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Rudolph Giuliani
Former Mayor of New York City
Rudolph Giuliani: I read that book when it first came out. I must have been a high school student then. That was a very inspirational book for me, because it concentrated on political leaders acting like leaders and doing things that were unpopular at which they put their career at risk because of principle. And, I can remember saying many, many times over the course of the last 40 or 50 years, when people weren't doing that, "I guess they don't want a chapter in Profiles in Courage." I mean, the reality is that it really does define the highest form of political leadership, which is where your principles conflict with something that might be the best thing for you to do politically. And Profiles in Courage is about those who chose to do the thing they believed was the principled thing.
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Rudolph Giuliani
Former Mayor of New York City
Rudolph Giuliani: We got a tremendous number of people off welfare and into work, but it wasn't a short time. It was a six or seven-year period. And the number is about 700,000 people that were removed from the welfare rolls. And the last couple of years, we were averaging finding jobs for about 100,000 people each year. So it wasn't just getting them off welfare, it was getting them off welfare and getting them into work. And it was by explaining the value of work and challenging the notion that it was kinder and better to put people on welfare than to keep people in the work force, because I didn't accept the idea that you were really helping people by putting them on welfare. You really help people when you help them to stay self-sufficient, or you lead them to self-sufficiency. That's really compassion. That's really caring, that's really worrying about a person as a person rather than as a statistic. And I found that social philosophy in New York for 15-20 years to be very, very damaging to the work ethic. The idea that you would sign people up for welfare, you would encourage people to be on welfare, you would make welfare user-friendly, and then, all of a sudden, you would see a deterioration of the work ethic. Well of course you would. I mean, the idea is to take welfare officers and make them employment officers. I'm going to help my friend by finding my friend a job, not by giving my friend a sense of somebody else can take care of you for the rest of your life, unless that is really necessary because of disability, medical problem, mental issues, whatever.
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Rudolph Giuliani
Former Mayor of New York City
There was a knee-jerk reaction that you're going to help people more by putting the maximum people on welfare. But I would stand up to that and say, "No, that's not right. You don't care about people as much as I do, because what I want to do is find them a job." I want to work harder on this problem than just signing them up for a welfare check. I want to work with them to keep their job. Get another job if they have lost their work ethic, reestablish it for them, help reestablish it for them, so then I can leave them with a chance to take care of the rest of their life by being self-sufficient, as opposed to leaving them maybe in many cases in a certain sense disabled.
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Daniel Goldin
Space Exploration
My father always was there to help me understand you have to have something in here that guides you. You can't look for guidance over there or over there or over there. And, up until the time I was 25, I never appreciated what my father did for me. We fought. It makes me a little weepy just thinking about this tremendous conflict we had. But he never yielded, and I think that really helped me become a human being -- forget about a scientist -- to understand that my reference clock is in here, and I could do anything I believed I could do. I should do anything that I believe is right to do, and I think he helped me be a better human being.
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Daniel Goldin
Space Exploration
People have got to be given responsibility, clearly defined -- a contract if you will -- and say, "Here. I trust you. Let's sign this contract." People felt you can't do that because it will cause fear. It didn't cause fear. When you give someone a responsibility and authority, they don't mind being accountable. They step up. So, that's the other aspect. We had 85 people signing off on the shuttle before it's launched. If some one thing went wrong, who's responsible? You need that pride of ownership. So, contracts and measurements are absolutely key.
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