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President Lincoln experienced great frustration early in the Civil War because there was little action and not many results on the battlefield. His top generals would not initiate the fight, delaying action in order to “recruit more soldiers,” or “get more training,” or “rest the horses.” He kindly and patiently tried to encourage them, but with little success. Ultimately, he had to fire three successive rounds of Generals before he discovered Ulysses S. Grant, a leader who took the initiative and got results.

The normally amiable Lincoln succeeded because he adapted his behaviors to the needs of the situation.

In Presidential Temperament, the authors say Lincoln “was predisposed to restrain himself… But when he was faced with Southern secession, he

acted boldly and vigorously… When the crisis of the Civil War finally broke… the non-directive, rational Lincoln became ceaselessly active and

persistently commanding.” 2

LINCOLN LEARNED TO DO BOTH, AND WE CAN, TOO.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

The struggle comes because some people are Relationship-Oriented and some are Results-Oriented.

Typically, for each of us, one is easy and one is a struggle.

The first lesson in author and leadership expert Lee Ellis’ latest book, Leading with Honor®, is entitled "Know Yourself". All leaders need to understand their unique mix of talent that allows you to balance results and relationships.

Take the Leading with Honor® Assessment at www.LeadingWithHonor.com to get a FREE

snapshot of your individual leadership style.

LEADERS MUST GET RESULTS to accomplish the mission, stay in business and be

competitive.

THEY ALSO MUST BUILD

RELATIONSHIPS because it’s people (with motivations

and emotions) who do the work.

Good Listener Cared, Concerned About Me Encouraging, Gave Positive Feedback Trusted Me to Do the Job Supportive, Lent a Helping Hand Respected Others and Me

FIND BALANCEAND

WHICH ONE

THE DILEMMA

THE SOLUTION

B A L A N C EFIND YOUR UNIQUE

ARE YOU?

40%

20%

RESULTS -ORIENTEDBEHAVIORS

OF THE POPULATIONLEANS TOWARDS

HAVE NATURALTALENTS FOR BOTH

40%RELATIONSHIPS -

ORIENTEDBEHAVIORS

OF THE POPULATIONLEANS TOWARDS

LEADERSHIP TILTYOUR

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

1Presidential Temperament, Ray Choiniere, Kavid Kiersey (Promethus Nemesis, 1992)

. . . . .but.. . . .

As president of Leadership Freedom® LLC, a leadership and team development consulting and coaching company, Lee Ellis consults with Fortune 500 senior executives in the areas of hiring, teambuilding, human performance, and succession planning. His media appearances include interviews on networks such as CNN, CBS This Morning, C-SPAN, ABC World News, and Fox News Channel. A retired Air Force Colonel, his latest award-winning book about his Vietnam POWexperience is entitled Leading with Honor®: Leadership Lessons from the Hanoi Hilton. Learn more at

LeadingWithHonor.com

Abraham Lincoln

results-oriented

relationship-oriented

Slow down, listen, and soften your tone

Tighten up, toughen up and proactively deal with

necessary conflict.

relationship-orientedleader

results-orientedleader