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Collegiate

Case

Study

THE NATIONS NEWSPAPER

What is Leadership?Bush dominates mostadmired pollBy Laurence McQuillan 4

Leaders impact our daily lives and futures. In good times and bad,there is always a need for strong leadership. The success of a businessor an industry is determined by the leaders it chooses or inherits. Howdoes someone earn the designation of being a great leader? Historyand current experiences provide guidance on how one might developthe abilities demonstrated by respected leaders. This case studyexamines the characteristics of and need for leaders in business,

health, politics, education, sports and communities.

Cheney takes backseat ina strong wayBy Susan Page 5

Health threats:Whos in charge?By Steve Sternberg 8

Case Study Expert:

Joyce WintertonAssociate Director of Education, USA TODAY

Local cops rated ahead of fedsMore Americans have confidence in state and local policeofficers than they do in federal agents. Confidence levelof a great deal or quite a lot:

Source: Gallup Poll of1,010 adults May 18-20.Margin of error: 3percentage points.

63%Statepolice

Localpolice

59%

29%CIA

FBI38%

USA TODAY Snapshots

By William Risser and Quin Tian, USA TODAY

America showsamazing resilience

Cover story

By Kevin ManeyUSA TODAY

Lawyer Alan Krauss stood

on a bluff in New Jerseylooking at the ruins of theWorld Trade Center towers onthat morning of Sept. 11.Speaking what was on theminds of millions, includingthe nation's leaders, he said,"Things are never going to bethe same in this countryagain."

Three months later, for most

citizens, that's simply nottrue.

That's the great American businessvictory of 2001.

Decades from now, the businessyear won't be remembered for themeltdown of Enron, the troublesomeHewlett-Packard and CompaqComputer deal, Microsoft Windows XP

or the marvel of Krispy Kreme. Thelegacy of this moment in time will bethe way the homefront bounced backbecause of millions of small and large

decisions made by millions of peoplelike Justin Kitch.

Kitch is CEO of Homestead, a SiliconValley technology company. Themorning of Sept. 11, he sat in a car onPark Avenue in New York. He knew theplanes had hit the World Trade Centertowers. He'd canceled appointmentsand was trying to get back to his hotelwhen he saw the first tower collapse.

Traffic stopped. Kitch got out of thecar, stood on the pavement witheveryone else, put his hands on hishead and spun around, helplesslytrying to understand. After awhile, hewent to the hotel, watched the newson TV and saw an ash-covered manwearing suit pants, no shirt and noshoes calmly walk into his hotel'slobby to make a phone call.

Again and again, Kitch thoughtabout what he could do. Go to the siteand help? Volunteer somewhere?

Reprinted with permission. All rights reserved.

www.usatodaycollege.com

FY01-02

Whos at faultwhen firms tank?By Nell Minow 10

Smarts, desire to wingive NBA great an edgeBy David DuPree 12

Principals urged

to rethink roles forquality schoolsBy Tamara Henry 14
http://www.usatodaycollege.com/http://www.usatodaycollege.com/

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AS SEEN IN USA TODAY MONEY SECTION, THURSDAY, DECEMBER 27, 2001


Close his company, which hosts consumer and smallbusiness Web sites? What mattered? Like everyone else, hewas paralyzed.

"Then I realized I'm the leader of 80 people, and I havethousands of customers who rely on our service," Kitchsays. "I realized that the best thing was to keep going. Theeconomy can't stop because of this. Innovation can't stop."

It didn't. The U.S.economy is unlike any inhistory. It's fluid, reactive,directed by individuals whoare managers, workers,consumers and investors,and greased by the greatestcommunication system on

Earth. Information races inand out of every nook andcranny. Actions get weighedat every desk and in everyhome. Phenomenalresources get redirected in aflash.

Unlike in Japan, China orEurope, the new can rapidlyreplace the ruined old.Creative destruction,economist Lester Thurowcalls it.

We've been perfecting itfor generations. It can beexcessive: the GreatDepression; the Internetbubble. But it let us win awar after Pearl Harbor,kicked our education systeminto gear after Sputnik andkept things ticking when apresident resigned.

The past three months have been one of its goldenmoments. Our economic system might yet avenge the 3,040

deaths by growing stronger because of the attacks. It'sPresident Bush's secret weapon -- the engine behind thesoldiers who, in fact, are fighting to protect that engine.

Does this not sound right? Most people thought thosesuicide airplanes would also blast big holes in U.S.companies and financial institutions, and ultimately ourstandard of living. "I don't think our lifestyles will be thesame for a long time," Sen. John McCain, R-Ariz., said thatinfamous morning.

Fearsome first impressions

At first, it seemed that way. Stock markets plunged.

Telecommunications networks short-circuited. Air travelstopped, throwing major airlines into a crisis. Evensomething as vital as the blood supply seemed inadequateand near catastrophe.

Smaller events made the picture look gloomier. JackWelch, the retiring GeneralElectric CEO and one of themost celebratedbusinessmen of our time,canceled his scheduled Sept.11 book launch. Talk aboutsymbolism.

In Minneapolis,Amazon.com and Targetstarted a press conferenceunveiling their partnershipfour minutes before the firstplane hit. The companiescanceled the event plus themedia tour that was tofollow, and launched a majorinitiative in relative silence.

There is no discountingthe disaster of Sept. 11, northe emptiness left by those

who died. But if you needsomething to celebrate, justlook at how we recoveredour balance. Most Americansare doing what they did onSept. 10, except for waiting inlonger lines at some airportsat some times. It's what thepresident asked us to do."The American people have

to go about their business," he said one month after theattack.

Yes, many have been laid off since Sept. 11, but that had

been a trend for the past two years. Most people have thesame jobs and the same standard of living. Millions ofchildren still woke up Christmas morning to the delight ofpresents under the tree.

The Dow Jones industrial average and the Nasdaq -- afterdeep troughs in late September -- are back above pre-Sept.11 levels. Fears of a long recession have eased. Airlines,while still struggling, survived and are rebuilding traffic.Welch's book, Jack: Straight From the Gut, publiclyrelaunched Oct. 11 and is a best seller with 1.1 million

By Suzy Parker, USA TODAY

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copies in print. Multitudes donated blood in the first daysafter the attack, giving the Red Cross more than enough.

It's like the economy's reaction to the 1962 Cuban missilecrisis, says Jeff Hawkins, co-founder of handheld computer

maker Handspring. "Yes, it was a big deal. Yes, it was a crisis.Yes, our actions may have thwarted future calamities,"Hawkins says. "It changed the way we viewed the Soviets,but I don't think it changed business or economics."

The day dishonesty died

But could the U.S. economic system be better because ofSept. 11? Healthier? It seems implausible.

Yet, as a lot of business leaders soak in what's happenedthe past three months, they see a lot of good coming out ofsomething so terrible.

The economic system had already been self-correcting.But the attacks self-corrected us.

"When we look back on 9/11 years from now, we'll say itwas the death of dishonesty," says Larry Kasanoff, producerof movies such as Terminator 2 and Mortal Kombat andfounder of Internet company Threshold Entertainment."The country got to a point of self-delusion. We did what wein Hollywood say you should never do: We believed ourown press releases."

"There has been an outpouring of desire for deeperindividual spirituality," says Donna Auguste, a computerscientist who helped create the Apple Newton, founded asoftware company and now runs Leave A Little Room, aChristian charitable foundation. "Some in business andsome in technology, running hard for years with businessdeadlines and business milestones -- they are realizing theywant to take their individual spiritual development off of'hold.' "

By the way, Sept. 11 is Auguste's birthday.

"Suddenly, it doesn't matter so much that a (venturecapitalist) wants you to move faster, or to be a millionaire bythe time you're 40," says Kitch, the Homestead CEO. "A lotof people are re-evaluating their lives, asking if what I domatters. Is it going to make the world better? That's whatSilicon Valley used to be about."

This, actually, is important to the redirection ofresources. Many of the hundreds of departed dot-comswere frivolous. Yet together, they were sucking upthousands of talented people and billions of dollars ofresources and giving both, in a lot of cases, to the wrong

people. "My gardener bought a plane!" says Larry Ellison,CEO of Oracle. Obviously, his gardener owned tech stocks. "Ithought, 'This is unbelievable! What's going on?' "

Microsoft Chairman Bill Gates says the Internet bubble

was the biggest disruption in real innovation in history. Addsbusiness author Tom Peters: "We were working hard, butwere we serious about what we were up to?"

Now, more of those resources, driven in part byconscience, will go to areas such as artificial intelligence andalternative energy. The brightest minds, who have shiedfrom government work, will again join the CIA or devisetechnology that could help the CIA. The hope is thatresources are shifting from the frivolous to the deeplymeaningful.

On Dec. 11, Donald Trump scuttled plans to build askyscraper in Chicago that would've been the world's

tallest. That's the deflation of bravado in a nutshell.

A symbol of the new is Cantor Fitzgerald. That's the smallfinancial firm that lost 657 employees -- every employeewho was in the World Trade Center that day. The firm didnot fold or give up. CEO Howard Lutnick, whose brother wasamong the dead, has vowed to succeed so the firm can takecare of those 657 families. Already, investors are tradingbonds with Cantor at levels superseding Sept. 11. Cantor isshowing how strong a business can be -- and still haveheart.

No one is suggesting we look at Sept. 11 through rose-colored glasses. Beyond the costs of that one day in lives,destroyed property and disrupted business, long-term costswill surely burden the nation. The war in Afghanistan, someestimate, is costing $1 billion a day. That's $1 billion a daythat used to go into something else -- start-ups, consumerpurchases, support for artists, gourmet food.

This economic system is again redistributing resources,but on a time delay. It's hard to know yet what we're reallygiving up. The effects, says David Roberts, co-founder oftech company Zaplet and a former CIA agent, "happen overgenerations, and so the change, like trees growing, is not feltby a person."

"What scares me most," says Roberts, looking over thetime horizon, "is that at some point, it costs more to protecta system than it does to build it new."

At the moment, though, the nation is building it new. Inthe aftermath of death, the system and the people in it havehummed to life.

Reprinted with permission. All rights reserved. Page 3

What is Leadership? Case Study

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By Laurence McQuillanUSA TODAY

CRAWFORD, Texas -- President Bush is admired by moreAmericans than any man since the Gallup Poll began asking"What man do you admire most?" in 1948.

When the USA TODAY/CNN/Gallup Poll askedrespondents to name the living man they admire most, 39%chose Bush. Last year, President Clinton and Pope John PaulII tied for first place with 6%.

The margin of sampling error for the Dec. 14-16 poll is+/--3 percentage points.

Among women, first lady Laura Bush was the mostadmired with 12%. Her predecessor, New York Sen. HillaryRodham Clinton, came in second at 8%.

Last year, before Bush took office, 5% identified him asthe man they most admired, and his wife got too fewmentions to be ranked.

"Typically, the president wins," says Frank Newport,editor in chief of the Gallup Poll, "but the president doesn'tusually dominate. That's why this 39% is unusual."

The poll's previous record for men was set by John F.Kennedy, who received 32% in 1961, the end of his first yearas president. The overall record was set in December 1963,when Jacqueline Kennedy received 60% the month afterher husband was assassinated.

Bush's response to the terrorist attacks in New York Cityand Washington and the U.S. efforts in routing Osama binLaden's supporters in Afghanistan are responsible for thestrong showing, Newport says. "This is the classic rallyeffect," he says.

Stephen Hess, a presidential scholar at the Brookings

Institution, a think tank in Washington, calls the results"quite remarkable." If the survey "had been taken on Sept.12th, you could in a sense dismiss it. It would be a rally-

round-the-flag issue. But when it is taken three monthslater, it factors in performance as well as symbolism," hesays.

Michael Hooper, who teaches political science at TempleUniversity in Philadelphia and specializes in public opinion,notes that Americans are not viewing Bush as a politicalleader. "He's being looked at and evaluated right now as theleader of the nation."

Most political experts were cautious about theimplications of Bush's standing for next year's congressional

races and the presidential contest in 2004. They noted thatthe president's father had record approval ratings in thewake of the Persian Gulf War victory in 1991, only to losethe 1992 presidential election because of a falteringeconomy.

"What goes up can come down," Hess says of the polls."Next year, something else may be on our minds."


AS SEEN IN USA TODAY NEWS SECTION, THURSDAY, DECEMBER 27, 2001

Bush dominates most-admired pollLeadership in terror war cited for record-high rank

39% look up to presidentPresident Bush received the largest share of the vote

since the Gallup Poll started asking the questionWhat man do you admire most? in 1948. The menand women most admired by Americans:

Page 4

Men

President Bush 39%

Secretar y of State Colin Powell 5%

New York Mayor Rudy Giuliani 4%

Pope John Paull II 3%

Evangelist Billy Graham 2%

Women

First lady Laura Bush 12%

Sen. Hillary Rodham Clinton 8%

TV star Oprah Winfrey 5%

Former first lady Barbara Bush 3%

National security adviser Condoleezza Rice 2%

Source: USA TODAY/CNN/Gallup Poll of 1,019 adults Dec. 14-16. Margin oferror: +/-3 percentage points.

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By Susan PageUSA TODAY

WASHINGTON -- Even in hiding, he's the top lieu-tenant for the commander in chief.

Vice President Cheney, whose mysterious where-abouts have become fodder for late-night comedyand Internet rumors, is nonetheless serving asPresident Bush's most powerful adviser and theadministration's ranking referee since the Sept. 11attacks.

His is the last voice Bush wants to hear before mak-ing difficult decisions. "What does Dick think?" thepresident routinely asks. Cheney developed the planfor a homeland security office and urged thatPennsylvania Gov. Tom Ridge head it. He has con-ferred with the Saudi ambassador, delivered hold-

the-line-on-spending messages to Congress and arbi-trated disputes among the president's top nationalsecurity advisers.

That role is likely to be increasingly important assuccess nears in Afghanistan, fueling a debate withinthe administration and in Congress about what to donext.

"He is clearly the person who has a feel for the com-plex nature of this new struggle we're calling the waron terrorism," says Rep. Rob Portman, R-Ohio, amember of the elder President Bush's White Housestaff. "He understands the intelligence part of it, themilitary part of it, the diplomatic side of it, and has avery good feel for the domestic side. . . . He is the onewho keeps all of the pieces together."

But Cheney's role has been almost unseen since hewent underground as a security precaution once theassault on Afghanistan began Oct. 7. His absencebecame so conspicuous that he finally agreed to sev-eral interviews in part to squelch rumors that he hadbeen dispatched on a secret mission abroad (not true,


AS SEEN IN USA TODAY NEWS SECTION, FRIDAY, NOVEMBER 16, 2001

Cheney takes backseat in a strong way

With his resume and very seriousmanner, hes not a standard issuevice president, but a top adviser

White House photo by David Bohrer

Conspicuous absence: Vice President Dick Cheney travels to an undisclosed secure location Oct. 29 with two Marine Corps guards.

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aides say) or had new problems with his bum ticker(also not true, they insist).

One reason for his low profile was a feeling by someWhite House aides that he risked overshadowing the

president, but Bush's increasingly confident perform-ance largely has allayed that concern. Friends sayCheney is glad to leave the public roles in the war toBush. When an aide told him people kept askingwhere he was, Cheney replied dryly, "Don't tellthem."

He can be decisive in meetings and commanding ininterviews on Sunday morning TV but awkward atevents that call for public displays of emotion. Thebehind-the-scenes role plays to his strengths andskirts his weaknesses.

"When he was chief of staff in the Ford White House,

his Secret Service code name was 'Backseat,' " saysJohn Pitney Jr., a professor of government atClaremont McKenna College who worked for Cheneywhen Cheney was in the House of Representatives."He would be the first to say he's not the most fieryorator in the world. But when you've got a planeheading toward the White House and you have topick one person from whom to seek advice, that per-son would be Dick Cheney."

Donald Rumsfeld launched Cheney on his politicalcareer 3 decades ago by hiring him for a job at theOffice of Economic Opportunity in the Nixon WhiteHouse.

"One of the first things I noticed about him when Ifirst met him was this: The more difficult things got,the better he got," says Rumsfeld, now Defense secre-tary. "He got stronger and more purposeful andsteady. In this part of his life, as vice president,because of his experience he is able to take one stepback and bring his judgment to the issue at hand.That is very beneficial to the administration."

Saturday Night Liveportrays him as the essentialman.

"I'm a one-man Afghani wrecking crew," the Cheney

character declared, wearing Taliban-style garb in frontof a faux cave. "That Northern Alliance they've beentalking about? Pretty much just me. U.S. SpecialForces, commando units? You're looking at 'em. I'vebeen here 1 week. I've personally destroyed 10 air-ports, countless radar installations, and the onlyBlockbuster video in the whole damn country."

Balding pate, serious mien

Other wartime presidents had close advisers, ofcourse, but historians say never before has that trust-

ed aide been the vice president. During World War II,Harry Truman wasn't even briefed about the atomicbomb until Franklin Roosevelt had died. During thePersian Gulf War, Dan Quayle attended key meetings,but Brent Scowcroft, James Baker, Colin Powell and

Cheney were more important advisers to the elderBush.

Cheney hasn't been a standard-issue vice president.Bush didn't choose him to satisfy a wing of the partyor carry a big state. He's not the president's likelysuccessor; in fact, he's made it clear he doesn't planto run for the top job. With his balding pate and seri-ous mien, he is the opposite of a blow-dried, glad-handing politician.

Over the summer, rumblings began about Cheney'sshortcomings. He has been hospitalized three timessince Election Day, once in the wake of a mild heart

attack and twice for heart procedures. The energyplan he unveiled in May was faulted for failing to suf-ficiently recognize environ-mentalists' concerns, and hebecame enmeshed in contro-versy with the GeneralAccounting Office over hisrefusal to release the namesof industry officials withwhom he had met.

But since Sept. 11, Cheneyhas seemed a perfect fit. Hehas the longest resume in

Washington: President Ford'schief of staff, a member ofCongress who served on theIntelligence Committee andwas elected to the GOP lead-ership, Defense secretary dur-ing the Gulf War. Even whenhe left government in 1993,his work as CEO ofHalliburton, an oil servicescompany, kept him in touch with leaders of the Arabworld.

Among them: the emir of Qatar, who got on the

phone to Cheney 2 weeks ago when some U.S. offi-cials were pushing to move this week's meeting ofthe World Trade Organization from Qatar because ofsecurity concerns. Sheik Hamad Bin Khalifa Thaniassured Cheney that those attending would be safe.The vice president assured him the U.S. delegationwould attend.

Within the administration, most members of Bush'swar council have been working together in one posi-tion or another for a generation. Powell, now at theState Department, was chairman of the Joint Chiefs of


How much confidence do you havein President Bush to deal with theterrorist attacks on New York andWashington?

How much confidence do you havein Vice President Cheney to dealwith the terrorist attacks on New

York and Washington?

A confident public

By Suzy Parker, USA TODAY

Source: Princeton Survey researchAssociates/NewsweekPoll of 1,002 adults Oct 4-5, 2001. Margin of error: 3 percentage points.

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Staff at the Pentagon and served in the White Houseas President Reagan's national security adviser.Rumsfeld, now at Defense, was once White Housechief of staff for Ford.

The other key person on the team is national securi-ty adviser Condoleezza Rice, who spends the mosttime by Bush's side.

For Cheney, Powell and Rumsfeld, their overlappingexperiences mean they recognize the perspective ofthe other players. Their consultations have a sort ofshorthand.

"Vice President Cheney and I went through a lot oftough times together when he was secretary ofDefense and I was the chairman of the Joint Chiefs ofStaff," Powell says. "We got to know each other verywell, and sometimes a smile or a grimace across the

table is all that is necessary for us to communicatewith each other."

But Cheney isn't exactly a cuddly figure. He can becrisp, even curt. Sometimes he plays the administra-tion's tough guy. This week, he lobbied HouseRepublicans to reject emergency spending proposedby New York members beyond the $40 billion levelset to fund the U.S. response to the terrorist attacks.In the Appropriations Committee vote Wednesday,the White House prevailed, never losing more thantwo GOP votes.

It was Cheney who called in Deputy DefenseSecretary Paul Wolfowitz to tell him to squelch thedebate over whether to target Iraq as part of the waron terrorism. Wolfowitz had led administrationhawks who said Saddam Hussein was a greater threatthan Osama bin Laden.

Cheney consulted with Arab leaders he knows well,among them the Saudi ambassador, Bandar binSultan. The vice president concluded that the inter-national coalition wouldn't hold if the objectiveswere broadened to include Iraq. He delivered thatmessage to Wolfowitz -- who just happened to havebeen his deputy at the Pentagon. The debate withinthe administration stopped, at least for the timebeing.

'Get a dog'

Cheney is the ultimate old Washington hand. Whenthe Cheneys got a black Labrador puppy last month --the vice president hopes to train him for hunting inWyoming -- they named it "Jackson" but first consid-

ered "Truman," wife Lynne Cheney says.

That reflected not hidden Democratic tendenciesbut rather a sly reference to one of Truman's truisms."If you want a friend in Washington," he said, "get a

dog."

Cheney sees his current lifestyle, shuttling to andfrom "undisclosed secure locations," as sensible.

"You've got a situation in which you don't want toprovide the terrorists with a target of being able to, ineffect, decapitate, if you will, the U.S. government bystriking at both the president and the vice presidentat the same time," he said in an interview with theLondon Sun. "So we now take more precautions thanwe used to, and as the threat level goes up, we takeextra precautions in terms of making certain thepresident and I are not in precisely the same location

at the same time."

When Bush is out of town, Cheney seems to go onthe town. He gave two speeches in Washington thisweek while the president was in Crawford, Texas.When Bush is at the White House, Cheney heads to"secure locations" that vary. Air Force Two was spiedin South Dakota last week when Cheney joinedfriends for an annual pheasant-hunting trek. Whilethere, he joined the morning National SecurityCouncil session and other meetings by videoconfer-ence.

"Maybe there was a silver lining to losing the elec-tion," the Democratic vice-presidential candidate,Connecticut Sen. Joe Lieberman, joked to a NewHampshire audience. "I'm able to be here having agreat time with you tonight -- rather than being heldin an undisclosed secure location."

When he goes to a secure location, key staffers gowith him. Cheney joins the National Security Counciland other meetings through a videoconferencingsetup that shows the Washington side on a largescreen. His day begins with a 6:45 a.m. briefing andusually ends about 7 p.m. He and Bush confer severaltimes a day.

Cheney has been bemused by the speculation aboutwhere he is and what he's doing, aides say.

"It's nice for a change to be at a disclosed location,"Cheney began when he addressed the white-tie AlSmith Dinner in New York. He and his wife "haven'tbeen out much lately," he said to laughter, "and theWaldorf is a lot nicer than our cave."

Reprinted with permission. All rights reserved. Page 7


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By Steve SternbergUSA TODAY

Almost a month after doctors diagnosed anthrax in aFlorida man, White House officials were still trying tofind a leader who can both inspire public trust andanswer complex medical questions about a diseasethat hasn't been studied thoroughly in humans.

Several administration officials are taking turnsbehind the microphone to brief the nation about theunfolding anthrax crisis. Secretary of Health and

Human Services Tommy Thompson has so far servedas the Bush administration's main voice.

On Monday, it appeared he would be joined byHomeland Security director Tom Ridge, whoannounced he would play a much larger role in theeffort. He plans to brief reporters three times a weekon the unfolding crisis.

But public health experts and others questionwhether Thompson, Ridge or any non-medical expertcan provide the answers that the public, media anddoctors seek.

Three prominent scientists -- Bruce Alberts, presi-dent of the National Academy of Sciences (NAS),William Wulf, president of the National Academy ofEngineering, and Kenneth Shine, president of theNAS' Institute of Medicine -- issued a statementMonday:

"Americans can ill afford to rely on hearsay or infor-mation coming from those outside the scientific andmedical communities who may mean well but lacksolid data supported by evidence."

James Curran, dean of the Rollins School of PublicHealth at Emory University, says the Sept. 11 attacksand the war on terrorism heighten the need for lead-ership. "Things are happening fast," says Curran, oncethe government's point person on AIDS. "They'rehappening on multiple fronts, involving multiple peo-ple. Single, coordinated leadership is important."

The Centers for Disease Control and Prevention,which took prominent public roles in explaining out-breaks such as AIDS and hepatitis C to the public,took a backseat this time to the FBI and state andlocal health officials.

The agency says it has been reluctant to speak outfor two reasons. First, the CDC is hesitant to upstagestate and local authorities, who, by law, are responsi-ble for public health in their communities. The CDCcannot investigate any outbreak without a state invi-tation, and CDC officials are afraid they won't beinvited to assist if they alienate their local colleagues.

Second, officials say the CDC has frequently

deferred to the FBI, which is handling the criminalinvestigation into the anthrax crisis.

"What we are attempting to do is work in a comple-mentary way," CDC director Jeffrey Koplan said as theagencies first looked into the South Florida casesnearly a month ago. But public health officials say thepublic suffered from the lack of reliable information, avacuum that was ultimately filled by the rumors andconjectures that now concern Shine and his col-leagues. Some information was deliberately withheld,and other statements were misleading or confusing.

AS SEEN IN USA TODAY LIFE SECTION, TUESDAY, OCTOBER 30, 2001

Health threats: Whos in charge?Government sends mixed messages in anthrax scare


By Tim Dillon, USA TODAY

The point man: Homeland Security Director Tom Ridge speaks at apress conference to update the nation on his progress and plans inthe fight against terrorism. Ridge plans to give more press br iefingsin the future.

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For example, congressional leaders were reportedlybriefed Oct. 20 on the lethal potential of the anthraxin the letter sent to Senate Majority Leader TomDaschle. Daschle said the anthrax bore the earmarks

of a sophisticated weapon, yet Ridge said the sameday that the anthrax in the Daschle letter was "indis-tinguishable" from the other anthrax mailings.

"CDC needs, it seems to me, to step forward as thesource of information that the public can rely on,"says Tara O'Toole of the Johns Hopkins University

Center for Civilian Biodefense Studies.

Government officials say privately that some of theblame for the leadership vacuum lies in the WhiteHouse and HHS, where administration press officers

insisted on approving all interview requests fromnational newspapers and network news shows. EvenThompson expressed frustration with the situation.

"I have been frustrated at times at not getting outinformation as fast as I would like," he said. "We'reconstantly making changes to get information outfaster."

Two weeks ago, CDC director Koplan and AnthonyFauci, director of the National Institute of Allergy andInfectious Diseases, broke their relative silence andbegan appearing on talk shows and in newspaper sto-ries. Fauci attributes much faster turnaround of inter-

view requests either by HHS or the White House.The public wasn't the only group left with unan-

swered questions. Infectious-disease specialists saythose on the front lines of medical care in Americaare struggling to answer the urgent questions ofpatients regarding their risks from anthrax or otherbiowarfare germs.

Craig Smith, director of infectious diseases atPhoebe Putney hospital in Albany, Ga., says communi-cation doesn't trickle down very swiftly from the fed-eral level to the doctor in the office. "Every doctor inthe U.S. knows as soon as something is discussed onCNN, their phones will start to ring," he says."Physicians should not have to rely on news mediafor information that should be communicated tothem (directly), in real time."

Contributing: Anita Manning


By Tim Dillon, USA TODAY

Dominant voice: So far, Health and Human Services SecretaryTommy Thompson, above, has been the Bush administration'sspokesman on the anthrax scares.

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By Nell MinowThe Corporate Library

Contrary to the old saying, in the corporate world itis failure, not success, that has many fathers. Duringboom times, chief executives are happy to take fullresponsibility for the gains -- and to take the very fullcompensation packages that accompany them. Butwhen things slow down, we are told that the problemwas caused by many, many factors, though the chiefexecutive was notamong them.

Certainly, some sec-

tors were hurt badly bythe terrorist attacks,which no one couldhave anticipated. Mostcompanies have facedsetbacks from theresulting complicationsin mail and travel. Thesinking fortunes of thedot-coms have draggedthe overall marketdown with them. Butexternal factors should-n't distract us from the

companies with severeperformance problemsthat are attributableonly to the corporateversion of the FourHorsemen of theApocalypse: bad judg-ment, incompetence,negligence and conflictsof interest. Forinstance:

uA year ago, Enron's stock was trading at $80 ashare. A little more than a month ago, it was near$36. It's now below $5. Enron has to restate its finan-cial results going back to 1997 because of losses infinancial partnerships in which Enron's own chieffinancial officer was a partner. His personal take inthese deals was $30 million. The loss to the share-holders from these and other accounting "correc-tions" is considerably higher: more than $1 billion.The company just negotiated a 3-week extension onthe payment of a $690-million loan that came dueTuesday, when its credit rating was downgraded. It isexpected to use that time to negotiate a further post-ponement of that loan and those amounting to $1.75

billion that come due next May. The Securities andExchange Commission (SEC) has announced an inves-tigation into the deals involving the now-departedCFO.

uWarnaco is in bankruptcy. Its stock has droppedfrom $44 a share in 1998 to less than a dime now. Ithas more than $3 billion in debt. Its chief executive,Linda Wachner, took over the company in 1986. Atfirst, she did very well. Then the company's perform-

ance declined, butWachner's pay packagecontinued to be one ofthe highest in the coun-

try. She spun off aswimwear division calledAuthentic Fitness, ran itherself (with a separatesalary) while still in thefull-time Warnaco job,then sold it back toWarnaco, making a for-tune for herself in bothtransactions. And itlooks as if she hasanother fortune coming:Despite the fact that thecompany failed under

her leadership, heremployment contractentitles her to five timesher highest salary andbonus, which couldamount to more than$15 million.

uLucent's stock wasnear $80 a share in early2000. It trades at about10% of that today. The

former chief executive has returned after the "resig-nation" of his successor, who presided over thetelecommunications company's acquisition of a $40-million golf course. The former CEO should be able tomanage his own greens fees from now on: He wasgiven a $5.5-million departure payment and a mil-lion-dollar-a-year pension.

uA merger announced with great fanfare byCompaq and Hewlett-Packard may now unravel dueto the objections filed by HP board member (and sonof the founder) Walter Hewlett. If it does not gothrough, the company will have to pay a $675-millionkill fee.

Whos at fault when firms tank?


AS SEEN IN USA TODAY NEWS SECTION, WEDNESDAY, NOVEMBER 28, 2001

By Keith Simmons, USA TODAY

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uLone Star Steakhouse executives had more than13 million stock options that were "under water":Because the stock price had gone down, the optionsgave the executives the right to buy stock at a higherprice than the current trading value. So Lone Star

"repriced" the options. The cost of this and otherbenefits, according to one of the company's largestshareholders, was more than $100 million during thepast few years.

Shareholders of each of these companies should askthe same question: Where was the board of direc-tors?

In theory, the board is there to protect the interestsof the shareholders from the chief executive's poorjudgment or self-dealing. In reality, the atmosphere ofthe boardroom is so clubby that even obvious con-flicts of interest and just plain bad judgment can be

impossible to prevent. In the year before massiveaccounting fraud was revealed at CUC (now Cendant),the audit committee met only three times, while theboard's compensation committee met eight times.This reveals something about board members' priori-ties and ability to provide oversight.

These days, as celebrity CEOs such as Jack Welchand Michael Eisner receive huge advances for writingbooks, it is hard to get those who cover companies,whether Wall Street analysts or the financial media,to even include the board in their evaluations of afirm's performance and prospects. Yet, the boardoften tells a great deal about the company -- andabout the CEO, who usually acts as its chairman andoversees its selection, committee appointments,schedule and agenda.

Investors should be wary if a board is filled withdirectors who get legal or consulting fees from thecompany or with prestige directors who have nobackground in finance accounting or regulatoryrequirements; or if the directors own little stock or

do not attend meetings. This information is containedin the proxy statement mailed to every shareholderand available online from the SEC's Web site. Investorsshould be leery of boards that agree to outlandishexecutive-compensation packages with guaranteeddeparture payments, approve accounting gimmicks orconsent to non-strategic or overpriced acquisitions.

In addition, investors should examine their opportu-nities to respond to bad boards. The California PublicEmployees Retirement System filed a lawsuit againstthe chief executive of Lone Star Steakhouse on Oct.17. Less than a month later, the company announcedthat it was adding three new independent directors

and taking other steps to be more responsive toshareholder concerns.

The quality and effectiveness of the board should bean indispensable part of any evaluation of a compa-ny's investment risk. Investors who ignore a compa-ny's board of directors may find themselves amongthe fathers of the next corporate catastrophe.

Nell Minow is editor ofThe Corporate Library, anonline publication that covers corporate governanceand performance.

Reprinted with permission. All rights reser ved. Page 11


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There is nothing more fun than doingthings that people dont think are possible.

Larry Ellison billionaire CEOof giant software company Oracle

By David DuPreeUSA TODAY

The 10 scoring titles, the six championship rings andall the awards and game-winning shots are testa-ments to the basketball skills of Michael Jordan. But itgoes far beyond his physical ability to play the game.

It's a mind game.

Competitiveness, mental preparation, tolerance topain and intelligence are just as important to his suc-cess.

"He isn't only the greatest player ever, but probablythe smartest, too," Philadelphia's Allen Iverson, theNBA's leading scorer and MVP, said when word of apossible Jordan comeback gained credibility duringthe NBA Finals. "He may have lost a little in terms ofwhat he can do, but he's probably smarter, and thatwill make up for it."

Legendary Boston Celtics coach Red Auerbachalways has maintained that one of the qualities thatmade Bill Russell so great was that he made his team-mates better players. Not solely because he was soskilled, but he knew how to put them in positions onthe floor where he could take advantage of theirstrengths.

That's Jordan's mantra, too. He drives himself hard

and his teammates harder. He despises losing -- atanything, even in practice.

It isn't about ego, either. For Jordan, it's only aboutthe winning.

There have been many memorable moments toillustrate that, but one of the most defining came in1995 in his fifth game back after his first retirement.He was wearing No. 45, and the Chicago Bulls wereplaying the New York Knicks at Madison SquareGarden.

Jordan scored 55 points, and with the score 111-111,everyone expected him to take the final shot. Jordandrove around John Starks, and when Patrick Ewingcame out to stop Jordan, he pulled up for a jumper.But just before he was about to shoot, he saw BillWennington alone under the basket. Jordan passedthe ball. Wennington dunked. The Bulls won.

"I never planned it that way," Jordan said. "I justplanned on winning the game. I didn't know how

until the situation presented itself."

Even Jordan's durability is as much mental as it isphysical. The only serious injury he had in his careerwas a broken foot his second season in the leaguethat caused him to miss 64 games. Other than that,he played in 1,093 out of a possible 1,098 regular-sea-son and playoff games. Ailments that caused others tomiss games were mere annoyances to him.

Jordan can find motivation almost anywhere anduses that to drive himself. During the 1996-97 sea-

Smarts, desire

to win giveNBA great an edge


AS SEEN IN USA TODAY SPORTS SECTION, WEDNESDAY, SEPTEMBER 26, 2001

By Robert Hanashiro, USA TODAYWarm-ups: Michael Jordan on the set shooting a commercial forMVP.com before his announcement to end his retirement again.

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son, Knicks coach Jeff Van Gundy called Jordan a conman who befriends opponents and then tries todestroy them on the court. Jordan was so incensedthat he scored 51 the next time he faced the Knicks.

Ron Harper, a friend and former teammate, laughs at

the notion of anyone getting a psychological edge onJordan: "If you try to get in his head, instead of 25points, he'll get 50."

Even at age 38 and in a Wizards uniform.


Chronology

Talk of a second comeback for Michael Jordanbegins:

March 2001: Charles Barkley says he and Jordan areworking out to get back to their playing weights sothey can attempt a comeback together for the 2001-

02 NBA season.

March 14:Jordan insists he is not considering areturn, saying he's playing pickup games simply tolose weight. He says the chance that he will neverplay again is "99.9%."

April 9: Washington Wizards co-owner Abe Pollinsays it is his opinion that Jordan will return to theNBA and play for the Wizards.

April 10: Mario Lemieux, who ended his 3 1/2-yearNHL retirement in December, says he has talked with

Jordan and expects a comeback.

April 19:Jordan hires Doug Collins to replaceLeonard Hamilton as the Wizards coach. Collinscoached Jordan in Chicago as coach of the Bulls from1986-89.

May:Jordan passes through Phoenix to scout talentand organizes a pickup game with Suns guardAnfernee Hardaway, Barkley and several other play-ers. After the game, Hardaway says it was apparentthat a comeback was feasible.

June 13: Two cracked ribs suffered during a scrim-mage with NBA and collegiate players in Chicagoforces Jordan to miss a month of training.

July 14-15:Jordan practices with a collection ofrookies, free agents and young veterans at a Wizardsminicamp.

July 18:Jordan says he will decide in mid-September whether to end his retirement.

Aug. 14: NHL Washington Capitals owner TedLeonsis, Jordan's financial adviser Curtis Polk andlawyers reportedly attend a meeting at NBACommissioner David Stern's office in New York to dis-cuss contingency plans should Jordan decide to playagain.

Aug. 16: Personal trainer Tim Grover, who hasworked with Jordan for the last 12 years, says missinga month of conditioning because of two cracked ribsmakes it unlikely his 38-year-old client will be fitenough to launch a comeback.

Aug. 20-27:Jordan invites several NBA players to aworkout camp in Chicago designed to gauge where hestands against top talent.

Aug. 26: Barkley says he believes Jordan will returnbut says he doesn't think he should.

Sept. 10:Jordan all but confirms his comeback tothe Associated Press, CNN-SI and the Chicago Sun-Times, saying, "I'm doing it for the love of the game,nothing else. For the love of the game."

Sept. 14: In light of the Sept. 11 terrorist attacks onthe World Trade Center in New York and thePentagon, a news conference to announce Jordan'sdecision on returning, scheduled for Sept. 20, isscrapped.

Sept. 25: Through a statement, he announces he willsign a 2-year deal with the Wizards, thus returning tothe NBA. "I am returning to the game I love as a play-er," Jordan says.

Page 13


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About The ExpertJoyce L. Winterton is the Associate Director for USA TODAY Education Programs. She is responsible for thedevelopment of educational strategies, resources and partnerships. Her previous experience includesPartner Development Team Leader for the National FFA Organization; Executive Director of a PresidentialAdvisory Council--the National Council on Vocational Technical Education, Deputy Assistant Secretary forVocational and Adult Education in the United States Department of Education, the first Director of thePresidential Academic Fitness Awards Program, and a staff member for the U.S. Senate Committee on Laborand Human Resources. She has worked with various national and state student leadership organizations andis a facilitator for Franklin Covey leadership training. Joyce has been a high school teacher, a teacher educator

and a home economist in business. She earned her B.S. and Masters degrees from Utah State University in Home EconomicsEducation and her Ph.D. from Colorado State University in Vocational-Technical Education, and Counseling and Guidance.

For more information, log on to http://education.usatodaycollege.com

1. Are leaders born or developed? Justify your answer.

2. List the common and unique characteristics for leaders inbusiness, health and science, politics and government,education and student life. How do each of thesecharacteristics set the leader apart from everyone else?Identify one leader you admire in each of these areas thatfits these characteristics.

3. According to a USA TODAY Baseball Weekly article "TheTruth About Leadership, Exclusive Player Survey"(December 5, 2001), the leader doesnt have to be the bestplayer on a team, but it is someone who has the respect ofhis teammates and cares about winning. How does a leader

gain the respect of his or her teammates or colleagues?4. How do leaders weigh the pros and cons (calculatedrisks) of decisions?

5. How do good leaders overcome mistakes? How doleaders rectify bad decisions? Give a specific example.

6. Can leadership ever go wrong? Explain how, citing threeexamples. How can this be prevented?

7. What are the advantages of being a leader?

8. What leadership abilities do you need to develop?Outline a plan to develop those skills and abilities.

For discussion

Additional resources

Futureimplications

1. What unique challenges willour current leaders face overthe next five years? Select oneof the curriculum areas anddescribe potential solutions tothe future challenges.

2. What encourages people tobecome leaders in theirdisciplines?

3. What characteristics makeup a good community leader?

4. From what fields do you thinkthe next generation of greatleaders will emerge? Why?

5. What three things would youstrive to accomplish if you werein a position of leadership 10years from now?

Now, Discover Your Strengths,Marcus Buckingham & Donald O. Clifton

Welch, An American Icon, Janet Lowe

Essence of Decision, Graham Allison and Phillip Zelikow

Leadership is an Art, Max Depree

The 7 Habits of Highly Effective People, Stephen R. Covey

www.cylc.org (Congressional Youth Leadership Council)

www.nylc.org (National Youth Leadership Council)

www.teenleader.org

www.myskillsprofile.com

www.leadershipadvantage.com

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