Page 202 - Leadership Lessons of the White House Fellows

LEADERS KNOW WHEN TO COMPROMISE

you need to practice the art of compromise and proceed with the final
decision as if it were your own.”
Whether you’re leading a business or a nonprofit organization, a com-
mittee or a board, an athletic team or a family, you must learn when to
compromise and when to stand firm. Although it’s not possible to resolve
every conflict through negotiation and concession, it is feasible in most
cases. The tougher decision is when not to compromise, which often puts
your livelihood, your reputation, and the organization you lead at risk.
Although a leader must stand firm on matters of integrity, there are times
when one’s core beliefs or principles clearly call for holding out, as President
Reagan did with the air traffic controllers. However, many times the issue
is not black and white and there is no easy rule of thumb regarding when
to act, as was the case with former Army Secretary Harvey’s decision to stand
firm on the budget he believed was necessary to sustain the war readiness
of his soldiers. Ultimately, it comes down to a leader’s judgment. The old
adage is true: Good judgment comes from experience, and experience
comes from bad judgment.
Keep this in mind the next time you have to choose between seeking
compromise and holding firm on a critical issue: If you can resolve the
matter through give-and-take without sacrificing your core beliefs and
integrity, find the middle ground. You’ll soon discover what Nelson Diaz
and Craig Coy already know: Compromise is the art of making everyone
a winner.

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