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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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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Inconsistent Behavior

During a recent business trip the airplane scheduled for our outbound flight was delayed by bad weather. After arriving at the airport 90 minutes before our 8:30 a.m. departure, we suddenly had two additional hours on our hands. The five of us decided to relax and enjoy a sit-down breakfast at one of the franchise restaurants in the terminal. Service: Good. Food: Fine. Value: Excellent. One of our party commented, “I’d come here again.”

Three days later upon arriving at the airport for the early morning return flight home, we again faced an extended wait. As luck would have it, the same restaurant was right next to our gate. We decided if it worked in once, we should eat there again. How did things turn out the second time? Service: Weak. Food: Poor. Value: Minimal.

Our waitress had an attitude and didn’t want to be there. Since the choices were limited, each of us ordered the exact same thing. These portions were smaller and taste was missing. When the bill arrived I took out the receipt from the first meal and discovered there was a $15 difference in the amount. Turned out some of the things that came ‘standard’ in Houston were ‘extra’ in Louisville. That same traveling companion said, “I’ll never eat at this restaurant again.”

Customers have expectations with a franchise that it will deliver the same experience every time. That’s why McDonald’s french fries and Baskin-Robbins ice cream taste the same wherever you are in the world. When a rogue franchisee fails to fulfill those promises, it affects the entire brand. I flew again a few weeks later, and – walking by the location here – thought, “Your Louisville buddy ruined it for you.”

The result is the same in your organization, even if you’re not a franchise. You set the bar on how I expect to be treated. Fail to live up to those lofty goals – whether it’s quality or service or value – and chances are you’ll lose me forever.

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