Machiavelli Got This Right
In 1513, Niccolò Machiavelli wrote a political treatise that was later published as The Prince. Five centuries later, this book remains one of the most influential and controversial tomes on politics and leadership.
Machiavelli got a lot of things wrong in that treatise, especially justifying the use of fear as an effective leadership tactic; however, he got one thing very right. He argued that the people surrounding a leader tell others a lot about that leader.
According to Machiavelli, people attach great meaning to those with whom leaders surround themselves. We largely judge the quality and competence of a leader by who they spend time with, who they delegate important assignments to, and who they seek advice and counsel from.
Machiavelli was spot-on when he suggested that key lieutenants are powerful symbols of what leaders value. The competence, character, and talent of those on the leadership team are a direct reflection of the leader and what they stand for.
Because we believe leaders have an obligation to know what is going on below them, how their direct reports behave and engage is always thought to be endorsed by the leader. The idea that a leader doesn’t know or is unaware of what their direct reports do or how they interact with others is never accepted. Whatever those closest to the leader do and say is viewed as coming directly from the leader.
People also presume leaders have a “kitchen cabinet” of close allies who they ask to weigh in on key issues and decisions. The more tight-knit this group of people is, the more likely they are viewed as standing for the values the leader holds. The best leaders are mindful of this and work hard to ensure this group accurately reflects their values and offers the broadest possible range of perspectives and insights.
Machiavelli was right in his insight that people who surround a leader are a strong reflection of that leader and what they believe. This is just as true today as it was in the 16th century. What do the team members surrounding you say about you and your leadership? How well do your key lieutenants represent what you stand for?
Thanks for your thoughtful response, Joe.
You’re right...violence and fear is extremely effective, but usually just once.
What an insightful post. First let's give Mr. Machiavelli the benefit of doubt. He advocates leading with love and fear. It is only when/if a leader can not handle both, that he advocates for fear as the default. Individuals often want to pretend violence (fear) doesn't work as a tactic. That is naive. It is one of the most effective tactics one can implement. The Spartans were notoriously violent. They used this tactic to keep their subordinates (serfs) in check (Plutarch. ON SPARTA.). This strategy in this day and age is flawed (atleast in the private sector of America). The upcoming generations are not just going to take orders. A lot wish to know the why. If we pummel them when they ask, that is a character flaw in us rather than them. At the same time we need to retain COMPETENT people with CHARACTER (Covey. THE SPEED OF TRUST). To do this we'd be wise to pay well, and earn the people's respect as we ascend the rungs of the ladder.
Thank you for your time.
*We aren't living in Ford's America with the ex-cons and the beatings that were commonplace in the early 1900s. What I constitute leading with fear is belittling, demeaning comments and/or yelling at the subordinate/s.