A solid collection of ideas, tips and advice for any aspiring leader, made tangible through Rudy Giuliani's own anecdotes gleaned from his legal career and terms as NYC's mayor. Dense, well thought-out and very insightful, this is a very solid book about leadership. It is slightly partisan, but that doesn't get in the way of the fantastic information you learn.

I listened to this one on tape (okay, MP3, I guess) and thought it was interesting. It sounds like he did a lot of good for New York. But, if you've read Freakanomics, you know that a lot of the crime rate drops could very well have been attributed to other things. It was interesting to learn what he was doing during Sept. 11th though. Good read, for sure!

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

I have this book for a while and with the 9-11 15th anniversary, I decided to read it. It showcases the events of 9-11 and proves to the world how things get done by a good leader. If you aspire to be a leader, this is a great book to read, study and get inspiration from. Qualities like loyalty, accountability and hardworking are keys to proper management be it a big city or a small group. Rudolph Giuliani has all these qualities. For all that he accomplished during his term as mayor of New York and his management of the crisis after 9-11, he deserves to be the Time Person of the Year in 2001.

Reading "Leadership" by Rudolph Giuliani was a truly eye-opening experience for me. Giuliani's insights into the qualities necessary for effective leadership, both in politics and business, were incredibly valuable and thought-provoking.

Although the author has been involved in controversies, and like all human beings, is not perfect, I found the book to be still very informative. One of the key takeaways for me was the importance of strong leadership in times of crisis. Giuliani draws on his experience as mayor of New York City during the 9/11 attacks to illustrate how effective leadership can make all the difference in a crisis situation. His emphasis on preparedness, communication, and decisive action was inspiring and demonstrated the true power of strong leadership.

Another important lesson from the book was the importance of building a strong team. Giuliani emphasizes the need for leaders to surround themselves with talented and motivated individuals who share their vision and values. He also stresses the importance of delegation and empowering team members to take ownership of their work. As someone who values collaboration and teamwork, I found these insights to be particularly valuable.

Throughout the book, Giuliani also emphasizes the importance of integrity, honesty, and accountability in leadership. He shares several examples from his own career where he made tough decisions based on his principles and values, even when it was unpopular or difficult. As someone who values these qualities in both myself and others, I found these examples to be incredibly inspiring.

While the author's controversies cannot be ignored, I still believe that the book provides valuable insights into effective leadership strategies that can be applied to any type of organization or team. Overall, "Leadership" is a valuable read for anyone interested in developing their leadership skills or gaining insights into effective leadership strategies. I would highly recommend it to anyone looking to improve their leadership abilities and make a positive impact in their organization or community.

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--

Mayor of New York City during 911, Giuliani effectively reflects on his time as Mayor and US Attorney. It is interesting to see how some of the lessons and messages he talks about can or cannot be applied to his current job as Trump's lawyer.

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".

Leadership Guliani

Know the basics of how stuff works, just don't get mired in the details:

Knowing the small details of a large system leaves a leader open to charges of micromanaging. But understanding how something works is not only a leader's responsibility; it also makes him or her better able to let people do their jobs. If they don't have to explain the basics of what they need and why they need it every time they request more funds or different resources, then they are freer to pursue strategies beyond simply spending what they're given.
P. 46


Early decisive victories over things you can clearly control.

Whenever I start a small endeavor, I looked to have a clear, decisive victory as early as I could. It needn't have been a large initiative, and, in fact, was usually better if the problem was small enough so that it was easily understood and yielded an unambiguous solution.
P.40


Never assume, always prepare

As my own career progressed, I realized that preparation--thus eliminating the need to make assumptions--was the single most important key to success. Leaders may possess brilliance, extraordinary vision, fate, even luck. Those help; but no one, no matter how gifted, can perform without careful preparation, thoughtful experiment, and determined follow-through. P. 52

Clear accountability, easily understood and traceable.


All enterprises benefit from increased accountability. Naturally, there are difficulties in the way agencies achieve it. A corporation might not want to share its internal performance numbers widely, lest people who leave that information to a competing firm. In corporate America, at the core of many recent high profile Business collapses was a failure of accountability throughout top management. There will be endless debate over the specifics of "what went wrong" at these companies. What they share in common, however, is a refusal at the top to accept resonsibility for mistakes. "I don't understand this or that accounting procedure" is not a valid excuse--it's the duty of a leader to understand. If a chief executive cannot understand his own enterprise, he must become better informed, or consider the very real possibility that the accounting technique really is too complicated and ought to be replaced by one that's more transparent. P.91


Fact based decision making is critical, but don't be a robot


Important, complicated decisions require both statistical analysis and intuition. Statistics can provide the necessary data, but unless you apply your own intuition, gathered from your own experience, you a just a computer spitting out formulas. P. 154

You are the executive, execute!

...the leader should go ahead and lead--not in an arrogant way, and not without abundant input from others. But the fact is, a leader who fails to act until every group is heard from, every concern addressed, every lawsuit resolvedis a leader who's abdicating his responsibility. P.164

Don't tolerate people who are just there to create selfish disruptions. If it is for the good of the whole, great, if not root it out.

However, there is a line between spirited discourse and hijacking an open meeting for selfish purposes.We had some contentious meetings, with yelling and screaming and demonstrating. One time, a group handcuffed themselves to chairs, and had to be removed. So from the beginning I established a rule: you can ask any question you want. I will let you complete your question. I will not interrupt you, no matter how angry and upset I get. In exchange, you have to listen to my answer respectfully, without interrupting. And if don't, you are first warned, then thrown out, because I won't let you disrupt the other 400 people there. P.246


Don't leave it up to the experts

Any good leader must develop a substantive base. No matter how talented your advisors and deputies, you have to attack challenges with as much a your own knowledge as possible. That does not mean a mayor must know more about disease than his health commissioner or more about the intricacies of municipal finance than his budget director. The head of a restaurant company might not be a master chef, and plenty of airline executives are not qualified pilots, let alone mechanics or baggage handlers. But a leader should have independently acquired understanding of the areas he oversees. Anybody who's going to take on a large organization must put time aside for deep study. P.290

Don't let emotions carry the day, but don't be afraid to show your feelings.

From my early childhood days, I had trained myself to control my emotions when others became emotional. My father had always told me to remain calm in a crisis. As others around me got excited, he said, staying deliberately calm would help me figure out the right answers. When a crisis occurred, it was my job to lead people t rough it. That certainly didn't mean I didn't have feelings. Of course I did. And it didn't mean I couldn't show what I was feeling. Of course I could.Leaders are human, and it actually helps the people you lead to realize that. P. 361

Surround yourself with great people. Winston Churchill..., Once said," courage is rightly esteemed the first of human qualities because it's the quality which guarantees all others."

I really like this book! Very interesting to read through the thought processes of this man.

I read this book when it came out in 2005. His tenets of leadership qualities were universal. I still remember them . I did heartily disagree with his view of unions.

Hard to think the 2021 person is the same man.

The leadership book spoke of relentless preparedness, surrounding yourself with those that fill in your gaps of knowledge , positive assertions, gathering diverse opinions, and taking criticism and blame.

What gives with his sycophantic relationship with the President!!!