Giuliani Leadership Chapter 14 Analysis

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In chapter 14 of Leadership, Giuliani states, “Organize around a purpose” (299). He uses the example of founding the Administration for Children’s Services (ACS) to demonstrate this lesson. After the depressing death of Elisa IIzquierdo, a little girl who died because she was living in an unsafe and abusive home, Giuliani knew he had to reform the Child Welfare Administration and had Howard Wilson investigate how to improve it. Wilson decided the best way was to make CWA its own administration, hence the founding of ACS. Giuliani explains that they discovered this because they asked, “What’s the mission here? What are the goals” (301). After that, he says to “assess and analyze your resources” (306). Following these steps leads to creating organizational structure. After that, he says to “identify your aims, and what you should do to achieve them; find the right people for the job; and constantly follow up to make sure everyone is sticking to the original purpose” (308). He also explains that the administration ended up being a huge improvement mostly because he chose the right leader, since “Leadership is more important than systems or strategies or philosophy” (302). If he hadn’t picked Wilson to be the leader, the administration wouldn’t have been as successful. Next, Giuliani discusses the significance of organizational charts. He says, “Organizational charts are not simply maps of how things work. When used correctly, they’re creative problem-solvers” (310). They can be used to keep people accountable because everyone knows who is in charge of what agency on the chart. However, he stresses that he doesn’t always stick to what’s on the chart. He says, “I believed both in having a highly organized system and in subverting it whenever the right idea or situation presents itself” (311). He states that the most important thing is doing what’s best for the company or organization, which sometimes means breaking free of charts. He also talks about the importance of delegating work to the right people, and says, “A leader wants someone who doesn’t just kowtow but can step up to the plate” (314). Lastly in this chapter, he says sometimes a leader has to add and sometimes a leader has to subtract. As an example of adding, he discusses creating the Office of Emergency Management. …show more content…
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”

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