“What I like about her is that she doesn’t hesitate to shake things up” - Wall Street Journal, Feb. 10/11
Segolene Royal has overcome obstacles in the past year that most politicians will not face in a lifetime. In France, she is currently barely trailing Sarkozy, according to recent opinion polls. While many love her, and many find something to critique, no one can deny that she has used unique tactics and portrayed unwavering resolve, making her a Level 5 Leader (according to Jim Collin’s specifications) in all capacities.
Obviously, as a woman, Segolene confronted initial skepticism when announcing her candidacy, including snide remarks from opponents, frequent appearances in political cartoons, and jokes regarding her attire – often too sexy. Segolene rebutted this initial challenge by using her womanhood to her advantage as discussed in my first blog. After combating this initial challenge, Segolene faced increasing controversy due to her lack of experience in French politics, yet she has turned to the people and created a campaign based on “participatory democracy.” Segolene stated in many speeches: “It’s the French people who have given me legitimacy…after the Paris Match article, there was a popular uprising. The French people wanted me.” Not only has she turned to the people through her words, her actions have expressed the same resolve. Segolene has suggested implementing citizens juries who would judge politicians, windfall profits tax on oil companies, raising the minimum wage to $3000 a month, and consolidation of the 35-hr workweek. Segolene also has given the people of Poitou-Charentes (her former political position) a bigger role in government by allowing students, parents, and teachers to vote via secret ballot on how to spend 10% of the schools budget. Her consistent recognition of the people and determination to give the populace a say in politics (through the citizen jury, deciding budgets, etc.) she illustrates a humbleness that is rare in politics, particularly when compared to her rival, Sarkozy who uses more traditional political tactics.
Even after all of these initiatives, criticism did not stop.
Neither did Segolene Royal.
On February 11th, Segolene presented 100 proposals designed to counter the charge of her “lack of initiatives.” These proposals include measures that have a strong social component, such as raising pensions and reforming social housing. She has based these proposals on three main pillars of “economic development, and efficient social and environmental action.” She illustrates the “plow horse” nature depicted of a Level Five Leader, she is relentless and determined to show the French people she has great ideas and the skill set necessary to be president.
She has illustrated an unwavering commitment to show she is ready, innovative, and committed to changing the current trajectory of French politics.
In politics, it is crucial to have a strong support system and ensure that those working for you have your best interest at heart. Recently, a top aide made inappropriate comments regarding the status of Segolene and her partner – the aide was immediately dismissed. Segolene “likes to control all decisions that are taken,” and “she’s not afraid of conflict, She’s not afraid of telling you you’re wrong or if she doesn’t like you, of not shaking your hand, she doesn’t care about protocol.” Traditionally, a Level Five Leader must be self-confident enough to set up their successors for success. All rules change in politics. Segolene has taken the initiative to ensure that all those working for her (the WHO) are working toward the same common goal of getting her into office (the WHAT) – she does what needs to be done to ensure the right people are working with her, regardless of traditional protocol.
Segolene is confident, humble, resolved, determined, and admits when she makes a mistake, for instance when she fumbled regarding her viewpoint on the Iraqi war. She acknowledged what she said, and corrected herself – not blaming anyone for her error.
When asked about the journey of her candidacy, Segolene responded: “I knew the battle would be tough, and we haven’t seen everything yet.”
Segolene is preparing for the un-preparable. She recognizes the struggle and has made clear that her persistence and dedication will not change. She has exhibited extraordinary leadership, and will no doubt, continue to “shake things up.”
Sunday, February 18, 2007
Saturday, February 3, 2007
An Innovative Leader
“It is easy to run a series of multimillion-euro campaign meetings in front of the TV cameras. It takes guts to listen. Bravo, Ségolène.”
- News Reporter at the Grenoble meeting (Le Monde)
Ségolène Royal’s main rival: Nicolas Sarkozy.
Sarkozy’s campaign is one of traditional “show-off” politics, straightforward ideas, strategic placements, and endless sound bites. Sarkozy, while a persuasive and eloquent speaker, seems predictable and uninspiring – almost redundant. On the other hand, Ségolène has revolutionized French campaigns. She is representing the Parti Socialiste in an unprecedented way: she has created a “listening” experiment through what she has deemed “participative democracy.” Ségolène has evaluated the societal condition and general sentiment to recognize the same thing that I found through many interviews and cultural immersion: the French are ready for change. Now. Ségolène has clear motives and she has based them on the situation around her. By aligning her campaign to specific initiatives that are different from all other politicians, she has given herself leverage to understand the public, and simultaneously for the public to feel understood. Ségolène has created an “I don’t have all the answers” approach to politics, giving people a forum to express their concerns.
Ségolène Royal, an impeccable leader, is not all talk. She has organized a series of four participative debates, the Grenoble meeting being the last of them. In these debates there is no set “boss” or political party influence, and the audience is situated in a casual participative setting. Ségolène’s role is to listen. At the end of the debates, Ségolène gives 60-minute speeches expressing what she has learned and what she plans to do with this information. She ensures the main focus of these meetings is on the audience, not on her. By summarizing her findings, she reaffirms her commitment to responding to prevalent concerns and making the people feel they are actually being listened to. She is not necessarily speaking to a new audience, yet Ségolène is preaching in an unconventional way. This tactic seems brilliant.
In addition to these four, very advertised, debates, Ségolène has organized over 5,000 smaller meetings on her behalf with other delegates of the Parti Socialiste. She delegates effectively, making sure people everywhere feel they have the opportunity to reach her. Ségolène has removed the elusive expectation the public has of French politicians, and turned her role into a person that can be related to.
Ségolène advocates for involvement on her campaign by all types of people – young, old, experienced, inexperienced. While it is crucial that her campaign manager, and representatives across France are well versed on her specific policy initiatives as well as on general election strategies, by offering these public meetings, Ségolène has introduced a way to include the public in her efforts – supporting the skills and interests of the French people.
While running a political campaign is clearly different from a standard CEO type role, Ségolène must embody the same characteristics of impeccable organizational skills, persuasiveness, understanding competition, creating relevance, and mastering a way to articulate her vision. While normal CEO’s must be transparent to a certain extent in their particular industry, Ségolène must be transparent in every capacity to the entire world – this definitely turns the pressure up.
While Ségolène’s polls have yet to skyrocket, she is still neck and neck with Sarkozy. Her unique strategy to running her “company/campaign” has been criticized, yet ultimately, I am confidant, her innovative approach will prove worthwhile.
More Information/Resources:
http://www.lemonde.fr/web/article/0,1-0@2-823448,36-863424,0.html
http://www.lemonde.fr/web/article/0,1-0@2-823448,36-863225,0.html
http://www.lemonde.fr/web/sequence/0,2-823448,1-0,0.html
http://aawsat.com/english/news.asp?section=3&id=7862
- News Reporter at the Grenoble meeting (Le Monde)
Ségolène Royal’s main rival: Nicolas Sarkozy.
Sarkozy’s campaign is one of traditional “show-off” politics, straightforward ideas, strategic placements, and endless sound bites. Sarkozy, while a persuasive and eloquent speaker, seems predictable and uninspiring – almost redundant. On the other hand, Ségolène has revolutionized French campaigns. She is representing the Parti Socialiste in an unprecedented way: she has created a “listening” experiment through what she has deemed “participative democracy.” Ségolène has evaluated the societal condition and general sentiment to recognize the same thing that I found through many interviews and cultural immersion: the French are ready for change. Now. Ségolène has clear motives and she has based them on the situation around her. By aligning her campaign to specific initiatives that are different from all other politicians, she has given herself leverage to understand the public, and simultaneously for the public to feel understood. Ségolène has created an “I don’t have all the answers” approach to politics, giving people a forum to express their concerns.
Ségolène Royal, an impeccable leader, is not all talk. She has organized a series of four participative debates, the Grenoble meeting being the last of them. In these debates there is no set “boss” or political party influence, and the audience is situated in a casual participative setting. Ségolène’s role is to listen. At the end of the debates, Ségolène gives 60-minute speeches expressing what she has learned and what she plans to do with this information. She ensures the main focus of these meetings is on the audience, not on her. By summarizing her findings, she reaffirms her commitment to responding to prevalent concerns and making the people feel they are actually being listened to. She is not necessarily speaking to a new audience, yet Ségolène is preaching in an unconventional way. This tactic seems brilliant.
In addition to these four, very advertised, debates, Ségolène has organized over 5,000 smaller meetings on her behalf with other delegates of the Parti Socialiste. She delegates effectively, making sure people everywhere feel they have the opportunity to reach her. Ségolène has removed the elusive expectation the public has of French politicians, and turned her role into a person that can be related to.
Ségolène advocates for involvement on her campaign by all types of people – young, old, experienced, inexperienced. While it is crucial that her campaign manager, and representatives across France are well versed on her specific policy initiatives as well as on general election strategies, by offering these public meetings, Ségolène has introduced a way to include the public in her efforts – supporting the skills and interests of the French people.
While running a political campaign is clearly different from a standard CEO type role, Ségolène must embody the same characteristics of impeccable organizational skills, persuasiveness, understanding competition, creating relevance, and mastering a way to articulate her vision. While normal CEO’s must be transparent to a certain extent in their particular industry, Ségolène must be transparent in every capacity to the entire world – this definitely turns the pressure up.
While Ségolène’s polls have yet to skyrocket, she is still neck and neck with Sarkozy. Her unique strategy to running her “company/campaign” has been criticized, yet ultimately, I am confidant, her innovative approach will prove worthwhile.
More Information/Resources:
http://www.lemonde.fr/web/article/0,1-0@2-823448,36-863424,0.html
http://www.lemonde.fr/web/article/0,1-0@2-823448,36-863225,0.html
http://www.lemonde.fr/web/sequence/0,2-823448,1-0,0.html
http://aawsat.com/english/news.asp?section=3&id=7862
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