Chapter 1 - September 11, 2001
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Seeing things with your own eyes is important because:
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  You can't trust others
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Rumors are dispelled
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It's important to micromanage
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All kinds of things would suggest themselves
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Chapter 2 - First Things First
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Giuliani’s system for processing the day’s challenges was:
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A Palm Pilot
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Superb support staff
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Daily meetings with top staff
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Organization
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The idea of the daily morning meeting was to get as much work as possible out of the way in the first hour of the day.
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4.
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One of the best lessons a leader can communicate to his or her staff is that encountering problems is to be expected. But failing to mention problems – or, worse, covering them up – should not be tolerated.
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5.
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According to Giuliani's theory of always sweat the small stuff, it’s unimportant for a leader to waste time with details.
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6.
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A way to avoid the pitfalls of meeting drag is to keep them moving quickly.
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Chapter 3 - Prepare Relentlessly
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7.
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The biggest mistake that good lawyers make is:
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Assuming too much
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Trusting others
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Talking too much
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Case overload
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8.
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Preparation eliminates the need to make assumptions
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9.
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You don’t want to micromanage or undermine the authority of the good people you’ve hired, but on occasion there’s no substitute for firsthand experience.
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10.
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If you are prepared, then there is no need to instill preparedness in others
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Chapter 4 - Everyone’s Accountable, All of the Time
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11.
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“I’m responsible” summarizes Giuliani’s philosophy regarding accountability.
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12.
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Leaders should not welcome being held accountable.
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13.
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All enterprises benefit from increased accountability.
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14.
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Nearly all the frauds that occur in the business world involve using somebody else’s money less responsibly than one would use one’s own.
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Chapter 5 - Surround Yourself with Great People
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The axiom about good teamwork making each member of a team better isn’t true.
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Leaders of corporations owe their shareholders an honest effort to hire the best-qualified staff.
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The first part of choosing great people is to analyze your own strengths and weaknesses.
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18.
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Too many leaders overlook candidates with unusual resumes because of:
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A failure of nerve
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Lack of attention
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Predefined dispositions
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Lack of preparedness
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Chapter 6 - Reflect, Then Decide
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According to Giuliani, you should make decisions as quickly as possible, irregardless of how much time you actually have.
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20.
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Creative tension in the form of debates is enormously helpful in decision making.
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21.
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Making the right choices is the most important part of leadership.
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22.
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When making a decision, leaders must find a balance between speed and deliberation.
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Chapter 7 - Ubderpromise and Overdeliver
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23.
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A leader must manage not only results but expectations.
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24.
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It’s unimportant for a leader to let his staff know how he expects them to behave.
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25.
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Occasionally, over promising can be used to challenge yourself and others.
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26.
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In the long run, grand rhetorical promises undermine a leader’s authority.
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Chapter 8 - Develop and Communicate Strong Beliefs
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27.
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According to Giuliani, great leaders lead by ideas.
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28.
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A leader must not only set direction, but:
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Force others to follow that direction
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Refuse to reevaluate that direction
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Communicate that direction
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Refuse to worry about others belief in that direction
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29.
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When it comes to communicating beliefs and ideas, a leader’s word is not only an emblem of trust but a critical device in spreading the message.
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30.
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Real leaders should be able to deny an emerging belief when it makes them uncomfortable.
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31.
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It’s unimportant for a leader to meet the needs of those he or she leads.
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Chapter 9 - Be Your Own Man
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32.
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A good leader should be able to ask those who work for him to do something that he himself is unwilling to do.
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33.
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“Be your own man (or woman)” means that:
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You should never take the advice of others
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You should work alone
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You can create more on your own
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You should never feel hat you have to sacrifice your principles
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34.
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A part of any leader’s responsibility is recognizing his limitations.
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Chapter 10 - Loyalty: The Vital Virtue
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35.
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An effective leader teaches by example and instruction.
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36.
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A good leader embraces those in his organization who are attacked.
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Chapter 11 - Weddings Discretionary, Funerals Mandatory
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37.
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Attending funerals is considered “showing up for the hard stuff”.
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38.
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Going to funerals is important.
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Chapter 12 - Stand Up to Bullies
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39.
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The spectacular meltdown of Enron is a dramatic example of exceeding the dog factor.
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40.
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The main reason a leader has to stand up to bullies is:
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It's the right thing to do
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To impress bystanders
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To set a tone
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To look good in front of colleagues
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41.
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Overreaching is a form of greed.
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Chapter 13 - Study. Read. Learn Independently
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42.
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Any good leader must develop a substantive base.
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43.
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If your advisors are wise, then your own level of knowledge is unimportant.
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Chapter 14 - Organize Around a Purpose
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44.
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According to Giuliani, whenever he considered an agency, he tried to look at its:
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Profitability
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Top staff
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Core purpose
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Effectiveness
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45.
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Giuliani’s philosophy entailed identifying the core purpose of an organization and aligning the resources and focus along that purpose.
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46.
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Finding the right organizational structure starts with:
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An organizational chart
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A plan
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A mission
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A focus group
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Chapter 15 - Bribe Only Those Who Will Stay Bribed
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47.
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There are virtually no differences between a tough gentleman and a bully.
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48.
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Institutions are largely just reflections of individual behaviors.
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49.
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There are many times in which leaders think they have to deal with someone who doesn’t meet their standards, when the reality is that they can just say no.
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50.
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There are some people who should be completely avoided.
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