THE NATION’S NEWSPAPER FY01-02

Collegiate
Case
Study www.usatodaycollege.com
Bush dominates most
admired poll
By Laurence McQuillan 4
What is Leadership?
Leaders impact our daily lives and futures. In good times and bad,
Cheney takes ‘backseat’ in there is always a need for strong leadership. The success of a business
a strong way or an industry is determined by the leaders it chooses or inherits. How
By Susan Page 5 does someone earn the designation of being a great leader? History
and current experiences provide guidance on how one might develop
Health threats: the abilities demonstrated by respected leaders. This case study
Who’s in charge? examines the characteristics of and need for leaders in business,
health, politics, education, sports and communities.
By Steve Sternberg 8

Who’s at fault Cover story

when firms tank?
By Nell Minow 10 America shows
Smarts, desire to win
give NBA great an edge
amazing resilience
By Kevin Maney or the marvel of Krispy Kreme. The
By David DuPree 12
USA TODAY legacy of this moment in time will be
the way the homefront bounced back
Principals urged Lawyer Alan Krauss stood because of millions of small and large
to rethink roles for on a bluff in New Jersey decisions made by millions of people
quality schools looking at the ruins of the
like Justin Kitch.
By Tamara Henry 14 World Trade Center towers on Kitch is CEO of Homestead, a Silicon
that morning of Sept. 11. Valley technology company. The
Case Study Expert: Speaking what was on the morning of Sept. 11, he sat in a car on
minds of millions, including Park Avenue in New York. He knew the
planes had hit the World Trade Center
Joyce Winterton the nation's leaders, he said, towers. He'd canceled appointments
Associate Director of Education, USA TODAY "Things are never going to be and was trying to get back to his hotel
the same in this countr y when he saw the first tower collapse.
USA TODAY Snapshots® again."
Traffic stopped. Kitch got out of the
Local cops rated ahead of feds car, stood on the pavement with
More Americans have confidence in state and local police
officers than they do in federal agents. Confidence level
Three months later, for most everyone else, put his hands on his
of “a great deal” or “quite a lot”: citizens, that's simply not head and spun around, helplessly
63%
State
true. trying to understand. After awhile, he
police went to the hotel, watched the news
That's the great American business on TV and saw an ash-covered man
59%
Local victory of 2001. wearing suit pants, no shirt and no
police shoes calmly walk into his hotel's
38% Decades from now, the business lobby to make a phone call.
FBI year won't be remembered for the
meltdown of Enron, the troublesome Again and again, Kitch thought
29% Source: Gallup Poll of
1,010 adults May 18-20.
Hewlett-Packard and Compaq about what he could do. Go to the site
CIA Margin of error: ±3
percentage points. Computer deal, Microsoft Windows XP and help? Volunteer somewhere?
By William Risser and Quin Tian, USA TODAY

Reprinted with permission. All rights reser ved.

AS SEEN IN USA TODAY MONEY SECTION, THURSDAY, DECEMBER 27, 2001

Close his company, which hosts consumer and small Fearsome first impressions
business Web sites? What mattered? Like everyone else, he
was paralyzed. At first, it seemed that way. Stock markets plunged.
Telecommunications networks short-circuited. Air travel
"Then I realized I'm the leader of 80 people, and I have stopped, throwing major airlines into a crisis. Even
thousands of customers who rely on our service," Kitch something as vital as the blood supply seemed inadequate
says. "I realized that the best thing was to keep going. The and near catastrophe.
economy can't stop because of this. Innovation can't stop."
Smaller events made the picture look gloomier. Jack
It didn't. The U.S. Welch, the retiring General
economy is unlike any in Electric CEO and one of the
history. It's fluid, reactive, most celebrated
directed by individuals who businessmen of our time,
are managers, workers, canceled his scheduled Sept.
consumers and investors, 11 book launch. Talk about
and greased by the greatest symbolism.
communication system on
Earth. Information races in In Minneapolis,
and out of every nook and Amazon.com and Target
cranny. Actions get weighed started a press conference
at every desk and in every unveiling their partnership
home. Phenomenal four minutes before the first
resources get redirected in a plane hit. The companies
flash. canceled the event plus the
media tour that was to
Unlike in Japan, China or follow, and launched a major
Europe, the new can rapidly initiative in relative silence.
replace the ruined old.
Creative destruction, There is no discounting
economist Lester Thurow the disaster of Sept. 11, nor
calls it. the emptiness left by those
who died. But if you need
We've been perfecting it something to celebrate, just
for generations. It can be look at how we recovered
excessive: the Great our balance. Most Americans
Depression; the Internet are doing what they did on
bubble. But it let us win a Sept. 10, except for waiting in
war after Pearl Harbor, longer lines at some airports
kicked our education system at some times. It's what the
into gear after Sputnik and By Suzy Parker, USA TODAY
president asked us to do.
kept things ticking when a "The American people have
president resigned. to go about their business," he said one month after the
attack.
The past three months have been one of its golden
moments. Our economic system might yet avenge the 3,040 Yes, many have been laid off since Sept. 11, but that had
deaths by growing stronger because of the attacks. It's been a trend for the past two years. Most people have the
President Bush's secret weapon -- the engine behind the same jobs and the same standard of living. Millions of
soldiers who, in fact, are fighting to protect that engine. children still woke up Christmas morning to the delight of
presents under the tree.
Does this not sound right? Most people thought those
suicide airplanes would also blast big holes in U.S. The Dow Jones industrial average and the Nasdaq -- after
companies and financial institutions, and ultimately our deep troughs in late September -- are back above pre-Sept.
standard of living. "I don't think our lifestyles will be the 11 levels. Fears of a long recession have eased. Airlines,
same for a long time," Sen. John McCain, R-Ariz., said that while still struggling, survived and are rebuilding traffic.
infamous morning. Welch's book, Jack: Straight From the Gut, publicly
relaunched Oct. 11 and is a best seller with 1.1 million

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 What is Leadership? Case Study
copies in print. Multitudes donated blood in the first days
after the attack, giving the Red Cross more than enough.
It's like the economy's reaction to the 1962 Cuban missile
crisis, says Jeff Hawkins, co-founder of handheld computer
maker Handspring. "Yes, it was a big deal. Yes, it was a crisis.
Yes, our actions may have thwarted future calamities,"
Hawkins says. "It changed the way we viewed the Soviets,
but I don't think it changed business or economics."
The day dishonesty died
But could the U.S. economic system be better because of
Sept. 11? Healthier? It seems implausible.
Yet, as a lot of business leaders soak in what's happened
the past three months, they see a lot of good coming out of
something so terrible.
The economic system had already been self-correcting.
But the attacks self-corrected us.
"When we look back on 9/11 years from now, we'll say it
was the death of dishonesty," says Larry Kasanoff, producer
of movies such as Terminator 2 and Mortal Kombat and
founder of Internet company Threshold Entertainment.
"The country got to a point of self-delusion. We did what we
in Hollywood say you should never do: We believed our
own press releases."
"There has been an outpouring of desire for deeper
individual spirituality," says Donna Auguste, a computer
scientist who helped create the Apple Newton, founded a
software company and now runs Leave A Little Room, a
Christian charitable foundation. "Some in business and
some in technology, running hard for years with business
deadlines and business milestones -- they are realizing they
want to take their individual spiritual development off of
'hold.' "
By the way, Sept. 11 is Auguste's birthday.
"Suddenly, it doesn't matter so much that a (venture
capitalist) wants you to move faster, or to be a millionaire by
the time you're 40," says Kitch, the Homestead CEO. "A lot
of people are re-evaluating their lives, asking if what I do
matters. Is it going to make the world better? That's what
Silicon Valley used to be about."
This, actually, is impor tant to the redirection of
resources. Many of the hundreds of departed dot-coms
were frivolous. Yet together, they were sucking up
thousands of talented people and billions of dollars of
resources and giving both, in a lot of cases, to the wrong
Reprinted with permission. All rights reser ved.
people. "My gardener bought a plane!" says Larry Ellison,
CEO of Oracle. Obviously, his gardener owned tech stocks. "I
thought, 'This is unbelievable! What's going on?' "
Microsoft Chairman Bill Gates says the Internet bubble
was the biggest disruption in real innovation in history. Adds
business author Tom Peters: "We were working hard, but
were we serious about what we were up to?"
Now, more of those resources, driven in par t by
conscience, will go to areas such as artificial intelligence and
alternative energy. The brightest minds, who have shied
from government work, will again join the CIA or devise
technology that could help the CIA. The hope is that
resources are shifting from the frivolous to the deeply
meaningful.
On Dec. 11, Donald Trump scuttled plans to build a
skyscraper in Chicago that would've been the world's
tallest. That's the deflation of bravado in a nutshell.
A symbol of the new is Cantor Fitzgerald. That's the small
financial firm that lost 657 employees -- every employee
who was in the World Trade Center that day. The firm did
not fold or give up. CEO Howard Lutnick, whose brother was
among the dead, has vowed to succeed so the firm can take
care of those 657 families. Already, investors are trading
bonds with Cantor at levels superseding Sept. 11. Cantor is
showing how strong a business can be -- and still have
heart.
No one is suggesting we look at Sept. 11 through rose-
colored glasses. Beyond the costs of that one day in lives,
destroyed property and disrupted business, long-term costs
will surely burden the nation. The war in Afghanistan, some
estimate, is costing $1 billion a day. That's $1 billion a day
that used to go into something else -- start-ups, consumer
purchases, support for artists, gourmet food.
This economic system is again redistributing resources,
but on a time delay. It's hard to know yet what we're really
giving up. The effects, says David Roberts, co-founder of
tech company Zaplet and a former CIA agent, "happen over
generations, and so the change, like trees growing, is not felt
by a person."
"What scares me most," says Roberts, looking over the
time horizon, "is that at some point, it costs more to protect
a system than it does to build it new."
At the moment, though, the nation is building it new. In
the aftermath of death, the system and the people in it have
hummed to life.
Page 3
AS SEEN IN USA TODAY NEWS SECTION, THURSDAY, DECEMBER 27, 2001

Bush dominates most-admired poll

Leadership in terror war cited for record-high rank
By Laurence McQuillan
USA TODAY
CRAWFORD, Texas -- President Bush is admired by more
Americans than any man since the Gallup Poll began asking
"What man do you admire most?" in 1948.
When the USA TODAY/CNN/Gallup Poll asked
respondents to name the living man they admire most, 39%
chose Bush. Last year, President Clinton and Pope John Paul
II tied for first place with 6%.
The margin of sampling error for the Dec. 14-16 poll is
+/--3 percentage points.
Among women, first lady Laura Bush was the most
admired with 12%. Her predecessor, New York Sen. Hillary
Rodham Clinton, came in second at 8%.
Last year, before Bush took office, 5% identified him as
the man they most admired, and his wife got too few
mentions to be ranked.
round-the-flag issue. But when it is taken three months
later, it factors in performance as well as symbolism," he
says.
Michael Hooper, who teaches political science at Temple
University in Philadelphia and specializes in public opinion,
notes that Americans are not viewing Bush as a political
leader. "He's being looked at and evaluated right now as the
leader of the nation."
Most political exper ts were cautious about the
implications of Bush's standing for next year's congressional
races and the presidential contest in 2004. They noted that
the president's father had record approval ratings in the
wake of the Persian Gulf War victory in 1991, only to lose
the 1992 presidential election because of a faltering
economy.
"What goes up can come down," Hess says of the polls.
"Next year, something else may be on our minds."

"Typically, the president wins," says Frank Newport,

editor in chief of the Gallup Poll, "but the president doesn't
39% look up to president
usually dominate. That's why this 39% is unusual." President Bush received the largest share of the vote
since the Gallup Poll started asking the question
The poll's previous record for men was set by John F. “What man do you admire most?” in 1948. The men
Kennedy, who received 32% in 1961, the end of his first year and women most admired by Americans:
as president. The overall record was set in December 1963, Men
when Jacqueline Kennedy received 60% the month after President Bush 39%
her husband was assassinated. Secretary of State Colin Powell 5%
New York Mayor Rudy Giuliani 4%
Bush's response to the terrorist attacks in New York City Pope John Paull II 3%
and Washington and the U.S. efforts in routing Osama bin Evangelist Billy Graham 2%
Laden's supporters in Afghanistan are responsible for the Women
strong showing, Newport says. "This is the classic rally First lady Laura Bush 12%
effect," he says. Sen. Hillary Rodham Clinton 8%
TV star Oprah Winfrey 5%
Former first lady Barbara Bush 3%
Stephen Hess, a presidential scholar at the Brookings National security adviser Condoleezza Rice 2%
Institution, a think tank in Washington, calls the results Source: USA TODAY/CNN/Gallup Poll of 1,019 adults Dec. 14-16. Margin of
"quite remarkable." If the survey "had been taken on Sept. error: +/-3 percentage points.

12th, you could in a sense dismiss it. It would be a rally-

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AS SEEN IN USA TODAY NEWS SECTION, FRIDAY, NOVEMBER 16, 2001
Cheney takes ‘backseat’ in a strong way
Conspicuous absence: Vice President Dick Cheney travels to an “undisclosed secure location” Oct. 29 with two Marine Corps guards.
With his resume and very serious
manner, he’s not a standard issue
vice president, but a top adviser
By Susan Page
USA TODAY
WASHINGTON -- Even in hiding, he's the top lieu-
tenant for the commander in chief.
Vice President Cheney, whose mysterious where-
abouts have become fodder for late-night comedy
and Internet rumors, is nonetheless serving as
President Bush's most powerful adviser and the
administration's ranking referee since the Sept. 11
attacks.
His is the last voice Bush wants to hear before mak-
ing difficult decisions. "What does Dick think?" the
president routinely asks. Cheney developed the plan
for a homeland security office and urged that
Pennsylvania Gov. Tom Ridge head it. He has con-
ferred with the Saudi ambassador, delivered hold-
Reprinted with permission. All rights reser ved.
White House photo by David Bohrer
the-line-on-spending messages to Congress and arbi-
trated disputes among the president's top national
security advisers.
That role is likely to be increasingly important as
success nears in Afghanistan, fueling a debate within
the administration and in Congress about what to do
next.
"He is clearly the person who has a feel for the com-
plex nature of this new struggle we're calling the war
on terrorism," says Rep. Rob Portman, R-Ohio, a
member of the elder President Bush's White House
staff. "He understands the intelligence part of it, the
military part of it, the diplomatic side of it, and has a
very good feel for the domestic side. . . . He is the one
who keeps all of the pieces together."
But Cheney's role has been almost unseen since he
went underground as a security precaution once the
assault on Afghanistan began Oct. 7. His absence
became so conspicuous that he finally agreed to sev-
eral interviews in part to squelch rumors that he had
been dispatched on a secret mission abroad (not true,
Page 5
 What is Leadership? Case Study
aides say) or had new problems with his bum ticker
(also not true, they insist).
One reason for his low profile was a feeling by some
White House aides that he risked overshadowing the
president, but Bush's increasingly confident perform-
ance largely has allayed that concern. Friends say
Cheney is glad to leave the public roles in the war to
Bush. When an aide told him people kept asking
where he was, Cheney replied dryly, "Don't tell
them."
He can be decisive in meetings and commanding in
interviews on Sunday morning TV but awkward at
events that call for public displays of emotion. The
behind-the-scenes role plays to his strengths and
skirts his weaknesses.
"When he was chief of staff in the Ford White House,
his Secret Service code name was 'Backseat,' " says
John Pitney Jr., a professor of government at
Claremont McKenna College who worked for Cheney
when Cheney was in the House of Representatives.
"He would be the first to say he's not the most fiery
orator in the world. But when you've got a plane
heading toward the White House and you have to
pick one person from whom to seek advice, that per-
son would be Dick Cheney."
Donald Rumsfeld launched Cheney on his political
career 3 decades ago by hiring him for a job at the
Office of Economic Opportunity in the Nixon White
House.
"One of the first things I noticed about him when I
first met him was this: The more difficult things got,
the better he got," says Rumsfeld, now Defense secre-
tary. "He got stronger and more purposeful and
steady. In this part of his life, as vice president,
because of his experience he is able to take one step
back and bring his judgment to the issue at hand.
That is very beneficial to the administration."
Saturday Night Live portrays him as the essential
man.
"I'm a one-man Afghani wrecking crew," the Cheney
character declared, wearing Taliban-style garb in front
of a faux cave. "That Northern Alliance they've been
talking about? Pretty much just me. U.S. Special
Forces, commando units? You're looking at 'em. I've
been here 1 week. I've personally destroyed 10 air-
ports, countless radar installations, and the only
Blockbuster video in the whole damn country."
Balding pate, serious mien
Other wartime presidents had close advisers, of
course, but historians say never before has that trust-
Reprinted with permission. All rights reser ved.
ed aide been the vice president. During World War II,
Harry Truman wasn't even briefed about the atomic
bomb until Franklin Roosevelt had died. During the
Persian Gulf War, Dan Quayle attended key meetings,
but Brent Scowcroft, James Baker, Colin Powell and
Cheney were more important advisers to the elder
Bush.
Cheney hasn't been a standard-issue vice president.
Bush didn't choose him to satisfy a wing of the party
or carry a big state. He's not the president's likely
successor; in fact, he's made it clear he doesn't plan
to run for the top job. With his balding pate and seri-
ous mien, he is the opposite of a blow-dried, glad-
handing politician.
Over the summer, rumblings began about Cheney's
shortcomings. He has been hospitalized three times
since Election Day, once in the wake of a mild heart
attack and twice for heart procedures. The energy
plan he unveiled in May was faulted for failing to suf-
ficiently recognize environ-
mentalists' concerns, and he A confident public
became enmeshed in contro- How much confidence do you have
in President Bush to deal with the
versy with the General terrorist attacks on New York and
Washington?
Accounting Office over his
refusal to release the names
of industry officials with
whom he had met.
But since Sept. 11, Cheney
has seemed a perfect fit. He How much confidence do you have
has the longest resume in in Vice President Cheney to deal
with the terrorist attacks on New
Washington: President Ford's York and Washington?
chief of staff, a member of
Congress who served on the
Intelligence Committee and
was elected to the GOP lead-
ership, Defense secretary dur-
ing the Gulf War. Even when
he left government in 1993, Source: Princeton Survey research
Newsweek
Associates/ Poll of 1,002 adults Oct 4-
5, 2001. Margin of error: 3 percentage points.
his work as CEO of By Suzy Parker, USA TODAY
Halliburton, an oil services
company, kept him in touch with leaders of the Arab
world.
Among them: the emir of Qatar, who got on the
phone to Cheney 2 weeks ago when some U.S. offi-
cials were pushing to move this week's meeting of
the World Trade Organization from Qatar because of
security concerns. Sheik Hamad Bin Khalifa Thani
assured Cheney that those attending would be safe.
The vice president assured him the U.S. delegation
would attend.
Within the administration, most members of Bush's
war council have been working together in one posi-
tion or another for a generation. Powell, now at the
State Department, was chairman of the Joint Chiefs of
Page 6
 What is Leadership? Case Study
Staff at the Pentagon and served in the White House
as President Reagan's national security adviser.
Rumsfeld, now at Defense, was once White House
chief of staff for Ford.
The other key person on the team is national securi-
ty adviser Condoleezza Rice, who spends the most
time by Bush's side.
For Cheney, Powell and Rumsfeld, their overlapping
experiences mean they recognize the perspective of
the other players. Their consultations have a sort of
shorthand.
"Vice President Cheney and I went through a lot of
tough times together when he was secretary of
Defense and I was the chairman of the Joint Chiefs of
Staff," Powell says. "We got to know each other very
well, and sometimes a smile or a grimace across the
table is all that is necessary for us to communicate
with each other."
But Cheney isn't exactly a cuddly figure. He can be
crisp, even curt. Sometimes he plays the administra-
tion's tough guy. This week, he lobbied House
Republicans to reject emergency spending proposed
by New York members beyond the $40 billion level
set to fund the U.S. response to the terrorist attacks.
In the Appropriations Committee vote Wednesday,
the White House prevailed, never losing more than
two GOP votes.
It was Cheney who called in Deputy Defense
Secretary Paul Wolfowitz to tell him to squelch the
debate over whether to target Iraq as part of the war
on terrorism. Wolfowitz had led administration
hawks who said Saddam Hussein was a greater threat
than Osama bin Laden.
Cheney consulted with Arab leaders he knows well,
among them the Saudi ambassador, Bandar bin
Sultan. The vice president concluded that the inter-
national coalition wouldn't hold if the objectives
were broadened to include Iraq. He delivered that
message to Wolfowitz -- who just happened to have
been his deputy at the Pentagon. The debate within
the administration stopped, at least for the time
being.
'Get a dog'
Cheney is the ultimate old Washington hand. When
the Cheneys got a black Labrador puppy last month --
the vice president hopes to train him for hunting in
Wyoming -- they named it "Jackson" but first consid-
Reprinted with permission. All rights reser ved.
ered "Truman," wife Lynne Cheney says.
That reflected not hidden Democratic tendencies
but rather a sly reference to one of Truman's truisms.
"If you want a friend in Washington," he said, "get a
dog."
Cheney sees his current lifestyle, shuttling to and
from "undisclosed secure locations," as sensible.
"You've got a situation in which you don't want to
provide the terrorists with a target of being able to, in
effect, decapitate, if you will, the U.S. government by
striking at both the president and the vice president
at the same time," he said in an interview with the
London Sun. "So we now take more precautions than
we used to, and as the threat level goes up, we take
extra precautions in terms of making certain the
president and I are not in precisely the same location
at the same time."
When Bush is out of town, Cheney seems to go on
the town. He gave two speeches in Washington this
week while the president was in Crawford, Texas.
When Bush is at the White House, Cheney heads to
"secure locations" that vary. Air Force Two was spied
in South Dakota last week when Cheney joined
friends for an annual pheasant-hunting trek. While
there, he joined the morning National Security
Council session and other meetings by videoconfer-
ence.
"Maybe there was a silver lining to losing the elec-
tion," the Democratic vice-presidential candidate,
Connecticut Sen. Joe Lieberman, joked to a New
Hampshire audience. "I'm able to be here having a
great time with you tonight -- rather than being held
in an undisclosed secure location."
When he goes to a secure location, key staffers go
with him. Cheney joins the National Security Council
and other meetings through a videoconferencing
setup that shows the Washington side on a large
screen. His day begins with a 6:45 a.m. briefing and
usually ends about 7 p.m. He and Bush confer several
times a day.
Cheney has been bemused by the speculation about
where he is and what he's doing, aides say.
"It's nice for a change to be at a disclosed location,"
Cheney began when he addressed the white-tie Al
Smith Dinner in New York. He and his wife "haven't
been out much lately," he said to laughter, "and the
Waldorf is a lot nicer than our cave."
Page 7
AS SEEN IN USA TODAY LIFE SECTION, TUESDAY, OCTOBER 30, 2001

Health threats: Who’s in charge?

Government sends mixed messages in anthrax scare
By Steve Sternberg
USA TODAY

Almost a month after doctors diagnosed anthrax in a

Florida man, White House officials were still trying to
find a leader who can both inspire public trust and
answer complex medical questions about a disease
that hasn't been studied thoroughly in humans.

Several administration officials are taking turns

behind the microphone to brief the nation about the
unfolding anthrax crisis. Secretary of Health and
Human Services Tommy Thompson has so far served
as the Bush administration's main voice.

On Monday, it appeared he would be joined by

Homeland Security director Tom Ridge, who
announced he would play a much larger role in the
effort. He plans to brief reporters three times a week
on the unfolding crisis.

But public health experts and others question

whether Thompson, Ridge or any non-medical expert
can provide the answers that the public, media and
doctors seek.

Three prominent scientists -- Bruce Alberts, presi-
dent of the National Academy of Sciences (NAS),
William Wulf, president of the National Academy of
Engineering, and Kenneth Shine, president of the
NAS' Institute of Medicine -- issued a statement
Monday:
"Americans can ill afford to rely on hearsay or infor-
mation coming from those outside the scientific and
medical communities who may mean well but lack
solid data supported by evidence."
James Curran, dean of the Rollins School of Public
Health at Emory University, says the Sept. 11 attacks
and the war on terrorism heighten the need for lead-
ership. "Things are happening fast," says Curran, once
the government's point person on AIDS. "They're
happening on multiple fronts, involving multiple peo-
ple. Single, coordinated leadership is important."
The Centers for Disease Control and Prevention,
which took prominent public roles in explaining out-
breaks such as AIDS and hepatitis C to the public,
took a backseat this time to the FBI and state and
local health officials.
Reprinted with permission. All rights reser ved.
By Tim Dillon, USA TODAY
The point man: Homeland Security Director Tom Ridge speaks at a
press conference to update the nation on his progress and plans in
the fight against terrorism. Ridge plans to give more press briefings
in the future.
The agency says it has been reluctant to speak out
for two reasons. First, the CDC is hesitant to upstage
state and local authorities, who, by law, are responsi-
ble for public health in their communities. The CDC
cannot investigate any outbreak without a state invi-
tation, and CDC officials are afraid they won't be
invited to assist if they alienate their local colleagues.
Second, officials say the CDC has frequently
deferred to the FBI, which is handling the criminal
investigation into the anthrax crisis.
"What we are attempting to do is work in a comple-
mentary way," CDC director Jeffrey Koplan said as the
agencies first looked into the South Florida cases
nearly a month ago. But public health officials say the
public suffered from the lack of reliable information, a
vacuum that was ultimately filled by the rumors and
conjectures that now concern Shine and his col-
leagues. Some information was deliberately withheld,
and other statements were misleading or confusing.
Page 8
 What is Leadership? Case Study
For example, congressional leaders were reportedly
briefed Oct. 20 on the lethal potential of the anthrax
in the letter sent to Senate Majority Leader Tom
Daschle. Daschle said the anthrax bore the earmarks
of a sophisticated weapon, yet Ridge said the same
day that the anthrax in the Daschle letter was "indis-
tinguishable" from the other anthrax mailings.
"CDC needs, it seems to me, to step forward as the
source of information that the public can rely on,"
says Tara O'Toole of the Johns Hopkins University
By Tim Dillon, USA TODAY
Dominant voice: So far, Health and Human Services Secretary
Tommy Thompson, above, has been the Bush administration's
spokesman on the anthrax scares.
Reprinted with permission. All rights reser ved.
Center for Civilian Biodefense Studies.
Government officials say privately that some of the
blame for the leadership vacuum lies in the White
House and HHS, where administration press officers
insisted on approving all interview requests from
national newspapers and network news shows. Even
Thompson expressed frustration with the situation.
"I have been frustrated at times at not getting out
information as fast as I would like," he said. "We're
constantly making changes to get information out
faster."
Two weeks ago, CDC director Koplan and Anthony
Fauci, director of the National Institute of Allergy and
Infectious Diseases, broke their relative silence and
began appearing on talk shows and in newspaper sto-
ries. Fauci attributes much faster turnaround of inter-
view requests either by HHS or the White House.
The public wasn't the only group left with unan-
swered questions. Infectious-disease specialists say
those on the front lines of medical care in America
are struggling to answer the urgent questions of
patients regarding their risks from anthrax or other
biowarfare germs.
Craig Smith, director of infectious diseases at
Phoebe Putney hospital in Albany, Ga., says communi-
cation doesn't trickle down very swiftly from the fed-
eral level to the doctor in the office. "Every doctor in
the U.S. knows as soon as something is discussed on
CNN, their phones will start to ring," he says.
"Physicians should not have to rely on news media
for information that should be communicated to
them (directly), in real time."
Contributing: Anita Manning
Page 9
AS SEEN IN USA TODAY NEWS SECTION, WEDNESDAY, NOVEMBER 28, 2001

Who’s at fault when firms tank?

By Nell Minow billion that come due next May. The Securities and
The Corporate Library Exchange Commission (SEC) has announced an inves-
tigation into the deals involving the now-departed
Contrary to the old saying, in the corporate world it CFO.
is failure, not success, that has many fathers. During
boom times, chief executives are happy to take full uWarnaco is in bankruptcy. Its stock has dropped
responsibility for the gains -- and to take the very full from $44 a share in 1998 to less than a dime now. It
compensation packages that accompany them. But has more than $3 billion in debt. Its chief executive,
when things slow down, we are told that the problem Linda Wachner, took over the company in 1986. At
was caused by many, many factors, though the chief first, she did very well. Then the company's perform-
executive was not ance declined, but
among them. Wachner's pay package
continued to be one of
Certainly, some sec- the highest in the coun-
tors were hurt badly by try. She spun off a
the terrorist attacks, swimwear division called
which no one could Authentic Fitness, ran it
have anticipated. Most herself (with a separate
companies have faced salary) while still in the
setbacks from the full-time Warnaco job,
resulting complications then sold it back to
in mail and travel. The Warnaco, making a for-
sinking fortunes of the tune for herself in both
dot-coms have dragged transactions. And it
the overall market looks as if she has
down with them. But another fortune coming:
external factors should- Despite the fact that the
n't distract us from the company failed under
companies with severe her leadership, her
performance problems employment contract
that are attributable entitles her to five times
only to the corporate her highest salary and
version of the Four bonus, which could
Horsemen of the amount to more than
Apocalypse: bad judg- $15 million.
ment, incompetence,
negligence and conflicts uLucent's stock was
of interest. For near $80 a share in early
instance: 2000. It trades at about
By Keith Simmons, USA TODAY
10% of that today. The
uA year ago, Enron's stock was trading at $80 a former chief executive has returned after the "resig-
share. A little more than a month ago, it was near nation" of his successor, who presided over the
$36. It's now below $5. Enron has to restate its finan- telecommunications company's acquisition of a $40-
cial results going back to 1997 because of losses in million golf course. The former CEO should be able to
financial partnerships in which Enron's own chief manage his own greens fees from now on: He was
financial officer was a partner. His personal take in given a $5.5-million departure payment and a mil-
these deals was $30 million. The loss to the share- lion-dollar-a-year pension.
holders from these and other accounting "correc-
tions" is considerably higher: more than $1 billion. uA merger announced with great fanfare by
The company just negotiated a 3-week extension on Compaq and Hewlett-Packard may now unravel due
the payment of a $690-million loan that came due to the objections filed by HP board member (and son
Tuesday, when its credit rating was downgraded. It is of the founder) Walter Hewlett. If it does not go
expected to use that time to negotiate a further post- through, the company will have to pay a $675-million
ponement of that loan and those amounting to $1.75 kill fee.

Reprinted with permission. All rights reser ved. Page 10

 What is Leadership? Case Study
uLone Star Steakhouse executives had more than
13 million stock options that were "under water":
Because the stock price had gone down, the options
gave the executives the right to buy stock at a higher
price than the current trading value. So Lone Star
"repriced" the options. The cost of this and other
benefits, according to one of the company's largest
shareholders, was more than $100 million during the
past few years.
Shareholders of each of these companies should ask
the same question: Where was the board of direc-
tors?
In theory, the board is there to protect the interests
of the shareholders from the chief executive's poor
judgment or self-dealing. In reality, the atmosphere of
the boardroom is so clubby that even obvious con-
flicts of interest and just plain bad judgment can be
impossible to prevent. In the year before massive
accounting fraud was revealed at CUC (now Cendant),
the audit committee met only three times, while the
board's compensation committee met eight times.
This reveals something about board members' priori-
ties and ability to provide oversight.
These days, as celebrity CEOs such as Jack Welch
and Michael Eisner receive huge advances for writing
books, it is hard to get those who cover companies,
whether Wall Street analysts or the financial media,
to even include the board in their evaluations of a
firm's performance and prospects. Yet, the board
often tells a great deal about the company -- and
about the CEO, who usually acts as its chairman and
oversees its selection, committee appointments,
schedule and agenda.
Reprinted with permission. All rights reser ved.
Investors should be wary if a board is filled with
directors who get legal or consulting fees from the
company or with prestige directors who have no
background in finance accounting or regulatory
requirements; or if the directors own little stock or
do not attend meetings. This information is contained
in the proxy statement mailed to every shareholder
and available online from the SEC's Web site. Investors
should be leery of boards that agree to outlandish
executive-compensation packages with guaranteed
departure payments, approve accounting gimmicks or
consent to non-strategic or overpriced acquisitions.
In addition, investors should examine their opportu-
nities to respond to bad boards. The California Public
Employees Retirement System filed a lawsuit against
the chief executive of Lone Star Steakhouse on Oct.
17. Less than a month later, the company announced
that it was adding three new independent directors
and taking other steps to be more responsive to
shareholder concerns.
The quality and effectiveness of the board should be
an indispensable part of any evaluation of a compa-
ny's investment risk. Investors who ignore a compa-
ny's board of directors may find themselves among
the fathers of the next corporate catastrophe.
Nell Minow is editor of The Corporate Library, an
online publication that covers corporate governance
and performance.
Page 11
AS SEEN IN USA TODAY SPORTS SECTION, WEDNESDAY, SEPTEMBER 26, 2001

Smarts, desire
to win give
NBA great an edge
“There is nothing more fun than doing
things that people don’t think are possible.”
– Larry Ellison billionaire CEO
of giant software company Oracle

By David DuPree
USA TODAY

The 10 scoring titles, the six championship rings and

all the awards and game-winning shots are testa-
ments to the basketball skills of Michael Jordan. But it
goes far beyond his physical ability to play the game.

It's a mind game.

Competitiveness, mental preparation, tolerance to

pain and intelligence are just as important to his suc-
cess.

"He isn't only the greatest player ever, but probably

the smartest, too," Philadelphia's Allen Iverson, the
NBA's leading scorer and MVP, said when word of a
possible Jordan comeback gained credibility during
the NBA Finals. "He may have lost a little in terms of
what he can do, but he's probably smarter, and that
will make up for it."
Legendary Boston Celtics coach Red Auerbach
always has maintained that one of the qualities that
made Bill Russell so great was that he made his team-
mates better players. Not solely because he was so
skilled, but he knew how to put them in positions on
the floor where he could take advantage of their
strengths.
That's Jordan's mantra, too. He drives himself hard
and his teammates harder. He despises losing -- at
anything, even in practice.
It isn't about ego, either. For Jordan, it's only about
the winning.
There have been many memorable moments to
illustrate that, but one of the most defining came in
1995 in his fifth game back after his first retirement.
He was wearing No. 45, and the Chicago Bulls were
playing the New York Knicks at Madison Square
Garden.
Reprinted with permission. All rights reser ved.
By Robert Hanashiro, USA TODAY
Warm-ups: Michael Jordan on the set shooting a commercial for
MVP.com before his announcement to end his retirement again.
Jordan scored 55 points, and with the score 111-111,
everyone expected him to take the final shot. Jordan
drove around John Starks, and when Patrick Ewing
came out to stop Jordan, he pulled up for a jumper.
But just before he was about to shoot, he saw Bill
Wennington alone under the basket. Jordan passed
the ball. Wennington dunked. The Bulls won.
"I never planned it that way," Jordan said. "I just
planned on winning the game. I didn't know how
until the situation presented itself."
Even Jordan's durability is as much mental as it is
physical. The only serious injury he had in his career
was a broken foot his second season in the league
that caused him to miss 64 games. Other than that,
he played in 1,093 out of a possible 1,098 regular-sea-
son and playoff games. Ailments that caused others to
miss games were mere annoyances to him.
Jordan can find motivation almost anywhere and
uses that to drive himself. During the 1996-97 sea-
Page 12
 What is Leadership? Case Study
son, Knicks coach Jeff Van Gundy called Jordan a con the notion of anyone getting a psychological edge on
man who befriends opponents and then tries to Jordan: "If you try to get in his head, instead of 25
destroy them on the court. Jordan was so incensed points, he'll get 50."
that he scored 51 the next time he faced the Knicks.
Even at age 38 and in a Wizards uniform.
Ron Harper, a friend and former teammate, laughs at

Chronology July 18: Jordan says he will decide in mid-

September whether to end his retirement.
Talk of a second comeback for Michael Jordan
begins:
Aug. 14: NHL Washington Capitals owner Ted
Leonsis, Jordan's financial adviser Curtis Polk and
March 2001: Charles Barkley says he and Jordan are
lawyers reportedly attend a meeting at NBA
working out to get back to their playing weights so
Commissioner David Stern's office in New York to dis-
they can attempt a comeback together for the 2001-
cuss contingency plans should Jordan decide to play
02 NBA season.
again.
March 14: Jordan insists he is not considering a
Aug. 16: Personal trainer Tim Grover, who has
return, saying he's playing pickup games simply to
worked with Jordan for the last 12 years, says missing
lose weight. He says the chance that he will never
a month of conditioning because of two cracked ribs
play again is "99.9%."
makes it unlikely his 38-year-old client will be fit
enough to launch a comeback.
April 9: Washington Wizards co-owner Abe Pollin
says it is his opinion that Jordan will return to the
Aug. 20-27: Jordan invites several NBA players to a
NBA and play for the Wizards.
workout camp in Chicago designed to gauge where he
stands against top talent.
April 10: Mario Lemieux, who ended his 3 1/2-year
NHL retirement in December, says he has talked with
Aug. 26: Barkley says he believes Jordan will return
Jordan and expects a comeback.
but says he doesn't think he should.
April 19: Jordan hires Doug Collins to replace
Sept. 10: Jordan all but confirms his comeback to
Leonard Hamilton as the Wizards coach. Collins
the Associated Press, CNN-SI and the Chicago Sun-
coached Jordan in Chicago as coach of the Bulls from
Times, saying, "I'm doing it for the love of the game,
1986-89.
nothing else. For the love of the game."
May: Jordan passes through Phoenix to scout talent
Sept. 14: In light of the Sept. 11 terrorist attacks on
and organizes a pickup game with Suns guard
the World Trade Center in New York and the
Anfernee Hardaway, Barkley and several other play-
Pentagon, a news conference to announce Jordan's
ers. After the game, Hardaway says it was apparent
decision on returning, scheduled for Sept. 20, is
that a comeback was feasible.
scrapped.
June 13: Two cracked ribs suffered during a scrim-
Sept. 25: Through a statement, he announces he will
mage with NBA and collegiate players in Chicago
sign a 2-year deal with the Wizards, thus returning to
forces Jordan to miss a month of training.
the NBA. "I am returning to the game I love as a play-
er," Jordan says.
July 14-15: Jordan practices with a collection of
rookies, free agents and young veterans at a Wizards
minicamp.

Reprinted with permission. All rights reser ved. Page 13

AS SEEN IN USA TODAY LIFE SECTION, TUESDAY, OCTOBER 30, 2001
Principals urged
to rethink roles
for quality schools
By Tamara Henry
USA TODAY
WASHINGTON -- The role of principals must be
redefined in the 21st century as U.S. schools struggle
to boost student achievement, a school leaders group
said Monday.
Gone are the days when principals spent most of
their time with bus schedules, fire drills and general
curriculum, says the National Association of
Elementary School Principals (NAESP). Today's school
leaders must keep abreast of state and federal goals,
the latest technologies and teaching practices, as well
as learn to use data to spot gaps in learning among all
students.
"Influenced by the academic standards movement --
which is demanding that we focus on equity and
instruction as never before -- school leaders are
thinking anew about how to define 'quality' in
schools and how to create and manage the environ-
ments that support it," says the NAESP in a compre-
hensive handbook.
Also, a potential shortage of school leaders has been
predicted by research that shows large numbers of
principals are reaching retirement age.
The NAESP notes six standards that redefine the
responsibilities of elementary and middle school
leaders.
Principals must be able to:
uLead schools in a way that student learning and
teacher training are key focuses; tie the daily opera-
tions to school and student learning goals that are set
by parents, staff and the community.
uSet high expectations for the academic and social
development of all students, teachers and staff.
Assure the resources to meet high standards.
Reprinted with permission. All rights reser ved.
uHire and retain high-quality teachers and hold
them responsible for student learning; provide up-to-
date technology and instructional materials.
uConnect professional development to school
learning goals; provide opportunities for teachers to
work, plan and think together.
uConsider a variety of data sources to measure per-
formance.
uShare leadership and decision-making with par-
ents, teachers and the community.
"Regardless of location, racial or socioeconomic
demographics, communities demand that principals
lead the instructional and academic performance in
their schools," says Darrell Rud, NAESP president and
principal of Newman Elementary in Billings, Mont.
The standards, written by a panel of principals, build
on two previous NAESP publications. They will be dis-
tributed free to all association members, federal and
state policymakers, leaders in the education commu-
nity and others involved with recruitment and devel-
opment of principals.
While not mandated, Rud says the standards should
give schools and communities "guidelines as to what
professionals feel is a strong leader."
USA TODAY Snapshots®
Teachers give schools high grades
A nationwide survey asked teachers what grade
they would give the learning environment at their
schools. They said:
A 23%
B 36%
C 27%
D 9% Don
’t
know
1%
F 4%
Source: Heery International By Hilary Wasson and Gary Visgaitis, USA TODAY
Page 14
 For discussion Future
implications
1. Are leaders born or developed? Justify your answer. 1. What unique challenges will
2. List the common and unique characteristics for leaders in our current leaders face over
business, health and science, politics and government, the next five years? Select one
education and student life. How do each of these of the curriculum areas and
characteristics set the leader apart from everyone else? describe potential solutions to
Identify one leader you admire in each of these areas that
fits these characteristics. the future challenges.

3. According to a USA TODAY Baseball Weekly article "The 2. What encourages people to
Truth About Leadership, Exclusive Player Survey" become leaders in their
(December 5, 2001), the leader doesn’t have to be the best disciplines?
player on a team, but it is someone who has the respect of
his teammates and cares about winning. How does a leader
gain the respect of his or her teammates or colleagues? 3. What characteristics make
up a good community leader?
4. How do leaders weigh the pros and cons (calculated
risks) of decisions?
4. From what fields do you think
5. How do good leaders overcome mistakes? How do the next generation of great
leaders rectify bad decisions? Give a specific example. leaders will emerge? Why?
6. Can leadership ever go wrong? Explain how, citing three 5. What three things would you
examples. How can this be prevented?
strive to accomplish if you were
7. What are the advantages of being a leader? in a position of leadership 10
years from now?
8. What leadership abilities do you need to develop?
Outline a plan to develop those skills and abilities.

About The Expert

Joyce L. Winterton is the Associate Director for USA TODAY Education Programs. She is responsible for the
development of educational strategies, resources and partnerships. Her previous experience includes
Partner Development Team Leader for the National FFA Organization; Executive Director of a Presidential
Advisory Council--the National Council on Vocational Technical Education, Deputy Assistant Secretary for
Vocational and Adult Education in the United States Department of Education, the first Director of the
Presidential Academic Fitness Awards Program, and a staff member for the U.S. Senate Committee on Labor
and Human Resources. She has worked with various national and state student leadership organizations and
is a facilitator for Franklin Covey leadership training. Joyce has been a high school teacher, a teacher educator
and a home economist in business. She earned her B.S. and Masters degrees from Utah State University in Home Economics
Education and her Ph.D. from Colorado State University in Vocational-Technical Education, and Counseling and Guidance.

Additional resources
Now, Discover Your Strengths, www.cylc.org (Congressional Youth Leadership Council)
Marcus Buckingham & Donald O. Clifton
www.nylc.org (National Youth Leadership Council)
Welch, An American Icon, Janet Lowe
www.teenleader.org
Essence of Decision, Graham Allison and Phillip Zelikow
Leadership is an Art, Max Depree www.myskillsprofile.com
The 7 Habits of Highly Effective People, Stephen R. Covey www.leadershipadvantage.com
For more information, log on to http://education.usatodaycollege.com Page 15