Lessons From the Political Battleground

Posted by Greg Bustin (November 1, 2004)

Last week, George Bush won a close and hard-fought presidential election in his race with Senator John Kerry.

Whether you voted for him or not (and many didn’t), and whether or not you believed his arguments (and many didn’t), the success of President Bush and his team brought to light once again the indisputable power of time-tested principles that leaders embrace when battling for hearts and minds.

In politics as in business, the battle is waged for awareness, understanding, acceptance and action. What are some of the most important lessons today’s business leaders can adapt from the recent presidential campaign? Here are five.

Know who you are, and who you want on your team. Like him or not, Bush knows what he stands for and what he stands against. He stuck to his convictions about the war on terrorism and the war in Iraq. He held firm that his tax-cut policies would re-ignite the economy. But what in business is often called an “unfair competitive advantage” was the position he staked out that many (even within his own circles) thought risky: differentiating himself from his opponent by appealing to voters on moral issues such as same-sex marriage and abortion. Good CEOs must have a group of lieutenants they can count on. Bush picked his team of advisors early and made sure they knew where he stood and where he was going. Senator Kerry, on the other hand, seemed to struggle with developing his “value proposition” and then he failed to articulate it in a compelling manner. “Democrats have ideas, but no vision,” lamented Kerry’s top speech-writer immediately following the election. Kerry also juggled, fired and hired advisors throughout the campaign, diminishing continuity and hindering momentum. If you don’t know who you are, voters won’t. And if you can’t articulate the competitive advantage of your business, don’t expect the marketplace to know why they should buy from you.
Aim high. When you’re in charge in times of change, you must help your organization aspire to a worthwhile goal that may at first seem unreachable. Bush did. He set his sites high: Win the popular vote, add to Republican majorities in the House and Senate, and increase his share of the votes among Roman Catholic, Hispanic and African-American voters. The Bush team then translated these goals into written plans with specific, measurable objectives. Responsibilities were assigned, commitments made and deadlines established. It does little good to aim high if you’re not prepared to commit to a plan that spells out how the goal will be achieved. After all the objections have been heard and contingency scenarios discussed, the plan must provide a blueprint that everyone can embrace and implement. The Bush team accomplished all of its ambitious goals except attracting more black voters.
Resist shortcuts. Today’s leaders don’t have much time to turn their vision into reality. Studies show that CEOs of public companies get 18-20 months before being shown the door if their strategies and initiatives fail to meet expectations. Though mindful of the short timeframe they are operating against, exceptional leaders balance a sense of urgency with patience and resist quick fixes. President Bush resisted an urge incumbent presidents often follow: to just raise money, run TV ads and make a few high-profile speeches. Bush knew all those tasks were necessary. But he also rolled up his sleeves and joined his staff in the long, hard work of campaigning in key communities that were critical to his success. And when things got tough, he stuck to his convictions (many called him stubborn) and persevered.
Mobilize the troops. CEOs can’t do their job alone. Neither could Bush. He recognized that wins in 2000 and 2002 were the direct result of grassroots efforts. So he mobilized a network of 1.4 million volunteers to help deliver the votes needed to win. His organization was aligned, motivated and active. Yours must be, too, if you expect to achieve the objectives you’ve set for your organization.
Monitor performance. Most people want to do a good job because they experience a sense of accomplishment and pride in a job done well. By monitoring the implementation of the plan and measuring performance regularly, leaders increase the likelihood of success. Winning - for politicians and business leaders - ultimately comes from the courage and discipline to effectively execute your plan by holding those accountable to the commitments they’ve agreed to and made.
Leading any major initiative in your organization - the launch of a new division, the acquisition and assimilation of a company, the introduction of a new product or service, the turnaround of a troubled company - will require you to step up, speak out and secure support from key stakeholders for the position you’ve taken and the objectives you’ve set. It may require those you lead and work with to change their ways of thinking, their approach to execution and their level of commitment.

To achieve the success you envision for your organization, apply these five time-tested principles to win hearts and minds.

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