According to the Federal Bureau of Investigation's web site, "Public Corruption is one of the FBI's top investigative priorities — behind only terrorism, espionage and cyber crimes — because American democracy and national security depend on a healthy, efficient and ethical government. Public corruption can impact everything from how well our borders are secured and our neighborhoods protected… to verdicts handed down in the courts of law… to the quality of our roads and schools".

In addressing this grave crisis of corruption, the FBI stated in its Strategic Plan for 2004-2009 that "in almost every case, greed is the principal motivating factor in public corruption. This is a significant concern for as government funding expands to increase security at the borders, criminal enterprises will expand their recruitment efforts of public and law enforcement officials to bypass the increased security". The FBI continues its strategic plan with an objective of reducing law enforcement corruption within the United States to increase our country's public and national security. Another objective is to reduce public corruption in the country's federal, state and local governments as well as in the judicial system to increase public confidence in America's government institutions.

Unfortunately, in the midst of this noble goal of the FBI are the continuous scandalous headlines of public corruption which make the FBI's plan so critical to the health of America. On January 3, 2006 lobbyist Jack Abramoff pleaded guilty to federal charges of conspiracy, tax evasion and mail fraud agreeing to fully cooperate in an influence peddling investigation that threatens powerful members of the U.S. Congress. Mr. Abramoff agreed with U.S. District Court Judge Ellen Havelle when she said that he engaged in a conspiracy involving "corruption of public officials" as well as a scheme to provide campaign contributions, trips and other items "in exchange for certain official acts". According to the initial Associated Press report, the plea agreement will recommend a sentence of 9½ to 11 years providing that Abramoff cooperates with federal prosecutors in a wide-ranging corruption investigation which is believed to be focused on as many as 20 members of Congress and their aides.

Almost as simultaneous as a Swiss mastered timepiece to these headlines of public corruption were headlines graphically depicting the continuous corruption scandals within the American private sector. On December 29, 2005, former Enron accounting Chief Richard Causey's guilty plea to securities fraud for his role in the devastating financial scandal that drove the energy titan into bankruptcy in 2001 was being hailed as a big win for the government in their case against other former top executives at Enron. Prosecutors said that Causey pleaded guilty to one count of securities fraud and could get 7 years in prison under the plea deal. Greed expressed through these contemptuous corrupt activities is damaging not only to American infrastructure but literally destroys the lives of American people. The Enron bankruptcy, once the nations 7th largest company, cost 4,000 employees their jobs and life savings and led to billions of dollars of losses for investors. Tragically, and with grave consequences to society, there is a legion in American leadership positions in both the public and private sector where a lack of character is subservient to greed. The price of leadership in America politics and business must be character and never purchased for the highest bid.

Aside from the FBI’s concern with public corruption, the White House has a Corporate Fraud Task Force and pursues an aggressive agenda to fight corporate corruption by:

• Exposing and punishing acts of corruption
• Holding corporate officers and directors accountable
• Protecting small investors, pension holders and workers
• Moving corporate accounting out of the shadows
• Developing a stronger, more independent auditing system
• Providing better information to investors

Complimenting the agenda of the Task Force is the White House's "Ten Point Plan" which includes that investors should have prompt access to critical information, CEO's should personally vouch for the veracity of company disclosures, company officers who abuse power lose leadership positions and investors must be assured of the complete integrity of company auditors.

PRINCIPLES OF LEADERSHIP

As a response to the current culture of corruption, time tested leadership skills will transform America to its rightful destiny.

Leadership must have the courage and conviction to inflame
the sentiments of a company, community and country.

Thomas Jefferson dared to speak for all Americans when he wrote that Parliament had no authority whatsoever over Americans, who were only "subject to the laws which they had adopted at their first settlement" and laws accepted by their own legislatures. In his bold conviction, Jefferson no longer petitioned the King of England as his subject or even as an Englishman and he spoke of England as a foreign country. He called for Americans to make resistance to the British "it's common cause and exert their rightful powers to reestablish their constitutional rights." Jefferson encouraged a boycott of British goods and referred to the colonies as states. Although aware that his writings would be considered treason punishable by hanging, Jefferson inflamed the hearts of patriots with his passion against the corrupt British King.¹

Leadership must accept the diversity and talents of the team
and forge partnerships, cohesion and significance to a cause.

The most prominent political leaders in early America were John Adams, Aaron Burr, Benjamin Franklin, Alexander Hamilton, Thomas Jefferson, James Madison and George Washington. This was a collective enterprise of diverse personalities, talents and styles which resulted in a dynamic balance despite mutual imperfections (particularly with the Burr/Hamilton duel) because of their conviction in a common cause. They knew each other personally, broke bread together, attended meetings together and corresponded with one another. Living for posterity and aware that they were involved in events of historical significance motivated them.²

Leadership must be grounded in moral self confidence developed
by understanding through study, hard work and education.

Abraham Lincoln developed rare powers of concentration which he would use throughout his life. He developed his confidence by digging into books for what he wanted. His powers of understanding what was being communicated encouraged his self confidence but he was willing to pay the price through a lifetime of study, reflection and concentration.³

Leadership must be built on foundations of training,
discipline, preparation and trust in the team.

Prior to the June 6, 1944 D-Day invasion, the 101st Airborne, the 82nd Airborne and the 4th Infantry Division made up the VII Corps with the objective of taking Utah Beach. The 101st was to seize the roads through an intricate, tricky and dangerous night drop. So for twenty-two months prior to D-Day, training was continuous. The men were as hardened physically as is was for human beings to be, even more so then professional boxers or football players. They were disciplined, prepared to carry out orders instantly and unquestionably and were experts in many disciplines. They could operate radios, knew a variety of hand signals, could recognize smoke signals and were skilled in tactics. Each man knew his duties and responsibilities and was prepared to assume the leaders duties if necessary. They could sleep in a field, in a fox hole, march all day and all night. They knew and trusted each other with their lives.⁴

Leadership is only authentic when courage and character are its foundation.

The battle of Iwo Jima was America's most heroic battle which clamed 25,851 U.S. casualties, including nearly 7,000 dead over almost thirty-six days. More medals for valor were awarded for action on Iwo Jima than in any battle in the history of the United States. The Marines were awarded eighty-four Medals of Honor in World War II, that is, twenty-two per year average for four years, about two per month. But in just one month of fighting on the island of Iwo Jima, they were awarded twenty-seven Medals of Honor, one third of their four year total.⁵ As forever memorialized on the Washington DC Iwo Jima memorial, "Uncommon Valor was a Common Virtue".

Leadership must be expressed in the sincere concern
for others and the charisma to be in touch and circulate.

Although Winston Churchill could match wits with the most brilliant of minds, he was an intensely human man and comfortable with casual social contact with individuals within every level of society and the military. Churchill was able to interact with individuals in the trenches and the streets, listen to concerns and suggestions, improve the work environment, lunch with colleagues and subordinates and allow his work to flow seamlessly into the rest of his life.⁶

Leadership builds hope and confidence.

Winston Churchill's words were able to motivate and inspire England while they were also able to sting the heart of the enemy. Consider his words broadcast on the BBC on June 18, 1940, just a few hours after hearing the devastating news that the French had capitulated:

"The news from France is very bad and I grieve for the gallant French people who have fallen into this terrible misfortune… What has happened in France makes no difference to our faith and purpose. We have become the sole champions now in arms to defend the world cause. We shall do our best to be worthy of this high honor… We shall fight on unconquerable until the curse of Hitler is lifted from the brows of men. We are sure that in the end all will be well".⁷

Vincent J. Bove, CPP is a Board Certified Protection Professional, Board Certified Crime Prevention Specialist, Certified Law Enforcement Instructor and U.S. Department of Justice Certified Community Anti-Terrorism Awareness Trainer.

He is the 2007 New Jersey recipient of the prestigious FBI Director's Community Leadership Award and was hand-selected to serve as a facilitator and mentor for the 2007 National Conference on Ethics in America and speaker for the 2008 conference at the United States Military Academy at West Point.

"Vincent J. Bove is considered one of the foremost national experts on school and workplace violence prevention, specializing in facility protection, evacuations, terrorism prevention and leadership training." -- U.S. Senate

You can visit Mr. Bove's website at www.vincentbove.com or email him at vincent@vincentbove.com