George W. Bush
The Making of the Leadership Genius xiii
Chapter 1 What Do You Stand For?
Identify Core Values 7
Chapter 2 Where Are You Going?
Inspire Through Vision 33
Chapter 3 Can I Trust You?
Become Credible 55
Chapter 4 Bring in the Right People, Part One
Don't Be Afraid to Hire People Smarter Than You 81
Chapter 5 Bring in the Right People, Part Two
Leave 'Em Alone! 113
Chapter 6 Encourage Collaboration
Build Alliances 149
Chapter 7 Give It to 'Em Straight
Chapter 8 If It's Noon, I Must Be Jogging
Be Disciplined and Focus 203
Chapter 9 Intuitive Wisdom
Trust Your Instincts 249
Chapter 10 Getting Results
Hold People Accountable 265
Don't laugh when you see the title of a new book that challenges the elite's view that President Bush is no brainiac: The Leadership Genius of George W. Bush. Really. "We did it," says coauthor Carolyn Thompson, a leadership expert, "because he's so widely underestimated and because everybody thinks he's not what he really is." That would be Master Leader, she and James Ware conclude in their scholarly study. More in-depth than others like The Rumsfeld Way, it charts Bush's 10 common-sense leadership lessons, like: Hire smart, build trust, talk straight, and leave aides alone. "General Patton," they write, "followed the same strategy." Yet unlike the field commander, Bush gets no respect, à la Rodney Dangerfield. But that, too, says Thompson, is part of Bush's genius. "He likes to be underestimated." She's even copied her two favorite Bush traits. While unpresidential at times, he tells it like he sees it. And he's religious about sticking to his schedule, which includes two hours of exercise and home by 7 p.m. "I do the same now and it works," she says. "He's made a believer out of me." (U.S. News & World Report, January 20, 2003)