Make the Connection: Improve Your Communication at Work and at Home

39. Rudy’s Rules of Leadership

that is the key. Be comfortable in your own skin.” But she warns, knowing yourself isn’t enough.You also have to“know your material and know your subject.” • Know that you don’t need to have all the answers. “I’m not afraid to ask questions. Sometimes a leader tries to fudge things and pretend he knows all. Some leaders feel that by asking a question,they will lose respect.But you really gain respect by asking honest questions and the wealth of information I’ve gained from my employees and those around me has helped me make some really great decisions.” The lesson of Ginny Bauer is pretty clear. Leaders come in all shapes and sizes and they don’t all have Harvard MBAs. Often, people are put into positions because of unforeseen circumstances (sometimes tragedies ) and find out what’s really inside of themselves. One might say, these people lead from the heart. It’s about an intense desire to make a difference in the lives of others. There are millions of Ginny Bauers out there that lead in this inspiring way on a daily basis. We just don’t know their names. Chapter 39 RUDY’S RULES OF LEADERSHIP Rudy Giuliani has written a new book called Leadership. In it, the guy who has become known as “America’s Mayor” as a result of September 11 offers a range of tips and tools for any leader dealing with any circumstance or situation. Much of what Giuliani offers is not necessarily new or earth-shattering, but rather reinforces some things that most managers know but too often don’t practice. Here are some of Rudy’s rules of leadership: • Sweat the small stuff. Giuliani says that leaders who micromanage get a bad rap. He argues that it is critically important 80 MAKE THE CONNECTION to understand how something works so you can evaluate the performance of those who work for you, but also to ask probing questions of the process. He also says getting involved in certain details communicates to your team that you really care. However, be careful not to take this “small stuff” approach to an extreme. This denies the leader the opportunity to see the forest for the trees. • Meetings matter a lot. Giuliani swears by the daily 8 a.m. meeting he conducted as mayor of New York. He says it wasn’t just the idea of meeting itself that mattered, but how those meetings were conducted. Giuliani set the tone in those meetings in which each manager was expected to report on relevant information and to respond to difficult challenges and questions. • Leaders have to control their emotions under pressure. Giuliani says there is a big difference between having a “concerned ” attitude during a crisis and expressing panic. Panic only makes things worse, while concern communicates seriousness . Giuliani says it was this approach of not letting himself become paralyzed regardless of the situation that helped him lead effectively in the aftermath of September 11. • Actively seek input and advice from others with more experience and expertise than you. Giuliani says that too often leaders think that reaching out for help communicates weakness or vulnerability when in fact quite the opposite is true. The key is for the leader to be secure enough to admit that he or she doesn’t have all the answers (no one does) and enthusiastically receive contributions from others. • Great leaders are not afraid to make really tough decisions. Making the right choices is the most important part of leadership , says Giuliani. He argues that many CEOs and other top players in corporate America engage in procrastination, which has the potential of paralyzing an organization. • Great leaders don’t hide behind other people. They are willing to take responsibility for their decisions and choices and not allow those around them to filter valuable information and take the hit when things go wrong. This is all about accountability . If a leader is held accountable for his actions, it makes it Leadership 81 clear to other team members that they, too, will be held to the same standard. • Leadership has a lot to do with the language you use. Giuliani says it took him years to understand that as a leader, he needed to communicate using words that would connect with people on a deeper level. The point is not to alter your message depending upon your audience...