James Comey in Higher Loyalty, by James Comey
On Crime:
Empathy for young convicted pastor, but backed ruling
I felt deep sadness as the meeting ended, because I could see the future and what it held for young pastor from Richmond who had a promising career ahead of him.
Leonidas Young was indicted, pled guilty to racketeering, and was sentenced to federal prison. As part of an effort to reduce the length of that sentence, he named the associate pastor as one of his money launderers.
The young minister was indicted and convicted of lying during the investigation. At the trial, prosecuted by Bob Trono, Leonidas Young testified against him.
The young pastor was sentenced to fifteen months in federal prison for lying. I have left his name out of my book because I hope he has made a good and happy life after prison.
Source: A Higher Loyalty, p. 61, by James Comey
Apr 17, 2018
On Crime:
Celebrities must be shown they're not above the law
The Martha Stewart experience reminded me that the justice system is an honor system. We really can't always tell when people are lying or hiding documents, so when we ARE able to prove it, we simply must do so as a message to everyone. People must fear
the consequences of lying in the justice system or the system can't work.There was a time when most people worried about going to hell if they violated an oath taken in the name of God. That divine deterrence has slipped away from our modern cultures.
In its place, people must fear going to jail. People must fear having their name forever associated with a criminal act if we are to have a nation with the rule of law. Martha Stewart lied. To protect the institution of justice, and reinforce a culture
Source: A Higher Loyalty, p. 62, by James Comey
Apr 17, 2018
On Families & Children:
Learned the lessons of peer pressure and herd mentality
I was a living example of something I knew then and have come to know even better decades later. We all have a tendency to surrender our moral authority to " the group," ˙to still our own voices and assume that the group will handle whatever difficult
issue we face. We imagine that the group is making thoughtful decisions, and if the crowd is moving in a certain direction, we follow, as if the group is some moral entity larger than ourselves.
In the face of the herd, our tendency is to go quiet and let the group's brain and soul handle things. Of course, the group has no brain or soul separate from each of ours. But by imagining that the group has these centers,
we abdicate responsibility, which allows all groups to be hijacked by the loudest voice, the person who knows how brainless groups really are and uses that to his advantage.
Source: A Higher Loyalty, p. 39, by James Comey
Apr 17, 2018
On Government Reform:
Identified top down problem with FBI--leadership
My travels around the country and the world taught me something else: the FBI's leaders weren't good enough. In the private sector, I had learned that the best organizations obsess over leadership talent-- they hunt for it, test it, train it, and make
it part of every conversation. They treat leadership talent like money. At the FBI, though, leadership was largely an afterthought. For decades, the organization counted on good people volunteering to be leaders and then putting up with all the family
moves and time at Washington headquarters that required. Fortunately, many good people volunteered. But that kind of approach was also a recipe for people becoming leaders to escape a job they weren't doing well or people being promoted by their
bosses to get rid of them. I discovered from listening to the employees that we had some great leaders, some crappy leaders, and everything in between that was simply not acceptable for an organization as important as the FBI.
Source: A Higher Loyalty, p.129-30, by James Comey
Apr 17, 2018
On Government Reform:
Put formula in place to develop ethical leaders
With broad support across the organization, I was going to drive leadership into every corner and every conversation in the FBI, until we were consistently excellent, across all roles and at all levels. We would teach that great leaders:
- people of integrity and decency
- confident enough to be humble
- both kind and tough;
- transparent; and
- aware that we all seek meaning in work. We would also teach them that
- what they say is important, but what they do is more important, because their people are always watching them.
In short, we would demand and develop ethical leaders.
Source: A Higher Loyalty, p.130, by James Comey
Apr 17, 2018
On Principles & Values:
Effective leaders almost never need to yell
Effective leaders almost never need to yell. The leader will have created an environment where disappointing him causes his people to be disappointed in themselves. Guilt and affection are far more powerful motivators than fear.
The great coaches of team sports are almost always people who simply need to say, in a quiet voice, "That wasn't our best, now was it?" and his players melt.
They love this man, know he loves them, and will work tirelessly not to disappoint him. People are drawn to this kind of leader, as I was drawn all those years ago to Harry Howell, the grocer.
A leader who screams at his employees or belittles them will not attract and retain great talent over the long run.
Source: A Higher Loyalty, p.135, by James Comey
Apr 17, 2018