Leadership
Rudolph W. Giuliani
Preface
1. 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. Giuliani drew upon to handle the events of September 11, 2001.
3. Understandably, the events of September 11, 2001 affected Mr. Giuliani more than any other experience in his life. Mr.
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 the 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