Book Excerpt: 'The Bureau'

While SACs and local police chiefs in a few cities may not have gotten along, the fact is that for decades the FBI closely cooperated with local and state police through joint terrorism task forces. As in the New York task force, police assigned to these units worked side by side with FBI agents in field offices. They were given security clearances and saw the same information FBI agents saw. Of the fifty-six field offices, thirty- five had such task forces. Similarly, FBI agents worked at the CIA's Counterterrorism Task Force, and CIA officers were assigned to the FBI's Counterterrorism Division.

"Lack of cooperation is much ado about nothing," Mawn said. "There are apt to be cases where people don't get along. In one of my assignments, I didn't trust the guy. But if there's a public safety issue, we're going to get the information out."

A fter four months in the job, Mueller restructured the bureau and began elevating the people he had come to trust. While Mueller would not criticize his predecessor, the changes — emphasizing technology and analysis--made it clear what Mueller thought of Freeh and some of his policies. Most of his changes corrected Freeh's misjudgments.

While Freeh ignored the FBI's hopelessly outdated computers until his last months in office, Mueller appointed Bob Dies chief technology officer reporting directly to him. Instead of snubbing the SAC Advisory Committee, as Freeh had, Mueller placed it at the top of the organizational chart reporting to him. While Freeh ignored planning, Mueller created an Office of Strategic Planning reporting to him. A new Security Division was established to try to prevent another Robert Hanssen case. An Office of Analysis was created for counterterrorism and counterintelligence.

Instead of acting defensively to criticism about lack of cooperation with local law enforcement, Mueller added an Office of Law Enforcement Coordination to improve liaison with state and local police and public safety agencies. Mueller's top aide, Dan Levin, who was Mueller's aide in San Francisco, stayed in the background, as Webster's aides had. In contrast, Freeh's aide Bob Bucknam tried to involve himself in operational matters.

At Quantico, Mueller ordered a training program for analysts and more training in data mining and leadership. Asked what leadership means, Mueller got a gleam in his eye as he referred to his Marine Corps training. "There are certain things you are taught in the Marine Corps that stay with you forever," he said as he sat at the head of his conference room table. "You don't ask people to do things you are not willing to do yourself. You work harder than those you would lead. You praise in public and criticize in private. You delegate." The foundation of leadership is integrity, Mueller said. "With that goes speaking your mind, not dissembling, being blunt. It's not easy to criticize people, it's not easy to move people. Those are all difficult things that are all part of leadership."

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