Leardership

Book name: LEADERSHIP
Author: RUDOLPH W. GIULIANI

SUMMARY
The book is biography about the life and several experiences of Rudolph Giuliani and how they prepared him to lead. He draws on his experiences as a U.S attorney, corporate lawyer and mayor to discuss the values and leadership principles he espouses. Until the September 11 attacks on the World Trade Center, Giuliani was only monthsaway from leaving office with a reputation as one of the most effective mayors New York had ever seen.
Much of this book was written before this historical event as he prepared to leave office as mayor. After the attack Giuliani added chapter one and the final chapter (sixteen) to discuss the events of 9/11 and how he directed the recovery during the final four months of his administration.
WhenGiuliani started to manage, NYC was ravaged by crime and crippled in its ability to serve its citizens, he showed how he found that every aspect of his career up to that point from clerking for the formidable judge who demanded excellence to busting organized crime during his years as a federal attorney shaped his thinking about leadership and prepared him for the daunting challenges ahead.Giuliani's successes in turn strengthened his conviction about the core qualities required to be an effective leader, no matter what the size of the organization, be it an international corporation or a baseball team. His success in reducing the crime statistics in New York with education.
The principles that Giuliani has taught in his book are:
1) Put first things first
2) Preparerelentlessly:
Giuliani was and is an attorney before he became the mayor of New York City. He talks about how he used to prepare for court cases and he uses examples throughout the book of his preparations for certain events that happened. One example of this is his first budget speech as mayor February 2, 1994. He gave the whole presentation without a script. Later as his confidence and knowledge grew hebegan giving his State of the City speeches the same way. He viewed the State of the City speech as a way to establish his agenda and he began preparing for it in October, even though it wasn’t to be delivered until January. He would call in his deputy mayors, commissioner and ask for ideas and for new projects. He would prioritize them and then add his initiatives to what was a long list. He wouldinvite the concerned parties to weigh in and then present it to his budget director to see what they could afford. He said what remained was the basis for his speech. The time preparing got the information into his bloodstream, so he did not need a script for he already knew it by heart and not from something someone else prepared for him. I call it knowing your material.
3) Make everyoneaccountable, all of the time
Giuliani writes 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, unexpected risks.
4) Surround yourself with great people
The author gives us another example of his view of leadership. “Any good leader must develop a substantive base. No matter how talented youradvisors and deputies, you have to attack challenges with as much of your own knowledge as possible.” He does not mean that a leader, or a mayor in his case, has to know more about disease than his public health director or more about finance than his budget director. “But a leader should have independently acquired understanding of the areas he oversees. Anybody who’s going to take on a largeorganization must put time aside for deep study.”
5) Reflect, then decide
There can be no doubt about Giuliani's efficiency. He could do it because he had always believed that it was his responsibility to know everything about everything. He was a couple of blocks away in his car on September 11, 2001 when he received the call that an airliner had collided into 1 World Trade Center at 8:45 AM....