Giuliani vs. Power & Influence: Stalemate?

One of the country’s noted “power players/movers/shakers” Rudolph W. Giuliani, former mayor of New York City and Presidential Candidate, knows a thing or two about wielding power. He even has written a book about it entitled, simply, "Leadership." He includes whole chapters on his responses to the Sept. 11 World Trade Center terrorist attacks.

In reading through this book, and making comparison’s with Rober L. Dilenschneider’s Power and Influence book - - one on management and one on power & influence - - it strikes the reader right away that seizing power and using it appropriately differs greatly in governmental organizations, when contrasted with private sector companies.

While both leaders stress attitude and positive responses to change, only Mr. Giuliani spells it out precisely, emphasizing:

* Preparing relentlessly for that day you become the boss.
* Under promise and over deliver
* Surround yourself with good people

He continues by recommending having core beliefs and standing by them, and communicating them clearly. And he suggests always seeing things for yourself (rather than relying on others), and dealing with first things first. All very practical suggestions.

Mr. Giuliani says stand up to bullies, being loyal is critical, and assume nothing.

Now, if you candle these “leadership” recommendations against the Power and Influence principles, the problem of implementation becomes quickly apparent. The former is general, the latter is personal. One relies on organization and response, the other on personal strength and character.

In the case of Mr. Giuliani, he applies his legal and district attorney experience to a government job. He’s methodical, relentless, detailed oriented and operates like a bulldog. These qualities, while important in a power player, might quickly be perceived as becoming abusive, micromanaging and somewhat blind to new ideas in many business offices.

Mr. Dilenschneider, in contrast, appears obsessed with the use and application of emerging technologies, and with your personal knowledge of their use to support your power-building skills. Mr. Giuliani has no mention of technology in his book.

Both deal with team building and maintaining core beliefs, or others will steamroll over you. Both stress consistency and strength of character to build trust and followers in your quest for becoming the boss.

Mr. Giuliani claims that leadership can definitely be taught, learned, developed, but it just doesn’t happen without a lot of work. Mr. Dilenschneider insists there can be no stopping someone with an idea, courage and the ability to project it.

Both individuals rose to the top of their professions, one in government and one in a service-industry company. They stress accountability time and time again. They recognize the importance of finding mentors along the way to help in your career development. Both include God in their advice (both are Catholics). Mr. Giuliani takes a global view and stresses the importance of America’s extraordinary humanity that can be harnessed and move mountains. Mr. Dilenschneider views the assumption of more and more power in a much more personal way - - look inside yourself for the answers and be ready to seize power as the opportunities arise. One’s still a district attorney in principle; one’s a chief executive officer.

Which method of growing one’s power base might work either faster or better?

It’s debatable. If Mr. Giuliani becomes President, we’ll see how his own advice pays off!!!!! If he’s a good one, well, there’s something to be said for his techniques afterall.

On the one hand, Power and Influence offers specific, personal behavior and personality traits that can strengthen one’s power and power base. Much the way he ran New York City, Mr. Giuliani’s advice is more cut and dry, practical, one-two-three, and measurable.

A little background:

When Mr. Giuliani took over as mayor, the city really was in a shambles (subways covered in graffiti, streets awash in trash, high crime rates). The previous mayor had proved to be both a pawn of local power brokers and a weak leader, quickly compromising his standards and ethics. Mr. Giuliani cleaned up a lot of messes while building respect and polishing the image of this major U.S. city. The changes dramatically boosted tourism and local businesses.

In contrast, Mr. Dilenschneider may have “had it easier,” since he carefully worked his way of the ladder in various communications companies, knowing full well both the business and the news media. I doubt his leadership reshaped an entire city, but it certainly enriched the lives and businesses his clients, I guess.

Yet, both books offer complementary perspectives and clues to success. They are “quick reads” and fun, to boot. Do re-read chapters, as appropriate!