I have been glued to the TV watching the Republican presidential debates. They are, in my view, way more interesting than in most election years due to the sheer number and diversity of the candidates on view. I will use the candidates performances to demonstrate some management tips that I hope you find useful.

In the Dec. 15 debate, Donald Trump talked about building a wall to secure the borders and said, I am a really good builder. In previous coverage, I have seen him say that during his tenure we would have better contracts and treaties with other nations since he is a really good negotiator. While it is no doubt true that he is both a good builder and a good negotiator, these comments made me reflect on what qualities and skills one needs to do well in a given management job, and for what qualities or skills one should rely on others. Over many years I have observed that people often weigh specific job experience too highly and do not give others enough credit for these critical characteristics: intelligence, business savvy, a thirst for learning, a willingness to work hard, ambition, commitment, resilience in the face of adversity, and an ability to build and inspire a team.

Of course different experiences can serve to hone and sharpen these characteristics as well as provide the candidate with the ability to demonstrate a track record of success. In addition, experience can reduce the time it takes for the candidate to settle into the job and start to deliver results. However, in choosing your team on the job, I would urge you to look more for innate talent and temperament and less for specific learned skills.

In the same debate, Ben Carson was asked whether he has the strength to bomb terrorist targets given that there could be ensuing civilian casualties. His answer invoked the concept of false choices, which may or may not have answered the question but is a useful and often-encountered concept at work. Frequently we face decisions that are offered up as simple binary choices; the insightful manager will recognize that often the choice is neither simple nor binary. In other words, when presented by a peer or a colleague with a choice between A and B, I suggest you think about the complexities that may offer a better solution. Why cant we do A and B? Often such a choice implies resource scarcity, but perhaps we should do A and B and drop C instead. Or perhaps we can do A now and B later. Or perhaps we can do the most important aspects of A and B to secure the biggest benefits and come back around later to finish up with the lesser aspects.

Of course as a manager, you do not necessarily have to come up with the specific solutions; however, be aware when you may be presented with a false choice and challenge your colleagues to deliver a wider and more palatable range of options.

Carly Fiorina at one point in the debate used this quote: If you want something talked about, ask a man; if you want something done, ask a woman. While the statement (attributed to Margaret Thatcher) is humorous and may bring a smile, it made me reflect on two things: First, platitudes and clichs are not convincing and rarely enhance the discourse. Second, it made me reflect on diversity in the workforce and my experience that rarely does any minority want to hear that they are being favored due to their minority status. Generally, people want to succeed based on their unique qualifications and contributions. They may need to be assured in some way that the playing field is level, but that is very different from being selected or promoted because they are a minority. I do believe it is good business for companies to promote diversity in the workforce that reflects the diversity in their customers organizations and in their hiring pools. Over time, neglecting this can lead to negative customer perceptions and inability to hire quality personnel. So you may want to set future goals for increasing diversity in your organization, but in doing so, do not lose sight of the real goal of sustainably maximizing talent by hiring the best and creating an environment that provides the opportunity for all to succeed.

There are some good lessons to be learned, too, from observing the body language of the debaters. As you move up the organization, it is important to be aware of the body language you may be using, especially in stressful or challenging situations. Someone once told me that I had a habit of pointing my finger for emphasis, which can appear to others as aggressive or simply annoying. I had no idea that I was doing this, and once told, I was able to stop the habit. You may want to videotape yourself giving a presentation and see whether you observe any habits that need to be addressed. You may want to ask a friend or colleague to observe you and report back to you what they see. Both Marco Rubio and Ted Cruz appeared to me to do a creditable job of managing their body language despite several exchanges between the two that were quite confrontational.

Another lesson is about preparation. Of course in a presidential debate, it is virtually impossible to be prepared for every question or situation; however, one could and should be prepared for certain things, namely the opening and closing statements and the key messages you want to consistently convey.

Similarly, in any presentation you are making to a group, I would urge you to prepare and actually practice the opening and the closing statements. Doing so can reduce the level of stress and make for a more polished performance. You may want to use a story or quote in your opening or introductory statements. If artfully done (watch, for example, John Kasichs opening statement in the Dec. 15 debate), it can be memorable and help others retain the essence of your message more easily.

There are no doubt other lessons to be learned, and I will be keeping a watchful eye for these in future debates.

Sara Lefcourt of Lefcourt Consulting LLC specializes in helping companies to improve profits, reduce risk and step up their operations. Her experience includes many years in marketing, sales and procurement, first for Exxon and then at Infineum, where she was vice president, supply. E-mail her at saralefcourt@gmail.com or phone (908) 400-5210.