In chapter five of Leadership, Rudolph Giuliani discusses the importance of surrounding yourself with great people. He explains that by doing this, you end up working with an effective team that gets things done, which means the leader does not have to “hector or micromanage” (98). Right off the bat, he gives the example of 9/11 and how because he had such a great team of people, he as the leader was able to truthfully tell the public that progress was being made. He also says his first priority when filling a job position is to “find the person best suited for the job. Period” (99). He explains that he did not hire anyone just because they donated to him or helped with his campaign. To be hired, they had to have the skills for the job because
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He stresses that leaders should not procrastinate on making decisions, but also that they should involve other people in the decision-making process. He uses his personal story of battling cancer to demonstrate the significance of decision-making. During this time, he was forced to make many difficult decisions, including whether or not he should drop out of the Senate race and what kind of treatment he should get. Ultimately, with the help of advice from Ken Caruso and other people he knew, Giuliani decided to drop out of the Senate race and focus on his health and that he would use hormones as treatment to begin. He admits that he has faced extreme doubt before, but “Once I make a decision I move forward” (141). Before that point, however, he says to “make it clear that you’ll entertain changing your mind even on subjects that seem cut and dried” (149). The example he uses for this is the proposed budget cut for DAS. Deputy Mayor Fran Reiter used logic to argue why DAS’s budget shouldn’t get cut. In the end, he decided not only not to cut the budget, but also to actually increase it because he heard her out before making his final decision. His final lesson of this chapter is, “A leader has to be strong enough to make his own decisions, and stick to them even when they’re unpopular; but he also must be self-confident enough to solicit opinions and change his mind without worrying that he’ll appear weak”
He stresses that leaders should not procrastinate on making decisions, but also that they should involve other people in the decision-making process. He uses his personal story of battling cancer to demonstrate the significance of decision-making. During this time, he was forced to make many difficult decisions, including whether or not he should drop out of the Senate race and what kind of treatment he should get. Ultimately, with the help of advice from Ken Caruso and other people he knew, Giuliani decided to drop out of the Senate race and focus on his health and that he would use hormones as treatment to begin. He admits that he has faced extreme doubt before, but “Once I make a decision I move forward” (141). Before that point, however, he says to “make it clear that you’ll entertain changing your mind even on subjects that seem cut and dried” (149). The example he uses for this is the proposed budget cut for DAS. Deputy Mayor Fran Reiter used logic to argue why DAS’s budget shouldn’t get cut. In the end, he decided not only not to cut the budget, but also to actually increase it because he heard her out before making his final decision. His final lesson of this chapter is, “A leader has to be strong enough to make his own decisions, and stick to them even when they’re unpopular; but he also must be self-confident enough to solicit opinions and change his mind without worrying that he’ll appear weak”