2003-02-17 00:54:12braveheart
Leadership
The author of <> is Rudolph W. Giuliani, who is a descendant of Italian immigrants. He was once a Federal Chief Procurator. In 1993, he was elected to be New York City mayor. During his 8-year term of office, he had done a lot of things to change “Big Apple” to be a more ideal city. But I think what has left in people’s mind was his leading after 911 terrorist attack.
Rudolph reacted to September 11 attack very quickly and properly. That made him a hero of American people. In his book, he said that his principles of leading and managing crisis were always the same (before and after 911), and he just did what he should do at that moment.
Leadership, Giuliani writes, works both ways: it is a privilege, but it carries with 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 talk the right, unexpected risks. A leader must develop strong beliefs, articulate and acts on those beliefs and be accountable for the results--- principles he illustrates with candor and courage throughout the pages of the important and timely book. He never knew that the qualities he describes would be put to the awful test of September 11, he says; but he never doubted that they would prevail.
Giuliani also loves reading. He considers that leadership needs to be cultivated. No one is born to be a leader. Reading helps to “learn to think independently,” and people who can think independently are believed to be better decision makers. Strong beliefs strengthen the willing to complete a task, and it always makes things different.
I admire many of Mr. Giuliani’s opinions about being a leader. He is also a good executive of these beliefs and principles.
Rudolph reacted to September 11 attack very quickly and properly. That made him a hero of American people. In his book, he said that his principles of leading and managing crisis were always the same (before and after 911), and he just did what he should do at that moment.
Leadership, Giuliani writes, works both ways: it is a privilege, but it carries with 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 talk the right, unexpected risks. A leader must develop strong beliefs, articulate and acts on those beliefs and be accountable for the results--- principles he illustrates with candor and courage throughout the pages of the important and timely book. He never knew that the qualities he describes would be put to the awful test of September 11, he says; but he never doubted that they would prevail.
Giuliani also loves reading. He considers that leadership needs to be cultivated. No one is born to be a leader. Reading helps to “learn to think independently,” and people who can think independently are believed to be better decision makers. Strong beliefs strengthen the willing to complete a task, and it always makes things different.
I admire many of Mr. Giuliani’s opinions about being a leader. He is also a good executive of these beliefs and principles.