Leadership of Rudolph W. Giuliani

¶ … autobiography Leadership, written by Rudolph Giuliani and Ken Kurson as the main resource for this biography of Giuliani. I have chose Rudy Giuliani for exemplary leadership because of his charisma, his fearless attitude, and the way he managed the crisis in New York City after the terrorist bombings of September 11, 2001. While Mr. Giuliani certainly is not a perfect man, he showed remarkable skill, empathy, and leadership when New York City (and the nation) needed it the most.

In addition, Mr. Giuliani is a charismatic man, and before the terrorist bombings, he was a controversial leader at best. Not everyone liked or admired him. He sometimes seems to have an abrasive and grating personality. I was interested to see how his persona before and after the terrorist attacks changed, and how he came to be a hero in the hearts and minds of a nation that had largely ignored him before the attacks. I wanted to learn about his background, his childhood, and what led up to his leadership style. I also wanted to find out what he has been doing since he left the mayor's office, because he seems to have faded from sight and the public mind. I think Rudy Giuliani is a hero for how he handled things in the hours, days, and months after September 11, and I think most of the nation does, too. He may not be a perfect man, few men are, but he is certainly an excellent example of exemplary leadership when leadership was the only thing that could get New York through its' crisis and back on its feet.

Rudolph William Louis Giuliani was born on May 28, 1944, in Brooklyn, New York. He grew up in a close-knit family surrounded by relatives and friends that all lived on the same street in Brooklyn. He was a bright boy from a young age, and enjoyed history and the opera. His father, however, had a long and checkered criminal record that caused Rudy grief throughout his life. When he was only one-month-old, he was baptized in the Catholic Church, and attended the St. Francis of Assisi Catholic elementary school from kindergarten until his family moved from Brooklyn to Long Island in 1951, and Rudy again attended a private Catholic school. The new neighborhood in Long Island was a "planned" community that did not include blacks, Jews, or other minorities. In an unofficial biography, author Wayne Barrett notes, "From the catechism, Rudy learned a stark and unbending system that delineated venial sins and mortal sins, sanctifying grace and actual grace" (Barrett, 2000, p. 30). He also began listening to opera at the age of 14, creating a love of opera that has been constant throughout his life. In 1959, the Giuliani's moved to Bellmore, and even more upscale Long Island neighborhood.

In 1957, Rudy was admitted to Bishop Loughlin Memorial High School in Brooklyn, another private school that stressed academics and a long list of attendance rules. Throughout his educational life, Rudy always attended strict, regimented schools, and this had to color his leadership ideas and style. At one point, Rudy had thought of becoming a priest, and he had high ideals about what was moral and right. Author Barrett continues, "His relatives recall him as a hardworking student, never unwilling to do his homework. Rudy himself would later state that one of his teachers had told his father that 'my grades were very good -- I was one of the brightest kids in the class . . .'" (Barrett, 2000, p. 34). By the time he was a senior, he was also known as the "class politician," and he began to see a career as a lawyer or doctor ahead of him, instead of the priesthood (Barrett, 2000, p. 36). Giuliani attended Manhattan College, run by the same group, the Christian Brothers, who operated Loughlin High School. Barrett continues, "The academic challenge at Manhattan was rigorous, with a hefty 148 credits necessary to obtain the bachelor of arts degree. A political philosophy major, Rudy slogged through the required literature, history and fine arts courses" (Barrett, 2000, p. 49). Rudy was a serious student who did not seem to have room for fun. Even his mother told him to "loosen up" on occasion (Barrett, 2000, p. 49). Rudy's first electoral victory was the president of the sophomore class at Manhattan, which he won easily. He also joined a fraternity on campus and became its' president. He then attended New York University Law School, and graduated in 1968. He began his career in law clerking for a judge before he entered the U.S. Attorney's office in New York as an assistant U.S. Attorney. Interestingly, Giuliani clerked for Judge Lloyd MacMahon, who was deemed one of the "worst" judges in America in 1980, and who was called "arbitrary" and "capricious," by his colleagues (Barrett, 2000, p. 68-69). Since many of these terms have also been used against Giuliani from time to time, speculation is common that he may have learned many of these techniques and ideas from this judge, who he greatly admired at the time. Becoming a U.S. Attorney had been his goal when he graduated from law school, and he threw himself into the job, working long hours and trying numerous cases. Giuliani spent five years at the U.S. District Attorney's office and built an impressive career there, but Giuliani had other ambitions as his career moved forward.

Of course, not everyone is a fan of Rudy Giuliani. Many of his harshest critics are those who supported him in the past, such as his unofficial biographer Wayne Barrett, who was once close friends with Giuliani. He often notes how Rudy has a habit of overstating his accomplishments. He writes, "Rudy has often boasted of convicting hordes of corrupt cops -- forty-three is the number he cites. The total number of convicted cops listed in the Southern District's 'Report of Activities' for the period Rudy ran the corruption unit -- June 1973 to September 1975 -- is ten" (Barrett, 2000, p. 82). Another vocal critic is former New York Mayor Edward Koch, who wrote a book about him titled "Giuliani: Nasty Man." The book contains dozens of columns Koch wrote for the New York Daily News, most of which are highly critical of Giuliani and his leadership of New York City while he was mayor. Koch writes, "As 1995 unfolded, New Yorkers began to see more and more of the authoritarian side of its 107th mayor [Giuliani]. We began to learn that Rudy is not content to prevail; he must destroy his opponents" (Koch, 1999, p. 11). Another reporter notes, "Most interesting, [ ... ] was that a man with a reputation of arrogance in many quarters in Gotham -- especially in the era before the attacks -- admitted that all the hours he spent listening to organized crime tapes early in his career may have 'warped his personality'" (Bielski, 2003, p. 8). Giuliani's family background included ties to organized crime, gambling and bookmaking, and many other illegal activities. While he turned his professional career against these activities, they also must have colored his young life, and helped mold him into the man he became -- strong, sometimes arrogant, and sure of his own power and ability.

When he ran for mayor, he ran a Republican ticket in a long-time Democratic city and state. Reporter Andrea Bernstein writes, "Meanwhile, Giuliani, the former flashy federal prosecutor, had a more popular message: Cut government, bring in the private sector wherever possible and reduce crime" (Bernstein, 1997). He managed to do just that, which helped his popularity immensely. After his loss to David Dinkins for the mayor's job in 1989, Giuliani spent almost all of his time preparing for the 1993 election, when he ran against Dinkins and won. He installed many of his long-time supporters and family in high positions in the government. His appointments secretary was Tony Carbonetti, the twenty-five-year-old son of Lou Carbonetti Jr., who became director of the Community Assistance Unit. Richard Schwartz, a key campaign staffer became the special policy adviser, and John Gross, a good friend from the U.S. Attorney's office was treasurer of the campaign committee and a political adviser. In addition, of course there was Denny Young, a long time friend and confidant who became "Consul to the Mayor" (Giuliani & Kurson, 2002, p. 31). There were more appointments such as this, and many changes to city government. At first, Giuliani's popularity soared as he cleaned up the streets of homeless people, reduced crime, and helped beautify several rundown areas of town, including Times Square.

However, his popularity did not remain high, especially after his re-election in 1997. In fact, Giuliani's popularity had dropped considerably with New Yorkers before the September 11 attacks, and it was only his strong leadership skills that made his popularity soar as he handled the aftermath of the attacks. He was known as a vindictive and authoritarian mayor, who ruled with an iron fist, which is just what he needed to bring New York back from the events of the terrorist attacks.

Research shows that Giuliani has not always been a popular or well-liked leader. However, this book shows him in a very positive light -- perhaps because, as many critics note, Giuliani does not take criticism well. However, this book is an effective look at his leadership skills, and his everyday life as mayor of New York City -- during crisis, but also during more stable times. It is a good, detailed look into the day-to-day life of the mayor of the largest city in America, and it should be required reading for anyone who wants to become a good and effective leader.

Giuliani began each workday with a morning meeting between his key staff and other personnel. He believes in tackling small problems first to create small successes that can then transform into larger ones. He believes in visualizing things he wants to see happen. He writes, "One technique I used in preparing for the city budget illustrates another principle of preparation I've always espoused -- visualize things in your own mind" (Giuliani & Kurson, 2002, p. 61). Preparation is also one of the key points of his leadership style, and he credits it at least partially with his quick reaction to the terrorist attacks. He continues, "After September 11, I was frequently asked bout staying calm in the face of crisis. As I have already discussed, it comes down to preparation" (Giuliani & Kurson, 2002, p. 62). His leadership style is extremely hands-on, which initially put off some people in city departments. Giuliani wanted to have direct contact with just about every city decision, and he stepped on many people's toes in the process. While this might not have made him a very popular leader, it did give him a distinct understanding of all city operations, which ultimately served him well during and after the terrorist attacks.

Of course, Giuliani's strengths and weaknesses were tested after the terrorist attacks. One interviewer shows his philosophy on crisis and leading during a crisis. She writes,

Of leading in times of crises, he had this to say: "Under pressure, people either perform better than they ever have or they can't take the strain," he related. "A good leader can see what's happening and temporarily take someone off a project if their emotional state just won't let them work to their full ability," he added (Bielski, 2003, p. 8).

Giuliani devotes the first chapter of the book to the initial reaction on that September morning, and then goes on to detail his leadership ideas that lead him to react that day. However, the entire book is not devoted to his successful leadership during that critical time. It also shows how leadership skills can change a city, and make it safer, more successful, and more attractive. Of course, the book is written from Giuliani's own point-of-view, and so, there is little real criticism of the man himself or his methods. It shows the man in a very positive light, which is why research from other sources is always important to give a balanced view of any subject or person. However, the book is an excellent look into what makes a good leader, regardless of the personal bias or interest that it might include.

Giuliani never really defines leadership in any one definition, but his book is illustrative of good leadership throughout. He gives his own feelings about what makes a good leader, and shows what works for him. What works for one person might not work for another, but the general theories he uses, such as preparation, planning, and responsibility are general enough for anyone to use and follow. He writes, "More than anyone, leaders should welcome being held accountable" (Giuliani & Kurson, 2002, p. 70). This is just one of many small messages that good leaders can take from this book. It is clear that Giuliani has studied good leaders and has modeled himself after those he admired.

It is also quite clear from all these readings that Giuliani is quite conscious of everything he does, both publicly and privately, and so his leadership role has been heavily studied, monitored, and dissected so he is the best he can possibly be. He notes that surrounding yourself with good staff is another measure of a successful leader, and this is wise counsel, too. He knows good people and surrounds himself with the best, as any good leader does. He also believes it is very important to motivate this staff, and to challenge them. All of these characteristics are characteristics of his heroes, such as John and Bobby Kennedy, Winston Churchill, Lou Gehrig and Joe Torre, (and the Yankees in general), and even judge MacMahon, who he quotes or cites heavily throughout the book.

Obviously, Giuliani's leadership skills were extremely effective, especially in serious and threatening situations. He managed the aftermath of September 11 with great skill and compassion. He communicated effectively with the media, coordinated rescue and relief efforts, and managed to convey hope to the citizens of New York and the country. Many of his most important leadership philosophies came into play here, from communicating effectively to planning and being involved in every aspect of the operation. These things might not always make him the most popular leader, but they will certainly make him an effective leader when the time comes.

One leadership quality Giuliani uses effectively is to always read and learn more. He illustrates this by his reaction to the terrorist attacks. It would seem he would not have had any free time to spend learning about the terrorists who had attacked the city and what the continuing threat might be. However, he did just that. Even in time of great stress, he tried to learn more about the enemy and how to defeat him. He writes, "I carved out hours to learn more about the issues that had been forced upon the city, to seek out sources of both knowledge and inspiration" (Giuliani & Kurson, 2002, pg. 291). He read books about Osama bin Laden, a biography of Winston Churchill, (another great leader), and even read about DNA technologies to keep him always educated about the factors that were at play in the city. He made time to learn more even when the city faced catastrophe, and that is one sign of a great leader.

In October 2001, Mayor Giuliani spoke before the United Nations about the September 11 attacks. He said in this speech, "This massive attack was intended to break our spirit. It has not done that. It has made us stronger, more determined and more resolved. [ ... ] We are unified. And we will not yield to terror. We do not let fear make our decisions for us. We choose to live in freedom" (Giuliani, 2001). That is one reason Mr. Giuliani is such a good leader. He is an excellent and impassioned speaker, and his delivery is always perfectly timed. Part of what makes a good leader is how they get their ideas across, and in his autobiography and his other speeches and writings, Mr. Giuliani shows that he knows how to communicate effectively and with great feeling.

I do not believe that one leader can ever totally duplicate another leader's best qualities and ideas. I certainly would not want to duplicate some of Mr. Giuliani's more controversial and unlikable qualities. However, I think that Mr. Giuliani is an exemplary leader to learn from, especially in crises. I felt that I learned more about the man by reading his autobiography and other accounts of his life and work, but I felt I learned a lot by watching him in action, too. Here was a man who was not afraid to get right into the middle of the danger zone after the World Trade Center was attacked, and here was a man who was not afraid to stand up and take a stand and make sure people listened. He had many different emergencies on his hands, from rescue and relief to fear of continued attacks and rebuilding infrastructure, yet he managed to get things done and keep the people calm, which was incredibly important. A weaker leader could have created panic, and that would have made the situation even worse. I think that reading about him has helped me decide his leadership qualities I would like to emulate and those I would rather not use. I think the strongest message in the entire book may be in the Preface when he writes, "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 issue. Prepare relentlessly. Underpromise and overdeliver. Don't assume a damn thing" (Giuliani & Kurson, 2002, p. x). I can see myself posting those words over my desk no matter where I work or study; because I think those words are the core of good management, no matter what type of management you are involved in. If you can live your professional life by those ten workday "commandments," then I think you have a solid chance of becoming a good manager or even a great manager like Mr. Giuliani.