The Russert Model

Much has been said and written about Tim Russert since his untimely death last week.  Some of it contains valuable advice for executives, managers, and supervisors at all levels.

Russert worked hard and never asked one of his subordinates to work harder than he did.  He led by example.  He mentored subordinates and interns, by including them in what he was doing, giving them assignments that would get them noticed, and standing behind them when they made mistakes.  He was driven by success, but he wanted those who worked with him and for him to enjoy the same success.  He tried to give them the opportunity to achieve it.

Although he was the rock star, he was a team leader and team player.  He often met with his team–everyone from his top executive to his lowest intern.  He met with them individually.  He met with them as a group.  He asked for their opinions and listened to what they said.  He let them disagree with him.  When one of them came to him with a risky idea, he usually said yes and was proud of the initiative.  He acknowledged his mistakes.

He knew his employees’ names–and the names of their spouses, children, and parents.  He remembered their birthdays.  He shared their pride at special occasions–a graduation, a marriage, the birth of a child.  When they were hurting, he reached out to them.  When they needed help, they weren’t afraid to go to him.  He was their boss–and their friend.

When someone dies unexpectedly, too early, it’s common to go overboard with praise for that person.  There’s some of that happening with Russert, and at times, his friends have had to pause and acknowledge that he wasn’t perfect.  But it’s clear that those who worked with him and for him loved him. 

It’s been repeatedly said that Russert never forgot where he came from.  He grew up in Buffalo.  He was the son of a garbage collector.  Unlike many of his peers and the people he interviewed and rubbed shoulders with, he had no Ivy credentials. 

Remembering your roots is important.  But you don’t have to come from a poor family in a cold, sometimes disrespected city, where sports teams have trouble grabbing the gold ring, to treat employees with respect–to be a boss in the Tim Russert model.  Not every boss can be like Russert in terms of the success he achieved, but every boss should be like him in dealing with employees.  If that happens, employment problems will be resolved, instead of turning into employment lawsuits.  If a boss just can’t do it that way, then he just shouldn’t be a boss.