Eisenhower: A Lesson In Being a Successful Leader In Any Endeavor

Great Tips On Strategic Leadership For Any Organization

?“The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, or in an army, or in an office.”?– Dwight D. Eisenhower

Thousands of books and articles have been written about leadership. Billions of dollars are spent annually on workshops, formal training, videos and other leadership development activities around the world trying to extract and teach the vital essence of what makes an effective, action-oriented leader who gets over-the-top results. Does leadership consist of certain defined personal and professional traits, behavioral styles or types of personalities? Does the way someone is brought up as a child or other nurturing and experiential factors determine who morphs into a leader? The continuing question and arguments among experts remain, “Are leaders born or made?” Eisenhower at his Presidential news conference in November 1956 noted, "Leadership is a word and a concept that has been more argued than almost any other I know."

Giant personalities before and during World War II like Churchill, FDR, General George Patton, English Field Marshal Bernard Montgomery, General George C. Marshal, Russian General Georgy Zhukov, German Field Marshal Erwin Rommel, Joseph Stalin and Adolph Hitler might have remained relatively unknown and unacknowledged for their abilities, rises to power and for their impact upon the world, were it not for the situations and times they were thrust into.

William Shakespeare profoundly declared, “Some are born great, some achieve greatness, and some have greatness thrust upon them.” The last two of those likely described what happened to Dwight David Eisenhower (nicknamed “Ike,” an abbreviation of his last name). He was the Supreme Allied Commander during World War Two and was responsible for the allied invasion of Europe. The war brought upon the world stage many political and famous military and political leaders who are now part of a memorable history. Eisenhower earned his five stars during the war years because he set the standard for “Supreme Command” in coalition campaigns. He proved to be a diligent, highly competent commander who excelled in strategic thinking, political astuteness, diplomacy and overall trustworthy leadership.

This article focuses primarily on several of Eisenhower’s valuable leadership skills and abilities during the war, even though he served in five more globally pivotal positions afterwards as Head of the American Occupation Zone in Germany, Chief of Staff, President of Columbia University, Supreme Commander of NATO and President of the United States. Eisenhower was passionate about leadership and developing those abilities in others. Today’s executives in business and leaders in any organization can learn much from this honorable and impressive man.

?Leadership Factors that Count

In our business and social cultures, we tend to gravitate to “Big Personalities.” That can especially apply to leaders. Some of them have that magical “IT” or “X Factor” that is indescribable and cannot be easily analyzed or replicated. It’s been described as some combination of a megawatt charisma, confidence, presence and perhaps sparkling charm that makes people quickly follow them or be easily influenced and taken by them. Other leaders, like Eisenhower could be described as being a more reserved, yet impressive “Quiet Professional" who was extremely effective and unfailingly professional.

He had no equal in managing, stroking and cajoling prickly alliance personalities like Patton, de Gaulle, Montgomery, Churchill, Admiral Darlan, MacArthur and Italian Marshall Badoglio, who all showed some behavioral aspects of being self-aggrandizing, domineering, flamboyant, narcissistic ?and self-serving. Unlike them, Ike had a generally calm and measured way of dealing with people. He was unpretentious in manner, decorum and dress, wearing a simple, modest military uniform and carrying on without drawing attention to himself or exhibiting any type of drama or excessive, animated behavior. He was a man of principle who exuded simplicity.

Sometime in the 1960s Eisenhower noted, “Not long ago, I read an item quoting some psychologist as saying that the virtues of intelligence, integrity and courage alone are not enough for leadership. The most important ingredient the psychologist said is a mysterious ‘Factor X’ (that's what Ike called it). But I, for one, am willing to leave ‘Factor X’ to the psychologists and concentrate on a handful of known qualities which I am convinced are the essence of leadership.”

?Eisenhower included selfless dedication as perhaps the greatest of the leadership qualities he described. Next, he listed courage and conviction as a key trait, not just for the military, but for any leader dealing with tough situations, obstacles, detractors and resistance to change when you know what is the right thing to do. Fortitude of spirit Eisenhower said, was another vital ingredient in the recipe for successful leadership, “…the capacity to stand strong under reverses, to rise from defeat and do battle again, to learn from one’s mistakes and push on to the ultimate goal.” Humility is a decided asset in leadership according to him, “A sense of humility is a quality I have observed in every leader whom I have deeply admired.” Part of that humility, he believed consisted of leaders publicly accepting responsibility for mistakes of subordinates that the leader selected and, likewise, to publicly give them credit for their successes and triumphs.

Ike stressed the critical importance for leaders to do homework— to have a strong, persistent willingness to work hard, prepare themselves and others completely and to know their field of activity thoroughly. Without a steady, disciplined effort to get the job done and without developing a sharp competency in one’s job, the result is a hollow form of leadership. He had enormous powers of focus with his very disciplined mind. He worked through problems and opportunities in a hierarchical way determining which ones were the most important to deal with and which are second tier problems and situations that can wait a day or longer.

Eisenhower advocated using the power of persuasion. He always tried to ask or recommend, rather than directly tell — to use persuasion rather than “pulling rank” and making someone do something. General Eisenhower knew that there were times when a leader had to make a decision and make sure it was implemented regardless of what others thought. However, he said, “But, whenever men can be persuaded rather than ordered — when they can be made to feel that they have participated in developing the plan — they approach their tasks with understanding and enthusiasm.”

There have been interesting articles highlighting the difference between a “boss” and a “leader.” One depicts a hardcore form of person full of bluster who dictates, threatens, dominates and perhaps intimidates, while a true leader would collaborate motivate, and encourage people to get superior performance from them. Ike was blunt about that when he offered, “You don’t lead by hitting people over the head — that’s assault, not leadership.” He had a paperweight displayed on his desk with a Latin inscription meaning, “Gently in manner, strong in deed.” He held to that saying.

?Leadership Qualities and Skills of Dwight “Ike” Eisenhower

General Eisenhower, with his masterful skills as a strategist, planner, organizer, politician, motivator and command leader, was instrumental in helping to win the war against the Germans with the massive D-Day landing on Normandy, France on June 6, 1944. Later as U.S. President, he kept America safe during the aftermath of the Cold War by projecting military power against totalitarian regimes while fostering economic prosperity at home. Every leader has a different set of competencies, characteristics, skills, styles and behaviors that enabled him or her to bring about successful results in whatever they do. The following are some key leadership strengths that Eisenhower had from which we can learn and further develop.

One: Be a Likable Leader

It’s a great benefit if followers will: 1. like; 2. respect, and 3. trust their leaders. That trio of feelings is a gifted combination to aim for with leaders. When leaders love, care for and take care of the people who work for them, they will, in turn, be liked and possibly loved. That helps leaders achieve goals through individuals and teams. Being likable helps reduce resistance, conflict and obstacles to change and innovation, for example. People will usually go the extra mile for leaders to whom they genuinely have a great deal of affection. The troops liked Eisenhower — a great deal.

You don’t necessarily have to be charming, have an engaging, warm personality or work hard at getting your followers or employees to like you. If you show them respect, sincere concern about their needs, circumstances and situations, actively listen to them, recognize, praise and reward them for their good (especially exceptional) work, that will naturally cause them to like you as a leader… and as a person. It helps if you have EQ — “Emotional Intelligence” where empathy, kindness, thoughtfulness and compassion are part of your personality mix. Eisenhower had it. He was genuine and forthright in doing all those things — and more — for his commanders and troops. That endeared them to him.

Ike avoided criticizing, let alone attacking people personally. He never took cheap shots. He clearly understood and appreciated the distinction between forceful disagreement and an attack on the motives or character of a person. General Eisenhower was obviously human in that he had a temper when things went badly or someone sloppily messed up or was irresponsible. But his brief outbursts were temporary and he was reluctant to harp on it or punish someone for an honest mistake. He had a little trick for handling his anger. He would write the name of the blameworthy or offending person and put it in his “anger drawer,” banishing it away from his sight and thought.

Likeability isn’t the first thing we think of for leader. This is true especially about those who are hard-charging, assertive and ambitious ones like executives, for example, who are laser-focused on hardcore results, revenues and profits more than anything else, including building relationships with employees. Yet, it’s a good idea to ask yourself how likable you are in your position. You may want to consider adjusting your style and behavior appropriately, if warranted.

Now, while likability is really a bonus for leaders, getting the respect and trust of your followers is paramount. If they like you, yet there’s a deficit of respect for and (especially) trust in you, their loyalty, motivation and dedication to following you will be seriously jeopardized. Trust and respect are always key. Likability, while desired and even very important in many cases, is not the top priority in relation to the other two characteristics. It certainly helps, though!

Two: Have Effective “Unity of Command”

Eisenhower believed in the importance of having “Unity of Command.”?According to this military principle, officers, troops and others in their unit should have only one leader, who will be responsible for all the actions taken by them. It’s actually advocated for all businesses and organizations. Under principles of war, this unity of command means that all forces fall under one responsible commander and that was Eisenhower, the Supreme Allied Commander, who had the authority to lead planning, preparation and direct all forces, logistics and resources for the D-Day landings. Simply put, it means one mission, one goal, one direction with one leader in charge.

In the 1980s, “Matrix Management” became popular with many corporations, especially with the former terrific company I worked for — Digital Equipment Corporation (DEC) — the world’s largest and best minicomputer manufacturer. It’s an organizational structure in which some employees and especially cross-functional project teams would report to more than one manager, executive or leader — relationships typically described as a solid or dotted line reporting structure. While it provided some benefits of shared knowledge, open communication and cross-collaboration between groups and departments, there was often lack of clarity around roles and responsibilities, potential confusion and slower decisions.

Matrix management became disfavored about two decades later as it often created organizational complexity and a potential for conflicting management directives and priorities. The advantages of unity of command include a firmer and better sense of authority and accountability between different levels of the military or civilian working forces. In addition, it establishes better professional relationships in an organization. It’s important for the organization to run in the best direction of success and avoid conflict, indecisions, procrastination and turf battles. Unity of command ensures that.

Three: Visit With and Connect With Your “Troops.” See and Be Seen

Successful leaders always emotionally and intellectually connect with their followers. They know how to tap into the feelings of people in ways that are reassuring, comforting, motivating, inspiring and galvanizing (them) to action. Ike was such a leader. He wasn’t a Ra-Rah type of cheerleader, but knew how to genuinely “work the crowd” of his troops to boost their morale in a most authentic and heartfelt fashion. He never thought of or treated his men as faceless numbers or push pins to position around a map of a battle plan. Rather, he always remembered that each man was a feeling individual with hopes and dreams of his own with a family back home who cherished and loved him. As a result, his troops felt Eisenhower was one of them who understood, supported, appreciated and deeply cared for them. Eisenhower said, “You can't lead from behind a desk.”

The World War II D-Day invasion of Europe on five Normandy beaches, called “Operation Overlord,” was a massive, unprecedented undertaking, the largest amphibious landing in history. There were about 11,500 aircraft and 7,000 naval vessels involved. On the first day of landing over 156,000 men came ashore, unfortunately, with many casualties. Within five days, over 350,000 men with 54,000 vehicles and over 104,000 tons of supplies, materials and equipment went ashore. By June 30th, 850,000 men were in France, along with almost 150,000 vehicles and a staggering 570,000 tons of supplies.

Can you imagine the incredible amount of planning and preparation around logistics, maneuvers, strategies, tactics and everything else connected with this enormous monumental undertaking? The German’s extensive fortifications, mines, obstacles, weapons and manpower were daunting and deadly. In spite of all the impressive Allied equipment, men and planning, the hoped-for outcome of the invasion was not assured. While Germany was losing battles, the war itself, was not lost and great setbacks could occur if this invasion was not successful. Literally, the fate of the free world hung in the balance. Can you imagine the crushing pressure and responsibility for the successful outcome that Ike felt? All this was on his shoulders.

Since Eisenhower, as Supreme Allied Commander, was ultimately responsible for its victory, wouldn’t (and shouldn’t) he obviously have spent all his precious time in the war rooms with his generals, admirals and other experts overseeing and being an integral part of the critical planning to strategize, explore options and emergency contingencies to ensure absolutely nothing was likely left to chance? Well, that’s NOT what General Eisenhower did. No doubt that he spent an inordinate amount of time with the allies going through all plans and an overall roadmap to victory, knowing they did all they possibly could to think, question, plan and prepare. He smartly delegated key responsibilities to the right people for planning as well.

General Eisenhower was experienced and wise enough to know that battles and wars are not won in big rooms by groups of high-level officers with charts and statistics, but on tough battlefields where warriors’ courage, confidence, perseverance and the unstoppable will to win was utmost. Ike knew these brave men had to conquer fear, push through pain, suffering, exhaustion and hardships and be willing, if necessary, to sacrifice everything and die to have victory against a fierce, extremely competent and determined German force to end this brutal war and save the world from evil and tyranny.

Instead, four months before the world-shaking invasion with the largest air and sea armada ever assembled, General Eisenhower, along with his top officers, visited 26 Army Divisions, 24 airfields, 5 warships and numerous military bases, depots, hospitals and other outfits. His goal was to meet, greet and get to know as many of the soldiers, sailors, airmen, nurses and as many others as he possibly could in person — face-to-face. When he arrived at a location, rather than talk to them in a formal formation (as many generals would do), he asked them to break rank and gather closely around him.

To develop quick rapport with and emotionally connect with his troops, instead of asking them military questions, he would ask them about their families, where they were from, what they wished to do after the war, what life was like back in their hometowns and cities and other important personal questions. You’d see smiles on their faces, a relaxed posture and an eagerness to engage their general, whom they respected, trusted and liked. ?

By being warm, informal and approachable, Ike wanted to project that, while he was their top commander, he was also simply one of them on the same vital mission. He had a sincere tenderness for his men and they knew it and felt it. Throughout his visits, he gave them encouragement, praise, support and strengthened their morale and confidence. He assured them that he would provide as many resources, equipment and weapons for them to be victorious. Eisenhower was the kind of leader who deeply cared about and wanted to help those whom he led.?He was a true “Servant Leader” even though during WWII or afterwards during his presidency there was no name for this valuable style of leadership.

When their Supreme Allied Commander personally met with them and showed them great respect, shook their hands and patted them on their backs, he boosted their spirits, warmed their hearts and helped to stiffen their spines for the upcoming battles. During his frequent visits, Eisenhower saw firsthand what was happening. He did not need reports. He asked them questions and listened intently. That enabled him to get important information directly and right away to enable him to assess the situations and fix any problems personally. Seeing and being seen enabled Eisenhower and his top officers to directly communicate the key aspects of their mission and vision and make sure his troops knew what they faced and what was expected of them.

Eisenhower had a purpose to motivate and inspire his officers and troops to fight — and decisively win. But, he admitted that he also wanted to be with them because they inspired and energized him to go on. He believed that it was their courage, strength and faith he drew from them that allowed him to better lead. He said, “In the Army, whenever I became fed up with meetings, protocol, and paperwork, I could rehabilitate myself by a visit with the troops. Among them, talking to each other as individuals, and listening to each other's stories, I was refreshed and could return to headquarters reassured that, hidden behind administrative entanglements, the military was an enterprise manned by human beings.” If you are a manager, executive or leader of some organization, would you draw that type of energy from your people (in various departments and locations) who report to you?

Management By Walking Around (MBWA) refers to managers, executives or leaders of any organization visiting and walking (or “wandering”) around in mostly an unstructured manner, through a factory, office or other area at random to check with employees, equipment, or on the status of ongoing work. It’s an important opportunity to bond with workers, provide motivation, thank them for their contributions and reward those for extraordinary achievements.

It’s an unplanned movement within a workplace, rather than having a date or time where employees expect a visit from higher ups. The benefit is that a manager/leader, can do a random sampling of activities or discussions with employees and, therefore, is more likely to bring about boosted morale, a sense of organizational purpose, productivity and improved quality and innovation to the organization, as compared to remaining in an office area and waiting for employees or status reports to arrive there, as events warrant. It’s active leadership, not "passive management or administration.”

That term of MBWA became especially popular by Tom Peters and Robert H. Waterman in their famous 1982 book, In Search of Excellence: Lessons from America’ Best-Run Companies The book highlights that by being there (present), asking searching questions and listening intently and showing genuine interest and concern, executives and others might uncover rich opportunities they didn’t know existed. Business, organization and government leaders need to get out to see, hear and experience firsthand what is going on in their organizations. More importantly, they need to connect with and develop more rapport with their employees and show that they care and greatly appreciate the jobs they do. You can’t lead from behind a desk. See and be seen.

Three: Demonstrate Your Optimism and Positivity in Actions

Canadian broadcaster and playwright Lister Sinclair once aptly said, “A frightened captain makes a frightened crew.” People carefully look to their leader to see what his or her attitudes, feelings and emotions are when all are experiencing a threatening or bleak situation or especially a dangerous crisis. If the leader is fearful, fatalistic or just downbeat, so will they become. Eisenhower said, “Pessimism never won any battle” and added, “Optimism and pessimism are infectious and they spread more rapidly from the head downward than in any other direction.”

It’s hardly possible to be confident, encouraged and positive if a leader you respect and trust isn’t feeling and showing that in the least. Ike always knew the risks and dangers the allies would face. Yet, he never let circumstances and setbacks sour his attitude, hopefulness and demeanor, especially in front of others. He had a success mindset, always focusing on the positive aspects of something. While he never sugarcoated a situation and was candid about risks and the situation troops would face, he still projected a can-do spirit with them.

Competent, effective leaders strive to avoid displaying bad behaviors. They shouldn’t complain, whine, unjustifiably criticize, brag, pout or show a gloomy or especially a defeatist attitude or look. Ike knew he had to consistently role model cautious optimism and set an upbeat tone of positivity and professionalism for his officers and troops. Ike maintained an outwardly calm and composed manner with them to avoid spreading more fear or anxiety that they might already have.

As a business or other organization leader, you need to keep the morale and motivation of your managers, teams and individual employees lifted and maintained. Realistic optimism will enhance creating an effective strategy, developing solutions, facilitating better decisions and taking rightful action. That positivity will create confidence and let people get out of difficulty and bring about the recovery of their organization.

General Eisenhower worked closely with Sir Winston Churchill during World War Two. Churchill clearly was one of the most optimistic leaders of all time. He said, “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.” Churchill was exceptionally skilled at using the vocabulary of hope, faith and motivation to overcome fear and hopelessness. He was able to comfort, strengthen and turn the British people around when they were being bombed endlessly and were initially close to losing the war. He made them feel brave and special and had them believe that they would win over the Germans, despite the enemy’s relentless onslaught.

An optimistic leader focuses on opportunities and strengths instead of obstacles. Showing negativity and fear do not belong in their world. Optimistic business executives and other organization leaders envision and communicate a better, brighter future. They are able to encourage and motivate people to work toward achieving that shared vision. Optimistic leaders do not allow their people to wallow in the dark and difficult times they may currently experience. These “up” leaders encourage them to acknowledge the reality of the situation, to plan ahead, take action and work toward a better and more successful future.

Four: Check and Manage Your Ego

Ego reflects a person’s sense of self-esteem and self-importance. Egos can be a great strength and a great weakness, depending on how one feeds them and manages them. Having a controlled and healthy ego gives one confidence and drive to achieve important goals in life. An unhealthy ego can get in the way of one’s success, especially regarding relationships with people. Eisenhower had a healthy, productive and positive ego. He said, “Always take your job seriously, but never yourself” and he lived by that motto.

While he always felt capable of achieving even big, important results, he never had an inflated ego or a distorted one that harmed his ability to lead sand develop good relationships. He subjugated his ego to the mission. In an article in Readers Digest in June 1965, he wrote this about selfless dedication, “Perhaps the greatest of these (leadership) qualities is single-minded and selfless dedication to the task at hand. Any leader worth his salt must of course possess a certain amount of ego, a justifiable pride in his own accomplishments. But, if he is a truly great leader, the cause must predominate over self. I don’t know of any man in our time who embodied this quality of selflessness to a greater degree than General George C. Marshall. Time and time again, I saw him refuse to let ambition or personal preference color his judgment or actions.”

?Remarkably for such an important commander, Eisenhower had a sense of grounded humility where he saw himself as a normal GI. He said, “Humility must always be the portion of any man who receives acclaim earned in the blood of his followers and the sacrifices of his friends.” One of Ike’s professional strengths was his ability to effectively deal with the huge, overblown egos of other allied generals, some of whom were frustrating and highly annoying prima donnas.

Field Marshal Bernard Montgomery (known as “Monty”) was one of the most prominent, successful British commanders of the Second World War. Dealing with Monty was often a test of patience and self-discipline. He loved the limelight and had a flair for self-promoting showmanship much like that of General George S. Patton. General Charles de Gaulle was often unreasonable, overly demanding — a handful and quite difficult to deal with. Many felt de Gaulle had a “Messiah Complex,” with his believing he had a divine mission to save France. Yet, Eisenhower had a keen sense of power politics and knew how to get these massive ego leaders in the military and politics to cooperate and even at times compromise for the greater good of the war effort. That was a valuable leadership, diplomatic and EQ (Emotional Intelligence) skill.

Famous celebrities — especially those who are narcissists — in entertainment, sports, media, politics and even business often have notorious, counterproductive egos. These puffed-up egos have often been described as a blimp — big, but delicate and prone to deflate easily. How do you know if your ego is unhealthy and works against you and drives you to act and make decisions not in your best interests??One of the first signs is you detest criticism and reject advice, ideas and recommendations to improve things, especially yourself. You constantly compare yourself to others and rate yourself better than them. You must always win, even at the expense of others. You talk, brag, interrupt others and seldom listen to the wisdom of people, feeling that what you say is of utmost importance and must be heard above all else.

Another sign of being blinded by your ego is that you get very defensive at the smallest thing or perceived slight. You show no sense of gratitude or appreciation for the contribution of others and love to take full credit for any accomplishments and results. Finally, you make everything about yourself. Big ego people are not necessarily narcissists, but the converse is definitely true.

An undesirable ego stops us from reaching our full potential. We don’t take a true, realistic perspective on life and people. We push away opportunities to grow personally and professionally, while missing chances to build meaningful connections and satisfying relationships. It's so important for all of us to check our expanding ego and manage it properly. A healthy ego will drive your career growth and enhance your character. It shows good self-esteem, one that acknowledges one’s own limitations and does not fear to show vulnerability. That positive ego doesn’t need to constantly resort to defensiveness, whenever it feels threatened, and yet has a definite sense of self-worth and competence. Great leaders check and manage their egos.

?Five: Endeavor to Be Modest and Humble as a Leader

Humility and integrity are closely entwined. They are about putting others before yourself. Despite humility's importance as a key component of good character, being humble and having real concern for others does not always align with traditional perceptions of tough leaders and their actions. Eisenhower never said, or even intimated that he was humble or modest. That would be a betrayal of a key personal and professional virtue. It seems that mentioning that you have important trait somehow spoils it.

Eisenhower was, indeed, quite humble and modest, especially when compared to many of his famous contemporaries. He had the guts to admit he certainly didn’t have all the answers, or even most of them. Instead, he relied on the ideas, strategies, concepts, recommendations and proposed solutions of others. Humility says, “I need help.” It says, “There are smarter and more creative people out there who should be part of our plan.” Admitting help or support is not a weakness, but a real character strength. Ike never made it about himself, but about his troops and those others who supported his goals to bring about victory. The millions he commanded deeply respected and trusted him as a result of his integrity and rare leadership humility.

One of the greatest examples of a leader showing extreme humility came from John 13:1-17 in the Bible when Jesus washed the feet of his disciples in the upper room during the Last Supper. It was the shining display of His humility and His servanthood. Walking on the filthy and dusty roads of Israel with sandals made it imperative that feet be washed before a communal meal, since people usually reclined at a low table and feet were very much in evidence.

When Jesus rose from the table and began to wash his disciples’ feet, He was doing the work of the lowliest of servants. He also wanted to make a point perfectly clear — “Pay it forward” as servant spiritual leaders. When He washed the disciples’ feet he said, “I have given you an example, that you should do as I have done to you.”

U.S. (Democrat) President Truman was also a man and leader of exceptional integrity and humility. He left the White House in 1953. It was historian David McCullough who noted, "He had no income or support of any kind from the federal government other than his Army pension of $112.56 a month. He was provided with no government funds for secretarial help or office space, not a penny of expense money." To ease his transition back into private life, Truman sadly had to take out a bank loan.

In spite of this, President Truman refused to cash in on his being a former president, "I could never lend myself to any transaction, however respectable. That would commercialize on the prestige and dignity of the office of the presidency."?He turned down lucrative offers, such as that from a real estate developer inviting him to become chairman, officer, or stockholder, at a figure of not less than $100,000.

Truman refused to accept consulting fees, commercial endorsements, or to engage in lobbying. He wouldn't even take the free car that Toyota offered him as a gesture of improved Japanese-American relations. Compared to today’s politicians and, unfortunately, some retired military leaders or Special Ops troops who rake in millions and write tell-all best-seller books and get outrageous speaking fees, Truman surely appeared to be a paragon of virtue, dignity and decency, if not comparatively saintly. Eisenhower had that ethical gravitas as well.

?Summary

General Eisenhower was an excellent leader and man of honor and character. I hope this article offers some valuable insights to strengthen your own leadership abilities. The General left us with this valuable metaphor about leadership, “Pull the string, and it will follow wherever you wish. Push it, and it will go nowhere at all.” So, we need to properly and smartly “pull” people eagerly toward our goals, missions and visions.

About the Author

Ray Anthony?is the?Chief “Innovader”?in The Woodlands, Texas, USA. He is the author of 9 books and over 100 articles on organizational change, innovation, leadership, creativity, sales, presentation skills and other strategic business topics. His vanguard book,?Innovative Presentations for Dummies?(Wiley Publishing) shows how to powerfully reimagine, reinvent and remake presentations that win against the toughest odds. Ray is a successful, dynamic keynote speaker, executive coach, program developer, corporate trainer, videographer and creative who has worked with numerous Fortune 500 corporations and elite U.S. government agencies (CIA, NASA and USSOCOM) to help improve their operational performance and results through creativity and innovation. He can be reached [email protected]?or cell: 832-594-4747.