He talks about multiple successful efforts by the government to help families of victims, such as setting up the family Assistance Center. He uses this story of recovery to teach a few lessons. He says, “A leader should be anticipating all the time” (359), like he anticipated the prejudice that would appear as a result of the attacks, which allowed him to prevent violence against Arabs in the city. He also explains that in a crisis it was his job to lead, but also that “Leaders are human” (361) and have feelings. Another lesson he gives is that “A big part of leadership is consistency” (362), which is why he attended a wedding just a few days after 9/11 to show that “Life must go on” (363). Finally, Giuliani concludes the book by saying leaders have to harness their passion to achieve their goals, while also keeping a hold of their humanity. He feels anger at the attacks and terrorists, and that is human and healthy. In his final line, he eloquently states, “The challenge was to put [that anger] to work in ways that would make me a stronger, better leader”
He talks about multiple successful efforts by the government to help families of victims, such as setting up the family Assistance Center. He uses this story of recovery to teach a few lessons. He says, “A leader should be anticipating all the time” (359), like he anticipated the prejudice that would appear as a result of the attacks, which allowed him to prevent violence against Arabs in the city. He also explains that in a crisis it was his job to lead, but also that “Leaders are human” (361) and have feelings. Another lesson he gives is that “A big part of leadership is consistency” (362), which is why he attended a wedding just a few days after 9/11 to show that “Life must go on” (363). Finally, Giuliani concludes the book by saying leaders have to harness their passion to achieve their goals, while also keeping a hold of their humanity. He feels anger at the attacks and terrorists, and that is human and healthy. In his final line, he eloquently states, “The challenge was to put [that anger] to work in ways that would make me a stronger, better leader”