The Lincoln Letter

After reading The Lost Constitution in 2008, I reached out to William Martin. Having never ventured into historical fiction previously, I was amazed at how he made our nation’s past come alive on the pages of a novel and wanted to thank him for showing me a new way to learn.

Later that year Kathy and I decided to go to New Hampshire to stay at the Mount Washington Hotel. Why? It was a key plot location in The Lost Constitution, and I wanted to experience it in person. On our journey, Bill met us at a Boston restaurant and spent a few hours discussing writing, family and his beloved Red Sox. We became friends and keep in touch.

His newest novel out today – The Lincoln Letter – takes the reader on a suspenseful ride. It’s likely to be another bestseller. (Here is a short video about The Lincoln Letter.)

Coincidentally, my other favorite author – in the non-fiction arena – marketing guru Seth Godin wrote a blog last month, stating: “Forty years ago, it wasn’t unusual for a typical bestseller to stay on the bestseller list for months or even years. Now the typical book lasts for two weeks. More titles, more churn means less cultural achievement.” Since William Martin has had bestsellers in five decades, I asked him a few questions last week about the publishing industry and The Lincoln Letter:

You’ve written bestsellers in five decades. How has promoting your novels changed?
“There have been many changes in the business overall, but then and now, here is the rule for writers: you do whatever you can to sell your book… from bookstore signings where one person shows up to book-and-author luncheons with a thousand people to television network appearances if they ever come your way. You just spent a year and a half in a room writing something. So be prepared to go to war for it. I’ve always believed that.”

What is the storyline of your new novel?
“In the spring of 1862, Abraham Lincoln ruminates in his diary about the need for emancipating the slaves and about the problems emancipation will create. He loses the diary. Who gets it then? What do they do with it? And who has it now? Boston treasure hunter Peter Fallon tries to find out. The book is a modern suspense tale and a historical thriller, too, and a vivid picture of life in that Civil War sinkhole, Washington, DC. And along the way, you’ll look into the eyes of Lincoln, Stanton, the notorious Wood brothers, the even more notorious John Wilkes Booth, General McClellan, Alan Pinkerton, young Oliver Wendell Holmes, and Walt Whitman, too.”

If new readers pick up The Lincoln Letter, what should they know about recurring characters Peter Fallon and Evangeline Carrington?
“Peter and Evangeline are like the Nick and Nora Charles of the 21st century. They are a team. They lived together once when they were young. They were planning to get married at the end of the last book. That’s up in the air now.  And when someone tells them about some amazing treasure that’s lost out there, they can’t help themselves, no matter how dangerous the hunt may become. They crack wise with each other all the time; sometimes they argue, but they always look out for each other.”

How many hours of research did you put into completing this one?
“It’s hard to divide the time between the pre-writing research and the in-action research. Creativity is seldom that linear. The reading and site-visits are going on throughout the process. My wife kept saying to me, in the first summer I was writing The Lincoln Letter, ‘What battlefields do you want to visit?’ And I would say I didn’t know… because I didn’t know what battle would be in the book. So we visited Manassas, Ball’s Bluff, Antietam, and Gettysburg. All the while I was writing toward a battle, but I finally settled on Antietam.”

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Better Dialogue

This week during three separate coaching sessions, clients asked me how to be better at communicating. As I explored with each the ‘issue behind the issue’ it was clear the person felt he/she tended to jump into conversations in a rapid-fire, your turn/my turn manner.

“When we’re in meetings,” one said, “it’s as if the entire room is salivating in anticipation of a small sliver of an opening so someone else can speak. There’s never silence.”

I asked questions to help him find clarity about what his preferred style would be, and he realized the true desire is to not react poorly to something someone said. From his perspective, there is a tendency to say things abruptly that heighten the energy flowing around the room or in one-on-one discussions, then he regrets it afterward… and often has to circle back to conduct damage control.

There is a technique called ‘take a pause’ that I shared with him, and we did some role-playing so he could be comfortable with silence. The first time I asked him to remain silent for 10 seconds after I finished talking. I ran a stopwatch, and he was surprised to learn his first words came only six seconds later. We began to reduce the time expanse until he had a sense of the length of just a two-second moment of silence.

If you find yourself struggling with non-stop, rapid-fire conversations – or in meetings you’re chomping at the bit to get in a word edgewise, practice taking a pause. Not only will you have more peace inside, you’ll find your answers are more concise and appropriate. It’s amazing what a difference two seconds will make in your effectiveness.

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Center Point

Four of my friends from church and I have lunch together once a month, rotating who picks the restaurant. These 90-minute gatherings are simply the ‘in person’ part of what plays out in email between gatherings. During those written discussions we share editorials from various online newspapers, comment on the happenings in the world and trade a lot of friendly barbs – always in good humor and with the purpose of getting each other to think. Sometimes these dialogues may happen frequently on a good news day.

While all of us fall to the right on the political pendulum, I am the one who sits closest to the middle. In fact, I jokingly refer to myself as, “The liberal Catholic among us.” One of our recent exchanges was about the budget deficit standoff and who was at fault. The member who leans waaaay toward conservative blamed the president and Democrats for their insistence that a tax hike be included in any new legislation. I assumed my typical role – playing devil’s advocate: “What about those Tea Party members who refuse to budge on any of their tenets, even if it leads to an agreement?” His response: “They’re doing the right things. The other side is wrong.”

To me this is a microcosm of the biggest challenge impacting leadership. Whenever someone takes the position of ‘I think it, so it must be correct,” there is the danger of missing the opportunity to create a better result. It’s only through a willingness to hear other ideas and consider different approaches that true growth occurs. Lines in the sand and one-sided viewpoints don’t lead to change. They simply keep things heading down the same path.

This month it’s my turn to choose where to eat. When I gave two options and said we could decide the morning of lunch, one of my group wrote, “Sounds like you’re kicking the can down the road, just like Congress.” I wrote back: “Actually, I’m trying to model that the art of compromise happens every day in the real world… and usually makes for a more enjoyable meal.”

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Small Step, Big Results

Part of my coaching work with executives consists of conducting feedback interviews with 10-12 of their supervisors, peers and direct reports. This provides insight into the perceptions of those who know the person being coached in a working relationship. Typically, three or four underlying behaviors arise that clients seek to improve during our coaching sessions.

While it’s better to have a detached third-person – like a coach – explore areas around what are Susie’s biggest strengths, where are ways Billy can be more successful and describe John’s communication style, you can do this on your own.

Choose a few folks who you interact with on a regular basis and ask them to sit down and share how they see you… giving them permission upfront to be candid. Listen closely to what they’re saying, taking a few ‘headline’ notes without being absorbed in capturing every word. Be sure not to react to anything you hear. This isn’t an exercise in right or wrong, good or bad; it’s exploratory research and a chance to learn.

These conversations should last less than 15 minutes. End each one by asking is there anything else I should know that would help me be a better leader? Then simply say thank you. There’s no need to accept, reject or negotiate any of their viewpoints. After you talk to everyone review your notes and look for patterns where you could do better. Chances are if there’s something you need to change more than one person mentioned it. Choose two or three that are important to you, and put together a self-improvement plan.

Circle back to tell each person how much you appreciate his or her helping you, and share the first things you’re going to address. This lets them know it wasn’t just a conversation that ended without action. Finally, select one person to serve as your accountability partner to ensure you stay focused on achieving change, and schedule brief ‘check in’ updates every few weeks for several months. Soon you’ll start seeing a better you.

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Did You Hear The One About

I’m speaking today to a local Rotary group. They invited me back three-and-a-half years after my first presentation. Came up with new jokes, new stories and a new ‘takeaway’ angle for them – especially after the person who invited me said, “I really don’t care what you talk about just as long as you’re funny again.”

Seems I heard the same thing about this time of year in 1978. It was my senior year in high school  and the graduation committee – made up of my soon-to-be fellow alumni – asked me to deliver the speech at our baccalaureate. I remember saying, “Wow, I’m honored.  Can’t wait to share my views on life, education and making a difference in the world.” The head of the committee said, “I don’t think you understand. We just want you to tell jokes and make everyone laugh.”

I guess it’s not only actors who get typecast (see: Culkin, Macaulay).

So my message today will be about two recurring themes I’m seeing in my recent coaching work with clients. With the challenges of the past few years, leaders are struggling to: remain positive you’re making the right decisions (confidence); and, present your solutions in a way that leaves no doubt in your audience’s mind of the position you’re taking (conviction). The first is an internal emotion, the latter external.

There’s no magic bullet or secret formula for overcoming these. You just have to look in the mirror each morning and think, “I’ve got this one.” As things occur in your business, remain steadfast in your belief everything is going to work out fine. You’ll do the right things.

As the saying goes, “Never ever let ‘em see you sweat.” And when you’re having ‘one of those days,’ take a deep breath and share a funny story. Laughter heals.

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