Leadership by Giuliani

Throughout the book Leadership, Mr.. Giuliani says that leadership does not simply happen. It can be taught, learned and developed, but it does not happen automatically. 2. “Surround yourself with great people. Have beliefs and communicate them. See things for yourself. Set an example. Stand up to bullies. Deal with first things first. Loyalty is the vital virtue. Prepare relentlessly. Whenever forced to make a decision, under promise and over deliver. ” These are the principal leadership qualities that Mr..

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Giuliani drew upon to handle the events of September 11, 2001. . Understandably, the events of September 11, 2001 affected Mr.. Giuliani more than any other experience in his life. Mr.. Giuliani states that he was prepared to handle the events of that fateful day because of the leadership he used throughout his tenure as Mayor of New York City as well as previous positions held in life. Part I Chapter 1 September 1 1, 2001 1 . The significant point made in this chapter is that a leader should make it a policy to see with their own eyes the scene of every crisis in order to evaluate it first hand.

When the first plane hit the north tower of the world trade center, here was a great deal of confusion. Mr.. Giuliani knew that he needed to go to the site of the world trade center to order to make informed confident decisions. 2. Mr.. Giuliani knew it was important to set up a command center and to find a way to communicate with people in the city. A few minutes after the second plane hit the south world trade center tower; a decision was made to establish two command posts, one for the police department and one for the fire department. This was necessary because they had different requirements. . In order to stay calm on September 11, 2001, Mr.. Giuliani gave credit to being prepared. Tabletop exercises designed to rehearse responses to a wide variety of contingencies were held throughout his time as mayor. 4. Although Mr.. Giuliani lost many close friends and colleagues on September 1 1, 2001, he kept working. He never allowed himself an opportunity to grieve until the next morning when he was alone. He knew that people were depending on him to be strong and make decisions. Chapter 2 First Things First 1. The importance of the “morning meeting” cannot be overstated.

It is the cornerstone to efficient function within any system. The most important purpose of the morning meeting is to get control of the day. A system is needed to process the day’s challenges. The morning meeting also affords your staff the opportunity to see and meet with you at a specific time and place every day. A daily meeting where everyone is entitled to air concerns means that information is passed to the right people. 2. Taking care of first things first and taking control early are passionate concepts to Mr.. Giuliani. Before a challenge even manifest itself, it is best to learn as much as possible.

The point is not to get a head start on a task at hand, but to seta tone. Once you set a tone it is good for your employees and the organization. 3. Starting small with success is a significant point made in this chapter. Mr.. Giuliani ran on a platform of increasing public safety. His goal was to change the notion that New York is a dangerous place. Mr.. Giuliani started his goal to turn New York around by banishing squeegee operators. By cracking down on squeegee men, crime reduced by 5,000 felonies per week. Mr.. Giuliani also reduced the New York City tax from 6 percent to 5 percent.

This stimulated enough business to offset any immediate loss in revenue. 4. Always sweat the small stuff might lead to being labeled scrimmaging, but understanding how things work is the responsibility of a leader. It also makes him a better leader because he will be able to let people do their jobs. The idea of sweating the small stuff applies to every challenge a manager faces and as a way of not allowing minor issues to spiral into major disasters. Chapter 3 Prepare Relentlessly 1 . A significant point in this chapter is the importance of being prepared.

It is vital to never assume anything. You must make sure that every “i” is dotted and every ‘t” is crossed. Trying to imagine every possible scenario possible is the secret to preparing relentlessly. Relentless preparation means not just preparing for disasters but anticipating potential trouble. 2. Visualize things for yourself is a technique that can be used in many aspects of leadership. 3. Creating reasons for those who work for you to establish their own culture of preparedness is part of being a good leader. Instilling preparedness in others will ultimately make the leader look good.

Chapter 4 Everyone’s Accountable, All of the Time. 1. Maintaining accountability is the cornerstone to effective leadership. Leaders should welcome being held accountable, because nothing builds confidence ore than a willingness to take responsibility for what happens during his watch. 2. New York City, under Giuliani administration, developed a process called Composts. Composts combined daily crime statistics in order to recognize crime patters and potential trouble before it began. The data compiled by Composts was used to hold each borough commander’s feet to the fire regarding crime in their areas.

As a result the crime rate dropped because of the accountability issue. 3. Accountability across the board can improve the performance and morale of any organization. Creating a culture where employees feel responsible s momentous. 4. Do What’s Possible, Try What’s Not. Mr.. Giuliani said that when dealing with foster care he implemented accountability with the child welfare providers. He told the agencies that if they under spent their funding, the City of New York would not take the money back. No one thought it would be possible to lower the number of children in foster care but Mr..

Giuliani tempted faith by trying the “impossible”, and it worked. Chapter 5 Surround Yourself with Great People 1 . Good Teamwork makes each member of a team better. It is important to hire the best person suited for the job. 2. Analyze Strengths and Weaknesses including your own). The first part of choosing great people is to analyze your own strengths and weaknesses. This will give you an idea of where your needs are the greatest. The goal is to balance your weaknesses with the strengths of others. 3. Learn from great teams. Leadership and balance are easier to see in teams.

Matching a person to a job is not only a matter of what position is right for them; it is also what is right for you. A leader has to be surrounded with a complementary staff. 4. Resumes Aren’t Everything. Leaders who stand by their employees, even those who make mistakes, can enjoy the benefits of hiring he absolute best person for the job. A leader must have confidence in his own decision-making about people. 5. Motivation is an important job of leadership. Managers ask a lot from their employees. They want and should expect their staff to feel they’re part of something bigger than themselves.

Allowing employees to encounter challenges on a regular basis accomplishes two important goals. (A) Challenges provide experience. (B) Challenges invigorate the staff. Chapter 6 Reflect, Then Decide 1 . Making the right choices is the most important part of leadership. Every other element relies on making good decisions. . When faced with cancer, Mr.. Giuliani acknowledged that when dealing with a life-threatening illness, you ultimately face it alone. Mr.. Giuliani surmised that his fight with cancer was a basic training for dealing with the events of September 11, 2001. 3. Be Ready to pull the trigger when time is short.

Leaders must find a balance between speed and deliberation. 4. Use creative tension. Debates are enormously helpful to hear views on just about everything. A better decision is made based on these viewpoints. 5. Hear people out. Once you’ve made a decision, you must stick to it; but up until that mint is made clear you must entertain changing your mind even on subjects that seem cut and dry. Chapter 7 Under promise and Over deliver 1. A leader must manage not only results but expectations. They should be as accurate as they can be about projections and, if they’re going to err, make it on the side of under promising. . Promise only when you’re positive. When you don’t know the answer is honest enough to admit it. Mr.. Giuliani never makes a promise until he is sure that he can deliver. 3. Don’t Turn a Victory into a Defeat. The risk of turning a victory into a failure is more than just a matter of impression and morale. A misguided prediction can actually harm. Chapter 8 Develop and Communicate Strong Beliefs 1 . Great leaders lead by ideas. Ideology is enormously important when running any large organization. The way you see the world has a strong impact on the people who work with you. 2.

The ideas that form the basis of your leadership can come from your parents, friends, teachers, clergy and rivals. As a leader you should apply your beliefs and philosophy to real-world situations. 3. The development of beliefs can follow a winding path. Beliefs are inconvenient and painful. A leader won’t deny an emerging belief simply because it makes him uncomfortable. 4. Communicate Strong Beliefs. A leader must not only set direction, but communicate that direction. 5. Be Direct and Unfiltered. There will always be bias toward a leader. It is important to communicate directly and with emotional honesty. . Language is very important. Choosing one word over another is an important act. 7. Any leader is only as good as his word. When it comes to communicating beliefs and ideas, a leader’s word is not only an emblem of trust but a critical device in spreading the message. People need to understand that you mean exactly what you say. 8. Tailor the message to the listener. One of the responsibilities of a leader is to meet the needs of those he or she leads. Do no alter your message depending on the audience, but present it so that it can be understood by whomever you’re addressing. Chapter 9 Be Your Own Man 1.

Being your own man means that you should never feel that you have to sacrifice your principles. 2. You cannot ask those who work for you to do something you’re not willing to do yourself. It is up to you to set the standard of behavior. There is no more powerful motivation for others than a leader who sets an example. 3. Your principles will differ from the official party line. Leaders of all kinds face similar situations, in which the expedient and convenient position does not match the one you believe is right. True leadership requires choosing the position that allows you to sleep at night. 4.

Don’t let critics set your agenda. A leader has to have the confidence to think that his decisions will be proven correct. You do no one any good if you can’t carry the weight of your convictions. Chapter 10 Loyalty: The Vital Virtue 1 . An effective leader should serve as a mentor as well as a boss. Methods and ideals developed by a mentor should enter the subconscious, and become second nature. . Embrace those who are attacked. Personal loyalty to people who have stood by you will boost the morale of an organization. No one wants to work for someone who distances themselves from his staff at the first sign of trouble.

It pays to stick with someone in the face of public criticism. The carping eventually fades. The devotion you’ve earned by showing loyalty will last. 3. You’re not paid to be abused. Mr.. Giuliani has a policy that during a meeting you may ask any question you like, you will not be interrupted no matter what. In exchange, you must listen to answer respectfully, without interrupting. If you don’t, first you are warned, and then thrown out. 4. There is no better feeling in the world to have earned the loyalty of someone you respect. Chapter 1 1 Weddings Discretionary, Funerals Mandatory 1 .

Everybody likes weddings. Funerals are difficult. Funerals are when everyone is needed and why it means more when one shows up. When the chips are down, when someone you care about is struggling for answers or burying a loved one you just need to be there. That’s when the measure of a leader is taken. 2. Going to the funeral is the last thing you can do for that person. Simply going to a unreal to show your respect is very comforting to a family. Chapter 12 Stand Up to Bullies 1 . Standing up to bullies works. The main reason a leader has to stand up to a bully is because it is the right thing to do.

A leader must set a tone. 2. Go into a fight with a plan. Always seek a solution that’s most favorable but does not over reach. There is no fail safe formula for knowing where that line is. Leaders seem to develop a sense of it. Those who can’t don’t stay leaders for long. 3. One of the best reasons to let bullies know that you won’t back down from a fight is so that t doesn’t get it that point often. 4. Standing up to bullies is not easy. The reason you do it early and resolutely is so you don’t have to do it more than you should. Chapter 13 Study. Read. Learn Independently 1 .

Always keep a thirst for knowledge. When you’re faced with a challenge read up on the subject. Developing your own expertise is simply something that every leader ought to do. It is the best way to weed out the biases and pretensions among those who want to influence you. 2. It’s up to a leader to instill confidence, to believe in his judgment and in his people even when they no longer believe in homeless. Chapter 14 Organize Around a Purpose 1. Finding the right organizational structure starts with a mission. You have to identify your aims, ad what you should do to achieve.

Find the right people for the job, and constantly follow up to make sure everyone is sticking to the original purpose. 2. A leader wants someone who doesn’t just kowtow but can step up to the plate. It is important to hire good people instead of yes-men. 3. A good leader establishes priorities and sticks to them, backing them with resources to carry them out. 4. The organization chart is not simply a cold management entrance. It’s a living, evolving tool a leader uses to send a message to those who work for him and to remind himself the organization’s goals and priorities. Chapter 15 Bribe Only Those Who Will Stay Bribed 1.

In this chapter Mr.. Giuliani makes clear that by the work “bribe” he means someone who will keep his word. 2. In any leadership role, one must deal with all types of people. Once should confine dealings to people one trusts completely. 3. There are times when a leader has no alternative than to deal with someone untrustworthy. When faced with this situation, lock up every detail in the learners possible language. You must make sure that all is written and there are witnesses. Part Ill Chapter 16 Recovery 1. After the events of September 11, 2001 it was vital to show the world that New York City would rebound.

Mr.. Giuliani was on the morning talk shows on September 12, 2001 to convey that message. 2. At the same time as a leader provides strength and inspiration to those in need, he also draws strength and inspiration from them. 3. A big part of leadership is consistency, letting those who work for you and others you lead know that you’ll be there for them through good times and bad. Book Summary When Rudolph Giuliani became mayor of New York City, he inherited a government that had developed a worldwide reputation for inefficiency and unresponsiveness.

Giuliani simply didn’t believe that. He believed that the city wasn’t ungovernable it was just ungoverned. He set out to prove that the Mayor could govern and could make a difference. He used skills he learned throughout his life to govern New York City. Rudolph Giuliani demonstrates in Leadership how the leadership skills he practices can be employed successfully by anyone who has to run anything. Mr.. Giuliani reinvention of government and his coco on quality of life issues bought about measurable achievements for New York City. Through Mr..

Giuliani leadership, New York City has experienced an unprecedented 44% reduction in overall crime and a 48% reduction in murder since 1993. Mr.. Giuliani crime-fighting success was the result of an ambitious program of strategies aimed at specific areas of criminal activity: Illegal guns, drugs, youth crime, domestic violence, car theft, police corruption, and quality of life initiatives. By treating illegal vending, graffiti, vandalism and squeegee operators as serious problems that negatively affected the living standards f New York City, Mr.. Giuliani improved the quality of life for all New Yorkers. Mr..

Giuliani and the NYPD developed a computer mapping technology to track crime statistics, pinpoint any unusual activity, and deploy officers accordingly. This program became known as “COMPOSTS”. The strategy was a new and very effective tool that has been proven to be very effective. In an unprecedented step, Mr.. Giuliani reduced taxes and onerous regulations. Mr.. Giuliani worked with the business community to promote job growth and business retention. His initiatives are now attracting new businesses instead of losing businesses; his resulted in a diverse group of private sector capital investment throughout the City. Mr..

Giuliani launched a workfare program in New York City. He ensured that eligible, able-bodied welfare recipients had to work in exchange for their benefits. Through the Work Experience Program (WEEP), thousands of people have been moved off the welfare rolls and into full-time jobs. Mr.. Giuliani administration reduced fraud in the welfare system by initiating finger-imaging and full verification background checks. By eliminating fraud and moving people from welfare to work, the city reduced welfare roles by a great deal. In detailing his principles of leadership, Giuliani tells stories that are personal and prescriptive.

He learned the importance of staying calm in the face of attack from his father’s boxing lessons. He demonstrated the need to stand up to bullies in both his personal and professional life. Giuliani describes how a love of reading was instilled in him by his mother and grew into a determination to master new subjects, and not rely on only the word of experts. Giuliani said that in his fight with prostate cancer, he learned to make decisions at the right time and with the right information reflected decision-making on a larger scale.

The main focus of the book is that leadership works both ways. It is a privilege, but it carries responsibilities. From imposing a structure suitable to an organization’s purpose, to forming a team of people who bring out the best in each other, to taking the right and unexpected risks. A leader must develop strong beliefs, and be held accountable for the results. Mr.. Giuliani displays both candor and courage throughout the book. He never knew that the leadership skills he developed would be put to the test on September 1 1, 2001; but he never doubted that they would prevail.