His [Stalin] method of working is somewhat different from Lenin’s. Lenin usually presented his “theses” for discussion by the Political Bureau, committee, or commission. He would supplement his written document with a speech amplifying the ideas contained in it, after which every member would be invited to make his critical observations, to amend or provide an alternative. Lenin would consult specialists on particular aspects of a problem, and no one ever went to such lengths to talk matters over with the workers individually and collectively. Murphy, John Thomas. Stalin, London, John Lane, 1945, p. 172

Stalin on the other hand rarely presents theses and resolutions first. He will introduce a “problem” or a “subject” requiring a decision in terms of policy. The members of the Political Bureau, the Central Committee, or the commission of which he may be the chairman, are invited to say what they think about the problem and its solution. People known to be specially informed on the topic are invited to contribute to discussion, whether they are members of the committee are not. Out of the fruits of such collective discussion, either he himself will formulate the decision or resolution, or someone specially fitted will prepare the draft. Murphy, John Thomas. Stalin, London, John Lane, 1945, p. 172

Stalin holds the view that decisions made by one person are nearly always one-sided. He does not believe in “intuition’s.” He regards the Bolshevik Central Committee as the collective wisdom of the Party, containing the best managers of industry, military leaders, agitators, propagandists, organizers, the men and women best acquainted with the factories, mills, mines, farms, and different nationalities comprising the life of the Soviet Union. And the Political Bureau of this Central committee he regards as its best and most competent part. If its members are otherwise they will not hold their positions for long. Hence he believes in everyone having freedom to correct the mistakes of individuals, and in there being less chance of a collective decision proving lop-sided than an individual one. But once a decision is arrived at he likes to see it carried out with military precision and loyalty. Throughout his career his victories have been triumphs of team-work and of his native capacity to lead the team by securing a common understanding of the task in hand. Murphy, John Thomas. Stalin, London, John Lane, 1945, p. 172

Suppose today Stalin outlines a policy which he thinks should be adopted. Others criticize it, not to weaken it, but to fill in possible holes. Stalin answers. Some amendments are accepted; the majority fail. The final decision is reached only when everyone is convinced that no improvement is possible. Such is the real government of Soviet Russia. Duranty, Walter. Duranty Reports Russia. New York: The Viking Press, 1934, p. 103

Stalin was less sure of himself than Lenin. Instead of saying, “I am right unless you can prove me wrong,” he would ask the advice of others and gradually form a composite opinion and decision. Once that opinion was formed, however, he was much more rigid than Lenin about subsequent misgivings or opposition. Duranty, Walter. Story of Soviet Russia. Philadelphia, N. Y.: JB Lippincott Co. 1944, p. 164

He [Stalin] loved to hear the other members of the leadership expounding their views, while he would wait until the end before giving his own, which would usually clinch the matter. Volkogonov, Dmitri. Stalin: Triumph and Tragedy. New York: Grove Weidenfeld, 1991, p. 220

Bazhanov goes on to describe Stalin’s behavior at meetings of the Politburo and the Central Committee. Stalin never presided at these: “He smoked his pipe and spoke very little. Every now and then he would start walking up and down the conference room regardless of the fact that we were in session. Sometimes he would stop right in front of a speaker, watching his expression and listing to his argument while still puffing away at his pipe…. He had the good sense never to say anything before everyone else had his argument fully developed. He would sit there, watching the way the discussion was going. Whenever everyone had spoken, he would say: “Well, comrades, I think the solution to this problem is such and such”–and he would then repeat the conclusions toward which the majority had been drifting.” Bullock, Alan. Hitler and Stalin: Parallel Lives. New York: Knopf, 1992, p. 180

That’s how it is with Stalin, in terms of actual power, but according to all accounts he is far from domineering in dealing with his colleagues. Lenin, we are told, took a different attitude. He used to say: “Here is what I think our policy should be. If anyone has suggestions to offer or can make any improvements, I am willing to listen. Otherwise, let us consider my plan adopted.” Stalin is more inclined to begin, if the subject matter discussion concerns foreign affairs: “I should like to hear from Molotov.” Then, he might continue, “Now, what does Voroshilov think on the military aspects of the subject,” and later he would ask Kaganovich about the matter in relation to industry and transportation. Gradually he would get a compromise opinion from the Politburo, probably “leading” the discussion along the lines he desires, but not appearing to lay down the law, until the final conclusion is reached. Thus, superficially at least, he seems to act as a chairman of a board, or arbiter, rather than as the boss. Duranty, Walter. Stalin & Co. New York: W. Sloane Associates, 1949, p. 90

As a rule, he was businesslike and calm; everybody was permitted to state his opinion. He addressed everyone in the same stern and formal manner. He had the knack of listening to people attentively, but only if they spoke to the point, if they knew what they were saying. Taciturn himself, he did not like talkative people and often interrupted those who spoke volubly with a curt “make it snappy” or “speak more clearly.” He opened conferences without introductory words. He spoke quietly, freely, never departing from the substance of the matter. He was laconic and formulated his thoughts clearly. Zhukov, Georgi. Reminiscences and Reflections Vol. 1. Moscow: Progress Pub., c1985, p. 364

According to Bazhanov, who served for several years as a junior secretary in the Political Bureau, Stalin at the meetings of this high tribunal maintains his usual reserve. He seldom generalizes. He sees only concrete problems and seeks practical solutions. He attacks few questions and rarely makes mistakes. “At the meetings of the Political Bureau,” he writes in his revelations, “I always had the impression that Stalin was much more inclined to follow events than to direct them. During discussions he would keep silent and listen attentively. He never would give his opinion until the debate was over and then would propose in a few words, as if it were his own idea, the solution on which the majority of his assistants had already agreed. For that reason his opinion was ordinarily adopted. Stalin is not imaginative, but he is steadfast. He is not brilliant, but he knows his limitations. He is not universal; he is single-tracked. These properties may be defects, but in Stalin’s position they are sources of strength. He is a “big business man,” a type new in Russian political life. He is the carrier of that modern “ism” which has invaded the Old World–Americanism. Levine, Isaac Don. Stalin. New York: Cosmopolitan Book Corporation, c1931, p. 337-338