Management Methods from the Mafia

By Professor Giles W. Casaleggio

Written by a former organized crime prosecutor, now a criminal justice professor, "Management Methods From The Mafia" is intended to inspire creative leadership alternatives by recounting the techniques employed by thirty notorious mobsters of the past. Intended primarily for future law enforcement administrators, its concepts are also applicable to other organizational fields where innovative management procedures are long overdue.
What better vehicle to carry the message of creative and efficient organizational management than the study of the successful entrepreneurs of infamous national crime syndicates?
Management Methods From The Mafia is an attempt to encourage exploration of these radical approaches to the organizational challenges facing government and industry in the twenty-first century. There may be three distinct types of readers that this book might appeal to: those interested in organizational management and leadership seeking new inspiration, those who find encouragement if the fact that something positive can be found even the deepest levels of evil in our societys history, and finally, those who are merely fascinated with the lives of the most notorious gangsters of the Twentieth Century. The strategies and philosophies that the author has assigned to each of the characters in this book are based upon the conclusions that he has have drawn from their biographies and accomplishments in real life. He has attempted to represent both genders and numerous ethnic groups his selection. Perhaps readers will draw differing conclusions and find inspiration in areas which he has not anticipated from reading about the experiences of these historical villains.

• Language: English
• Publisher: Xlibris US
• Release date: Mar 18, 2013
• ISBN: 9781483603940

Professor Giles W. Casaleggio

The author’s career has included federal, state, county and local law enforcement in the New York City metropolitan area. The majority of the criminal cases which he investigated and prosecuted involved organized crime. In many instances his use of court-ordered electronic surveillance provided invaluable insights into the inner workings of syndicated crime families. In addition, he has been a local elected official being twice selected as mayor in the community where he resides. Now an associate professor at St. John’s University, New York, his course materials include law enforcement, organization and management, and the history of organized crime. Casaleggio attended The University of Tennessee Law School and received his Juris Doctorate from Saint John's University in 1972. He was admitted to practice law in New York, New Jersey and before The United States Supreme Court. Casaleggio began his legal career in 1972 as a law clerk in the United States Attorneys Office for the Southern District of New York. He began his career as a prosecuting attorney in 1973 in Union County, New Jersey as an assistant prosecutor where he handled adult jury trials, juvenile cases, grand jury investigations and appeals. From 1975 to 1985, Casaleggio served as Chief Assistant Prosecutor in Passaic and Morris Counties where he specialized in the investigation of organized crime and supervised their narcotics task forces. Casaleggio received specialized training in electronic surveillance investigation at the Cornell University Institute on Organized Crime and advanced trial tactics at the National College of District Attorneys. He was designated as an instructor for The New Jersey Police Training Commission and taught at various county police academies and the New Jersey State Police Academy. In 1985, Casaleggio was appointed to the position of New Jersey Deputy Attorney General and assigned to the Special Enforcement Unit which investigated cases of political corruption and organized crime. He co-authored the Attorney General’s State Narcotics Action Plan during the administration of Governor Thomas Kean. In 1987, when a New Jersey State Police/Division of Criminal Justice statewide narcotics task force was created, Casaleggio was designated as supervisor of Northern New Jersey operations. He retired from his career as a prosecutor in 1988 receiving a Certificate of Merit “ for distinguished service toward a drug free New Jersey” from The New Jersey Senate and Assembly. He began teaching at Saint John's University later that year.

Book preview

MANAGEMENT METHODS

FROM THE MAFIA

A Former Mob Prosecutor Explores Alternate Strategies For Criminal Justice Leadership.

Professor Giles W. Casaleggio

Copyright © 2013 by Professor Giles W. Casaleggio.

Library of Congress Control Number:       2013903904

ISBN:         Hardcover                               978-1-4836-0393-3

                   Softcover                                 978-1-4836-0392-6

                   Ebook                                      978-1-4836-0394-0

All rights reserved. No part of this book may be reproduced or transmitted

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without permission in writing from the copyright owner.

Rev. date: 03/14/2013

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Contents

1      Are Specialized Qualifications Detrimental To Organizational Innovation?

2      The Importantance Of A Strong Leadership Image

3      The Value Of Negotiation, Compromise And Dispute Resolution

4      Pursuing A Positive Public Image

5      Utilizing Intellectuals And Renaissance Men In A Blue-Collar Organization

6      The Recruitment Of Diverse Human Resources

7      Partnerships, Joint Ventures And Sub-Contracts

8      Undertaking Risks And Surviving Failures

9      The Merrits Of Frolic, Fantacy And Buffoonery

10      The Advantages Of Social, Fraternal And Political Activities

11      The Application Of These Concepts To The Concerns Of 21st Century Criminal Justice.

12      A Significant Criminal Justice Innovation, Uniquely American.

13      Extraordinary Powers To Combat Syndicated Criminal Conspiracies

14      A Multifunctional Approach To Law Enforcement Organization.

15      Has Criminal Justice Actually Borrowed Leadership Strategies From Mobsters?

16      Beyond The Prosecutor; Future Developments In Criminal Justice Specialization.

INTRODUCTION

My inspiration to write a book which combined the history of organized crime and organizational management strategies was probably the product of my diversity in career paths.

My undergraduate studies were directed toward a degree in business management but circumstances led me to a postgraduate degree in law. After years as a trial attorney, I specialized in the investigation and prosecution of organized crime for the next decade. After retiring form law enforcement, I devoted the next two decades to teaching full-time at a university and part-time to holding elected municipal office. My theoretical training in management contrasted with the realities of supervising law enforcement officers and the responsibilities directing services for taxpayers as a city mayor, led me to the sad realization that more innovative leadership was critically needed.

Recalling how I enjoyed reading three of my favorite non-fiction books, it came to me that I was overlooking a source of inspiration that could be used to stimulate new management ideas. Those books were A Whack on the Side of the Head, Leadership Methods of Attila the Hun and finally The Valachi Papers". It came to me that the study of organized criminals could lend constructive and creative ideas to government administration as well as business practices in general.

In addition, I recalled the popularity of the university course that I taught entitled Organized Crime in Contemporary Society. It seems that this course always had an overflowing enrollment and caused students to complete assignments with enthusiasm. What better vehicle to carry the message of creative and efficient organizational management than the study of successful mobsters and racketeers?

Management Methods from The Mafia is an attempt to encourage exploration of these radical approaches to the organizational challenges facing government and industry in the twenty-first century. If we can obtain positive, creative ideas from such an evil group of entrepreneurs, just imagine the legitimate sources of inspiration as yet undiscovered. I imagine that there will be three distinct types of readers that this book might appeal to: those interested in organizational management and leadership seeking new inspiration, those who find encouragement if the fact that something positive can be found even the deepest levels of evil in our society’s history, and finally, those who are merely fascinated with the lives of the most notorious gangsters of the Twentieth Century. The strategies and philosophies that I have assigned to each of the characters in this book are based upon the conclusions that I have drawn from their biographies and accomplishments in real life. I attempted to represent both genders and numerous ethnic groups in my selection. Perhaps readers will draw differing conclusions and find inspiration in areas which I have not anticipated from reading about the experiences of these historical villains.

CHAPTER 1

Are Specialized Qualifications

Detrimental To Organizational Innovation?

When I consider the topic of Organizational Skills I am reminded of the story of the prison correctional officer who is reassigned to a institution for the criminally insane. During his orientation he observes that in an open recreational area where fifty or more inmates are interacting unrestrained, only one correctional officer is monitoring them. He inquires as to whether this is a dangerous practice to leave one officer so out numbered by inmates. His orientation officer quickly responds, These inmates are lunatics, they lack any ability to organize. Unfortunately, all too often many other human conditions conflict with the ability to organize. Sometimes lack of experience in a particular industry, but often too much experience in the same industry, may deplete innovative, leadership abilities.

The particular spark which ignited my writing of this book was a conversation that I had with a fellow university professor who taught poetry one hour preceding my class on law enforcement administration. As she departed the classroom and I entered, she casually asked what the subject was I was teaching, courteously pretending to be interested. After I responded she said Law Enforcement, well that’s as far from poetry as you can get. Reacting instinctively and almost defensively I replied That’s not exactly accurate since one of the original founders of our discipline was a very famous 18th century poet and playwright.

Later I reflected upon this conversation and thought that a poet was certainly an unlikely source of creative ideas for administering law enforcement agencies. How had this happened? Upon further examination I realized that virtually all of the classical developments in criminal justice came from people lacking any training in the discipline. During the early, formative years of policing there had been a practice of awarding supervisory positions in law enforcement to distinguished men of various accomplishments and backgrounds. History tells us that the classical thinkers of criminal justice were writers, merchants, soldiers, teachers, disabled people, former criminals and even a barrel maker.

For example:

29170.jpg    Henry Fielding a journalist, employment agency operator, and novelist of such works as Tom Thumb and Tom Jones established the first detective bureau and the first most wanted publication in 18th century England.

29173.jpg    John Fielding, brother of Henry, established the first highway patrol and pursuit guidelines and a crime prevention program in the seventeen hundreds. John had no law enforcement training since he was totally blind.

29175.jpg    Patrick Colquhoun born in 1745 in Scotland became a successful international merchant then established the first waterfront or port police to ensure security on the docks.

29177.jpg    Robert (Bobbie) Peel was a nineteenth century politician who established the first paid police department in England with written regulations for conduct.

29179.jpg    Joseph Fouche’ born in 1759 in France was a professor of logic, mathematics and physics before he established the French policing system.

29181.jpg    Alphonse Bertillon during the late eighteen hundreds failed high school, dropped out of medical school, and then became a police file clerk where he invented forensic investigation.

29183.jpg    Francois Vidocq, a French murderer, forger and prison escapee gave us the procedures for use of confidential informants and ballistics to solve crimes. His life was later memorialized in a reasonably popular play called Les Miserables.

29185.jpg    Allan Pinkerton was a cooper or barrelmaker from Scotland when given an honorary title of deputy sheriff in Illinois. He went on to found the first private detective agency, prevented the assassination of President Lincoln, and developed the U.S. Secret Service which later transformed its bureau of investigation into the F.B.I.

29187.jpg    Edwin Holmes was a manufacturer of women’s clothing and sold notions before he established the use of electronic security systems in New York and Boston.

What unusual people to be developing procedures and strategies in criminal justice and public safety. Obviously, none of them would be considered qualified for their positions by today’s standards. But it seems that the people that do qualify for modern justice agencies hardly every develop an innovation. The only innovations seem to be technological and they are developed by engineers rather than law enforcement executives. One wonders what could have been accomplished if recruitment in today’s agencies followed the formula which recruited Fielding or Fouche or Pinkerton in times past. What if Ray Kroc had been inspired to adapt his McDonaldization ideas to law enforcement instead of restaurants?

Is it possible that the innovative procedures utilized by American criminal conspiracies could be beneficial to the institutions designed to eradicate them? The French experience with Vidocq proves that the criminal mind may have beneficial advice for the criminologist. Perhaps this premise can be extended beyond law enforcement, even beyond government, to every type of organization.

That is the goal of Management Methods From The Mafia. In order to develop creative organizational strategies it may not be necessary to re-invent the wheel. Plagiarizing and adapting existing intelligence already in use in other disciplines or vocations might be all that is required for inspiration. Sometime in the future human resource departments might adopt the slogan: Experience not preferred.

While the author of Leadership Methods of Attila The Hun used the metaphor of a barbarian to illustrate his principles, I began to focus upon the origin of the ideas which led to the establishment of the most profitable criminal enterprise ever to exist in our nation; The Cosa Nostra. To my amazement, those who gave birth to our American mafia were not mindless, bloodthirsty thugs, but instead, sophisticated, diversely talented, problem solvers and innovators.

For example:

29189.jpg    Crazy Joe Gallo—studied Machiavellian political principles;

29191.jpg    Joe (Bananas) Bonanno—attended nautical college for sea captains;

29194.jpg    Nicky Barnes—won a national poetry contest;

29196.jpg    Salvatore Maranzano—studied for the priesthood and was an expert in Roman history;

29198.jpg    Meyer Lansky—was a member of the Book of the Month Club;

29200.jpg    Arnold Rothstein—was an expert in mathematics;

29202.jpg    Paul (Paul Kelly) Vaccarelli—spoke four languages and was a professional athlete and socialite;

29204.jpg    Tommy (Three fingers) Brown—was partially disabled;

29206.jpg    Legs Diamond—was a professional dancer;

29208.jpg    Willie Moretti—was a humorist;

29210.jpg    Joe Colombo—was a World War II veteran of the Coast Guard.

Is it possible that this cross-pollination of skills, interests and conditions was the secret to the success of these syndicated crime families? In addition, is it possible that the recent decline of La Cosa Nostra is due to the lack of infusion of these ingredients? Darwin wrote that small isolated, homogeneous groups of the same species are doomed to extinction. Has organized crime suffered from failures in its human resource department? Are the legendary super-crime organizations of the past now staffed with the uninspired, under-achieving sons and grandsons of the former men of respect?

While law enforcement would prefer to attribute the collapse of La Cosa Nostra to its enforcement policies, it is difficult to understand its decline without recognizing the reasons for its long, successful operation. Ironically, modern law enforcement agencies mimic the ineffective recruitment and management practices of today’s American Mafia. Not only are its recruitment policies too narrow, but most of the intellectual potential is at the bottom of the organizational chart. The crude, unmotivated types are the administrators and supervisors. The educated enthusiastic personnel at the bottom find it impossible to convey new ideas to their tradition bound superiors. What if there is a future Bill Gates or Ray Kroc waiting at the bottom for an avenue to advance? How long will they wait before taking their ideas elsewhere?

The old Cosa Nostra had a solution to the problem of stale leadership. More innovative and productive personnel enjoyed the luxury of moving up quickly in the organization’s hierarchy. While I do not endorse that particular method for legitimate institutions, a system less dependent upon seniority and tradition is urgently needed, especially for law enforcement and government in general. Rather than continue to staff agencies with the prodigy of retired officers and applicants with education or experience limited to one narrow field, we must take a lesson from the rise and fall of our American Mafia. What if we could tap into more diverse human resources as they did? What new ideas might be generated if the police hired former grammar school teachers? If the Office of Court Administration hired former plumber’s helpers, would it assist in case flow? Could the Department of Corrections use a former sports reporter or insurance adjuster?

Discussion Questions:

A.   Discuss the negative aspects of obtaining all professional experience in one specialized field or discipline.

B.   Discuss several major contributions to criminal justice which were introduced by individuals lacking legal or law enforcement qualifications.

C.   Discuss several organized crime leaders who possessed unique or unusual backgrounds.

D.   In contrast to organized crime, what obstacles make it difficult for criminal justice agencies to replace inefficient leadership?

CHAPTER 2

The Importantance Of

A Strong Leadership Image

The subordinates of all organizations need to share a belief that their leaders are strong and decisive. This concept is at the forefront of business enterprises, labor unions, sports teams and, of course, the military. Whether a leader actually possesses such characteristics is less important than the perception and confidence of his subordinates that he has these traits. Throughout history there are a multitude of examples of strength in leadership and these examples vary with regard to particular personality types.

In politics, especially in times of war, strong leaders are immortalized with popular quotations. For example, I tell the truth and they think it’s hell, Give Them Hell Harry Truman, or He sent words to war, Winston Churchill, or Tear down this wall, Ronald Reagan. In time, perception becomes historic truth.

In sports Vince Lombardi was admired for his ragged, passionate, out-spoken, leadership of the Green Bay Packers while Tom Landry appeared dapper, quiet, unwavering and unflappable in coaching the Dallas Cowboys. Both were extremely successful in instilling confidence based upon their public images. Even in the sport of ice hockey one accomplished coach was termed Iron Mike. It seems that although these coaches need not be physically capable of playing the game, they needed to project powerful images to their burly, brawny players.

This history of the military in World War II is replete with examples of strong leadership. It came in many forms from the sturdy image of General McArthur to the conceited General Patton to the clever General Rommel dubbed The Desert Fox. Soldiers seeded emboldened by the though that the enemy feared its commander. Earlier history told us that nicknames such as The Lion-hearted had immeasurable effects on the performance of troops on the battlefield.

In the modern business world employees and investors were inspired by powerful C.E.O.s such as Bill Gates and Sam Walton. Neither man has the outward appearance of a tough physical specimen. The fact that they were creative, trailblazers in their respective industries conveys the strong leadership image.

In organized crime Carlo Gambino is similarly an interesting example of powerful leadership although not physically intimidating in stature. He was able to develop a brutal organizational image while appearing to be a harmless grandfather. He flashed no flamboyant images at his modest Brooklyn home driving an unpretentious automobile to remain under the radar of law enforcement. His life style is reminiscent of an episode of Seinfeld where George is concerned that his two worlds would collide.

Gambino’s business reputation, however, was so powerful that his decisions went unquestioned. This was especially true of his investment in gay nightclubs in New York City when no other mobster had a word of criticism or ridicule. He had one major weakness in his later leadership due to his nepotism. His wish that his cousin Paul Castellano succeed him as family boss proved virtually fatal to his organization after his death. Castellano was not a traditionally powerful gangster and his attempted leadership created turmoil. He had never accomplished a murder personally and had some sexual dysfunction issues. Other gangsters, including one John Gotti, made him the subject of disrespect and ridicule. This lead to his assassination and the rise of ‘Dapper Don Gotti, who was far from the image of Gambino, enjoying publicity and eventually tempting law enforcement to bring him down.

image001.jpg

NOTORIOUS MOBSTER # 1

Carlo Gambino

Alias: Don Carlo

Birthplace: Palermo, Sicily

Favorite Quotation: The height of cleverness is to be able to conceal it. Francois De La Rochefoucauld

Professional Resume:

The namesake of the most powerful US crime family. The defacto Capo di Tutti Capi or Boss of Bosses of all organized crime for decades. He invested in diverse business ventures from labor unions to gay night clubs. Illegally smuggled into the United States by his mother’s family, the Castellanos, he married their daughter and his first cousin and upon retirement promoted her brother, Paul Big Pauly Castellano, to succeed him. Paul was an incompetent leader and was soon assassinated by John Gotti, leading to the eventual weakening of the organization. Carlo was a ruthless, violent man who maintained a frail, grandfatherly demeanor and shunned publicity living modestly in Brooklyn. He extended his unwavering protection to all of his loyal friends including bosses of other families and celebrities such as Frank Sinatra. After retirement to this Long Island estate, he passed away of a heart attack while watching a New York Yankees game. His life was the obvious inspiration for the character of Don Corleone in the Godfather series.

Organizational Philosophy:

•   A flamboyant and excessive lifestyle is counter-productive to a manager’s organizational identity.

•   All publicity is not necessarily beneficial. It is not necessary to be a public figure to run a successful business.

•   Your professional demeanor need not extend into your personal life.

•   Nepotism must never be a consideration in an organization’s promotional policies and practices.

•   A strong leader’s confidence is contagious to subordinates.

•   There is no profitable investment which is too embarrassing or taboo for an executive who is secure in his demeanor and reputation.

There were many other strong mobsters who could be mentioned in this chapter since brutal power was a prerequisite for leadership in this industry. Vito Genovese was a leader with huge ambitions and an ego to match. Unfortunately he was so feared by a mob soldier named Joe Valachi that the most notorious violation of the Mafia code of silence occurred before The United States Congress when Valachi revealed all.

image002.jpg

NOTORIOUS MOBSTER #6

Vito Genovese

Alias: Don Vitone

Birthplace: Rosiglino, Italy

Favorite Quotation: Our own self-love draws a thick veil between us and our faults. Earl of Chesterfield

Professional Resume:

He was the leader of the second most powerful crime family in the United States and his name continues to be used to describe it. Despite its negative connotation and increased government scrutiny, Genovese advocated illegal narcotics trafficking. During World War II he had befriended the Italian dictator Mussolini until it was more advantageous to betray him and assist the Allies. He ambitiously pursued the title of Boss of Bosses but his contemporaries conspired to have him jailed on a narcotics offense. He ruled his family from his jail cell until his death, but not before he attempted to murder an inmate names Joe Valachi who became the first important government witness against the American Cosa Nostra.

Organizational Philosophy:

•   All successful entrepreneurs require massive egos to propel them upward.

•   An ambitious executive is not deterred from focusing upon colossal goals.

•   Reasonably competitive achievement is unacceptable.

•   One should anticipate resistance to his bold and innovative ventures and plan to aggressively overcome it.

•   Partnerships which are doomed, not just to failure but disaster, must be abandoned at all costs, including sacrifice of personal friendship.

Jimmy Hoffa’s powerful leadership style was unusual by mob standards. He had a reputation for fighting forcefully for his union members while concurrently setting a pristine moral example. Hoffa did not drink, smoke, use narcotics or engage in adultery.

image003.jpg

NOTORIOUS MOBSTER # 10

James Riddle Hoffa

Alias: Jimmy Hoffa

Birthplace: Brazil, Indiana

Favorite Quotation: Trade unionism is not socialism. It is the capitalism of the proletariat. George Bernard Shaw

Professional Resume:

Jimmy Hoffa was the son of a coal miner and a high school dropout. His involvement with unionism started when he was fired from a warehouse job because of his support for fellow employees. As president of the teamsters union he was investigated vigorously by the Kennedy administration for misappropriation of funds and organized crime connections. A moral fundamentalist, Hoffa did not drink; use drugs, including caffeine; smoke or engage in adultery. He refused to use it. After being convicted and imprisoned he was pardoned by the Nixon administration in return for union campaign support. Hoffa disappeared prior to his testimony before the House Select Committee on assassinations concerning his relationship with Carlos Marcello and Santos Trafficante and the J.F. K. assassination.

Organizational Philosophy:

•   Successful executives are pushed up by people below them, not pulled up by those above them in the organization.

•   Setting a good moral example is the most persuasive method of securing employee dedication and influencing their behavior.

•   The best tools for uniting associates toward a common goal are money and fear.

•   Moderation and compromise are only utilized when there are absolutely no alternatives.

•   An effective manager takes personal responsibility for failures and gives the credit for successes to his subordinates.

•   Suffering personal injury to protect the team is rarely forgotten.

Conversely, weak, nervous or indecisive leaders can destroy the performance and work environment of any organization. The question remains as to whether it is possible for an insecure leader to disguise his true persona in order to inspire his staff. Obviously political campaigns have accomplished this, at least temporarily. Government agencies are a particular problem due to election, political appointment, nepotism, civil service and seniority rules. Chief Executives in the public sector are rarely chosen for their leadership skills. None will forget the momentous lack of leadership by the Director Brown of The Federal Emergency Management Agency during Hurricane Katrina and the erroneous statement of The President of The United States about his performance. The phrase hell of a job Brownie will live on in management circles for decades.

Of the thousands of Federal, State, and Municipal agencies throughout the United States, most are headed by administrators selected because of multiple decades of employment within their agencies without any record of outstanding accomplishments. This would rarely occur in organized crime. If it did occur, the mistake would be quickly rectified, as in the case of the previously mentioned Paul Castellano.

Discussion Questions:

A.   Discuss all of the positive qualities necessary for an individual to be considered a strong leader in an organized crime family.

B.   Which personality traits lead subordinates to judge a superior as weak?

C.   Discuss several historical powerful leaders who may have lacked a physically intimidating stature.

D.   Is the perception of effective leadership to subordinates as important as actually having a strong leadership team?

CHAPTER 3

The Value Of Negotiation,

Compromise And Dispute Resolution

One of the most difficult tasks of any administrator is that of handling disputes and discontent. Long before the judicial system began dispute resolution in place of litigation, Organized Crime instituted such a system in place of the uncontrolled violence of its early years. Lucky Luciano is credited with the establishment of a system of arbitration and mediation termed The Commissione. This formal committee was composed of Mafia family bosses from throughout the United States and would render decisions on national or local matters of concern to the families. It could decide territorial disputes, install family bosses or authorize the assassination of a prominent organization member.

Luciano’s personal experiences had probably leaded him to the concept of this system because he feared being the target of a random assassin himself. He had not only been the victim of a near death attack but he also initiated successful conspiracies to murder two of his own superiors. He must have come to the realization that uncontrolled internal was presenting a serious detriment to the efficient operation of the entire syndicate. Obviously he had no ethical reservations concerning homicide.

Luciano’s development was slightly different than other Italian mobsters in that he had closely associated with Jewish gangsters throughout his youth. Perhaps his friendship with Meyer Lansky and Bugsy Siegel had inspired his creativity, He may have learned his negotiation skills from his experiences in controlling Bugsy’s impulsive temper or from his conversations with the extremely literate Lansky. Perhaps Luciano’s most famous negotiation was with The U.S. Navy during World War II. Apparently he was able to convince the Navy Commanders that he could secure the New York City docks from the imminent dangers of Nazi sabotage and insure the successful invasion of Sicily. Eventually he was released from a New York State prison and deported back to Italy in return for his theoretical assistance with the war effort. Luciano learned early in life that negotiation with his adversaries was most successful when they were extremely vulnerable.

image004.jpg

NOTORIUS MOBSTER #2

Salvatore Luciana

Alias: Charlie Lucky Luciano

Birthplace: Palermo, Sicily

Favorite Quotation: A dog is loyal to men, not other dogs. Karol Kraus

Professional Resume:

The leader who united all Italian-American groups by successively betraying and assassinating both of the controlling mob bosses of his era. He used his long relationship with powerful Jewish mobsters to achieve his goals. This practice had previously been frowned upon by more traditional Italian Gangsters. As a young man he was tortured and left for dead by a competing gang but miraculously survived with a severely scared face as a remembrance. Later he was referred to as Charlie Lucky. He instituted a nation-wide mob board of directors to settle disputes know as The Commissione. He established a staff position of Consiglieri as an advisor to the family boss. When finally convicted and imprisoned by Prosecutor Thomas Dewey, he convinced the United States Armed forces that his assistance was need in securing a victory in World War II. He negotiated an agreement whereby he would ensure the security of the nation’s docks from sabotage and provide Mafia assistance in the invasion of Sicily. In return he was deported back to Italy and the Italian Mafia was reinstated there after Mussolini had disbanded it.

Organizational Philosophy:

•   Ethnic diversity strengths the organization by introducing new ideas and talents.

•   Administrators who are bound to tradition are unable to adapt to new conditions.

•   A manager can draw lessons from the past but he can not live in it.

•   Subordinates must be prepared to betray superiors for the benefit of the organization rather than maintain blind loyalty to its detriment.

•   Being lucky is often the result of seizing unexpected opportunities as they arise.

•   Opponents negotiate more readily when they are vulnerable or when you can cause them to perceive that they are.

•   The school of experience has a very high tuition and often leaves scars.

Frank Costello, a friend of Luciano’s, was also a skilled negotiator. Since he had bribed or blackmailed numerous politicians, judges and police officials, and possibly the Director Hoover of the Federal Bureau of Investigation, Costello was facilitator of peaceful resolution of serious legal entanglements. He was the model for the character of Vito Corleone in the Godfather Films. In real life, rather than retaliate for an assassination attempt, he quietly retired from his mob career.

image005.jpg

NOTORIOUS MOBSTER # 8

Francesco Costiglia

Alias: Frank (The Prime Minister) Costello

Birthplace: Calabria, Italy

Favorite Quotation: Knowledge is power, if you know it about the right person. Ethel Watts Mumford

Professional Resume:

The mob’s mastermind of political corruption considered an expert at securing protection for the syndicate by doing favors for politicians, judges and policemen. Costello was also the original dapper don who once told his attorney that he would rather be convicted of a crime than come to court in less expensive clothing. His associations included the Kennedy family as well as J. Edgar Hoover. During retirement he remained a respected advisor to Don Carlo Gambino. Costello’s life was the inspiration for the protection connections possessed by Don Corleone in The Godfather.

Organizational Philosophy:

•   A good diplomat can use his social skills to do the most evil things in a very courteous manner.

•   Keeping discrete confidences can secure favors from powerful people.

•   The words of Thomas Fuller are important considerations in structuring your professional demeanor: Good clothes open all doors and he that bringeth a present findeth the door open.

In modern times organized crime continued the use of compromise and negotiation in the example of Angelo Bruno, called The Quiet Don. At the time of the introduction of legalized gambling in Atlantic City, New Jersey, Bruno allowed other families to share in the profits rather than try to bar them from his territory.

image006.jpg

NOTORIOUS MOBSTER # 18

Angelo Bruno

Alias: The Gentle Don

Birthplace: Sicily

Favorite Quotation: All diplomacy is a continuation of war by other means. Chou en-Lai

Professional Resume:

Bruno was the namesake and the most famous Capo of the Philadelphia crime family. He was a friend of Carlo Gambino who shared his ability to avoid publicity and law enforcement scrutiny. He was a skilled and professional