What did Steve Jobs leverage from the ecosystem that enabled him to start something in his garage that has today become the first $1 trillion-valued company in America? Perhaps the question should be asked in the reverse, focusing not so much on what Jobs did, but rather on the absence of conditions that would have prevented him from succeeding.

It’s reminiscent of what Sir Edmund Hillary allegedly said when people asked him why he climbed Everest: “Because it was there.” In other words, there was an opportunity he seized it because he could, and nothing got in his way. It was the same for Steve Jobs; he climbed “Mount Apple” because he could, and nothing got in his way.

This book explains the 10 pillars and 33 sub-pillars of the ecosystem that enables startups to thrive in the U.S.

It’s not easy being the County Executive of Montgomery County, Maryland one of the most successful counties in America. It also wasn’t easy winning all of the elections he won, as an African American, to lead the county. In his Gem article in our book, #33 Gems: Wisdom for Living Pieces of Life’s Puzzle, he gives us a glimpse into his world and into what it took to do what he has done.

Interestingly, a blogger, Adam Pagnucco, also wanted to know how Ike Leggett did it. He shared his insights on Ike Leggett’s leadership in a post in the “Seventh State.”

The following is repeated verbatim from Adam Pagnucco’s article.

“As the primary election approaches and the six Democratic candidates for County Executive make their case, it’s worth considering the incumbent they are seeking to succeed: Ike Leggett.  The county’s steady helmsman is approaching the end of a thirty-year career in politics and he deserves much respect for his knowledge, temperament and savvy.  But it is Leggett’s greatest achievement that sets an example for all who follow him and poses an important lesson for the next term.

Simply put, Ike Leggett saved the county from financial disaster.

When Leggett assumed office in December 2006, he was determined to cut back the rate of budget growth overseen by his predecessor, Doug Duncan. In his first budget, Leggett proposed giving MCPS $19.7 million less than its request. That was still a $117 million increase over MCPS’s prior-year budget, but it was a smaller increase than the schools wanted and the education community revolted.  The council worked it out.  The following year, Leggett proposed a big property tax hike which was mostly passed by the council.  These events may seem unrelated, but they weren’t: Leggett smelled trouble coming and he was battening down the hatches.

And boy, did trouble come.  In 2010, the Great Recession hit the county’s economy and budget with a fury that no one in government had seen before.

Leggett proposed what was then the ugliest budget of all time. It included hundreds of millions in cuts and double-digit reductions in many departments. 750 work years were reduced through attrition and position abolitions.  A fire truck and an ambulance were to be taken out of service and four police sub-stations were proposed for closure.  Employee raises were eliminated and furloughs were instituted.  Healthcare for the uninsured was reduced.  And Leggett proposed increasing the energy tax by $50 million.

The Executive didn’t sugar-coat it.  In his press release, he said: “To those who object to these reductions, I have a simple message: I do not like these any more than you do… Hard choices must be made, and not just talked about, in this difficult economic and fiscal environment.”

And then, unbelievably, things got even worse.  Revenues were written down twice while Leggett’s budget was under consideration by the council.  The county’s FY10 reserves were literally dwindling to zero.  Leggett was animated by two goals: save the county’s bond rating and save as many county employees’ jobs as possible.  To do that, he was going to have to battle every group that helped him get elected.  In the end, Leggett and the County Council worked together to pass the baddest budget ever, a$4.3 billion nuke bomb that had the biggest county spending cut since the current charter was passed in 1968.  And that wasn’t the end of it – two more years of not funding collective bargaining agreements and fighting with the school system were ahead.  But the bond rating was preserved and mass layoffs were avoided, laying the groundwork for recovery.

This was the county’s worst hour.  It was Ike Leggett’s finest hour.

Leggett didn’t do all this alone.  The council stayed with him and all ten of them jumped off the ledge together.  But as the Executive, Leggett’s role was absolutely critical.  He could have pointed fingers at Council Members who voted for earlier large budget increases, thereby blowing up the teamwork between the two branches that was critical to getting through the crisis. He did not.  He could have papered over the problems with band-aids and said next year would be better.  That would have been very tempting for Council Members to go along with – let’s remember that 2010 was an election year.  He did not.  He simply told the truth and made the hard choices the voters paid him to make.  And in the end, it worked out.

…let’s recognize a central truth.  Leaders are not remembered for doing twenty small things really well or maybe not so well.  They are remembered for how they deal with a crisis.

Ike Leggett passed that test.

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…And now you know why Ike Leggett is Gem 1 in our book:#33Gems:Wisdom for Living Pieces of the Puzzle of Life.

Available under the title name on Amazon and at #Gems of Wisdom Consulting at: www.gemsofwisdomconsulting.com