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THE MAGNET AND THE HAMMER

The Twin Pillars of

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Effective Leadership
By BRIAN LEGGETT and CONOR NEILL
No

A
s a manager, you no doubt have cible of global economic uncertainty. You can
some difficult decisions to make be one of these leaders. This time of challenge
right now. Decreasing revenues need not be without purpose.
have put leaders in the thankless However, rising to the challenge requires
position of having to reduce costs, often by new leadership tools, namely those of the
cutting jobs and slashing salaries. The stress magnet and the hammer. These two instru-
Do

is enormous, both for the manager taking the ments may seem an odd couple, but for any
decision, and for the many others affected by leader interested in making an impact or ef-
it. But being in a position of leadership means fecting change in the world, the magnet and
having to make tough calls. hammer need to be added to every manager’s
Times like these call for strong leadership. toolbox. Knowing which tool to wield, and
We are not the first generation of leaders when, to elicit the needed cooperation is a
to have lived through uncertain times. Strong critical managerial skill.
leaders of the past have been born from equal-
ly hard circumstances, and the great leaders of Leadership Lessons
tomorrow are being forged in the current cru- Step back from the workplace for a moment
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 EXPERT insight THE TWIN PILLARS OF EFFECTIVE LEADERSHIP

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and think of another realm that requires skill- ity to use power to achieve ends. Blair had a

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ful leadership: politics. Political leaders, like group of enforcers who ensured that imme-
managers, must constantly seek consensus diate action was taken and his policies were
and foster cooperation among diverse sets of made tangible, though he was later accused of
stakeholders in order that they all might work being too heavy-handed.
together fruitfully in pursuit of a common Blair’s successor, Gordon Brown, came to
goal. Some of the best lessons to illustrate the power with no vision to speak of, and he didn’t

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twin leadership tools of the magnet and ham- achieve anything tangible in his early days in
mer can be found, not just in the Steve Jobs or office. Given that few people understood his
Warren Buffetts of the world, but in some for- overriding vision, they assumed he wanted
midable political forces of the past 50 years: power for power’s sake. Then, when he tried to
John F. Kennedy and Lyndon B. Johnson in the enforce his policies, he was labeled as a bully,
1960s, Ronald Reagan and Margaret Thatcher because there was no overarching why behind
in the 1980s, and more recently, Tony Blair, the enforcement.
Gordon Brown and Barack Obama. These three leaders capture the essence

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Leaders, we are constantly told, need of the leadership challenge facing every man-
vision. Visions need to inspire, but if they ager today. We have conducted 10 years of re-
lack the resolve to hold people accountable search on the style of effective leaders, using
to a clear set of standards, then the visionary case studies of prominent personalities such
leader is discounted as nothing more than an as these, to extract some key lessons for devel-
ineffective idealist. Such was the case for U.S. oping the magnet and the hammer, which we
President Barack Obama, a highly articulate will explore in this article.
and visionary leader who has faced accusa-
op
tions of being weak after taking office. What Is the Magnet and Hammer?
British Prime Minister Tony Blair, who also To be effective, a manager must master the
came to power with an overwhelming public dual aspects of executive leadership (see Ex-
mandate, backed his grand vision with an abil- hibit 1). First, you need a set of leadership
actions that create a pull toward a destina-
tion. These actions include vision, storytell-
EXECUTIVE SUMMARY
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ing, charismatic speaking and role modeling.

That’s the magnet.
During periods of crisis or modeling, which create a pull Second, you need a set of leadership ac-
disenchantment, charismatic toward a destination. Hammer tions that drive change directly. These ac-
leaders emerge because they actions include direct orders, tions include direct orders, threats, control
offer an alternative to the threats, control systems, hiring systems, hiring and promotions, job definition
uncertainty of the times. Such and promotions, job definition and financial incentives. That’s the hammer.
was the case in the 1980s with and financial incentives that It is no easy task to get the balance right.
No

Ronald Reagan, whose clear drive change directly. The hammer must give way to the magnet, and
message and emotional style Four practices that will help vice versa, and all the while there may be very
held across-the-board ap- leaders develop skill with these little evidence that either tool is working.
peal and provided a sense of tools are: developing a personal This brings us to another point to bear in
certainty after years of political vision; articulating that vision in mind when applying these leadership tools: It
and social turbulence. a way that connects powerfully requires a certain amount of patience, dedica-
Using case studies of with your audience; following tion and care. In as much as a magnet gener-
prominent leaders of the past through on your promises; and ates a force that immediately attracts other
50 years, the authors explore then making sure everyone objects, it also has a slow-acting, long-term
Do

the keys of effective leadership. else fulfills their part of the effect on other metallic materials in range
In business as in politics, man- bargain. The authors offer prac- of its field, eventually bringing them all into
agers can use the challenges of tical tips to help managers go alignment. A hammer, too, has a steady effect
the current uncertain times to further, and urge them to put over time, bending a piece of metal or chipping
inspire others and lead change. their magnet and hammer into away at stone until the desired shape emerges.
To do this, they need two im- practice in various non-work
portant tools: the magnet and settings, too. By following the There Is No “Best” Tool
the hammer. Magnet actions examples of yesterday’s lead- A carpenter might have a favorite saw, but it
include vision, storytelling, ers, you can become a vision- serves for nothing if his job is to remove a nail
charismatic speaking and role ary leader of tomorrow. from a board. A crisis situation, such as the re-

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 EXPERT insight THE TWIN PILLARS OF EFFECTIVE LEADERSHIP

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EXHIBIT 1
The Leadership Toolkit

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PICK UP YOUR HAMMER & MAGNET AND PUT THEM INTO ACTION

HAMMER ACTIONS THAT CREATE PUSH MAGNET ACTIONS THAT CREATE PULL

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Make strategic plans Cast an inspiring vision

Follow standard operating Speak charismatically

All aimed procedures
Be a role model
at reducing
Set metrics
uncertainty Follow important rituals
Issue threats
Embody a clear set

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Offer rewards of values
These help
Give orders people to These show
NAVIGATE LEADERSHIP

These ENABLE These help

people to others take Tell personal stories
function OWNERSHIP
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Negotiate firmly but fairly
All aimed
Provide training Communicate publicly
at enabling
people Hire and promote Serve as an ambassador

Establish management Engage in open dialogue

control systems
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Learn from each other

cent financial downturn that most countries enough to notice when and why we falter.”
and companies have experienced, requires There are four practices that we see in ef-
leaders not only to choose their tools wisely, fective leaders that give them the clarity to
but to make full use of the entire toolbox. choose and effectively use the right tools for
No

The magnet tools that were effective at each leadership challenge. These practices are
sustaining the momentum of success are now best developed through a continual learning
the wrong tools to deal with crisis. Magnet cycle that involves experience, sharing and,
tools can be used to create a sense of urgency above all, the reflection and self-awareness
in the organization, moving people to break that Belsky speaks of. Let us consider each
from the status quo and rally around a new practice in turn, and at the end of each section
set of objectives, activities and priorities. But are some tips to help managers go further.
then the hammer tools need to be employed
posthaste. Forge Your Vision
Do

How do leaders become skilled at using Hermann Simon, author of Hidden Champions
these tools? A large part of the mastery comes of the 21st Century, has studied medium-sized
from identifying the right tool for a given lead- companies that are market leaders and found
ership challenge, and then actively following they share several key traits, of which the top
through and applying the chosen tool in the ones are closely linked with the leader’s vision
real world. As Scott Belsky in his book, Mak- for the company.
ing Ideas Happen, states, “Leadership develop- Successful leaders often have one over-
ment is experimental. Through trial and er- arching goal that they have identified and de-
ror, good times and bad, we gradually become veloped. Jim Collins discusses this extensively
better leaders – but only if we are self-aware in his books. His term, “Big Hairy Audacious
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 EXPERT insight THE TWIN PILLARS OF EFFECTIVE LEADERSHIP

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Goal,” or BHAG for short, captures the es- a second term due mainly to his inability to

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sence of this notion. The BHAG is the intersec- find a solution to the Vietnam War. President
tion of the following: What can you be best in Nixon was forced out of office in 1974 due to
the world at? What drives your economic en- corruption scandals, while Jimmy Carter’s
gine? What are you deeply passionate about? presidency (1977-1981) was marked by
Forging your vision starts by answering economic and political volatility.
those questions – and then genuinely believ- Enter Ronald Reagan with a clear mes-

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ing in the answers. Commentators such as Jay sage, which he communicated with an effec-
Conger and Rabindra Kanungo coincide in tive emotional style and to which the major-
the opinion that authentic, charismatic lead- ity of Americans responded positively. His
ers communicate a strong belief in their own message was simple and understandable.
vision to their audiences. The emphasis here He appealed not only to conservatives, but
is on the strong belief. It is the combination to many blue-collar Democratic voters as
of the strength of their ideas and the passion well. His message and personality provided
with which they hold them that makes leaders a sense of certainty after many years of po-

yo
magnetic. But the formation of this passion- litical and social turbulence.
ately held vision may take time to develop. Before entering politics, Reagan was fa-
Ronald Reagan is a prime example of a lead- mous as an actor, and served as president of
er who over time forged a vision and the ability the Screen Actors Guild. In this capacity, he
to articulate it. It is useful to note that charis- spent years dealing with left-leaning actors
matic leaders often emerge during periods of and right-leaning movie studio directors,
crisis or disenchantment, because they offer and developing his own personal view of “the
an alternative to the uncertainty of the times. American way of life.” As he had to respond to
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In the United States, the period following those advocating a more collectivist agenda
the assassination of John F. Kennedy in 1963 with some degree of credibility, he was forced
to the arrival of Ronald Reagan in the 1980s to research the ideas of such people as Fried-
marked such a time, politically and socially. rich Hayek, Milton Friedman and Edmund
Robert Kennedy and Martin Luther King, Burke. Thus, Reagan’s vision – a combination
Jr., were also assassinated during this era, of free-market economic views and social
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and Lyndon B. Johnson refused to stand for conservatism – evolved gradually over time
and through holding leadership positions that
forced him to work with diverse parties on op-
ABOUT THE AUTHORS posing sides of issues.
PUT IT INTO PRACTICE : Try to develop a personal
Brian Leggett is a professor Court School of Law, Gray’s vision in each important area of your life, not
in the Department of Inn, London. just at work but also at home and in the clubs,
Managing People in groups and associations to which you may be-
No

Organizations at IESE Conor Neill is a lecturer in long. Start by reading Peter Drucker and Jim
Business School. His areas the Department of Managing Collins. Then identify mentors – people with
of interest include the use People in Organizations at least 15 years’ more experience than you –
of persuasion (rhetoric) and at IESE Business School. who can help you to: find out whether others
dialectic in the management An entrepreneur who has regard you as honest, trustworthy, credible;
process; the relationship founded four companies, he test the consistency of your publicly and pri-
between organizational is past Area Director of the vately held views; explore guilt-inducing situ-
communication, commitment Entrepreneurs’ Organization ations and admit when you are wrong; follow
and identification in (EO). He spent seven years through on your commitments. Disagree with
Do

organizations; and the helping leaders drive change the majority out of conscience and see what
connection between in organizations as a manager happens. Realize the power of your position
leadership and in the Change Management and be prepared to give up the lead sometimes.
communication. He holds division of Accenture. He has
a Ph.D. in Corporate a psychology degree from Articulate the Vision
Communications, a master’s the University of Nottingham Dan Pink’s book, Drive: The Surprising Truth
in Rhetoric from the and an MBA from IESE. He About What Motivates Us, tells us that carrots
University of California, and maintains the blog, “The and sticks can work, but only in a narrow range
a Bachelor of Laws from City Rhetorical Journey,” at www. of circumstances. For enduring motivation
University London, Inns of conorneill.com. and high performance, autonomy, mastery

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 EXPERT insight THE TWIN PILLARS OF EFFECTIVE LEADERSHIP

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A key factor in communicating successfully is

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eliminating distractions. Charisma is not using your
handheld device when you speak. It is focusing on the
person in front of you.

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and purpose are much better. So how do ef- that we have humans connecting to humans
fective leaders use their vision to build shared in a direct and almost vulnerable way. The
purpose? How do effective leaders articulate talks that work best are the ones where people
a reason for those around them to improve can really sense that humanity. The emotions,
themselves? dreams, imagination.”
When U.S. President John F. Kennedy rose To express emotion in a public setting

yo
to make his landmark speech in Berlin on June requires the speaker to have an emotional
26, 1963, the multitudes waited with bated connection to the material. A key factor in
breath, and they got what they hoped for – a communicating emotion successfully is elimi-
rousing, inspirational message, which articu- nating distractions. Recent research indicates
lated the United States’ solidarity with the that 20 percent of our “mirror neurons,” those
people of Berlin. His immortal line, “Ich bin ein that directly affect an audience’s ability to
Berliner,” gave a much-needed morale boost to feel what you feel, operate on an unconscious
those living in the shadow of the Berlin Wall level. That is why if you walk up to the podium
op
and was considered a major turning point in with your mind full of distractions, having just
the Cold War. checked your e-mails and thinking about your
As well as expressing the hopes, fears and plans after the event, the listener’s mirror neu-
aspirations of your audience, articulating your rons will actually respond to your own jumble
vision means telling good stories, and in par- of emotions.
ticular, relating your own stories. One place If, on the other hand, you are 100 percent
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to find good examples of powerful orators is present and have a single emotional feeling to-
TED.com – “riveting talks by remarkable peo- ward your subject matter, you are more likely
ple, free to the world.” The offshoot of a to be judged as a charismatic speaker. Charis-
conference bringing together people ma is focused emotion. Charisma is not using
from the worlds of Technology, En- your handheld device or worrying about 20
tertainment and Design (TED), problems when you speak to a person. It is the
these talks have spread like wild- ability to clear your mind and focus on the per-
fire through the Internet, featur- son or people directly in front of you and their
No

ing everyone from Steve Jobs particular needs. See “The Art of Persuasive
discussing how to live before you Communication” for more tips on how to de-
die, to the Paralympic athlete Ai- liver a message powerfully.
mee Mullins on running. PUT IT INTO PRACTICE : Start by writing about
Chris Anderson, the curator your vision to larger groups where the direct,
of TED Talks, says each speaker personal relationship is not so strong, such as
brings a unique style to his or in a blog. Hone a strong, clear, easily under-
her presentation, which stood message that you can communicate to
is strictly limited to 18 others. Always tell stories to illustrate your
Do

minutes. Everyone who ideas. It helps to develop trusted relationships

takes the podium, how- with several people in other lines of business
ever, must have some- and from various walks of life, so that you can
thing remarkable to say get dissenting opinions, outside perspectives
that connects with the and “buy in” before putting your ideas into ac-
audience. “All the best tion. To practice empathy, take an active role
presentations have some in the career development of a subordinate.
sort of ‘wow’ factor,” he has Communicating emotion does not mean you
been quoted as saying. “The have to become sentimental. Indeed, some of
key part of the TED format is the most moving TED Talks are those in which
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 EXPERT insight THE TWIN PILLARS OF EFFECTIVE LEADERSHIP

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The Art of Persuasive Communication
10 tips that differentiate powerful speakers from the rest.

1. Practice beforehand. Rehearse success. Knowing your audience three to eight second pauses at key

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out loud. Work to control filler calms your nerves, as it is easier moments – just before key state-
words. Use a clock to check your to speak to friends than strangers. ments or just after a story. This
time, and allow for the unexpected. Opening with a personal anecdote draws the audience in.
2. Know the setup. Arrive in creates the right emotional atmo- 8. Don’t apologize. The audience
advance to check out the speaking sphere. Imagine the applause to probably never noticed the small
area, and practice using the micro- come. Picture yourself at the end gaffes that seem so big to you.
phone and any visual aids. of the speech surrounded by these 9. Smile. Look like the content
3. Know your audience. Try to speak people asking interesting questions. matters. If the audience does not

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to one or two people as they arrive 6. Speak with an intent to move feel it is important to you, then it will
– they will be your allies during the people to action. Know what you be much harder for them to feel that
speech. want your audience to do immedi- it should be important for them.
4. Start with a grabber. A personal ately after hearing your speech. If 10. Keep getting more experi-
story, a quote from an expert, a nobody does anything different from ence. Take every opportunity you
shocking statistic – something that what they would have done before can get to speak and listen to other
hooks your audience and creates a you spoke, then the value of your speakers. Experience builds confi-
personal connection with the topic. speech is zero. dence, which is the key to effective
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5. Relax and visualize your 7. Pause for thought. Include public speaking.

the speaker is able to detach him or herself had ever received was to “get a coach.”
from the emotional content: watch and learn. A coach is there to help you review your
Finally, take on some speaking engagements performance and make constant improve-
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where you can really articulate your vision in ments. John F. Kennedy learned the benefit
front of a live audience. of this from an early age, going down to meet
and greet people at local factories and putting
Hold Yourself Accountable in 14-hour days of meetings, interviews and
Warren Buffett, the legendary investor, poses social engagements. Each night, he would sit
a great question: If you had to bet on 10 per- down with his father and sisters and review
cent of the future income of one person you that day’s performance. Having this kind
know, whom would you choose? Think about of support boosted his self-confidence and
No

it. Which of the people you know – family, helped him get better and better. As a leader,
friends, colleagues – would represent your Kennedy was not a lone ranger, but surround-
best investment? Which criteria would you ed himself with a team of supporters who con-
use to decide? stantly pushed him to keep his focus on the key
Buffett has three criteria: integrity, energy issues that would take him one step closer to
and intelligence. Integrity is more than doing his goals.
the right thing; it is having a clear set of values, Business thinker Marshall Goldsmith
so that you can say no to the things that are not shares how for 20 years he and a friend have
important, and when you say yes, you follow spoken daily and reviewed each other’s top
Do

through and deliver. Similarly, energy is more goals and progress. He cites this relation-
like what Tom Peters (In Search of Excellence) ship as being vital to keeping him focused on
describes as “a bias for action” – just getting what is important and for maintaining a daily
on with it. And by intelligence, Buffett is refer- rhythm of progress.
ring more to “course correction” than “chess PUT IT INTO PRACTICE : Get personally important
intelligence.” stuff done. Practice spending more time on
How do effective leaders strengthen these stuff that is not urgent, but is important. Break
three traits? One way would be to follow in the the cycle of being busy on current, incoming
footsteps of Google CEO Eric Schmidt, who work, and spend more time working on stuff
told Fortune that the most valuable advice he that is driven by you, not your environment.

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 EXPERT insight THE TWIN PILLARS OF EFFECTIVE LEADERSHIP

t
Learn about different aspects of your orga- son shifted his stance and went on to become

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nization, and make time to discern patterns one of the first real civil rights presidents in
and reflect on potential disruptions to your the United States, helping to implement the
industry. Identify three important “stretch” “Great Society” reforms aimed at tackling
goals that are important to you and will help poverty and racial injustice.
you improve as a leader, then share them with a ENERGY . Johnson’s boundless energy and phys-
trusted friend or coach. Another good stretch- ical stamina made an impact on those around

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ing exercise is to volunteer yourself for a dif- him. Coupled with his imposing stature – he
ficult assignment. was over 6 foot 3 inches tall (around 192 cm)
and wore cowboy boots – his energy was an
Hold Others Accountable important factor in his overall success, Pfeffer
Former U.S. President Lyndon B. Johnson was says. His aggressive style, however, also gave
known as a leader focused on getting things him a bit of a reputation as a bully.
done. Underpinning his style was his belief Yet for all of this, Johnson was unable to
in the law of reciprocity: He looked for deals lead the United States toward real solutions

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where both sides could gain something. He for the Vietnam War or the social upheaval at
always sought to take the initiative in negotia- home, and his presidency ended on a flat note.
tions, and was quoted as saying, “If two men His announcement in 1968 that he would not
agree on everything, you may be sure that one stand for reelection stunned those around
of them is doing the thinking.” him.
The fourth practice involved in being an Why did it end this way? Because Johnson
effective leader is using your magnet and ham- simply lacked a vision of how he was going to
mer to maximize accountability and ensure that take the country forward over the next four
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goals are met, the way that Johnson seemed to years.
be able to do. Stanford professor Jeffrey Pfef- By contrast, Barack Obama came to the
fer, in his book, Managing With Power, identified U.S. presidency brimming with vision. Dur-
three features of Johnson’s character, which he ing his first months in the White House, al-
suggests helped to propel him to the frontline: though he continued to focus on his vision, he
focus, flexibility and energy. did not appear to be delivering anything tan-
FOCUS . Throughout his career, Johnson kept a
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gible. He was criticized for being an idealist

clear focus on his goal of excelling in the and a weak leader – in other words, for being
world of politics. Early in his career, for hammer-less. When it came time for health-
example, he was offered support from care reform, Obama was required to pick up
the oil magnates of Texas, but he re- the hammer – to twist arms, make phone calls
fused because he feared, according to and cajole politicians into supporting the con-
Pfeffer, that it might have negative troversial legislation. Some perceived this was
consequences on his future politi- uncomfortable for a natural magnet like him,
No

cal ambitions. Later in his career, but it needed to be done.

once he was more secure in his po- While an inspiring and eloquently deliv-
sition, he was able to adopt a more ered message is important, it is certainly not
easygoing attitude toward his asso- enough. A good vision by itself will not change
ciations. But not until then. anything. Vision must be combined with the
FLEXIBILITY . Looking at Johnson’s hammer, which requires using your credibility
career, one can see his overall flex- and power to get people to do things.
ibility in approaching issues. Every- Former British Prime Minister Margaret
thing could be negotiated, and in Thatcher was an example of a leader whose
Do

this pragmatic way, progress could leadership style was noted for its well-de-
be made, even if it meant occasion- veloped hammer. She wasn’t called the “Iron
ally reversing one’s own position on Lady” for nothing. A determined enforcer,
important issues. Pfeffer points to Thatcher was entirely unconcerned about
Johnson’s record on civil rights is- whether those around her liked her or not. She
sues as evidence of his flexibility. understood crisis moments and was quick to
During a 1948 campaign, he had take action.
opposed Harry S. Truman’s civil PUT IT INTO PRACTICE : Are you more naturally a
rights program. It was only later, when magnet: adept at working the system, gaining
the opportune moment arose, that John- the trust of others, cultivating allies, navigat-
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 EXPERT insight THE TWIN PILLARS OF EFFECTIVE LEADERSHIP

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Part of the learning cycle of becoming an effective

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leader is developing your magnet and hammer over
time through experience in other spheres, such as
charities or business and civic associations.

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ing the processes required to get things done? experience as president of the Screen Actors
Or are you more naturally a hammer: holding Guild that helped him to hone his skills in the
people accountable, making them take re- areas of negotiation and diplomacy. He also
sponsibility for their actions, setting metrics served as a sought-after public speaker, build-
and tracking progress, establishing discipline, ing a name for himself on the professional
maintaining a forward momentum within the speech circuit, not only in California, but

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team, group or organization? Effective lead- across the country.
ers need to be both, so focus on where you are Likewise, part of the learning cycle of be-
weakest and make improvements there. Ask coming an effective leader is about develop-
others to do things for you. Practice sharing ing your magnet and hammer in other spheres.
out tasks and motivating peers. Be prepared to Right now, you may be a leader who is all
be let down, but always consider how you can magnet but no hammer, or a leader who is all
improve: Clearer definition of an objective? hammer but no magnet. But the supreme goal
Right balance of autonomy versus support? should be to fully develop both the magnet and
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More coaching and cajoling? Sometimes you the hammer within your own unique leader-
may need to take the task back from someone ship style by seeking out projects, assignments
when you realize that it is not going to be com- and outside hobbies and interests that will
pleted. Your job is to see that it gets done. serve to give you practice.

Experience: The Best Teacher

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In our research, we found that successful lead-

ers developed their magnets and hammers
over time through experience in leadership
positions, both inside and outside of profes-
sional settings. They often played leadership
roles in groups such as charities or business
and civic associations.
Robert Thomas, executive director of the
No

Accenture Institute for High Performance,

says that leaders become great by facing ad-
versity, and then translating those experi-
ences into improved performance. He uses TO KNOW MORE
the term “crucibles” to describe these defin-
ing experiences. Crucibles, he says, force in- The following technical notes and case studies are
dividuals to confront who they are and decide available from IESE Publishing (www.iesep. com).
what is really important. Q Neill, C., and B. Leggett. “The Art of Persuasive

In 2010, the firm Baringa Partners was cit- Communication” (2010). DPON-88-E.
Do

ed as the Best Workplace in the United King- Q Leggett, B. “Soft Power: An Overview” (2009).

dom. When asked where he learned to lead so DPON-84-E.

effectively, Adrian Bettridge, senior partner at Q Leggett, B. “Profile of a Great Persuader: Ronald

Baringa, answered, “Outside.” In addition to Reagan” (2008). DPO-127-E.

playing a leadership role in his company, Bet- Q Leggett, B. “Profile of a Negotiator: Lyndon

tridge is on the board of governors at his chil- Johnson” (2008). DPO-128-E.

dren’s school and also an active leader in his Q Leggett, B. “Profile of an Orator: John F.

church. It is in these outside roles that he has Kennedy” (2007). DPO-103-E.

learned what it takes to lead, he says. Q Leggett, B. “Profile of a Forensic Speaker:

As we noted earlier, it was Ronald Reagan’s Margaret Thatcher” (2007). DPO-109-E.

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