Read Ebook {PDF EPUB} Turnaround Crisis Leadershipand the Olympic Games by Mitt Romney Turnaround: Crisis, Leadership, and the Olympic Games. Turnaround: Crisis, Leadership, and the Olympic Games is a 2004 book written by Governor of Massachusetts Mitt Romney with the acknowledged assistance of Timothy Robinson. The book tells the account of the scandal and turnaround of the 2002 Winter Olympics in Salt Lake City. A paperback edition was released in 2007. v t e. U.S. Senatorfrom Utah (2019–present) 70th Governor of Massachusetts (2003–2007) Governor of Massachusetts Massachusetts health care reform 1994 senatorial election 2002 gubernatorial election 2008 presidential campaign 2012 Republican National Convention 2012 presidential campaign "Binders full of women" Paul Ryan. Business career Bain & Company Bain Capital. Turnaround: Crisis, Leadership, and the Olympic Games No Apology: The Case for American Greatness. Family tree Ann Romney (spouse) Tagg Romney (eldest son) George W. Romney (father) Lenore Romney (mother) Scott Romney (brother) Gaskell Romney (grandfather) Harold A. Lafount (grandfather) Miles Park Romney (great-grandfather) Ronna Romney McDaniel (niece) Book Category Conservatism portal. This article about a non-fiction book related to sports is a stub. You can help Wikipedia by expanding it. v t e. Related Research Articles. Development hell , development purgatory , development limbo , or production hell is a media industry jargon for a film, video game, record album, television program, screenplay, software application, concept, or idea that remains in development for an especially long time, often moving between different crews, scripts, or studios before it progresses to production, if it ever does. Projects in development purgatory are not officially cancelled, but progress until development has reached a satisfying state ready for production. Charles Hewes Moore Jr. was an American track and field athlete, as well as a philanthropist, businessman, and champion of societal reform. Moore won a gold medal in the 400 metre hurdles in the 1952 Summer Olympics with a time of 50.8 seconds, narrowly missing the world record of 50.6 seconds. He had set the American record during Olympic qualifying. He also ran the third leg of the second-place 4×400 metres relay at the Olympics. Moore finished second for the James E. Sullivan Award for top U.S. athlete in 1952, and was selected as one of "100 Golden Olympians" in 1996. In 1999, he was inducted into the United States National Track and Field Hall of Fame. Charles Moore, an Olympics athlete of track and field died on October 8th, 2020 in Laporte, Pennsylvania. He was 91 years old. Turnaround may refer to: A lead sheet or fake sheet is a form of musical notation that specifies the essential elements of a popular song: the melody, lyrics and harmony. The melody is written in modern Western music notation, the lyric is written as text below the staff and the harmony is specified with chord symbols above the staff. A turnaround or turnaround deal is an arrangement in the film industry whereby the production costs of a project that one studio has developed are declared a loss on the company's tax return, thereby preventing the studio from exploiting the property any further. The rights can then be sold to another studio in exchange for the cost of development plus interest. Byron Kathleen Mitchell , better known as Byron Katie , is an American speaker and author who teaches a method of self-inquiry known as "The Work of Byron Katie" or simply as "The Work." She is the founder of Byron Katie International, an organization that includes The School for the Work and Turnaround House in Ojai, California. TIME describes her as "a spiritual innovator for the 21st century." " All Blues " is a jazz composition by Miles Davis first appearing on the influential 1959 album Kind of Blue . It is a twelve-bar blues in 6 8 ; the chord sequence is that of a basic blues and made up entirely of seventh chords, with a ♭ VI in the turnaround instead of just the usual V chord. In the composition's original key of G this chord is an E ♭ 7. "All Blues" is an example of modal blues in G mixolydian. In jazz, a turnaround is a passage at the end of a section which leads to the next section. This next section is most often the repetition of the previous section or the entire piece or song. Turnaround is the fourth studio album by Irish boy band Westlife, released on 24 November 2003 by BMG. It was also the band's fifth album to be released as a five-piece and with RCA Records and Sony BMG. The first single released was the upbeat track, "Hey Whatever". The next single was a cover of the Barry Manilow hit, "Mandy". The band's version earned them their 12th UK number one and an Irish record of the year award. "Obvious", an original song, was the third and final single released from the album. The United States U-23 men's national soccer team , also known as the United States men's Olympic soccer team , is a youth soccer team operated under the auspices of U.S. Soccer. Its primary role is qualification into and competition at the quadriennial Olympic Football Tournament, the next of which is to be held during the 2020 Summer Olympics in Tokyo, Japan. The team's most recent major tournament was the tournament at the 2016 Summer Olympics, in which the United States team did not qualify. In music, the vi–ii–V–I progression is a chord progression. A vi–ii–V–I progression in C major is shown below. The Turnaround! is an album by jazz tenor saxophonist Hank Mobley recorded on March 7, 1963 and on February 4, 1965. It was released in 1965 by Blue Note Records. It features performances by Mobley with Donald Byrd, Herbie Hancock, Butch Warren and Philly Joe Jones from the earlier session and Freddie Hubbard, Barry Harris, Paul Chambers and Billy Higgins from the latter. Eldwick is a small village near Bingley in the City of Bradford district in West Yorkshire. It is split up into two main parts, Eldwick, the main populated part, and High Eldwick, the larger but less populated section, situated on Bingley Moor. In jazz, the Tadd Dameron turnaround , named for Tadd Dameron, "is a very common turnaround in the jazz idiom", derived from a typical I−vi−ii−V turnaround through the application of tritone substitution of all but the first chord, thus yielding, in C major: Sami El-Sheshini is an Egyptian former professional footballer who played as a defender. Albert Angrisani , also known as Al Angrisani was a leading expert on corporate turnarounds and the former Assistant U.S. Secretary of Labor under President Ronald Reagan, as well as an author and business media personality. As a result of his professional background in the public and private sector, he has been a regular commentator on several national news programs including CNBC, Fox Business News, and Bloomberg TV. In music, the V–IV–I turnaround , or blues turnaround , is one of several cadential patterns traditionally found in the twelve-bar blues, and commonly found in rock and roll. The cadence moves from the tonic to dominant, to subdominant, and back to the tonic. "In a blues in A, the turnaround will consist of the chords E 7 , D 7 , A 7 , E 7 [V–IV–I–V]." V may be used in the last measure rather than I since, "nearly all blues tunes have more than one chorus (occurrence of the 12-bar progression), the turnaround (last four bars) usually ends on V, which makes us feel like we need to hear I again, thus bringing us around to the top (beginning) of the form again.". Michael Robert Payne is an English and Irish marketing executive and author, for many years head of the marketing division of the International Olympic Committee (IOC) and from 2012 with Formula One Group. He is the author of the 2005 book Olympic Turnaround and contributes widely to the media on sports business issues. Visible Ink Press, LLC is a publisher of popular reference works. Its headquarters are in Canton Charter Township, Michigan in Metro Detroit. It was founded in 1989 as an imprint of Gale and later spun-off as an independent company in 2000. The Handy Answer Book Series is published by Visible Ink, as were the MusicHound Essential Album Guides. Ameliaranne Ekenasio is an Australian-born, New Zealand netball player. What You Need to Read: The Mitt Romney Summer Book List. July 18, 2012 -- intro: Bookstore shelves may be loaded with books on President Obama, but there's no shortage of material on GOP candidate Mitt Romney. Books on the former Massachusetts governor can be found with topics ranging from his Mormon faith to policy. Since there's nothing on TV but summer reruns and negative campaign ads, here are some books on Mitt to get to know the candidate better. Check Out Obama's Summer Reading List HERE. quicklist: 1title: In His Own Words: Written By Mitttext: Mitt has two books he authored: "No Apology: Believe in America" and "Turnaround: Crisis, Leadership, and the Olympic Games" co-authored by Mitt Romney and Timothy Robinson. Both books detail Romney's vision for America and what he has done or intends to do to fulfill that vision. The first part of the title of "No Apology" (released in 2010) and is a play off of Romney's contention that President Obama had apologized for past American actions during trips abroad, while the back half suggests Romney's unfaltering belief in American exceptionalism. The second book, "Turnaround: Crisis, Leadership, and the Olympic Games," is co-authored by Romney and delves into his successes as CEO of the 2002 Salt Lake City Winter Olympics. His turnaround of the disorganized and debt-plagued games is something Romney mentions frequently in his campaign. No Apology: Believe in America (2011) Turnaround: Crisis, Leadership, and the Olympic Games (2007) quicklist: 2title: Biographiestext: Who is Mitt Romney? His pristine appearance, even temper and relatively private personal life constantly may have some Americans asking: Who is this guy? Authors Ron Scott, Michael Kranish and Scott Helman have written two books to shed some light upon our potential next president. Scott's "Mitt Romney: An Inside Look at the Man and his Politics" delves into the character, convictions, successes and downfalls of the GOP presumptive nominee. In their bio, Boston Globe reporters Kranish and Helman hope to discover the "Real Romney" by digging up personal stories of his past (including the well-publicized time at Cranbrook prep school in Michigan) as well as the components of his professional life. Mitt Romney: An Inside Look at the Man and His Politics (2011) The Real Romney (2012) quicklist: 3title:The Mormon Questiontext: Mitt Romney is a Mormon presidential contender who has mostly avoided talking directly about his faith. Multiple books have been released criticizing Romney's ability to lead as a Mormon practitioner. "A Mormon in the White House?: 10 Things Every American Should Know about Mitt Romney" was authored by radio personality Hugh Hewitt and released in 2007. It offers a theory that a Mormon cannot serve as president. In his book, Hewitt analyzes Romney's vows of conservatism as well as him credentials as a leader to support this theory. Tricia Erickson's "Can Mitt Serve The Two Masters?: The Mormon Church Vs. The Office of the Presidency of the United States of America" delves into the practices of Mormonism while comparing those values with those of Romney which she believes to be socially and fiscally liberal. Not all authors reject the idea of Mormons serving in the Oval Office, but they do recognize its challenges. "The Mormon Faith of Mitt Romney: What Latter-Day Saints Teach and Practice" written by non-Mormon pastor and author Andrew Jackson presents an inside look into Romney's faith providing its history as well as potential implications Romney will face if elected president. "The Mormon Quest for the Presidency: From Joseph Smith to Mitt Romney and Jon Huntsman" written by co authors Newell G. Bringhurst and Craig L. Foster analyzes the quest of politicians running for the presidency and struggling to defend their Mormon faith through their journey. Some of the 11 American politicians who ran for the highest office include: Joseph Smith, Morris "Mo" Udall, Orrin Hatch, Jon Huntsman Jr., and father of GOP candidate George Romney. A Mormon in the White House?: 10 Things Every American Should Know about Mitt Romney (2007) Can Mitt Serve The Two Masters?: The Mormon Church Vs. The Office of the Presidency of the United States of America (2011) The Mormon Faith of Mitt Romney: What Latter-Day Saints Teach and Practice (2012) The Mormon Quest for the Presidency: From Joseph Smith to Mitt Romney and Jon Huntsman (2011) quicklist: 4title: Pro-Romney-as-Presidenttext: Though there is a wealth of books criticizing politicians, supporters of these candidates voice their opinions too. "Political Power: Mitt Romney" sees Romney as "The Great White Hope in the 2012 Presidential Election," praising him as the front running presidential nominee. Authors Lisa Ray Turner and Kimberly Field have also tried to dispel negative press surrounding Mitt Romney by shedding light on his successes at Bain Capital as well as those concerning the 2002 Olympics in "Mitt Romney: The Man, His Values, and His Vision." These writers examine Romney as a man of exceeding ability and will to lead. Turnaround: Crisis Leadershipand the Olympic Games by Mitt Romney. BOOK REVIEW by OnTheIssues.org: This book is about Mitt Romney's experience as the chairman of the Salt Lake Organizing Committee (SLOC), which ran the Salt Lake City Winter Olympic Games in 2002. Some of Romney's comments in the book hail back to his time at Bain Capital, or forward to his time as Governor of Massachusetts. But mostly it's about SLOC, so most of our excerpts are about the principles & values he developed and/or describes from there. Romney is widely credited with "turning around" the Olympics, after a series of scandals within SLOC involving corruption and bad financial planning. Romney overcame both problems, and pulled off a successful Olympics, which was viewed as having recovered the integrity of the Games, while also turning a profit. Romney's performance in the Olympics was exemplary and outstandingly positive. However, he claims he never thought about the political implications of running the Olympics; and he claims he never considered running for Governor while at the Olympics. I don't believe that for one second. Romney ran for Senate against Ted Kennedy in the 1990s, and made a decent showing against the single most entrenched incumbent in the Senate. Everyone in Massachusetts politics, including myself, always assumed Romney would run for office again, and fully expected him to segue from the Olympics to a gubernatorial run. If Romney was surprised by that turn of events, he was the only one! Romney, in effect, rode the coattails of his Olympic turnaround to victory in the Massachusetts gubernatorial election of 2002. There was no gap between the two -- Romney flew back from Utah and immediately entered the gubernatorial race. Similarly, there was no gap after Romney retired from the Governor's position -- he announced for President the day after the inauguration of Deval Patrick, his successor. So Romney is still, in effect, riding the coattails of the Olympics in the presidential race. The Real Story of Romney’s Olympic Turnaround. Republican presidential candidate, former Massachusetts Gov. Mitt Romney pauses during a campaign event at Horizontal Wireline Services on Tuesday, July 17, 2012 in Irwin, Pa. On the night of February 8, 2002, Mitt Romney stood next to President George W. Bush at the center of the Salt Lake City Olympics’ opening ceremony. Bathed in a spotlight that illuminated the blue ice, the two men watched as a cadre of New York City cops and firefighters marched into the hushed stadium, toting a tattered flag from the World Trade Center, which had been flattened just five months earlier. Members of the 1980 U.S. Olympic hockey team that famously vanquished the Soviets lit the Olympic cauldron. As the Mormon Tabernacle Choir’s rendition of the national anthem echoed off the snow-dusted mountains, the 43rd President turned to the man who now could be the 45th and marveled, “That was a great moment.” It is hard to imagine a headier arrival on the national stage. The patriotic tableau punctuated Romney’s three-year struggle to transform the scandal- scarred 2002 Games into a smash success. In time, the Olympics would create the myth of Mitt, vaulting a little-known private equity executive into the pages of People magazine and the top ranks of the Republican Party’s rising stars. Romney was elected governor of Massachusetts later that year, the afterglow of the Games still warm in the public’s memory. With the timing of his retirement from Bain Capital under scrutiny and his governorship complicated by a health-care law his party dislikes, Romney’s stewardship of the Olympics has increasingly formed a cornerstone of his case for the presidency. That amalgam of business acumen and civic leadership “matches almost perfectly what the U.S. needs in our next President,” according to Mike Leavitt, who as Utah’s governor during the Olympics helped recruit Romney to run the Games, and now heads up the candidate’s White House transition team. On the campaign trail, Romney often invokes his stint in Salt Lake City as an example of how he would govern in troubled times. “I led an Olympics out of the shadows of scandal,” he told an audience earlier this year, suggesting those talents could be applied to the sluggish U.S. economy as well. As Romney takes a victory lap this summer in London, where the Summer Games begin July 27, a closer look at his Olympic exploits reveals a more complicated story. Nobody disputes that Romney played a major role in the 2002 Games’ success. But some Utahns criticize Romney for embellishing the problems he inherited to inflate the scale of the turnaround. And if Salt Lake was a test case for Romney’s leadership, it was also a controlled experiment, one that unfolded in the capital of the Mormon Church—which, like the rest of the U.S., had a vested interest in the Games’ success. As President, Romney would face fierce resistance not only from a hostile opposition party, but also factions of his own. If Romney wins the White House, he owes a debt of gratitude to the International Olympic Committee, whose notoriously crooked folkways presented an opening for him in late 1998. Salt Lake had courted the IOC for decades, and after narrowly losing the 1998 Games to Nagano, Japan – whose representatives plied IOC members with an array of perks – two senior members of the Salt Lake organizing committee allegedly tried to lure the games to Utah with gifts ranging from college tuition for members’ kids and free medical care to custom-designed doorknobs and bathroom fixtures. The value of the handouts topped $1 million. When the scandal surfaced, the ensuing media firestorm threatened to engulf the Games. As organizers sought a new chief executive to dispel the cloud of scandal, they zeroed in on Romney. “He had his mother’s good looks, his father’s charisma and his own intellect. He was just an ideal person,” says Robert Garff, who as the former chairman of the Salt Lake organizing committee helped hire Romney. Though he wasn’t a local, Romney’s religion plugged him into the culture of a state that is 62% Mormon. Says Garff: “We wanted someone who understood our mores.” Cribbing from the blueprint he had written at Bain Capital, Romney launched a “strategic audit,” spending weeks poring over every budget line item, from the torch relay to doping controls. According to Romney, the results were startling. The balance sheet was busted. Jittery sponsors seemed poised to bolt. Investigations into the committee’s alleged influence peddling threw a pall over the city, and public opinion about the event had cratered. “The tsunami of financial, banking, legal, government, morale, and sponsor problems following the revelation of the bid scandal swamped the organization,” Romney writes in Turnaround . “It was the most troubled turnaround I had ever seen.” Romney set to work, ordering a new era of austerity to bridge an estimated $379 million shortfall. Gone were the free lunches for volunteers. At meetings, board members were asked to fork over a dollar for a slice of pizza or a soda. Romney nixed five-star travel accommodations, scrapped costly segments of the ceremonies and swapped out color marketing brochures for black-and-white. (He also reportedly outsourced the making of the torchbearers’ uniforms to Burma.) At the same time, he crisscrossed the country to soothe rattled sponsors and sell new ones. He went hat in hand to Washington, and helped wring a record $342 million in direct funding from federal appropriators. Though Olympic Games’ have a habit of nearly failing dramatically before succeeding brilliantly, the Romney turnaround formula certainly worked: Salt Lake sold 95% of available tickets, harnessed the contributions of some 23,000 volunteers and finished with a surplus of about $100 million, much of which was funneled into a fund for facility upkeep. It remains “the high-water mark of the Olympic Winter Games,” says Garff, who assigns considerable credit to Romney, “the captain of the ship during a very precarious time.” Romney describes his methods in Turnaround , a book that’s part case study, part leadership manual, and part personal narrative, written in the self-congratulatory style of an author’s acknowledgement page. Dictated while commuting between his chalet in Park City and the committee’s downtown offices, Turnaround offers a sanitized but revealing peek into the management style of a man who gets panned for seeming robotic on the campaign trail. Romney instituted a rule that required every meeting to begin with a joke. (“I love laughing,” he writes, in the way of people who don’t do it very often.) Polo shirts replaced suits. At one team-building function, he played Romeo in a spoof of the balcony scene from the Shakespearean tragedy. Romney displayed agile political skills, assiduously courting the press and sidelining his critics. Other episodes airbrushed out of Turnaround revealed his leadership wasn’t all fun and games. Locked in a traffic jam on the way to a downhill skiing event one afternoon, Romney hopped out of an SUV and began directing traffic over the objections of a volunteer and local police. Critics say Romney bristled at public criticism. Ken Bullock, a member of the organizing committee’s board who sparred with Romney on multiple occasions, describes one skirmish at the state capitol after a group of city officials rebuffed Romney’s request to defer a sales tax repayment. According to Bullock, the CEO pulled him into a private room and warned, “You don’t want me as an enemy.” How much credit Romney should receive for the Games’ success is a matter of some debate. Romney’s campaign argues the event was “on the verge of collapse” until the candidate “salvaged” a success from “certain disaster.” These claims clash with assessments from other observers. “Mitt did a great job,” says former Democratic Salt Lake mayor Deedee Corradini. “We were behind where we would have liked to have been when he came in. But there was no doubt in anyone’s mind that we would have had a successful Games no matter what.” Critics say Romney overstated the scale of the Games’ budget woes. “The crisis was one of image. It was not a fiscal crisis,” says Bullock. Others think Romney wanted to magnify the scandal to cast himself as a savior. “It’s remained a scandal because Mitt made it that way by overblowing the problems,” says Sydney Fonnesbeck, a Democrat and former Salt Lake City council member who recalls Romney urging her to ask Tom Welch, the former head of the bid committee, to plead guilty to bribery charges. (A federal judge dismissed allegations against Welch and a fellow executive.) “From the day he came in,” she says, “it was pretty clear that he was there for Mitt and was going to run for governor.” In his book, Romney dismisses this charge. “Who knew where it could lead?” he writes. “I gave very little thought at all to what I would do afterward. Many people can’t believe that. They think that I had calculated the political benefits. But honestly, I had no idea. I saw no political connection at all.” As the public face of the Games, Romney was by design a ubiquitous presence. Promotional pins were sold bearing his likeness. One depicted the lantern-jawed CEO swaddled in an American flag; a Valentine’s Day version, with Romney’s face encircled by hearts, bore the words: “We Love You, Mitt.” A month after the closing ceremony, Romney was headed back to Boston to run for governor. It’s not his stint on Beacon Hill, however, that Romney’s circle tends to tout as a testament to his management mettle. And as the questions about offshore bank accounts and the timing of his departure from Bain multiply, Romney seems eager to change the subject from his former firm. As they parry the Bain criticism, Romney’s advisers and surrogates are increasingly using the five interlocking rings as a tidy symbol of his business acumen. To be sure, there are similarities between the two challenges. When Romney took over, recalls former Utah Governor Leavitt, “people needed to believe again, to have confidence. They had a deficit that needed to be healed. Then they needed to execute.” Each problem, Leavitt says, lines up with the ones vexing the U.S. “I just think it’s an almost eerie parallel.” But even then, Romney knew that operating as a politician was a different art than operating as a CEO, one with greater limitations and less control. “The federal government is not like a large corporation with centralized decision-making,” he writes in Turnaround . “It is more like hundreds of independent entities, each pursuing their own agenda.” Romney picked up this lesson from his days wheedling Congress for cash. But from Herbert Hoover to Jon Corzine, political history is littered with the cautionary tales of corporate titans who tried to translate their talents from the boardrooms of finance to the cloakrooms of the Capitol. Not to mention the countless others who ran on corporate savvy and lost. If he can avoid that fate, Romney might find that running a rah-rah sporting event bears little or no relationship to operating in today’s bitter political environment. As President, he would have to contend with a hostile opposition party, not to mention factions of his own still suspicious of the candidate’s principles. The successes of Salt Lake City came as the nation’s patriotism peaked in the wake of 9/11. It was a special moment. As George W. Bush might tell Romney if they shared a stage today, such moments don’t last. Mitt Romney in Turnaround, by Mitt Romney. I later joked with the press that it was due to an overdeveloped community service gene. And that was not far from the truth. Ann�s arguments had resonance, but they had resonance because she knows my core beliefs and life aspirations. She knows that somewhere deep inside, I hoped to commit myself to things greater than making a living or building a fortune. It was the spirit of service in one form or another--a family poltergeist that has haunted my ancestors for generations. It was the legacy of my heritage. Source: Turnaround, by Mitt Romney, p. 7 Aug 25, 2004. On Principles & Values: Ran against Kennedy in 1993 to offer a different vision. We recognized that there was no way I was going to beat him. After I won the primary, and was ahead in the polls, Kennedy launched a particularly effective attack campaign, portraying me as a money-grubbing businessman. He beat me soundly. We wanted to raise new ideas for government, and help rebuild a disappearing second party. But after it was over, we did not feel like we had accomplished what we set out to do. Source: Turnaround, by Mitt Romney, p. 13-15 Aug 25, 2004. On Principles & Values: Did not consider political value of Olympics. I gave very little thought at all to what I would do afterwards. Many people cannot believe that. They think that I had calculated the political benefits. I saw no political connection at all. The idea of going to Utah as a way of helping me run in Massachusetts was nuts. If I wanted to run, I would have stayed in Massachusetts. And I had no appetite for staying in Utah for a political career. There were plenty of people who had lived there all their lives, who were prepared and qualified. I was going to Utah to run the Olympics. Ann and I felt it was the right thing to do. We felt it brought greater meaning to what we had already done. I wanted to serve the community, not run for office. Source: Turnaround, by Mitt Romney, p. 19-20 Aug 25, 2004. On Principles & Values: Pronounced dead at age 20 from car accident in Paris. Tragically, there was a fatality; one of my passengers was pronounced dead at the scene. I was also pronounced dead. One of the gendarmes found me unconscious and wrote, �il est mort� on my passport. My parents and Ann, my then-girlfriend, learned I had expired. They did not believe it. My father called Sargent Shriver, who was then the US ambassador at the American embassy in Paris. Shriver assured them I was very much alive. At the hospital where we were taken, the doctor�s triage led him to focus on another colleague. Broken ribs, facial lacerations, & bleeding were more threatening then my broken arm & swollen forehead. Source: Turnaround, by Mitt Romney, p. 39-40 Aug 25, 2004. On Budget & Economy: Remedies for budget imbalance: cut expenses or raise revenue. So, the answer would have to be new revenues--marketing and sales. The good news was that companies had already signed on as sponsors, most of them at higher support levels than in prior Olympics. But that was also the bad news: the usual suspects had already been rounded up. Source: Turnaround, by Mitt Romney, p. 48 Aug 25, 2004. On Principles & Values: Worked for Olympics with no salary and no expense account. When you take a job to perform a service, not to earn a paycheck or win a jackpot, you do not really care a lot about how people think of you. You have the absolute luxury to do exactly what you think is right. Ann kept reminding me that this was about serving. It was a great relief and it freed my anxious mind to really do what I thought was right. Source: Turnaround, by Mitt Romney, p. 55-56 Aug 25, 2004. On Corporations: Company�s culture must align with mission, or mission fails. One of the more revealing observations was that our firm�s culture was inconsistent with our stated mission, with stress and dissonance as the result. At Bain Capital, we aspired to have a firm that put our investors� interests first, even before our own. But competitive self-interest increasingly figured quite prominently in decision-making. We went to work to change our culture, to make it more consistent with our personal values and with the objectives we had for our firm. The struggle for integrity between mission and culture was never abandoned. And that made Bain Capital a better place to work. Source: Turnaround, by Mitt Romney, p. 83-84 Aug 25, 2004. On Principles & Values: SLOC�s guiding principles: teamwork, pride, integrity, fun. SLOC�S GUIDING PRINCIPLES Teamwork Involve stakeholders Think horizontally, not vertically Consider other viewpoints; find win-win solutions Emphasize team success Seek Gold Medal performances in your job Love what you do Relish small achievements Realize your impact Be honest and direct Accept feedback, avoid defensiveness Seek prompt resolution to issues Listen more; talk a little less Be loyal to those not present Do what you say you�ll do No hidden agendas Value diversity Take your work seriously, not yourself Encourage laughter Don�t sweat the small stuff Look for opportunities to include others. On Principles & Values: $100M in SLOC donations criticized as special deals for rich. We designed a donor package of benefits. Our bronze level cost $100,000 and entitled the donor to 4 tickets each to even of several prime events over the 17 days of the Games. Silver was $500,000 and brought 8 ticket packages & other benefits. A cool million included 12 ticketing packages. Because no good deed goes uncriticized, the donor program attracted its fair share of naysayers. Rich people were going to get special deals. Yes, and we would get an even more special deal because these rich people would be helping us pay for Games that were in financial crisis. Dollar by dollar, million by million, we climbed toward the $100 million dollar goal. We enlisted 105 donors. We secured the $100 million. Source: Turnaround, by Mitt Romney, p. 89-91 Aug 25, 2004. On Principles & Values: $99M in deferred payments from State of Utah paid for SLOC. But, there was nothing to do but approach Utah to ask for forbearance. I knew it would not be easy. The whole point of the state payment schedule was to guarantee that Utah taxpayers would get their money out first. But if we did not keep the bank line of credit, we would not have Games and if we did not have Games, the cities and towns would get zero. Give the forbearance and the cities and towns had a shot at the whole $99 million. The legislature eventually approved the deferral. Source: Turnaround, by Mitt Romney, p.142-143 Aug 25, 2004. On Government Reform: Open document policy overcame SLOC obfuscation & scandal. It is fair to say that SLOC was the most transparent organizing committee in Olympic history--perhaps among the most publicly accessible organizations in America. The public were in attendance at every Board meeting. We built a reading room at our own expense where the public could come to examine core documents. For all intents and purposes, we were naked. I don�t know that I would recommend such transparency for every organization. But given the scandal that had grown out of obfuscation, the only way I believe we could have restored confidence was with disclosure. Source: Turnaround, by Mitt Romney, p.173-174 Aug 25, 2004. On Corporations: Piracy protection key to selling Olympic sponsorships. Use of Olympic symbols, or even the words �Olympic� or �Olympiad� without permission were easy ways for companies to get Olympic association free. The government passed a law making it illegal. We took public relations hits for our brand protection efforts. It never goes over well when the guys in the suits come down on the little Mom and Pop operations that do not know enough not to use the Olympic rings in their homegrown marketing. Source: Turnaround, by Mitt Romney, p.213-215 Aug 25, 2004. On Environment: Lit mountain with Olympic rings while placating enviro�s. They charged the installation would damage ground cover. I described our precautions: the whole program had been environmentally engineered to protect the land. We agreed to re-grade the dirt road. We also agreed to plant seed when we were through. We agreed to pay $25,000 to the Nature Conservancy endowment. The environmental groups still said no. If it were not for the courage of the Mayor standing up to some constituents, we might not have prevailed. That and the generosity of Utah Power. They bought 1000s of bulbs and their own workers installed it. The rings were a signature of the overall look of the Games. We even had requests from the community that we illuminate the rings in the morning so commuters could enjoy the Olympic spirit. Source: Turnaround, by Mitt Romney, p.221-222 Aug 25, 2004. On Principles & Values: Success in DC: Tell truth, find right fit, never give up. Tell the Truth--the Whole Truth The perception in Washington was that the folks from Utah didn�t tell the truth--partly because of the bid scandal & partly because of the state�s request for billions in �Olympic projects,� some located 100s of miles away. Truth became the most convincing argument. Find the Right Fit The federal government is not like a large corporation with centralized decision-making. It is more like hundreds of independent entities, each pursuing their own agendas. Getting help from Washington depended on matching our need with a specific agency�s mission. Never, Never, Never Give Up If you work at it long enough, there is always another way to get the help you need in Washington. On Principles & Values: World Trade Center flag shown at Olympic opening ceremony. During the parade of nations, the host country�s delegation is always last. The last 8 American athletes in line would carry the 9/11 flag. The Olympic Charter stipulated that displays of nationalistic sentiment were not permitted. Hitler�s efforts to use the Games in the 1930s to celebrate Aryan superiority had sent aftershocks that were still felt. The IOC had decided that the WTC flag could not take a place in the ceremonies. I was sympathetic to the policy but I felt it was wrong. We finally agree about 1 AM the next morning. The flag would be brought into the stadium just before the anthem was played and held in front of the symphony and choir. A second American flag would be raised during the anthem. Source: Turnaround, by Mitt Romney, p.349-352 Aug 25, 2004. On Principles & Values: Drafted to run for MA governor; incumbent was unelectable. A state rep endorsed me for governor. The attention stemmed from the weakness of the incumbent. She had taken over for the governor when he became Ambassador to Canada. A poll showed such poor ratings that the pollster said she was unelectable. If I did not run, he concluded, the GOP would lose the office and probably disappear as a viable party in Massachusetts: the legislature had dropped to 15% Republican. Democracy needs two parties; If not, me, who? Source: Turnaround, by Mitt Romney, p.379-380 Aug 25, 2004. On Principles & Values: Ran for MA governor to help people. First rule, the vision: know why you�re running. Very simply, I was running to help people. Massachusetts had been burdened too long by waste, abuse, inefficiency, and patronage. Government needed to be more about public service and less about self-service. Second rule: assemble the right people for the team. Third rule: carry out a strategic audit. With only 13% Republicans in Massachusetts, & major paper with a decidedly liberal bias, our strategy would sell my vision straight to the electorate, unvarnished. Fourth rule: communicate the vision and challenge the team to stretch. Before the campaign was over, I had taken positions on scores of issues. I believed they were all consistent with our vision: helping people. On Budget & Economy: First challenge as governor was $3B budget gap. [After the inauguration, we did a full] bottom-up analysis, resulting in some somber news. The budget gap for the next year was closer to $3 billion. Further, there was a shortfall in the current year of $600 million. Immediate cuts were necessary to prevent a possible cash crunch. The budget for the next year would test the entire administration team: finding $3 billion would be a real stretch. The vision had already been set: it was the heart of last year�s campaign. I was determined not only to adhere to our themes, but also to fight for every single promise I had made. Source: Turnaround, by Mitt Romney, p.382-383 Aug 25, 2004. On Principles & Values: Olympic slogan �Light the Fire Within�:it�s more than sports. [But as I spoke with Olympic champions], it began to impress on me that the Olympics are really about something greater than sport, but seen through sport and the Olympians themselves. The Olympics are a showcase of some of the great qualities of the human spirit: determination, persistence, hard work, sacrifice, dedication, faith, passion, teamwork, loyalty, honor, character. The Olympics celebrate the human spirit by revealing the athlete�s unrelenting drive to push the limits of human capacity.