In 1944, Harry Truman (1884–1972) became vice president under Franklin D. Roosevelt. When President Roosevelt died suddenly on April 12, 1945, Truman was duly sworn in as president, in keeping with the U.S. Constitution. One of the reasons Truman was chosen to run for the office of vice president was his exceptional grasp of domestic policy issues. In addition, as World War II appeared to be nearing its end, it was assumed that in the aftermath the United States would increasingly focus on domestic affairs, so Truman’s dearth of foreign policy experience would not matter.
Things turned out differently, however, and Truman was quick to realize that foreign policy would remain the dominant theme and that consequently the main thrust of his contribution as president would lie in that domain. At the same time, he was aware that in the past he had not been terribly interested in that area, and he was also mindful that he knew precious little about it. All the same, he had no choice but to assume the responsibility of representing his country in the foreign policy arena and thus of playing a central role in determining the postwar geopolitical situation.
Truman did not ask himself what he would like to do (the answer would have been work in the domestic policy area, which was what he was most passionate about); instead he asked, “What contribution am I called upon to make in this situation?”
What ensued is one of the most remarkable acquisitions of competence by a politician and an almost matchless example of a realigned political career. After taking office as president, over several months Truman had General George Marshall and Dean Acheson, later a U.S. secretary of state, give him a thorough grounding in foreign policy. As a result, it was Truman—rather than Churchill or Stalin—who played a decisive role in reshaping world order during the postwar years. Prime examples of this are his rejection of the Soviet Union’s pretensions to power in Eastern, Southeastern, and Central Europe and the limitation of the spread of Communism through a policy of containment. Others include the establishment of NATO, the Marshall Plan for the reconstruction of Western Europe, support for the reconstruction of Japan, and Truman’s efforts to stabilize the “free world” by implementing a globally oriented military and economic policy.
This development began with Truman’s assumption of responsibility for the central issue of his time, or as Truman rather casually put it himself, “The buck stops here.” Leadership means responsibility, not rank, status, or privileges. All effective managers know that ultimately the responsibility lies with them, not with anybody else. Assuming such responsibility is a precondition for effective, credible management.
Set out below are the main practical points to bear in mind when aiming to competently exercise your responsibility for managing an organization.
This basic premise has to be accepted and fulfilled. You occupy a management position so that you can carry out your responsibility. Rank, status, money, or privileges are not what management is all about.
Subordinate yourself to the task at hand. What really matters are the requirements imposed by the task, not your own personal wishes, needs, or leanings. True greats in history have always been committed to their work.
Management is not a popularity contest. You are responsible for achieving results, not aiming to be universally liked.
Admit to errors. Stand up and be counted especially if things do not go as planned. Both outwardly and in the eyes of your superiors, mistakes made by employees are errors committed by their boss. Internally, employees must remedy any errors they commit, but they must also be able to count on support from their boss.
You will never become an excellent manager if you do not listen. The ability to listen is a voluntary decision that requires self-discipline and openness. If you are not firmly in control of an issue for which you are responsible, improve your know-how in that domain. Truman was exemplary in this connection. Competence is a basic prerequisite for credible management.
To become an effective manager, you must be readily understandable. You need the support of large numbers of staff, superiors, and colleagues. Be patient; it can take time for your message to get across.
The main responsibility for your own development lies with you. If you do not strive for excellence, it will not come about of its own accord. Take responsibility for your own performance. This is crucial for your success.
As a manager you are very exposed. The example you set sets a standard for your area of responsibility, and if you are high up in the hierarchy, it will extend well beyond that. Be aware of this responsibility and also of its potential impact on others.
What do you need to do to implement the eight points set out above? Decide which measures to take and then work through them.
What contribution can you make to your organization to ensure that the prevailing corporate culture is characterized by achievement and a willingness by people to take responsibility?