Editor’s note: This is the second of a
four-part series on what journalists can learn from the leadership of
South Africa’s Nelson Mandela.
Nelson Mandela’s legacy as a leader of the South African people is the stuff of which legends are built. Today let’s look at another passage from Mandela’s memoir, Long Walk to Freedom, to reflect upon our own approaches to leadership. In this excerpt, Mandela recalls the films that he and his fellow prisoners watched on Robben Island.
I was particularly affected by a documentary we saw about the great naval battles of the Second World War, which showed newsreel footage of the sinking of HMS Prince of Wales by the Japanese. What moved me was a brief image of Winston Churchill weeping after he heard the news of the loss of the British vessel. The image stayed in my memory a long time, and demonstrated to me that there are times when a leader can show sorrow in public, and that it will not diminish him in the eyes of his people.
How often do I show emotion in front of my staff?
Several years ago, I returned to The Philadelphia Inquirer newsroom and heard then-publisher Joe Natoli help the staff say goodbye to a large group of staffers who had taken buyouts. Standing in the center of the newsroom, Natoli told the staff he was sorry such an economic step had been necessary; he said he had hoped to be able to turn the company’s fortunes around, but had run out of time. His voice, his eyes, betrayed his grief.
I was moved by his courage.
On many days during my years as managing editor of the Inquirer, I had to decide how much I should let the staff see how I was feeling. Going through what seemed to be an endless process of downsizing, I found it hard to be upbeat when I was angry or frustrated or just plain blue. Sometimes I tried to hide my emotions, and sometimes I didn’t. And while I can’t tell you I discovered a formula every leader should adopt, I think Mandela offers a good insight into the question.
What does the situation naturally call for?
Few human beings would criticize a leader for crying after hearing that a ship filled with sailors had been destroyed. Few would argue that Winston Churchill’s honest display of emotion crippled his ability to lead.
Perhaps, in fact, it accomplished the opposite. Churchill’s public display of emotion further cemented his bond with his people.
Should an editor speak angrily to his staff about the company’s decision to reduce the work force?
Should a news director cry over a colleague’s decision to resign?
Should an assigning editor explode in front of the staff over a missed deadline?
Should a chief photographer walk out of a meeting over a colleague’s offensive remark?
Learning to anticipate the potential impact of my emotional displays is crucial to my success as a leader. I’ve known bosses who always seemed to get it wrong. They left their staffs shaking their heads in the wake of their latest overreaction — or seeming indifference.
So yes, thinking before I act is a habit worth developing.
But sometimes my emotions win out. Is that OK?
Mandela says yes. “There are times …” he says.
How good am I at recognizing the right ones?
Tomorrow: Leading without permission
