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Keep your agenda short. You'll only have time to build the necessary coalitions around three or four major priorities. The governor is like a conductor; you get the players, shake hands and start playing. The governorship is a position of leadership: assert it. You cannot be a leader without being a manager. Negotiation with the staff to share goals and to establish definite benchmarks is essential. There's no such thing as a new idea. Be willing to copy, borrow, and freshen up the old ideas. I'm a strong advocate of planning, but you can't sit around and wait for the planning process to tell you what to do. Use the 20-year rule: what will the state look like 20 years out? The governorship has tremendous power. You'll want to ask yourself Have I with this power made a real difference in the lives of the people?
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Beyle et al. (1983) studied this question.
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