Volume 4 Issue 1 - March 2013 - Downloadable Version

ucumberlands.edu

Volume 4 Issue 1 - March 2013 - Downloadable Version

exchange, blow up St. Patrick’s Cathedral. Fromall that information we developed a priority listof the places we thought they would attack so thePolice Commissioner immediately dispatchedofficers to those locations. He immediatelyclosed down the tunnels from New Jersey;the first attack in 1993 came from a mosque inNew Jersey, and we had arrested almost a dozenpeople only five years earlier in another mosquein New Jersey who were planning to blow up ourbridges and tunnels. We knew we had a problemthere. They were going to cut off the tunnelsfrom people coming in.I said “but we have got to evacuate aboutfour or five hundred thousand people fromlower Manhattan,” because we needed space toget vehicles in to take the people that we weretrying to save out. We also thought there mightbe further buildings comingdown. So at one point we hadto stop people from coming inand at the same time we hadto move four or five hundredthousand people off the island,and then we had to set up a triagesystem because the hospitalswere overwhelmed with injuredpeople. There were thousands ofwounded and there were just 3hospitals.So we had to triage andthen we had to get generatorsto light up Ground Zero so thatwe could work 24 hours a day.And in the middle of makingthese decisions, I rememberedwhat my first real boss, JudgeMcMann, had said, “If youprepare for everything thatyou can anticipate, you willbe prepared also for theunanticipated.” Every decisionI just described to you, that thePolice Commissioner made,that the Fire Chief made andthat I made with them camefrom a plan. Actually, theycame from different plans:triaging the hospitals camefrom our plan for West Nilevirus; the priority list ofEditorEric L. Wake, Ph.D.Contributing editorM.C. Smith, Ph.D.Advisory CommitteeChristopher Leskiw, Ph.D.Eric L. Wake, Ph.D.Graphics EditorMeghann HolmesProduction ManagerJennifer Wake-FloydStaff AssistantFay PartinCopyright ©2013UNIVERSITY of the CUMBERLANDSThe opinions expressed inUC Morning in America® are notnecessarily the views ofUNIVERSITY of the CUMBERLANDSPermission to reprint in whole orin part is hereby granted, providedthe following credit line is used:“Reprinted by permission fromUC Morning in America®, a publicationof UNIVERSITY of the CUMBERLANDS.”terrorist targets came from our plan for suicidebombings; getting the generators for GroundZero came from our plan for blackouts.This is the point that I make about relentlesspreparation: if you prepare for everything youcan think of, you will be prepared for, believeit or not, even for what you can’t think of. Thebetter prepared you are for a natural disaster, thebetter prepared you are going to be for a terroristattack and vice versa, and relentless preparationis what makes people succeed in life.The fifth principle of leadership iscommunications. In order to be a leader you haveto communicate, you have to be willing to explainto people what you want from them. In mostfailing organizations, the people will tell you, “Idon’t know what is expected of me. I don’t knowwhat I am supposed to accomplish or how I amgoing to accomplish it.” And thatis because there is no leadershiptelling them what is expected ofthem, giving them a reasonableprogram for progress.When I became mayor ofNew York City, I had two bigproblems. I had a tremendousamount of crime and I hada really bad economy. I hadto fix both of them. I knew itwould take years, so I triedto set up systems to measureour progress. I set up asystem called CompStat thatmeasured crime every singleday. We compared the numberof police to where crime isgoing up, where it is goingdown. Are our officers there atthe right or wrong time? Arewe focusing on the wrong kindof crime? I want my people toknow whether they are doinga good job or a bad job today,not at the end of the year. Andif you want that, you have tocommunicate.I had 1.1 million people onwelfare when I became mayorof New York City. My welfareworkers used to get rewardedand promoted if they put more3


people on welfare. Now this is really dumb tocreate a system where you motivate bureaucratsto put people on welfare. So I changed it. I said“if you have to put someone on welfare, do it. Buthere is how you are going to get promoted, hereis how you are going to become a supervisor andhere is how you are going to make more money.”We set up a JobStat system that measured allof our welfare workers by how many jobs theyfound for people. When they found jobs forpeople, we paid them bonuses; if the job was agood job, we paid them a bigger bonus. Then wetracked it over a three or four year period, and ifthe person stayed on the job, they continued toget bonuses. You know how many people we gotoff welfare? Six Hundred Thousand. It happenedbecause we measured it every single day and thatis what I mean by communication.The final principle of leadership, whichis obvious in everything that I have said, isteamwork. In order to be an effective leader, youneed teamwork.If you are put in charge of anything, go homethat night and write down on a piece of paperwhat you think your weaknesses are. The nextthing I want you to do is go find somebody whohas strengths where you are weak, and go hirethem as your assistant.Let’s say you are put in charge of a division ofa company. You are great at marketing but notgood at details. You go find someone good atdetails to help you. That is how you put togethera team.You balance your weaknesses with thestrengths of other people. The minute you cando that for yourself you will be doing great. Butif you can’t do it for yourself, you are going to getit all wrong and you are not going to have therespect of the people that work with you.If you want to be a leader and you want tohave a successful life, you have to love the people.You have to care about people and if you learnthat lesson, you will be an effective leader andyou can have a happy life, too. If you have theability to love people and care about people, youwill have an organization that will work for youabove and beyond the call of duty.From the first day I was mayor until thelast day, I went to the hospital for every policeofficer, for every firefighter, for every personwho worked for New York City that got seriouslyinjured. And I don’t think I am a great guy fordoing that. I felt it was my job to be there. I wasasking these men and women to put their livesat risk, to leave their families without a father ormother. I felt like the least I could do is if they gotinjured that I could be there for them and makesure they got the best care. I believe that is whywhen I needed them to be better than any of usare capable of being they were willing to do that.And that is how you create an organizationthat will exceed expectations. You don’t just do itby exercises, drills, CompStat programs, JobStatprograms. Those are all valuable, but you do it byinstilling a sense of mission, a sense of love.And that is my final thought about being aleader and about life.Giuliani’s Six Principles of LeadershipThe FirstPrinciple:You have to havea strong set ofbeliefs.The SecondPrinciple:You have to be anoptimist.The ThirdPrinciple:You have to havecourage.The FourthPrinciple:Relentlesspreparation.The FifthPrinciple:Communication.The SixthPrinciple:Teamwork.4


6A child cries as he leaves his father andSarajevo during the conflict.meaning of life. There was one little malnourished 5or 6 year old girl who did not weigh more than 30pounds and for some reason she would not let goof me so I picked her up and carried her around.The director told us what she needed and I toldher that we would be back in a few weeks and wewould do our best to gather the supplies and foodthat she had requested. In the meantime I askedmy wife to send me a doll so that I could give itto this little girl. On our next visit I was excitedto give this little girl this gift. When I exited myvehicle I approached her I dropped to one kneeand held out the doll. At that moment her face litup and something amazing happened, an eventthat would change my life, the way I think andhow I would view mankind. You see that littlegirl ignored the doll and grabbed a pencil thatwas sticking out of my pocket. She looked at methrough those beautiful blue eyes and said “pencil”in her own language. I thought to myself shewants a pencil over a doll, if that wasn’t strangeenough, another little girl who came running upto us held out her hand, looked at me and said“pencil.” I held out my hands in an attempt to saythat was my last one. Realizing that I did not haveanother pencil, the first little girl broke the pencilin half and gave her friend half of a pencil. Ilater found out from the orphanage director thatthe children’s favorite thing to do was to writeand draw. To that little girl an American soldierbrought her joy and the ability to do the one thingin life that she loved but was unable to do. I realizedthat 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 recentlyin Afghanistan. I was amazed at how much of animpact the lack of education had on this country.Their ability to think for themselves was non-existent.To give you an example we moved throughone remote mountain village and were amazed tofind out that they had no communication with theoutside world except through the Taliban. Theytold us that every day was a struggle. When weexamined their crops we were informed that theyhad only one water source—a small spring comingout of the mountain. Upon further review we discoveredthat they were only receiving about a 40%yield from their crops and they had an irrigationproblem. To help them, we measured the watersource and then surveyed their fields. We told thevillage elder that if he would water each field forone hour every three days he would increase hisyield to over 80%. To make a long story short hislack of education would not allow him to understandour formula, and he was not convinced norwas he willing to take the chance. What is the priceof knowledge? Perhaps feeding an entire village?In closing I am thankful for this institutionand for the opportunities and doors that myUniversity of the Cumberlands education hasopened. I am grateful to have had the opportunityto serve the United States of America. Butmost of all I am thankful that God has allowedme to share the many gifts and talents that he hasso richly blessed me with.Choose CumberlandsChartered in 1888, University of theCumberlands is an institution of regionaldistinction, which currently offers fourundergraduate degrees in more than 40major fields of study; nine pre-professionalprograms; twelve graduate degrees,including two doctorate, two specialistand eight master’s degrees; certificationsin education; and online programs. Listedas a “TopTier” institution by US News andWorld Report, our graduates enjoy a highacceptance rate to graduate and professionalschools. In fact, within five yearsof graduation, 66% of our graduates havecompleted or are pursuing a graduateor professional degree. If you or someoneyou know might be interested in ourprograms, please visit our website at www.ucumberlands.edu or contact Erica Harrisby email at erica.harris@ucumberlands.edu or by phone at 606.539.4241. She willbe happy to provide you with informationand an admissions application. We hope tohave the opportunity to serve you.


You can remember Cumberlands in your will or trust, or you might want to create a charitablegift 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 arevalued on the date of the gift; capital gains taxes are not immediately due as they are whensecurities 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 alsowill create a significant legacy here at University of the Cumberlands.University of the Cumberlands offers numerous planned giving vehicles guaranteeing incomefor the remainder of life. Some have established trusts and deferred gift annuities naming aloved one as the incomebeneficiary. With the lowpayout rates currentlyon certificates of deposit(CDs) and the volatility ofthe stock market, deferredgift annuities are becomingextremely popular foryoung adults who will notbe retiring any time soonbut want to plan and securea steady, fixed income thatwill begin when they retire.For instance, a 45-year-oldcan defer a gift annuityfor 15 years and receiveRemember CumberlandsAgeYearlyRateAnnuityPaymentCharitableDeduction65 4.7% $470 $2,661.1070 5.1% 510 3,469.3075 5.8% 580 4,101.6080 6.8% 680 4,669.3085 7.8% 780 5,418.90*based on minimum age of 65; a gift annuity of $10,000; figures forannual payment & IRS discount rate of 1.2% as of February, 2013.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 youare 60. As with regular gift annuities, the entire amount of the annuity would be backed by all of theUniversity’s assets.If you are considering the establishment of a Charitable Gift Annuity to provide life-longincome for yourself and vital support for University of the Cumberlands, please contact Jim Taylorat presoff@ucumberlands.edu.Remember, as a financial supporter of Cumberlands, you are encouraging today’s students as youalso demonstrate your continuing commitment to the University’s mission to educate individuals forlives of responsible service and leadership.7


6191 College Station Drive • Williamsburg, Kentucky 40769NON-PROFIT ORGU.S. POSTAGEPAIDLOUISVILLE, KYPERMIT #879$3 MILLION CHALLENGE GRANT!Housing has always been and remains at a premium here inthese beautiful mountains, and with the growth in our enrolmentfrom 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 theycomplete their coursework.Just last month we received a $3 million challenge granttoward the cost of construction of 36 townhouses in unitsof 2, 4 or 6 townhouses for physician assistantstudents, graduate students, married studentsand faculty/staff.While this is the largest challenge grant inour history, the real catch is that we must raise$3 million in cash by July 31, 2014 (17 months) toreceive 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 workship,scholarship or Mountain Outreach programs, onthe other hand, we can’t afford to allow the once in alifetime $3 million challenge to slip away.Can you help? Naming opportunities areavailable if this option interests you.

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