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BLG Leadership Insights Features Managerial Competence

Women’s Suffrage & Pushing Agendas

In our current hyper-partisan political environment large-scale political reform has often given way to smaller legislative agendas. President Obama’s signature health care and financial reform bills, which passed without significant Republican support, are cases in point.

In light of the resounding defeat handed to the Democrats in last month’s midterm elections, a slew of opinion pieces have been written relating our present economic and political situation to the one America faced during the Reconstruction.

In a similar vein, I want to look at African American suffrage and its impact on women suffrage during Reconstruction with one critical question in mind: at what point do agendas become bogged down and at what point are their too many moving parts?

As a quick aside, the mythology of Reconstruction has an incredibly adverse impact on race relations in the United States. The ramifications of depictions presenting African Americans as lazy, ignorant, and violent have had far reaching consequences beyond legal discrimination. It explains why Reconstruction and the Civil remain fascinating subjects to the American public at large precisely because their political and social legacies remain with us today.

We are still debating what it means to be a United States citizen and as long as that question remains unresolved the Civil War will remain an unresolved conflict. For anyone hoping to read more about Reconstruction and its aftermath Leon Litwack’s Been in the Storm So Long and Eric Foner’s A Short History of Reconstruction are excellent historical accounts to consult.

Before the fourteenth amendment compelled states to enforce the voting rights of male African Americans, the future voting status of these once slaves was very much up in the air. Radicals had long advocated giving Blacks the right to vote as means to expand the Republican footprint in the South. Conversely moderates and certainly Democrats voiced concern at immediately extending this political right to those they feared would be manipulated into filling the congress with unscrupulous carpetbaggers.

As these tense negotiations filled both chambers of the House Elizabeth Stanton and Susan B. Anthony were angling to get women’s suffrage on the legislative agenda. They forcefully argued that the time for large-scale change was now. Fredrick Douglass and other African American political leaders rejected these overtures claiming that this was the “negro’s hour” for change not to shared with any other alienated group seeking redress.

Ultimately, congressional leaders thought guaranteeing women’s suffrage was too radical a step. Remember at this time no state allowed women to vote and the language of fourteenth amendment was implicitly crafted to restrict voting to men.

Elizabeth Stanton was said to have remarked that failure to include women’s suffrage would close to the door to women for at least fifty years. Sure enough it took a little more than fifty years for the nineteenth amendment to be ratified.

Leaders need to be able to gauge the environments they operate in. This inherently requires one to be pragmatic and assess the situation not as we would like it be, but as it is.

Within the realm of this example it means asking oneself: Should radicals have risked women’s suffrage at the expense of potentially endangering the ratification of the fourteenth amendment?

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BLG Leadership Insights Features

The Timing of Leadership

The more I think about leadership, the more I realize that one of the most essential elements is timing. Smart leaders, the best of leaders, have a sense of timing that is parallels an athlete or a ballerina. They have a sense of when to act and when to hold back. That, of course, is no easy trick.

The moment you lose your sense of timing your leadership is greatly handicapped, if not doomed.

Think of any hard leadership decision and your quickly realize that the essential ingredient is timing. The quality and the success of the decision is often impacted by the selection of the right moment.

A classic example is Abraham Lincoln’s declaration of emancipation. As a number of authors have pointed out Lincoln waited until the moment was just right.

The question for any leader is: When is the right moment?

It’s someplace a few steps before the tipping point. Right before the point where everyone sees the direction clearly. It’s the moment before a decision no longer has to be made and where leadership, certainly courageous leadership, is an afterthought.

As they say when the horses are out of the barn it’s too late to climb on board. All you can do is get caught up in the momentum. Leaders therefore have to have a sense of where history is moving. In that sense they must avoid the focal, group-think, short-term, instinct that often negates getting ahead of the crowd. When we talk about a failure of vision or a failure of courage, we are differentiating between those leaders who anticipate history versus those leaders who react to history.

Lately I’ve been spending a lot of time in Tel Aviv and the other week I had an occasion to read an article by Zvi Bar’el in the Haaretz about the importance of ceasing the moment and dealing with the aging president of Egypt, Hosni Mubarak, in order to pursue regional peace.

The premise of the piece was that Mubarak  may soon pass on and no one really knows what direction Egypt will take from that point on. There is a tendency in the Middle East to deal mostly with the present. Certainly within the current Israeli government there is focus on the present and the short-term. But Mubarak isn’t immortal and things move on. The challenge always is: when should I act? Do you deal with the devil you know or the saint you hope will come?

I sometimes think of the Middle East in the 80s or even the 90s versus the Middle East of today. In the context of today’s radical Palestinian groups, the ones in the past look a lot more moderate. The current right of center government in Israel makes the father of right leaning Israeli nationalism, Menachem Begin, look like a left of center moderate.

Leaders in the Middle East are failing to cease the moment given the fact that things can get a lot worse rather than a lot better. The entire middle east seems to be caught in the short-term myopic mindset reminiscent of the automobile industry in the United States. Seeing what’s under their nose, being accountable to only short term interests, and failing to have the courage to look around the bend.

Point in fact: a few of them have shown a sense of historical timing.

Of course then there is Anwar El Sadat. He would have made one heck of a CEO.

Picture Credit: Amanda Woodward

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BLG Leadership Insights

Leadership and Problem Solving in Somalia

The United Nations peace-building mission in Somalia failed because of several key strategic errors that resulted from poor pragmatic leadership. International awareness and resource allocation weren’t the only hurdles.

The Somali state collapsed in 1991-1992 from a civil war among the United Somali Congress (USC) who were responsible for overthrowing the brutal Siyad-Barre regime. The infighting crippled the branches of Somali’s central government and forced Siyad-Barre and his army into the countryside. What ensued was a series of civil wars between General Adid’s USC and Siyad’s forces. The resulting clashes turned the nation’s capital, Mogadishu, into a famine-plagued war zone. Events spiraled out of control and the international community stepped in (1992-1995). The last UNSOM mission was depicted in the movie, Black Hawk Down.

Hussein Adam writes, in his article Somalia: International versus Local Attempts at Peacekeeping, that international attempts at peace building failed because “a mix of factors led to incorrect UNSOM decisions: incompetence, vanity, ambition, short term orientation, and bureaucratic infighting.” Then Secretary-General Boutros Boutros Ghali selected Admiral Jonathan Howe to lead the UN mission in Somalia. Howe failed to implement a strategy suited to the unique environmental and structural factors present in Somalia.

A critical failing was that the United Nations leadership did not accurately assess the political and social realities in place at the time of the intervention. Even though UNSOM moved to support decentralization in Somalia, the organization was itself highly centralized, which led to problems with managing crises in outlying regions.

Somalia, like many other African nations, is a decentralized country divided along regional and clan lines. The UNOSOM method attempted to establish district and regional councils based on a top-down approach rather than focusing locally. Needless to say the measures implemented by the UN did not yield the intended results.

Somalia was originally intended to be an example of how the “New World Order” could eliminate large-scale humanitarian disasters…and it failed. The ramifications of the Somali intervention caused the United States to prevent or delay taking humanitarian action in Haiti and Rwanda. When organizations face unique structural and environmental challenges it’s vital to take time to understand the parameters of the problem. Over confidence and trying to solve the wrong parts of a problem can lead to bigger disasters.

Good pragmatic leadership is about seeing the problem in the right light and analyzing it with the correct information. It’s not about easy solutions and old formulas. All anyone truly cares about is how well you can problem-solve and execute. Leaders who incessantly pontificate, instead of taking time to see the whole picture, have little value.