33.        People are more likely to accept the leadership of those who have shown they can
perform the same tasks they require of others. My reasons for this view involve the
notions of respect and trust.
      It is difficult for people to fully¹ respect a leader who cannot, or will not, do what
he or she asks of others. President Clinton's difficulty in his role as Commander-in-
Chief serves as a fitting and very public example. When Clinton assumed this
leadership position, it was well known that he had evaded² military service during the
Vietnam conflict. Military leaders and lower-level personnel alike made it clear that
they did not respect his leadership as a result. Contrast the Clinton case with that of a
business leader such as John Chambers³, CEO of Cisco Systems, who by way of his
training and experience as a computer engineer earned the respect of his employees.
      It is likewise difficult to trust leaders who do not have experience in the areas
under their leadership. The Clinton example illustrates⁴ this point as well. Because
President Clinton Sacked military experience, people in the armed forces found it
difficult to trust that his policies would reflect any understanding of their interests or
needs. And when put to the test, he undermined their trust to an even greater extent with
his naive⁵ and largely bungled⁶ attempt to solve the problem of gays in the military. In
stark⁷ contrast, President Dwight Eisenhower inspired nearly devotional trust as well as
respect because of his role as a military hero in World War II.
      In conclusion, it will always be difficult for people to accept leaders who lack
demonstrated ability in the areas under their leadership. Initially⁸, such leaders will be
regarded as outsiders, and treated accordingly. Moreover, some may never achieve the
insider status that inspires respect and trust from those they hope to lead.

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