®

a publication of UNIVERSITY of the CUMBERLANDSMarch 2013 • Volume 4, Issue 1

Rudolph W. Giuliani is often referred to as “America’s Mayor.” Although he has held many positions in and out of government, he will always be remembered as the man who was mayor of New York City on the day in history when the 9/11 tragedy took place. His courage and leadership displayed on that day and in that time period will live on in American history forever.

On 3 April 2012, the University of the Cumberlands was honored to host “America’s Mayor,” Rudy Giuliani as speaker for the Forcht Group of Kentucky’s Center for Excellence in Leadership. His address, “PRINCIPLED LEADERSHIP IN A TIME OF CRISIS,” has been broken into two parts due to length. In this issue of Morning In America we will look at Part II of Mayor Giuliani’s presentation.

Principled Leadership in a Time of Crisis

Rudy Giuliani

The fourth principle of leadership is relentless preparation. We prepare people to deal with risk.And when they are prepared to deal with risk they can handle it. That is why we just don’t send men into buildings as firefighters and not train them. That is why they develop bunker gear that protects them from fire. That is why we just don’t send men into battle. We put them through maneuvers. We do the same thing for police officers.

Hey, we even do it with football teams, right? Football teams just don’t go play football. We train them incessantly to play football. They practice over and over and over again. They have two minute drills, which is a form of crisis management. It is a different dimension of crisis than a burning building, but it is a crisis and every second counts. And everything you do, you don’t do it for the first time when the game is on; you do it many times in practice. That reduces the fear.

We have had 4,321 Republican debates this campaign season. They just don’t go out there and do a debate. They practice for 10 hours, 20 hours, 30 hours. They get up in front of podiums like this and have people playing the reporters, asking them the questions because so much is at stake and they are afraid. They are afraid

of giving the wrong answer. They are afraid of making a fool out of themselves. They are afraid of saying that one thing that the press will pick up on and it will just knock them right out of the race…which has happened to some people.

They deal with the fear, but not by running away, not by hiding under the podium. They deal with the fear by practicing. So use that in your life when you have to make a difficult decision. Take the risk out of it by preparing better. If it is a risky business decision, do more due diligence, get more information. Try to reduce that risk.

Now on the morning of September 11th, at the moment that the first plane hit, I was having breakfast six miles away in mid-town Manhattan with my Council and with a good friend. It was supposed to be a very relaxing day because it was primary day in New York City. The Republican and Democratic parties were having a primary to try to figure out who was going to run for mayor, I was term limited.

I figured the first part of the day would be pretty quiet and then around 4:00 o’clock we would start to get election fraud complaints, so I wouldn’t have to start working until about 4:00 o’clock. I was having a nice, leisurely breakfast, much more leisurely than usual and in walks one of the police officers that work with me and tells

us that a twin engine plane had hit the North Tower and that there was a pretty bad fire and that we had better get down there.

We rushed outside, and before I got into the car I looked up and I saw a beautiful blue sky. “Couldn’t be possible,” I said, “that this could be an accident.” It had to be something deliberate, but I didn’t know if it was a terrorist attack or a crazy person who was angry at someone in one of those buildings or angry at one of the businesses.

We have had things like that happen, somebody walks in and shoots some poor person behind the desk from the business that didn’t hire them. So, as we are rushing down I can see the first tower that was hit and I can see a tremendous fire and I’m beginning to realize that it is worse than it was originally described to me. I got about a mile away and I see a very big explosion and I got a call from the police on my phone that a second plane had hit.

Of course I knew at that time that it was a terrorist attack. But I didn’t absorb it right away. I still thought we were dealing with the kind of emergencies that we had dealt with in the past. There are so many different emergencies that you deal with in New York City. I finally got there and I walked up to the fire department command post which was right below the North Tower, and as I was approaching the command post, the police were telling me to look up.

While I was looking up, I could see debris falling and hitting people, injuring them and in some cases crushing them. But all of a sudden I was looking up at about the 100th or 101st floor and I saw a man standing there. Window broken open, and he is standing there. He is making a decision to jump. I don’t know who this man is, but he is in my thoughts all the time. I see him come all the way down, and I watch him hit the ground. And I just froze. It took about three seconds, but I just froze. And then I blurted out to the police commissioner and the fire officials with me, “This is much worse than anything we have ever faced before, this is way off the charts.

We are just going to have to do the best we can. We don’t have a plan for this.”

Now, here is what I meant by that. We had at least 25 plans, because in New York City it is an emergency a week and a crisis a month. I had been mayor for 7¾ years and I honestly believed I had been through everything. We had airplane crashes,

we had building collapses, we had hostage situations, we had had other terrorist attempts to attack us through suicide bombings. We had hurricanes, black-outs and West Nile virus. I can’t describe to you how many emergencies we had.

I had started a new Mayor’s Office of Emergency Management in response. Their job was to critique the emergencies, to watch how the police department did it, the fire department did it, EMS did it, public hospitals did it and then to improve our plan. So over a course of time, they developed about twenty-four or twenty-five emergency plans for building collapses, airplane crashes, hurricanes, terrorist attacks, biological attacks. We used to practice them. We used to go over them. We thought we were pretty darn good at this. But we didn’t have a plan called “Airplanes being used as missiles attacking our city.” We didn’t anticipate that, so I thought we didn’t have a plan.

But right away we had to make decisions. The Police Commissioner immediately said to me, “We are going to have to cover the priority targets in New York.” What he meant by that was we had a list of 120-130 targets in the order of priority that we thought the Islamic terrorists would want to attack in New York City. We got that from arresting many of them and finding their plans. They had plans to blow up bridges, blow up tunnels, blow up subways, blow up the stock

“Every morning my faith is restored when I see the clean cut, mannerly, hard working,

mountain students walk with purpose, with head held high, body erect and with

pleasant smiles on their faces.” President Jim Taylor

The Twin Towers on Sept. 11, 2001.

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exchange, blow up St. Patrick’s Cathedral. From all that information we developed a priority list of the places we thought they would attack so the Police Commissioner immediately dispatched officers to those locations. He immediately closed down the tunnels from New Jersey; the first attack in 1993 came from a mosque in New Jersey, and we had arrested almost a dozen people only five years earlier in another mosque in New Jersey who were planning to blow up our bridges and tunnels. We knew we had a problem there. They were going to cut off the tunnels from people coming in.

I said “but we have got to evacuate about four or five hundred thousand people from lower Manhattan,” because we needed space to get vehicles in to take the people that we were trying to save out. We also thought there might be further buildings coming down. So at one point we had to stop people from coming in and at the same time we had to move four or five hundred thousand people off the island, and then we had to set up a triage system because the hospitals were overwhelmed with injured people. There were thousands of wounded and there were just 3 hospitals.

So we had to triage and then we had to get generators to light up Ground Zero so that we could work 24 hours a day. And in the middle of making these decisions, I remembered what my first real boss, Judge McMann, had said, “If you prepare for everything that you can anticipate, you will be prepared also for the unanticipated.” Every decision I just described to you, that the Police Commissioner made, that the Fire Chief made and that I made with them came from a plan. Actually, they came from different plans: triaging the hospitals came from our plan for West Nile virus; the priority list of

terrorist targets came from our plan for suicide bombings; getting the generators for Ground Zero came from our plan for blackouts.

This is the point that I make about relentless preparation: if you prepare for everything you can think of, you will be prepared for, believe it or not, even for what you can’t think of. The better prepared you are for a natural disaster, the better prepared you are going to be for a terrorist attack and vice versa, and relentless preparation is what makes people succeed in life.

The fifth principle of leadership is communications. In order to be a leader you have to communicate, you have to be willing to explain to people what you want from them. In most failing organizations, the people will tell you, “I don’t know what is expected of me. I don’t know what I am supposed to accomplish or how I am

going to accomplish it.” And that is because there is no leadership telling them what is expected of them, giving them a reasonable program for progress.

When I became mayor of New York City, I had two big problems. I had a tremendous amount of crime and I had a really bad economy. I had to fix both of them. I knew it would take years, so I tried to set up systems to measure our progress. I set up a system called CompStat that measured crime every single day. We compared the number of police to where crime is going up, where it is going down. Are our officers there at the right or wrong time? Are we focusing on the wrong kind of crime? I want my people to know whether they are doing a good job or a bad job today, not at the end of the year. And if you want that, you have to communicate.

I had 1.1 million people on welfare when I became mayor of New York City. My welfare workers used to get rewarded and promoted if they put more

EditorEric L. Wake, Ph.D.

Contributing EditorM.C. Smith, Ph.D.

Advisory CommittEEChristopher Leskiw, Ph.D.

Eric L. Wake, Ph.D.

grAphiCs EditorMeghann Holmes

produCtion mAnAgErJennifer Wake-Floyd

stAff AssistAntFay Partin

Copyright ©2013UNIVERSITY of the CUMBERLANDS

The opinions expressed in UC Morning in America® are not

necessarily the views ofUNIVERSITY of the CUMBERLANDS

Permission to reprint in whole orin part is hereby granted, provided

the following credit line is used:“Reprinted by permission from

UC Morning in America®, a publicationof UNIVERSITY of the CUMBERLANDS.”

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people on welfare. Now this is really dumb to create a system where you motivate bureaucrats to put people on welfare. So I changed it. I said “if you have to put someone on welfare, do it. But here is how you are going to get promoted, here is how you are going to become a supervisor and here is how you are going to make more money.” We set up a JobStat system that measured all of our welfare workers by how many jobs they found for people. When they found jobs for people, we paid them bonuses; if the job was a good job, we paid them a bigger bonus. Then we tracked it over a three or four year period, and if the person stayed on the job, they continued to get bonuses. You know how many people we got off welfare? Six Hundred Thousand. It happened because we measured it every single day and that is what I mean by communication.

The final principle of leadership, which is obvious in everything that I have said, is teamwork. In order to be an effective leader, you need teamwork.

If you are put in charge of anything, go home that night and write down on a piece of paper what you think your weaknesses are. The next thing I want you to do is go find somebody who has strengths where you are weak, and go hire them as your assistant.

Let’s say you are put in charge of a division of a company. You are great at marketing but not good at details. You go find someone good at details to help you. That is how you put together a team.You balance your weaknesses with the

strengths of other people. The minute you can do that for yourself you will be doing great. But if you can’t do it for yourself, you are going to get it all wrong and you are not going to have the respect of the people that work with you.

If you want to be a leader and you want to have a successful life, you have to love the people. You have to care about people and if you learn that lesson, you will be an effective leader and you can have a happy life, too. If you have the ability to love people and care about people, you will have an organization that will work for you above and beyond the call of duty.

From the first day I was mayor until the last day, I went to the hospital for every police officer, for every firefighter, for every person who worked for New York City that got seriously injured. And I don’t think I am a great guy for doing that. I felt it was my job to be there. I was asking these men and women to put their lives at risk, to leave their families without a father or mother. I felt like the least I could do is if they got injured that I could be there for them and make sure they got the best care. I believe that is why when I needed them to be better than any of us are capable of being they were willing to do that.

And that is how you create an organization that will exceed expectations. You don’t just do it by exercises, drills, CompStat programs, JobStat programs. Those are all valuable, but you do it by instilling a sense of mission, a sense of love.

And that is my final thought about being a leader and about life.

Giuliani’s Six Principles of Leadership

The First Principle:

You have to have a strong set of

beliefs.

The Second Principle:

You have to be an optimist.

The Third Principle:

You have to have courage.

The Fourth Principle: Relentless

preparation.

The Fifth Principle:

Communication.

The Sixth Principle:

Teamwork.

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Colonel Mike Farley is a native of East Bernstadt, Kentucky and a graduate of Cumberland College

(University of the Cumberlands). He gave

this speech at Homecoming Alumni Banquet, 2011.

Cumberland brings back some great memories for me. Most of us here tonight had the privilege of being taught by Miss Janie Hall. I remember one particular morning when I had a test in her class and I was not prepared. So when she asked, as she always did, if anyone would like to open the class in prayer, I jumped on the opportunity. For the next 30 minutes I proceeded to pray for the world and everything in it, hoping to postpone the test. My plan worked and the test was postponed until the next class. At the end of class Miss Hall said, “Mr. Farley I hope that you have as much passion for your future as you did getting out of the test.”

It was during my tenure here at Cumberland when I discovered my desire to serve our great country. My Army experience would allow me to travel to over 40 countries, encounter many very different ways of life, fight in two wars, view life and death first hand and gain a new prospective for mankind. Over my career, my life would be changed but my belief in God and my faith would only grow.

In 1989 I learned what communism was first hand while leading soldiers on the East German border. I was amazed every morning watching men and women being bused to factories to work for the East German government and like clock-work they would arrive back home at the same time every evening. I think that is when I gained my first appreciation for the freedom we en-joy and for the freedom that so many Americans have fought and died for. It was not long after that when the wall came down and many East Germans flooded into Germany. One morning my wife and I were trav-eling, and we stopped at

a rest area and there was a family of East Germans standing around a very small Trabant-which is a small car made by the East German Government. When we pulled in, this family scrambled and somehow all 10 or 12 of them crammed them-selves back into that small car. My wife and I both looked around to see who was coming and to try

to figure out why they all ran so fast. They were all looking out of the car windows and staring directly at us. With the little German that I could speak I told the driver welcome to Germany and I was glad that the wall had come down. He asked if I was an American and I said that I was and he let me know that they were all afraid of Americans. I was amazed. Why would anyone be afraid of an American?

The second impact on my life was in 1998 when I was deployed to Bosnia. I was a Company Commander in command of over 300 soldiers. Our mission was to conduct security patrols, maintain what peace had been established and work with the local leaders to establish stability in our assigned areas. During this time I realized the true meaning of hate. One day my unit discovered a mass grave site. I will never forget standing there and feeling the overwhelming sense of why? How could this happen, and who could carry out such a tragedy? This was the true meaning of hatred. Not long after that we discovered several homes that had been turned into orphanages. Most of the

children in these homes were girls and the boys that were very young. I later found out that there were no teenage boys be-cause all of the boys over the age of 12 had been executed. This was very sobering for me.

It was at one of these orphanages that a little girl would teach me the

Lessons of Service

A mass grave is uncovered in Bosnia.

Germans watch as the Berlin Wall comes down.

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meaning of life. There was one little malnourished 5 or 6 year old girl who did not weigh more than 30 pounds and for some reason she would not let go of me so I picked her up and carried her around. The director told us what she needed and I told her that we would be back in a few weeks and we would do our best to gather the supplies and food that she had requested. In the meantime I asked my wife to send me a doll so that I could give it to this little girl. On our next visit I was excited to give this little girl this gift. When I exited my vehicle I approached her I dropped to one knee and held out the doll. At that moment her face lit up and something amazing happened, an event that would change my life, the way I think and how I would view mankind. You see that little girl ignored the doll and grabbed a pencil that was sticking out of my pocket. She looked at me through those beautiful blue eyes and said “pen-cil” in her own language. I thought to myself she wants a pencil over a doll, if that wasn’t strange enough, another little girl who came running up to us held out her hand, looked at me and said “pencil.” I held out my hands in an attempt to say that was my last one. Realizing that I did not have another pencil, the first little girl broke the pen-cil in half and gave her friend half of a pencil. I later found out from the orphanage director that the children’s favorite thing to do was to write and draw. To that little girl an American soldier brought her joy and the ability to do the one thing in life that she loved but was unable to do. I real-ized that day that it’s not the gift that is important, its sharing the gift you have been given.

The third impact on my life was most recently in Afghanistan. I was amazed at how much of an impact the lack of education had on this country. Their ability to think for themselves was non-ex-istent. To give you an example we moved through one remote mountain village and were amazed to

find out that they had no communication with the outside world except through the Taliban. They told us that every day was a struggle. When we examined their crops we were informed that they had only one water source—a small spring coming out of the mountain. Upon further review we dis-covered that they were only receiving about a 40% yield from their crops and they had an irrigation problem. To help them, we measured the water source and then surveyed their fields. We told the village elder that if he would water each field for one hour every three days he would increase his yield to over 80%. To make a long story short his lack of education would not allow him to under-stand our formula, and he was not convinced nor was he willing to take the chance. What is the price of knowledge? Perhaps feeding an entire village?

In closing I am thankful for this institution and for the opportunities and doors that my University of the Cumberlands education has opened. I am grateful to have had the opportu-nity to serve the United States of America. But most of all I am thankful that God has allowed me to share the many gifts and talents that he has so richly blessed me with.

Choose CumberlandsChartered in 1888, University of the Cumberlands is an institution of regional distinction, which currently offers four undergraduate degrees in more than 40 major fields of study; nine pre-professional programs; twelve graduate degrees, including two doctorate, two specialist and eight master’s degrees; certifications in education; and online programs. Listed as a “TopTier” institution by US News and World Report, our graduates enjoy a high acceptance rate to graduate and profes-sional schools. In fact, within five years of graduation, 66% of our graduates have completed or are pursuing a graduate or professional degree. If you or some-one you know might be interested in our programs, please visit our website at www.ucumberlands.edu or contact Erica Harris by email at erica.harris@ucumberlands.edu or by phone at 606.539.4241. She will be happy to provide you with information and an admissions application. We hope to have the opportunity to serve you.

A child cries as he leaves his father and Sarajevo during the conflict.

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You can remember Cumberlands in your will or trust, or you might want to create a charitable gift annuity to provide you with a lifetime income as you assist deserving students.

With charitable gift annuities:• The rates are significantly greater than bond rates and certificates of deposits.• Annuity payments are fixed and based on the age(s) of the annuitant(s).• Annuity payments are extremely favorably taxed.• The donor is entitled to an income tax charitable contribution deduction.• Appreciated securities given to Cumberlands for a charitable gift annuity are

valued on the date of the gift; capital gains taxes are not immediately due as they are when securities are sold by the donor.

• A gift annuity is the simplest of all split-interest planned gifts.

A Charitable Gift Annuity will not only provide you a fixed income, guaranteed for life, but also will create a significant legacy here at University of the Cumberlands.

University of the Cumberlands offers numerous planned giving vehicles guaranteeing income for the remainder of life.  Some have established trusts and deferred gift annuities naming a loved one as the income beneficiary.  With the low payout rates currently on certificates of deposit (CDs) and the volatility of the stock market, deferred gift annuities are becoming extremely popular for young adults who will not be retiring any time soon but want to plan and secure a steady, fixed income that will begin when they retire.  For instance, a 45-year-old can defer a gift annuity for 15 years and receive income at a rate of 6.67% percent for life.  The charitable gift tax deduction would be immediate (during working years when your tax bracket is higher) and the income would not begin until you are 60.  As with regular gift annuities, the entire amount of the annuity would be backed by all of the University’s assets.

If you are considering the establishment of a Charitable Gift Annuity to provide life-long income for yourself and vital support for University of the Cumberlands, please contact Jim Taylor at presoff@ucumberlands.edu.

Remember, as a financial supporter of Cumberlands, you are encouraging today’s students as you also demonstrate your continuing commitment to the University’s mission to educate individuals for lives of responsible service and leadership.

Age YearlyRate

Annuity Payment

CharitableDeduction

65 4.7% $470 $2,661.10

70 5.1% 510 3,469.30

75 5.8% 580 4,101.60

80 6.8% 680 4,669.30

85 7.8% 780 5,418.90

*based on minimum age of 65; a gift annuity of $10,000; figures for annual payment & IRS discount rate of 1.2% as of February, 2013.

Remember Cumberlands

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Housing has always been and remains at a premium here in these beautiful mountains, and with the growth in our enrolment from graduate programs such as the Physician Assistant program, the need is far greater. These students are mostly married adults, many with children, who need housing for a year or while they complete their coursework.

Just last month we received a $3 million challenge grant toward the cost of construction of 36 townhouses in units

of 2, 4 or 6 townhouses for physician assistant students, graduate students, married students and faculty/staff.

While this is the largest challenge grant in our history, the real catch is that we must raise $3 million in cash by July 31, 2014 (17 months) to receive the gift! We will work hard day and night, but we have our work cut out.

While we can’t afford to forego gifts for our work-ship, scholarship or Mountain Outreach programs, on the other hand, we can’t afford to allow the once in a lifetime $3 million challenge to slip away.

Can you help? Naming opportunities are available if this option interests you.

$3 MILLION CHALLENGE GRANT!