Chapter 1
As the world watched the World trade center came under attack, they watched in disbelieve, astonishment, and heartbroken as they wonder would their love ones and friends make it out safely and people they did not know to make it out. September 11, 2001, marked an important piece of history in the lives of many Americans; it signified the day that many America would come to realized that this country would now be fighting an ongoing war with the Islamist militant group Al-Qaeda.
As the then Mayor Rudolph Giuliani, went about his day that morning, not expecting the city of New York to come under attack by terrorist, led to the testing of his true strength of a leader. It was his obligations at that moment provide guidance, lead, motivate, make quick decisions to assure residences of New York that everything was going to be fine and they all would work together as a collective group to overcome this tragedy that was done on them.
This event showed the level of uncertainty that a nation faces and an organization. Even though this event was never expected to happen the mayor still had made preparation for this type of uncertainty that took place.
Critical decisions had to be made on the spot and it was up to the mayor to make sure that these decisions were executed in a manner in which it would help to resolve some of the immediate concerns and problems. Once he was able to get a handle of the situation and saw how bad and inhumane it was he then had to provide the directions that would be need to get the citizens out of that predicament.
A strategic plan had to be developed at that moment to allow medical attention to reach each people, to have fire rescuer reach the location without any deal by traffic. He had to get the Police Commissioners and the Director of the Office of Emergency management together so that the communication process would be fast and effective, in that they could provide a feedback to the citizens on what was going on. The mayor had developed a mission to get everyone informed and rescued. His mission was divided into three parts:
• “He had to communicate with the public and to do whatever he could calm people and contribute to an orderly and safe evacuation” (Giuliani, 2002, p.9).
• “He made preparation for the injured” (Giuliani, 2002, p.9).
• “And lastly, what will happen next” (Giuliani, 2002, p.9). Even though he led that operation with the at most strength and confidence on the outside, inside he was torn up about what he witnessed firsthand of people jumping from the building and watch the building collapse with people trying to make it out. This situation showed emotional intelligence on his part in which he was able to control his emotions and that of the group he was leading.

Chapter 4
In chapter 4, the then mayor of New York City looked at how “everyone in an organization is to be held accountable at all time” (Giuliani, 2002, p.68) for all actions carried out from the lower level staff to the upper level management from all departments. Mayor Giuliani set standards for all areas of his career he ventured into and the employees that he managed. He made sure that the standards he set for each department was met and if they were not met then the department manager along with his staff would be responsible for this failure and provide a rational to way they were not met. During the mayor’s tenure at City Hall he displayed many qualities of an effective leader, he kept everyone involved in the communication process, during the decision making process and kept them abreast of what was going on in the resolving a particular problems that the citizens faced. He displayed honestly in all his public meeting with citizens in which he got every City Government to be involved in the meeting so that citizens could get direct answers from that head of that department.
To make each worker were accountable; the Mayor developed a performance management system for the New York Police Department. Performance management is a “systematic process by which an agency involves its employees, in improving organizational effectiveness in the accomplishment of agency mission and goals” (OPM, 2011, para.1). Before the evaluation started the process had to be developed and the mayor had to do his own evaluation on what he wanted to accomplished and how it is going to be accomplished. These are the question he had to ask his self:
• What is the purpose?
• What is the mission?
• What are the goals?
Once he was able to come up with answers that would allow him to accomplish his goals he then aligned all the resources and procedures to get it done. The system that was developed to make sure that the standards that were set, would be accomplished, was Compstat. This system allowed mangers and their department to discover inefficiencies that exited in the department. With this new system introduced many workers put up signs of resistance, this is quite normal when workers are introduced to changes that involves with their everyday duties. Workers were given a choice with this system in which they could embrace the new changes or leave the force. The officers who were willing to embrace the changes, saw the benefits it would bring to them and make their workloads more manageable, were given a promotion and management acknowledged that these individuals would be able to advance into leadership roles. The system strength the communication lines between all departments and allowed staff to feel like they were engaged in the daily operation of the organization. When meetings were conducted it would be done in a profession setting allowing every department to make their presentation on their strengths and most definitely their weakness. By identifying their weaknesses they would be accountable to why their performance was not up to the standards that was set. Another system was later developed to measure performance was Total Efficiency Accountability Management System (TEAM), this system made workers to be more efficient in providing data that was need in a timely manner and meeting all commitments that were set.

Chapter 5 A Leader should investigate to discover a paramount of individual to work for them. During the selection process leaders should assert that the individuals chosen reflects the goals that the leader wants to accomplish and must have the same set of values and beliefs. Mayor Giuliani surrounded his self with great people that he knew shared the same belief and values that made it easier for him to work alongside each of his employees. He did not hire someone because they “worked for him on a campaign or made a donation” (Giuliani, 2002, p.99) because in the end most times these individuals lack the vision he have to carry his company forward. Giuliani used a business concept in doing the hiring process in that he identified his own strengths and weaknesses; he was then able to select employees who strengths were his weaknesses.
At one point in his career he was faced with a hard decision in selecting someone to become the Police Commissioner. He knew both candidates well and had work with them at some point in time. During this time he had to put aside personal feeling and chose the individual he thought would get the job done the way he envisioned it. He displayed a good sense of judgment in that he didn’t let the other candidate go, because he also saw where he also shared the same vision and goals as he did and as well as other members of his team. Both men had the same viewpoints as the mayor and expected the same outcomes for duties performed.
The mayor believes that teamwork would make the end result successful as everyone is working towards one common goal and vision, in which there are specific performance objectives set and once they are met members will be aware as they were concisely outline. Within a team each member will have different levels of knowledge and competence, in which they will be able to impart their experiences with members with lesser experiences than them. Team meeting will allow each member to talk and share advice on what can be done in a situation, which leads to more effective results.
Giuliani believes that employees should be challenged on a regular basis. By challenging an employee can open up the doors for critical thinking and allow them to be able to make hard decision during a crisis or when face with an ethical issue. Mayor Giuliani identifies two goals of an employee who is challenge regularly:
• “It provides experience for both the employee and the mayor” (Giuliani, 2002, p.118).
• “Been challenge on a regular strengthens the employee work skills” (Giuliani, 2002, p.118).
As a manger or leader motivation is a key aspect when dealing with employees. When employees are motivated whether intrinsic or extrinsic they will perform to the best of their ability because their hard work is recognized by management. Additional, providing employees with extra work load and additional responsibility is another way they will be motivated. Giuliani saw it fit to “create an environment that stimulated the workers and made it conducive to working (Giuliani, 2002, p.119).