Word: giulianis
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Dates: during 2000-2009
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...soon as he learned of the attack, Giuliani did what he always does: he followed the sirens. When he got to the scene, he sought out police, fire and emergency officials. Then he went to the cameras. In an hour and a half, he held 10 interviews. Then he led a press conference in front of two dozen TV crews. "The emergency response," he said, "was close to miraculous...
...same public composure in crisis that Giuliani demonstrated to the world seven years later. "Everything is being done to try to make the city as secure as possible," Giuliani said late on the night of 9/11 - at his second press conference of the day. "And tomorrow New York is going to be here, and we're going to rebuild, and we're going to be stronger than we were before...
...Giuliani's resolve is not just emotionally reassuring. On 9/11, he single-handedly limited the emotional and economic impact of the loss by his measured, confident response. "The fundamental prerequisite is to respond coolly and soberly and not irrationally and emotionally," says Bruce Hoffman, a Georgetown University professor and one of the country's most respected terrorism experts. "I think you could give him credit. Terrorists are trying to provoke us to respond emotionally. He kept his head about him." But that's about the extent of Hoffman's praise. "In Mayor Giuliani's case, it's a very narrow...
...Giuliani dealt with major emergencies on a regular basis. He had time to prepare his city for a major calamity. But did he do all that he could? Much has been made of the fact that Giuliani's state-of-the-art emergency command center was rendered useless on the day of the attacks. The $13 million center was in the World Trade Center complex, on the 23rd floor of Building 7, which collapsed that day. When I asked Giuliani three years after 9/11 if it had been a mistake to place the command center in a known terrorist target...
...Giuliani's record on managing the city's emergency responders is more telling - and shows a more complicated leadership style than Americans saw on 9/11. "When we reflected on his tenure, we saw qualities that were not helpful," says Jamie Gorelick, a member of the 9/11 commission and former Deputy Attorney General in the Clinton Administration. "[For President], I think you want someone who is not polarizing. Someone who brings people together by the power of persuasion rather than the power of dictate. Someone who is considering of other points of view and ultimately decisive. And on all three scores...