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In the late 1970s, Mayor Ed Koch transformed himself from an unknown political underdog with little money and even fewer family connections into one of America’s most illustrious mayors. In just 12 years, he brought the City of New York out of bankruptcy, created a renowned housing program, and became one of the most important individuals on the American political scene. But how did he rise from relative anonymity and become an enduring figure?
In Buzz, Koch shares the secrets of his success that will help readers everywhere become masters of self-marketing. With his legendary candor and in-your-face style, he reveals how anyone can use his techniques to make a memorable entrance, attract attention (the right kind), and get others to take notice and listen. Buzz demonstrates how to:
• define your image
• create buzz with honesty
• engage the media
• withstand public scrutiny
• turn mistakes into opportunities
• create loyal, rabid followers.
Whether running for public office or climbing the corporate ladder, Buzz will show rising stars in every field how to stand out and shine brighter with honesty, integrity, and style.
|Product dimensions:||6.30(w) x 9.10(h) x 1.00(d)|
|Age Range:||18 Years|
About the Author
Edward I. Koch (New York, NY) was the 105th mayor of New York City and served for three terms (from 1978 to 1989.) Prior to being mayor, Mr. Koch served for nine years as a congressman and two years as a member of the New York City Council. He is currently a partner in the law firm of Bryan Cave LLP, the host of a Saturday morning radio program on Bloomberg AM 1130, and a columnist for The New York Press and NewsMax. He is also a weekly guest on NY1 television.
Christy Heady (North Palm Beach, FL) is an award-winning journalist and author of several books, including The Complete Idiot’s Guide to Making Money on Wall Street and The Complete Idiot’s Guide to Managing Your Money.
Read an Excerpt
By Edward I. Koch Christy Heady
AMACOM BooksCopyright © 2007 Edward I. Koch and Christy Heady
All right reserved.
Chapter OneWhy Your Gut Rules Every Time
When it comes to weighing choices, I have found that my gut response is generally an educated one, because it is based on my experiences of everyday life. Remember, as of this writing, I am 82 years old. That's a lot of experience.
I operated my mayoral office by relying on experts in particular fields. In most cases, those experts were the commissioners I appointed. When an issue arose, I would ask the commissioners to come to my office and bring two or three of their best staff people with them.
Present at most meetings would be my executive administrator Ronay Menschel, chief of staff Diane Coffey, and corporation counsel Allen Schwartz. The agency commissioner involved would attend with several of their staff people. During our meetings, I would ask the commissioner and each staff person their opinion, no matter what position they held. At the end of the presentations, I would ask questions to be sure I understood as much as possible about the issue.
Generally, relying on the intelligence of experts helped me formulate a decision. But that is only half the equation. The other half required using my instincts to decide which option would be the best one. When I thought I sufficiently understood the matter and felt ready to make a decision, I would clap my hands and say, "Okay, now this is what we are going to do," and I would outline in detail how we were going to move forward.
Much research has been reported on how people sometimes use their intuition without the use of a rational process, because they have a "sixth sense." When I was the mayor of New York City, I chose to use more educated information and my intuition in my decision-making process. This is who I am and what I believe. Responsible people should rely on their intellect and life experience in reacting to situations. Incorporated in the experience of that situation is your gut reaction and intuition.
Decision-making is a melding of both rationality and intuition. In advance of publishing a Commentary, I always send it to four of my friends and ask for their opinion or criticism. Many times they will suggest changes, which I accept and then insert in my own language, or sometimes I reject the suggestions. Advice and criticism from others is very important.
How I Used My Instincts While in Office
When I was a congressman, I had a staff of ten people during my first term. I hired five people to work in my New York City office and five for my Washington, D.C. office. I had been elected by a margin of victory provided by the Liberal Party, which had given me its election line by endorsing me, the Democratic Party candidate.
The Democratic Party made no demands on me to hire any of their people to work in my office. I chose my staff regardless of party affiliation by selecting those who I hoped were the best and the brightest.
However, I did receive a call from a high-ranking member of the Liberal Party, saying they were very upset that I had not selected anyone from their party to work on my staff. It was made clear to me that not doing so endangered my relationship with the Liberal Party in the future. Their demand was not unreasonable. Indeed, it was what was expected after nearly every election, especially in a case like mine where their line carried the day for me. They took the position that they had elected me and getting a job for one out of ten people hired was not an onerous demand on their part.
I said okay and hired a person presented to me by the Liberal Party to be my secretary. I was sorry to make an exception to my rule of no patronage hiring, but I am not suicidal. Regrettably, in my judgment the secretary's skills were not adequate to the job. I called the Liberal Party official and said, "I simply cannot go on this way. How do I get rid of her?" He said, "Find her another job."
A member of my staff called Bill Green, regional head of HUD, and explained our need to find a job for her. He said, "Send her over. I will be happy to help." Fortunately, she decided to find her own job and did. All's well that ends well.
How Trust Plays a Role
Trusting yourself and your instincts builds confidence. By trusting yourself, you will be able to make sound decisions and ultimately create the buzz you are seeking. Citing the example above, I was able to reaffirm for my future decisions to trust my gut-and not to participate in patronage hiring ever again on my staff.
Self-trust is at the core of knowing why your gut rules every time. When you are creating buzz about yourself, you must trust the message you tell yourself. If you don't believe your message and vacillate, your followers will not believe you either, and your campaign or business may falter.
When you have a structured and disciplined plan you follow and something distracts you, your gut will tell you that sticking to your original plan is the right thing to do. Trust that feeling; don't allow yourself to get sidetracked.
Here's another illustration of my technique that occurred when I was mayor. We had run out of jail cells. There was a danger that judges would order the city to release prisoners before we put more convicted offenders in jail. I was told by the Corrections Agency that we could not build any more cells on Rikers Island, New York City's largest jail facility, because of environmental concerns. And building somewhere other than Rikers would be nearly impossible. It is difficult to get permission to build prisons in communities, which generally resist such city services. They want jails, but they want them in someone else's neighborhood.
I said to the commissioner, "Bring your top ten people to my office every day [setting the hour] and we will discuss this matter for an hour a day no matter how long it takes until someone comes up with the solution." After four days, one person came up with the idea of how we could build several thousand more cells on the Island and stay within the environmental laws. The staff people attending those daily meetings were just plain tired of sitting in my office like children at school. My plan worked.
Discipline is extremely important in exercising your intuitive muscle. This is one of the characteristics that make certain CEOs very successful. They use their business logic or consult with other experts to help expand their gut feeling to make a decision. There also are examples of how intuition plays a role in decision making for some entrepreneurs. They take great risks because they know what to do instinctively, and they just go out and do it. However, my advice is to rely on your intellect and life experience in reacting to situations and use your gut instinct based on those prior experiences as your decision-making guide.
What if You Are Wrong?
The American public loves the person who makes a mistake and admits it publicly. You get more friends and supporters by admitting errors and advancing an amended proposal than by being considered infallible. No one likes someone, except in religious matters, who is never wrong. People want to forgive others for their errors. It makes them feel better.
I once fired a commissioner. She actually quit when I imposed ridiculous conditions on her performance as commissioner, and so in a most refined way, she resigned. I knew almost immediately that she was right and I was wrong. On one of my television programs, I admitted the error in my judgment. People-including the former commissioner-responded with kudos. But she never came back to work.
Obviously, I don't recommend making mistakes so that others can forgive you, but I do recommend risking a mistake in pursuit of excellence. Again, be not afraid.
How to Use Your Intuition
If after you have received input from your experts, carefully analyzed all your options, and weighed the choices against your own intellect and life's experiences, you are still unsure what decision to make, there are ways to stimulate your intuition to help you finalize your decision. This is especially applicable for those people who are embarking on a new career path, who may not have experience under their belt to tap into or do not yet have the luxury of expert resources available. Try simple contemplation to connect with the intuition muse.
An illustration of communing with the muse and coming up with a common sense solution is best demonstrated by the following anecdote. I made it a policy never to tell the police department, the police commissioner, or anyone else in authority how to handle a police matter. One weekend when I was out in Quogue, Long Island, I learned when turning on the news on Sunday morning that there had been a riot in the East Village. All of the radicals, squatters, and homeless people had decided to violate the regulation that enforced closing the city parks by 1 a.m. so the parks wouldn't be taken over by those who believed they owned them, and who used them in ways that mothers and children couldn't use them the next day because the parks were so filthy from the night before.
When I called the chief in charge and asked for a report, he said, "Mayor, they are coming back tonight but this time, we will be ready for them." I thought all we needed was another riot in August. But, I didn't want to order him to take a different course of action. So instead I said, "Chief, isn't the temperature hot and rising in the city?" He said, "Yes." I said, "Most of these people don't have air conditioning." He said, "Yes." I said, "Wouldn't it make sense to lift the curfew for Sunday night because of the weather, encouraging people to sleep in the park that night?" He said, "Yes." And then he added, "Mayor, that is a very good idea." I have no doubt he wanted to avoid a second riot as much as I did. On Monday night we went back to the curfew and everyone obeyed it. Common sense and everyone won.
When you make a decision using your gut instincts, consider asking yourself the following questions, using as much information that you have collected as possible.
* Which options capture my interest the most?
* Which options am I able to act on immediately?
* What further information do I need to make a decision?
Some people use how they physically feel when they receive the answers to questions like those above to tell them which option is best. Others may use their emotions as their intuitive guide by simply "feeling right" about a decision they've been wrestling with.
You will usually get the best and most helpful insight to making a decision if you ask questions that require more than yes-or-no answers. One method that helps to do this is writing information down. This simple action can help you achieve greater success in learning what your gut is trying to tell you. This technique is much like brainstorming.
To keep your gut instincts fine-tuned, keep the following rules in mind:
* Stay with the work even if it bores you or floors you. Understand that to do your best work you have to possess the facts. Obviously, you should perform further research using your computer or other backup materials if this is necessary. Feel comfortable-don't be afraid-to ask the people around you for their opinion and advice.
* Changing your mind about a decision is okay, but keep a record of it. It is important to have a record to which you can refer, listing the reasons for that change. That way, your change in position cannot be fairly described as a "flip-flop."
* Give your intuition a chance to comment. Again, marshal the facts, and when you review your thoughts give your muse-your intuition-the opportunity to speak. It will work almost every time, but not every time. So what! In baseball a .333 batting average is considered outstanding. That is one hit every three times at bat.
* Do not adopt a position because it is considered safe and politically correct. Have courage to advance a radical position that is rationally presented, especially if you believe in that proposition.
* This, above all: To thine own self be true. This is the cardinal rule for me. It is taken from William Shakespeare's tragic play Hamlet, when the character Polonius prepares his son Laertes for a long journey abroad and is facing the unknown.
Here is a generic definition of intuition: direct and immediate knowledge that does not come from the rational side of the brain. It tells you what you need to know, and when you need to know it. You can gain vital insight into yourself and your professional world when your instincts are fine-tuned because they are being used.
If you are having a tough time trusting your gut, consider using one of the following three tests developed by Harvard Business School professors.
1. The Newspaper Test. If your final decision were to appear on the front page of your local paper in the morning, what would the consequences be?
2. The Golden Rule Test. Walk a mile in the other person's shoes. How would you feel if your decision were enacted?
3. The Best Friend Test. Talk with people who know you well and respect you. They will understand your character and how the decision will affect you.
How I Use and Strengthen My Intuition
The following three areas are key to strengthening one's intuition:
1. Organization. Being organized is extremely helpful. Getting a lot done requires that you be organized so that you can organize others. I believe in the moderately cluttered desk, by which I mean having no more than two moderate-sized piles of papers on the desk: one pile for important papers in terms of priority of your time, and the second pile for items of lesser importance, where a delay in not responding for a week will not adversely affect the outcome or the attitude of those waiting for a response.
2. Time Management. I am proud of the fact that in addition to my working at Bryan Cave, where I am a member of the regulatory affairs, public policy, and legislative client service group, I have eight other jobs. I get them all done on time, and I am proud of my work product. Allocating your time is an important key to effectiveness. Some people may want to keep time sheets. I prefer relying on my memory and sense of organization to allocate time in a competent way.
3. Practice, Practice, Practice. When it comes to strengthening my intuition, to me there is no greater aid than practice: doing what I have described in this chapter, gathering the facts, and letting your muse take over.
MY NINE JOBS 1. I am a partner in the law firm Bryan Cave, LLP. 2. I host a weekly call-in show on Bloomberg Radio. 3. I am a weekly commentator on Bloomberg Radio. 4. I am a weekly guest on NY1 "Inside City Hall." 5. I write weekly political Commentaries. 6. I write movie reviews. 7. I lecture around the country. 8. I write books. 9. I appear in television commercials.
Excerpted from Buzz by Edward I. Koch Christy Heady Copyright © 2007 by Edward I. Koch and Christy Heady. Excerpted by permission.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
Part One: HOW BUZZ BEGINS 9
Honesty Comes First 11
Finding Your Niche 23
The Power of My Pen 33
Part Two: CREATING A STIR 53
Crafting Your Vision 55
How to Engage the Media 71
Attracting Loyal Followers 83
Part Three: TRUSTING YOUR PLAN 95
Why Your Gut Rules Every Time 97
Picking Your Fights, Enforcing Your Rights 107
Turning Mistakes Into Opportunities 119
Part Four: RECOGNIZING VICTORY 127
Staying Organized 129
How to Withstand Public Scrutiny 139
Being Open to Change 149
ABOUT THE AUTHORS 163