Video Transcript

00:09 William Bratton: I want to talk with you this morning about about my experiences in both the public and the private sector. Like you, I have had the opportunity over my career to spend time in that private sector. I'm currently the Chairman of the Kroll Corporation. Kroll we bought about a year ago for 1.1 billion dollars, 2,500 employees with about 750 million a year in revenue. In 2004, Kroll had been bought by Marsh & McLennan for over two billion dollars in cash. So we got a really good deal picking it up a few year's later for just a little over a billion.

00:48 Bratton: I'm giving you that information to, in a sense, say to you, I understand the world that you're in, that I am now back in. I'm gonna talk with you about the New York City experience to set the stage for talking about my book, "Collaborate or Perish", and those eight principles I've talked about. I'm gonna tell you a number of stories from that book as well as the story of the NYPD. I want to speak to you about, particularly, the idea of leadership and the leadership that I think that I embrace and that I exhibit and it's my leadership philosophy if you will.

01:29 Bratton: First off, as a leader, I'm a great believer in change. It's gonna happen whether you want it or not. It's better if you're leading it rather than having to respond to it. So first off, change is good. Secondly, crisis. Crisis from my perspective is opportunity. It accelerates the pace of change. If you don't have a crisis, create it. Every organization I have gone into, I have sought to go into an organization in crisis. If it is not in a significant enough crisis, I will create one even more significant to expedite change. I think of myself as a transformational leader, as a transformational change agent. I think over 40 years, I've been by and large successful. I've been knocked on my ass several times, but being knocked on my rear end has actually helped me to develop and move along in a stronger way. So far, I've had largely successes, I've had failures, and I'll talk about several of those failures also as we exchange ideas this morning.

02:31 Bratton: In terms of what turns me on, one of the things I enjoy is quotes. Whether it's books, statements. In terms of the leadership philosophy I'm espousing to you, it's shaped by a number of quotes that I'd like to share with you this morning. Some may be familiar with you, some may not. Gandhi, the great civil rights leader of India emulated by Martin Luther King in our own country. Gandhi is probably one of the most significant leaders in the history of the world. He got an expression that I embrace, "To create change in a society, we must become the change". If you want to create change in your company, I wanted to create change in my profession, the police profession. I wanted to create a profession that was successful rather than one that in the '70s, '80s, and indeed into the '90s was failing. You have to become the living embodiment of that change. You have to exhibit passion, confidence, optimism, in good times and in bad. And, in fact, in bad times, that's when leadership is even more essential. The idea of "in crises", crisis is when leaders really rise to the occasion. And Gandhi was all about that. He lived the dream. He lived what he was espousing, and he brought about phenomenal change in his country.

03:58 Bratton: Theodore Roosevelt, the first commissioner of the NYPD, the department I served proudly in the 1990s, "The best executive is the one who has sense enough to pick good men and women to do what he wants done and self-restraint enough to keep from meddling with them while they do it." The idea of empowerment. Surround yourself with smart people. Often times, as I have done with people a lot smarter than me on a lot of subject areas that I did not have sufficient knowledge to basically take advantage of that knowledge, but I could take advantage of people who did have that knowledge. And the idea is team building. Once again, leadership. If you are an army of one, you're not gonna get anything accomplished unless you can gather around you an army that's willing to march with you and work with you.

04:50 Bratton: Jim Collins. Jim Collins, "First get the right people on the bus, the wrong people off the bus, and the right people in the right seats." Every organization I've ever gone into, public or private, that philosophy when I read his book, when I got a chance to meet him, that is effectively what I did and I think what you ultimately have to do. That you cannot be successful if you're leading a group of people who don't share your passion, who don't share your vision, who don't share your goals and you cannot be successful if you don't share their's. If you're not willing to allow them to share with you their ideas, their passions so you can effectively force-multiply your own with theirs.