I will admit that I’m not a fan of President Obama. If that turns you off, so be it — I will always speak my mind, and you have every right to read what you want.
I dislike that he is a micromanger as characterized by the Wall Street Journal.
However, in all fairness, this is an excellent managerial trait:
“In the [daily briefing] sessions, according to those who attend, the president sometimes chafes at his advisers’ limitations, quizzing them on points raised by critics or asking them to do justice to a view other than their own. At times he quotes from letters sent to the White House to counter a stance taken by his team.” (emphasis added)
How many managers truly push their people to defend their points, or even to argue a counter-point? If all you ask for and all you consider is your people’s personal point of view, how do you expect to get a good debate, and a good review of the merits and faults of a particular position.
Most teams end up with too much group think. Like it or not, managers do tend to hire like-minded people. Even those who claim they are open-minded and who look for diversity of thought and experience, still tend to a limitation of the differences. This is not necessarily bad as these characteristics play into a successful team and organization.
However, when it allows group think or myopic focus, the true leader needs to push the boundaries. President Obama is showing this true leadership by pushing his people to think broader than their own opinions, to articulate differing or opposing points of view even if they are not their own, and by responding to specific concerns his ‘customers’ have.
And while we may not all agree with a leader’s decisions, this process will give him, and you, a better ability to make quality decisions.
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