A Framework for Leadership




Today's blog was inspired by Ted Coine's blog "This Leadership Framework Helped Lincoln Save the Union. You Should Try It."

Ted uses the lessons he learned studying President Abraham Lincoln's leadership legacy. He believes that Lincoln's leadership success is attributed to what he calls a "Principles-to-Practices Framework." Those who took the 2012 Leaders are Readers challenge and read Doris Kearns Goodwin's Team of Rivals are well aware of Lincoln's simplicity and focused leadership. Here is how Ted Coines views Lincoln's leadership using his Principles-to-Practices framework.

A Look Back at The Cedar Fire - 10 Years Later

(Photo credit: San Diego Fire-Rescue Department)

"The Cedar Fire was reported on Saturday, October 25, 2003, at approximately 5:37 P.M. The fire, burning under a Santa Ana wind condition eventually consumed 280,278 acres and destroyed 2,232 structures, 22 commercial buildings, and 566 outbuildings, damaging another 53 structures and 10 outbuildings. There was 1 fire fighter fatality, 13 civilian fatalities and 107 injuries. The fire was under Unified Command with the United States Forest Service, the California Department of Forestry and Fire Protection, and local government.” ~ 2003 Cedar Fire Green Sheet, California Department of Forestry and Fire Protection

Sandra Millers Younger shares her perspective of the Cedar fire in her recently released book "The Fire Outside My Window." Younger does a great job sharing her experience as a homeowner and complementing her story with excerpts from individuals involved with fire suppression and emergency operations. 

An Education in Fire - A Look Back at Yellowstone

“Wildland fire is a phenomenon essential to nature’s design. But fire, whether caused by natural force or human beings, can also pose a threat to people and communities.”~ Leading in the Wildland Fire Service

The fires that plagued Yellowstone National Park in 1988 may be a distant memory for some; however, fire leaders charged with leading the effort are well aware of the challenges this chaotic leadership environment presented.

The New York Times reflects upon the summer of ’88 and paints a picture of what has shaped the leadership environment for today’s leaders—especially those facing similar circumstances with this year’s Rim fire in Yosemite National Park.



Fire leaders lead because leading is where they make a difference. The job of bringing order to chaos is not always easy. Those who choose to lead know their decisions may impact the fire service for years to come, but the willing accept their role in order to improve their people's lives and strengthen our organizations. (adapted from Leading in the Wildland Fire Service)

Powering Your Influence

(Photo credit. Alphia)

 Situational Leadership (Leading in the Wildland Fire Service, pp. 38-39)

Leaders use a variety of power sources and leadership styles to influence others. Being able to select the most effective leadership tools in a given situation is an application of situational leadership.

Power can be defined as a person’s ability to influence the actions of others. How leaders use power shapes others’ perception of their ability to lead. A leader’s ability to read a situation and apply the appropriate source of power enhances their ability to lead.

The more visible power is, the less it works. The less explicitly leaders rely on power to accomplish tasks, the greater their power actually is.

Those who rely on position, reward, or discipline power have less real influence on others. On the other hand, those who are able to rely on expert power and respect power—less overt forms of power—often influence in ways that have more far-reaching and deep effects.

To gain power, the most effective leaders give it away. By giving away some power to team members, leaders actually increase their influence and strengthen their ability to lead.

Leaders also use different leadership styles as appropriate for the level of experience of the people involved and the situation.

With inexperienced people or time-critical situations, leaders use a directing style, explicitly telling people what needs to be done. As team members gain experience, leaders increasingly seek team members’ participation in discussions and decision making, working together to devise plans and actions.

Leaders keep sight of the long-term goal of being able to delegate most tasks and responsibilities to experienced and capable team members, setting the conditions that enable them to grow as leaders.

At every step of the way, leaders judiciously employ the amount of supervision required. They provide adequate feedback to make sure people can successfully accomplish the mission yet avoid micro-managing competent team members.

A Video Example
Dr. Kevin Nourse briefly talks about power and influence in this YouTube video:




Discussion Questions

How does the authority to lead influence the ability to lead? Or does it?

How does situation awareness fit into a leader's source of power selection?

Give an example of how you have given power away to team members.