Perhaps the most narcissistic load of rubbish I've ever read. I'm sure there are some little nuggets of leadership gold in there but totally overshadowed by the veil of "look how amazing I am".

The book itself is less about Rudy Giuliani or September 11th and more your basic “how to get ahead” book. While the basic morals were often trite and over done; I thought the examples about the behind the scenes work that took place to clean up New York was fascinating.

The book is organized in chapters each of which discusses one moral or principle that Rudy believes makes a good leader. The chapter then lists examples of situations where this principle held true. I would have rather just read about how New York was cleaned up.

Update 12/2011 - I don't even remember reading this book, let alone was about. Could not have been 3-stars. Downgrade

[audiobook review]
A somewhat misleading title since a majority of the book is about how Giuliani and his team handled the clean-up, budget balancing, and crime reduction of New York during his two terms, as well as their first-hand experience on and after 9/11/2001. If that event is still too fresh and close-to-home for you, postpone reading this book until you're ready to handle revisiting the details of that day. It spans at least 1/3 of the book. In terms of leadership, he presents some good nuggets and backs it up with his stories from his time as a US attorney and Mayor of New York City. I zoned out for some of his politics and policies that popped up here and there since not all of them align with my own.

Rudy for prez in 2012!!!

Regrettably, Giuliani spends time in this book trying to convince his readers that his private life (as played out in the NY press) did not compromise his ability to lead. While I admire his handling of the 9/11 events and his role in reducing NY crime, I wonder how much more effective he might have been if not for the distractions he rationalizes, and expect that serious students of the art and science of leadership would voice similar concerns.

Rescato el tema de las juntas que organizaba Rudolph Giuliani con la gente clave de la ciudad de Nueva York, y su metodología de trabajo. HM.

"Rudolph Giuliani pasará a la historia por su papel como alcalde de Nueva York el día de los ataques terroristas –11 de septiembre del 2001. Su serenidad, su solidaridad con las víctimas y los habitantes de la ciudad y su liderazgo en la recuperación de la “Gran Manzana” lo han convertido en una figura de talla mundial.
Consejos:
· No hay nada mejor para la efectividad del trabajo en equipo que una reunión matutina con los colaboradores más cercanos.
· Primero lo importante, luego lo urgente.
· Se debe conseguir la mayor cantidad y mejor posible de información, ésta debe ser una obsesión.
· Nunca se deben descuidar los pequeños detalles.
· Hay que prepararse en profundidad, estudiar permanentemente, no depender tanto del conocimiento de los demás, analizar uno mismo los problemas.
· Visualizar la meta y el proceso es un ejercicio útil.
· Organiza todo en torno a un propósito.
· Siempre hay que usar indicadores para medir el progreso. Todo puede ser contabilizado.
· Hay que asumir la responsabilidad plena por todas las tareas del oficio.
· Un buen líder informa con frecuencia y extensamente a sus seguidores acerca de cómo va la gestión.
· Se le debe dar clara línea y objetivos específicos a cada uno de los subalternos que reportan directamente.
· La clave del éxito consiste en rodearse de excelente gente.
· Ser consciente de los puntos débiles propios es indispensable para proceder a subsanarlos.
· Al escoger a los miembros del equipo no hay que dejarse impresionar por sus estudios, sino por los logros concretos que haya obtenido a lo largo de su vida.
· Es necesario estar constantemente “avivando el fuego” (motivando el grupo)
· Antes de tomar una decisión crucial se le debe dedicar todo el tiempo posible a tomar en consideración el mayor número de perspectivas posibles. Pero una vez tomada la decisión, sólo hay que concentrar las energías en esa alternativa.
· Las discusiones son útiles, no hay que evitarlas, generan “tensión creativa”.
Algunas decisiones se basan en estadísticas, otras en pura intuición. Las más complicadas requieren las dos.
· No se deben hacer promesas que no se puedan cumplir, hay que prometer menos de lo que se puede dar.
· Hay que desarrollar y comunicar convicciones firmes. Son los principios, los valores y las grandes ideas lo que hace efectivo a un líder. Sé tu propio hombre, dirige tu vida y escribe tu guión.
· La principal virtud: Lealtad.
· La noción de que cambiar de parecer acerca de una cuestión equivale a mostrar debilidad es ridícula. Las personas deberían estar dispuestas a admitir cuándo hay una evidencia que les obliga a cambiar de parecer. Eso es una señal de honradez, no una falta de agallas”.
· Se debe comunicar en el lenguaje más claro y sencillo posible, de la manera más directa, sin intermediarios. Hay que ser uno mismo –hablar desde el fondo del corazón.
· No se debe dejar que las críticas definan la agenda.
· Los miembros del equipo no son fusibles que se cambian a la primera crisis. Hay que defenderlos todo lo posible.
· Hay que estar presente, físicamente, en el lugar apropiado, en los momentos difíciles. Las bodas son elegibles, los funerales obligados.
· Enfréntate a los matones y sé duro con los duros.
· Se tienen que controlar al máximo las emociones, pero si no puede no hay problema en mostrar el rostro humano."

Fuente: http://www.librosdeluz.net/liderazgo-...

I made it halfway through but I'm giving myself credit for making it that far and valuing my time enough to put it down (I typically refuse to stop reading a book after I start). I wanted to put the person we now know him to be aside and read about the person who managed the 9/11 crisis. About 25 pages of that part were interesting. The rest was vague puffery and watered-down leadership principles that are pretty obvious. With finding nothing of value in the previous 100 pages, I just couldn't justify making it through the last 150 pages.

Decently written book.

Rudy tends to crow overly much about his accomplishments although it's certainly necessary in some ways to illustrate the effect of his work and philosophy toward leadership.

Most notably is his drive toward just getting things done. Looking at things differently in order to just get them done.

While Rudy is undoubtedly a gifted leader (I would have voted for him), the book doesn't really pass along the things that would apply to me as a leader myself.

Nevertheless, the book is inspirational. If you don't get anything else out of any book, inspiration is a worthwhile objective, no matter what.

I do recommend the book.

--Wag--

I read /Leadership/, by Rudy Giuliani:

https://onlinepmcourses.com/book-revi...

The beginning of the book was pretty interesting, as Giuliani starts with 9/11 and his response as mayor. That made the book worth the price of admission...

The rest of the book was almost as poor as expected.

Kudos to Giuliani, though, for his fantastic leadership in responding to the events of 9/11... and then even more so for cashing in to the tune of many millions, consulting to governments all over the world.

Don't bother with the book unless someone is paying you to read it.

Figured I give it a try , but got tired of him kissing his own butt

A reread from 2005 - this time for a course. Plenty of self-promotion, with some good wisdom throughout. Certainly an accomplished leader.

Giuliani gets a lot of knocks for his persona. You should open this book with a clear objective mind and allow Rudy to take you through his argument. This narrative is engaging, entertaining, reassuring, and a boatload of other emotive gerunds. He clearly outlines the principles of great leadership and is a solemn, and often comedic, reminder of what it takes to lead. This isn't a book only about Giuliani's successes. It also isn't just about ideas. It is about applied practice and outcomes, shortfalls and apexes. All in all, a worthwhile read.