Welcome Dissent

Team of Rivals. This was the name of the Cabinet assembled by Lincoln after winning the Presidency in 1860. This famous team was composed of Democrats and many factions from the Republican party, including other Presidential hopefuls Lincoln beat. Lincoln wanted to consider many viewpoints when faced with tough decisions. Informed decision-making requires a level of awareness that is achieved by gathering multiple different perspectives. 

Even though he sourced many perspectives, Lincoln was steadfast in his decisions, even in the face of opposition, leveraging the views of others to inform his own choices. Lincoln knew he had to keep his finger on the most pressing issue—the Civil War—despite the nation's many other challenges. Lincoln gave his secretaries great freedom and discretion to run their departments as they saw fit; however, he made it his duty to be overly involved in the Department of War. Lincoln even went as far as to consult all his secretaries before making large-scale war decisions. He understood the need to include multiple voices when making sweeping decisions impacting future generations. 

Lincoln was firm in his decision regarding the Emancipation Proclamation. He knew the decision had to be made and was determined to make it happen. He understood what was negotiable and what was non-negotiable. The decision to deliver the proclamation was non-negotiable. The timing, wording, and implementation of the decision were negotiable, and Lincoln relied on his Team of Rivals to support the execution of his decision. Lincoln’s unique process allowed him to execute a plan that inspired the nation and led to the total abolishment of slavery in the United States.

Making decisions that affect millions of people is the most demanding challenge a leader will face. These decisions could impact the lives of the individuals who have sworn loyalty to you. Decisions that could alter the course of history for generations to come. Luckily, most leaders have far less high-impact decisions to make. Yet, their decisions still have an impact on those under their charge. Deciding to close an office location is a big deal for everyone relying on your organization for sustenance. Deciding to overrule a subordinate’s decision is a big deal for morale, engagement, and the employee's future in your organization.

All decisions have consequences. The consequences should not deter swift action when appropriate. The consequences should be fully understood by listening to opposing views to ensure your decision does not have unintended or unaccounted consequences. We can all learn from Lincoln. Welcome the dissent. Build teams whose viewpoints actively oppose your own. Seek the facts so the hard decisions become the right ones.

Reflection:

Think about your decision-making process.

• Who do you choose to discuss your decisions with? Do they challenge or affirm your decisions?

• When was the last time you sought an opinion different from your own?

• How do you use opposing views to strengthen your decisions?

Want to learn more about Lincoln’s Cabinet?

Check out Team of Rivals by Doris Kearns Goodwin. It’s a must-read for anyone in leadership!

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See you next week!

Rick