficiency, which involves "doing things right," and effectiveness, which is all about "doing the right things." While an efficient manager optimizes resources, an effective manager also ensures the achievement of objectives. The focus should be on being effective, even while striving for efficiency.
2. Focus on Strengths: Drucker emphasized the importance of focusing on one's strengths, both as a manager and within the team, rather than overemphasizing weaknesses. This approach encourages maximizing each team member's potential, enhancing effectiveness.
3. Setting Clear Objectives: Drucker championed the "Management by Objectives" (MBO) concept, wherein clear, realistic goals are defined. This clarity in objectives guides the team's trajectory, ensuring everyone knows the end goal and how to reach it.
4. Decision-Making: According to Drucker, effective managers make well-informed decisions based on facts and prudent judgment. They consider multiple viewpoints before selecting the best course of action.
5. Time Management: Given time's limited and precious nature, Drucker argued that effective managers must be skillful at managing it. They should understand how their time is spent, eradicate time-wasting activities, and concentrate on actions that contribute to their effectiveness.
6. Developing Others: Drucker affirmed the importance of developing others, underscoring that a manager's success is intrinsically linked to their team's success. Effective managers empower their team members, fostering their growth and development.

Today, Drucker's perspective on managerial effectiveness remains influential and continues to shape the landscape of leadership and management practices. His emphasis on strategic thinking, setting clear objectives, and focusing on strengths resonate strongly with President Obama's advice: to "just know how to get stuff done," thus underscoring the continued relevance of Drucker's management principles in contemporary times.

Clayton Christensen and the JTBD theory

Clayton Christensen, a professor at Harvard Business School, is renowned for developing the concept of?Jobs-to-be-Done?(JTBD). At its core, the JTBD theory proposes that customers "hire" products or services to fulfill specific tasks or achieve particular goals. These "jobs" might be functional, such as carrying out a specific task, emotional, offering a certain feeling, or social, conferring a degree of status.

Reflecting on President Obama's advice of "just knowing how to get stuff done," the JTBD theory holds particular relevance. It prompts us to view the managerial role as a job to be done. Managers and leaders are not simply appointed for their titles; they are expected to perform specific tasks, solve problems, and achieve goals – in essence, they are "hired" by an organization to get particular jobs done, just as a customer hires a product or service.

Under the JTBD framework, designing effective solutions necessitates a deep comprehension of the job customers are trying to accomplish. In the context of leadership, this would mean understanding the organization's strategic goals, the specific issues that need to be addressed, and the resources available to do so. It's about grasping what the organization needs from its leaders and delivering on those expectations.

Moreover, the JTBD theory emphasizes outcomes and results rather than processes. This focus aligns seamlessly with Obama's advice. Instead of getting caught up in being busy, the emphasis is on actual effectiveness - tangible results and getting things done.

Finally, just as the JTBD theory underscores the need for continuous innovation (as customer needs and jobs shift over time), the same principle applies to leadership. Leaders must commit to ongoing learning and adaptability, adjusting their approaches as the demands of their roles evolve. This commitment ensures they remain effective and capable of completing their roles' ever-changing jobs competently.

The JTBD theory offers a powerful lens through which to interpret and apply Obama's advice, grounding it in a mindset that emphasizes understanding, effectiveness, and adaptability.

Amy Edmondson and the Idea of Psychological Safety

Amy Edmondson, a renowned professor at Harvard Business School, has significantly contributed to our understanding of the workplace and its dynamics. Her primary research areas encompass psychological safety, teaming, and organizational learning, all intertwined in fostering an effective and innovative working environment.

?A significant aspect of Edmondson's work centers on action-oriented behavior in leadership roles. She posits that the most successful teams and organizations are the ones that adopt a culture of action. In this context, leaders play a crucial role as they are expected to instill a sense of urgency, encourage initiative, and cultivate an environment where team members feel safe to take risks and make mistakes.

?Linking this perspective to President Obama's advice, Edmondson's concept of action-oriented leadership becomes particularly relevant. Regardless of their roles' complexity, leaders are often required to make critical decisions and take swift action. As such, a leader demonstrating action-oriented behavior is typically more effective in getting things done.

?Moreover, Edmondson's concept of psychological safety is closely aligned with President Obama's counsel. When a leader fosters an environment where team members are unafraid of taking risks, it stimulates a culture of accomplishment. Individuals are more inclined to take on responsibilities, address challenges head-on, and follow through with tasks when confident they won't be penalized for missteps. This kind of leadership approach promotes action and innovation and fortifies effectiveness - the essence of "getting things done."

Edmondson's promotion of action-oriented behavior in her work bolsters a culture of efficacy and productivity. This view resounds with President Obama's advice, underlining the vital role of leaders as problem-solvers and proficient achievers. Thus, by integrating psychological safety into their leadership style, managers can significantly enhance their team's productivity and adherence to Obama's insightful advice of "just knowing how to get stuff done."

David Allen and the "Getting Things Done" method

David Allen is renowned for developing the "Getting Things Done" (GTD) method, a time management technique designed to boost productivity while minimizing stress. The GTD method revolves around a five-step process, each contributing to an efficient and effective way of managing tasks.

Capture:?The first step is to gather all tasks, ideas, or projects that require your attention. This process ensures that nothing slips through the cracks and everything is accounted for.

Clarify: Once captured, the next step is to process each item's meaning and identify what actions should be taken. This step entails deciding whether the task is actionable, if it should be delegated, or if it requires scheduling for later.

Organize: The third step is to sort these actionable items into categories and to-do lists. This systematic approach helps to streamline the process of tackling each task.

Reflect: Regular reviews and updates of your to-do lists is the fourth step. This reflection allows you to ensure that the tasks are still relevant and important.

Engage: The final step is to commit to completing these tasks based on priority and context. This is where the execution happens, bringing us back to President Obama's advice.

The correlation between David Allen's GTD method and President Obama's advice, "Just know how to get stuff done," is evident. Both highlight the importance of taking initiative, executing tasks efficiently, and maintaining a problem-solving attitude. The GTD method promotes an organized, structured approach to handling tasks, allowing managers to perform their responsibilities effectively, thus echoing the essence of Obama's advice.

?Further, the GTD method's emphasis on understanding and prioritizing tasks is particularly relevant to Obama's advice. A leader must identify what needs to be done and comprehend the most efficient way to achieve the outcome. The GTD method provides the framework for this understanding and clarity.

Moreover, GTD's philosophy advocates for a proactive approach to tasks, a notion in tune with Obama's advice about being ready to handle whatever comes your way. It encourages individuals to face their tasks directly, demonstrating initiative and a can-do attitude, crucial traits for effective leadership.

In summary, David Allen's GTD method practically applies Obama's advice, providing a clear framework for "getting stuff done." It underscores the significance of action, initiative, and problem-solving in leadership, which is crucial for managers aiming to enhance their effectiveness in their roles.

Conclusion

Barack Obama's guidance – "learn how to get stuff done" – provides a simple yet profound roadmap for managers and leaders across sectors. With its focus on initiative, execution, and problem-solving, it encapsulates the fundamental essence of leadership and managerial effectiveness. These principles have been echoed and expanded upon by experts such as Peter Drucker, Clayton Christensen, Amy Edmondson, and David Allen, whose theories and methods offer practical strategies for actualizing Obama's advice.

?From Peter Drucker's philosophy of effectiveness over sheer efficiency to Clayton Christensen's innovative Jobs-to-be-Done theory, these luminaries provide a framework for understanding the role of a manager as someone "hired" to achieve specific outcomes. This perspective allows leaders to align their actions with their organization's strategic goals, thereby enhancing their effectiveness and enabling them to "get stuff done."

?Amy Edmondson's research on psychological safety demonstrates the power of creating an environment that encourages risk-taking and innovation. Her findings underscore the importance of fostering a culture of action and accountability in teams, aligning well with President Obama's emphasis on taking initiative and delivering results.

?Similarly, David Allen's "Getting Things Done" method offers a practical, structured approach to handling tasks efficiently and effectively. It serves as a valuable tool for leaders to prioritize and manage their responsibilities, embodying the crux of Obama's advice to be action-oriented and reliable.

These theories and methodologies illustrate how leadership is about something other than holding a title or being in the spotlight. Instead, it is about embodying a problem-solving mindset, taking the initiative, and ensuring efficient and effective task execution. It is about fostering a culture of psychological safety where team members feel empowered to take risks and innovate.

Moreover, these perspectives align with President Obama's emphasis on choosing passion over paycheck, indicating that influential leaders are genuinely invested in their work and are committed to delivering results, regardless of the scale of the task at hand.

In closing, President Obama's advice serves as a timeless reminder for all leaders: success lies not in being the loudest voice in the room but in being the one who can reliably and effectively "get stuff done." It is through this commitment to action, execution, and problem-solving that leaders can genuinely make their mark and drive their organizations forward, regardless of the economic climate.