policing? >> i do not except what he says, because, look, we have made difficult decisions about police budgets. we had to cut those budgets by 20%, but at the same time as doing that, what we have seen that crime has actually fallen in this country, whether you measure it by the national crime survey or the figures reported to the police. on both counts, crime has come down. the other thing that has happened is that because the police have done such a magnificent job at reform and efficiency, the percentage of officers on the front line has actually gone up. >> jason mccartney. >> every hour a man dies from prostate cancer in the uk. testicular cancer is now the most common cancer in men aged 24 to 49 in the uk and, on average, 12 men a day die as a result of suicide. will the prime minister join me in congratulating all the men who have taken part in the movember campaign to raise these men's health issues, and will the government continue to fund them and support these vital

men's health issues? >> i certainly join my honorable friend in praising all those who have taken part in movember, he is sporting a magnificent specimen himself. next up am, he looks as though he is about to star in a cheech and chong movie, his moustache is remarkable. my protection team has also done incredible work on this and is raising a lot of money. i am only sorry that i do not seem able to join them. the causes are important, butthe causes are important, particularly the cancers for which we need to raise awareness, improve treatments and save lives. >> order. [captions copyright national cable satellite corp. 2014] [captioning performed by the national captioning institute, which is responsible for its caption content and accuracy. visit ncicap.org] watching "prime minister's questons," on c-span. any time at c-span.org, where you can find video of past prime ministers questions and other british programming.

>> monday night on the communicators, peter teal, cofounder of paypal. themes angle over arching is that people should rethink competition. most business books tell you how to compete more effectively. mine tells you that perhaps you should not compete at all, and you should always aim for something like a monopoly, a company that is such a breakthrough that you have no competition at all. 9:00 p.m.night at eastern on the communicators on c-span2. >> coming up next, former president bill clinton and george w. bush launched the presidential leadership scholarship program. the statescussion on of the u.s. labor market and earnings, and at 11:00 p.m., "q&a" with james rison.

former president bill clinton and george w. bush appeared together in early september for the launch of the presidential leadership scholars program. the event was held at the news eum in washington is a partnership between which, clinton, george h.w. bush, and lyndon johnson. joshua bolten moderated the discussion. it is about 40 minutes. [applause]

>> gentlemen, before i have a chance to ask you some questions, i have a letter from kennebunkport maine. 2014. i am delighted about the launch of the innovative partnership with the participating foundations in this new presidential leadership scholars program. every former president is different, and that is as it should be. for example, not all of us skydive. [laughter] is not a judgmental comment, just a fact. [laughter] every so often, however, there that itea so compelling brings together former chief executives and their foundations to push it forward.

so it is with this presidential leadership scholars program, which will give leaders the chance to study decisions and learn from key practitioners and leading academics. we face a lot of big challenges. the idea of developing more leaders from all walks of life and help lead our nation forward is a vitally important, in my view. here today,r being and please ask the two distinguished gentleman following me to keep it brief. signed, george bush. [laughter] [applause] i understand president bush is watching so i know from everybody in this room today we send greetings, respect and salutations.

that, gentlemen, the letter i just read from 41 mentions the uniqueness of having these four presidential centers come together. in fact, i think this is the first collaboration ever among presidential centers in an ongoing initiative. why did you decide to do this as a collaboration and why did you pick leadership as the theme? president bush? >> because. [laughter] he said keep it short, right? [laughter] hi, mom. anyway -- [laughter] because we have a lot of to offer. bill and i have become friends in the post-presidency. i admire his ability to communicate and lead. i know he wants his library to be relevant heading into the

future as do i. i know 41 will. i have always admired president john johnson's leadership and i know these centers are tremendous assets that need to be used properly. i felt, and i know bill feels -- well i will not put words in his mouth -- but i felt it is a fantastic use of our ability to bring people together. and i know in washington, as soon as we are talking about the next president or senator but we are not. we are talking about leadership in all aspects of life. one of the things i have learned, maybe through my painting, is i am trying to leave something behind and something to make the world a better place. we did that hopefully, people will judge that, but hopefully when we were president, but there is still a lot of life to live. and i think a great contribution to our country will be to educate the next generation of leaders. i will thrilled to be associated

with this. it is a big deal. >> president clinton? >> i wanted to do it because a great test for any democracy at any time is how to have vigorous debate, serious disagreement, knock down dragout fights and somehow come to a resolution that enables the country to keep moving forward. i mean the founders said our job was to create a more perfect union. they never said it was to agree on everything. but if you read the constitution, it ought to be subtitled let's make a deal. [laughter] because it was designed to avoid dictatorship.

therefore leadership styles are all different. but in the end we have to let our differences flourish and come to some sort of understanding about how to deal with challenges and go forward. these libraries and foundations represent two republicans, two democrats, three of us luckily still around. people of my age who were affected by president johnson's civil rights act and the whole set of things that happened in the '60s. and so i think we are in a great struggle in america and around the world to define the terms of our interdependence. this is the most interdependent age in history. we were laughing about going to restaurants and spending our time taking selfies with people. >> at least they are still asking.

you know? [laughter] >> yes. that is right. but it used to be people want to shake your hand but now they want to have a record of it. but we capt getcan't get away from each other. the question is how will be define the terms of the relationship? it will take leadership in every sector. i am glad george said that. this is not predominantly apolitical deal. we believe there is skills and i think leaders are made also. their capacities can dramatically increase, so i hope we can be helpful.

>> can it actually be taught? >> i think some things need to be taught, but some things need to be observed and practiced. and practice,on whatever it is you want to do, you have to have an idea of where you're going. you have to have a vision of where you're going at a strategy about how to get there. then you have to have a plan to execute that strategy, and you with anbe comfortable honest assessment of what you do not know and what you cannot do so well. so you build a team of people who are good at things you are not so you can do that, and then you kind of always leave the door open for somebody to disagree with you.

i remember -- i want to say one thing. my friend here. i will say more than one thing, but this particular thing. [laughter] he used to call me twice a year, in his second term, just to talk. we'd talk, depending on how much time he had, because he was busier than me. somewhere between 30 and 45 minutes for several years. it meant a lot to me. we never talked about it, never talked about it publicly. we talked about everything in the world. he asked my opinion, half the time he disagreed with it, but i felt good about that. i thought that was a really healthy thing, and i'll never forget, first week i was in office i got all the young people who helped me in my campaign, and i said, if any of you ever come in this oval office and tell me what you think i want to hear, my goose is cooked. and i might as well run the

white house with a computer. you have to cultivate people who know things you don't, and have skills you don't, and, yes, that can be taught. and then if nothing else, we can help people get of their own way. everybody has a story and a dream, and they can bring it to bear if we can just help people get out of their own way sometimes. >> president bush, there was no presidential leadership scholars program when you were growing up. >> yes, there was. [laughter] george h.w. bush. [laughter] >> that's exactly where i was going. >> okay. you need to disguise your question a little better. [laughter] >> my next question -- [laughter]

president clinton, there is anything -- [laughter] -- is there anything you wish somebody taught you about leadership before you became a leader. >> actually i thought you were going to promote my book. >> you answer that question. >> well first of all, let me go back to the question you answered. i don't think you can teach humility. i don't think you can teach being secure. i don't think you can teach courage. i think you can give people tools if that it that's in their system, and that's what we intend to do. that's why this program is aimed at people who have exhibited leadership characteristics you can't teach, and give. them tools so that -- and confidence. i believe this is a confidence boost. go through this program, see other people their age or on the same area of work, and say, i

think i can do more. i've studied, william j. clinton or george w. bush or lbj -- first they'll discover we're just normal people who got caught up in -- through amibition and drive and circumstance, ended up being -- ended up being president. and here are the tools necessary to do it. so absolutely you can teach leadership skills. i don't think you can teach leadership qualities, and so this program is going to -- i assume the committee is going to screen for people who have shown leadership qualities by the age of 35 or 50 or however old the people are going to be. anyway, i learned a lot from my dad. i'm very fortunate to have watched a great man, and matter of fact this book i'm writing, i'm marketing now -- [laughter] -- which i think will be out november 11th -- [laughter]

>> it's a love story. >> this is going to irritate people in washington, i suspect, or some. because it's a love story. but it's a story about finding -- seeing somebody you admire and learning from them, and maybe this program will be able to do the same thing. and i learned a lot of lessons from being able to watch him throughout life. i suspect that people are going to be able to say when they finished this program, i learned a lot about leadership when i studied the presidencies of the four people that are associated with the program. >> mr. president, you clearly absorbed a lot of lessons from 41. i'm assuming those will be laid out in your book, available november 11th. [laughter] $16.80. on amazon. [laughter] >> no. a little higher.

>> i learned a lot from him. i'm not making any money off it. [laughter] let's explore that. one of the challenges in the program. last week i went to kennebunkport as the designated black sheep of the bush -- to see president bush on the 70th anniversary of his being the youngest american pilot shot out of the sky in world war ii. now, somebody taught him how to fly the plane, but he was 20 and wanted to be up there. and we had a flyover with an exact replica of the little bomber he flew, and it was a small bomber compared to the larger ones that were developed later, and the even smaller fighter planes that escorted

them that were most famously flown by the tuskegee airmen, the only unit who never lost a bomber. now, benjamin o. davis was the commander of the tuskegee airmen. he was a great leader. why? because he had simple things that he drilled into people and he said, you know, our fighters cost $50,000. the bombers cost $250,000. do not leave the formation to prove you can shoot down a german fighter plane. protect the bomber. that's our job. and that was a simple leadership strategy. that resulted in their being the only unit in world war ii never to lose a bomber, and i was talking to president bush about it and he said heed been thinking bit all day, too, and remembered everything that happened 70 years ago on that

day, when his life nearly ended. now, he was too young to have been through much leadership development except learning how to fly the plane, but i also think he got better as he went along. i think you got better as you went along. i know i got better as i went along, and i'll say again, i think giving people access to inside skills and training and also literally helping them to keep their heads on straight, is very, very important. because anything that is really hard will become harder, and then you'll feel a lot of pressure, and you watch -- we were talking about this golf tournament yesterday, when you get in any kind of high-level competition you have to work really hard to keep your mind, heart and spirit in the same place, not get in your way and never lose your focus, and i think there are ways to do that are quite effective, and i hope we can be helpful to a lot of

people. >> margaret and stephanie did a nice job of describing the program, telling us the kinds of people they're looking for in this presidential leadership scholars program. let me ask each of you to tell us a little more about precisely the kind of people whom you would like to have participate in it? what would be a successful kind of person who could benefit from this program? president bush? >> well, for sure we want people from all walks of life. and different political persuasions. we want people who have shown the capacity to succeed. people who work hard and who work with others in a good way.

and people who launched a career in whatever field, and we just want to be a little extra fuel, and -- remember the fellows, the white house fellows, bill and i both had the honor of meeting with our white house fellows. extraordinary group of people that spent time in the white house, people that were highly motivated people, and it's not exactly like the white house fellows but similar to the white house fellows. a rigorous application process. one of the challenges, by the way -- we hope people are supportive of this program help us -- is to get people aware of the program and to apply for the program. i guess that's -- got any other thoughts on that one? >> i'll give you one example. i'd like to -- like for us to have some people who are involved in nongovernmental

organizations, like our foundation work, that operate at a smaller level but do really great work. but need to figure out how to ramp it up and do so with the help of modest donors. so, it's become sustainable in their community or in their state or wherever. i think they could benefit from a program like this. i would like to have some people who are entrepreneurs in the program, who are working in areas with enormous potential but significant uncertainty for america's economic future. and i'd like to have to -- to go back to one thing george said -- i'd like to get some people from dramatically different backgrounds together, with the charge to come up with something they can do together.

for example, when the tea party first got organized, a lot of the early people who were interested in it were not involved with anybody big, anybody rich. they just thought the government had let them down and that, therefore -- they thought both the public and private sectors had gotten too big, and if everything worked the way they thought their home town or their neighborhood or their upbringing worked, things would be all right. i'd like for some people like that to be paired with community activists and african-american and hispanic and immigrant, asia neighborhoods, with projects that figure out what they can do together to have both the right culture and the right support system, and i think we could do a lot of things like that really would help develop leadership and a skill that we are beginning to see see atrophy in america, which is listening to people who disagree with us. we're less racist, sexist, and homophobic but we don't want to

be around anybody that disagrees with us and it's hard to make good decisions in complex environments. [cell phone ringing] [laughter] only two people have this number and both related to me. i hope i'm not being told i'm about to become a premature grandfather. >> that's right. that would make national news. [laughter] >> i don't think so. >> president bush, i've been admonished in asking these questions not to encourage you guys to commit news. >> thank you. >> here we are in the newseum, so that requires leadership on your part. >> yes, it does. it does and i'm going to try to exercise it. if either of you has any political announcements, endorsements or predictions you would like to make, now would be

a really fun time. [laughter] >> like the time -- remember the woman in canada, asked us about very dramatically said what about another clinton-bush [laughter] >> okay. i'm going to exercise leadership and not let us get any farther off. you know, but i'm interested in the answers that both of you gave to the last question in talking about what kind of scholars you wanted. neither of you talked about politicians. or elected officials, because i gather that's not the core purpose of this scholarship program. it's not to train a bunch of new political leaders. >> no. but i think that politics is important, and i know he does, too.

one of the things that i would like to do if we got into that -- i thought about it the other day i went to see "all the way." the broadway play about johnson passing the civil rights act. bryan cranston won the tony award for it. i liked him way better as lbj than a drug dealer. [laughter] but he's a great actor. i like the movie "lincoln" because it showed abraham lincoln as a politician, making those dreaded deals, giving guys jobs and stuff to vote for the amendment to end slavery. i wouldn't mind having a leadership program which forces people to talk about the compromises that leaders have to make, and which ones are more principled and which ones aren't, and is it only determined by the end or don't

you have to have some limits on the means, too? i hope we do have some of that in there, because that's really important. if you lose the ability to keep the door open to people dish -- -- i remember one day, trent lott jumped all over me in a sunday morning talk show, said i was acting like a spoiled brat. i never will forget this in the second term. i called him on the phone. he said, my god, are you call had gone chew me out? i said, but not for what you think. he said, what do you mean? i said, you worked hard last week, didn't you? and you agreed because somebody suggested you do the sunday morning talk shows and you woke up exhausted with a headache, you were mad you had to good, you when you had to go and you took the bait. he said, that's exactly what happened. how did you know that? [laughter] i'm telling you this because it made us better friends.

i didn't care what he said. i cared whether we could go to work the next week. those things i would like to help teach people. how did mandela develop the strength to put the people who kept him in prison, 27 years, the leaders of the parties, in his government. he didn't just invite them to the inauguration, he had them in his government. we are going to have to do some pretty radical things like that over the next ten or 15 years if we're going to create real decisionmaking processes that work. so i'm not against having people in politics in this, but i'm against giving it a particular political cast. >> yeah. i agree with that. i'm also concerned about the fact that people look at the political process and public service and say, i don't want to serve. who wants to get involved with that. you know, who wants their reputation besmerched. program -- that this hopefully this program will

inspire good people to serve and say it's worth the cost. it's worth the cost. it's worth the price. we didn't mention the military. i hope the military participates. i think it is very important to have people who wear the uniform go through a program like this. so i'm not adverse to politicians. people saying politics is noble, i want to serve as a result of the program, i think would be a wonderful dividend. >> let's talk for a minute about the curriculum of the presidential leadership scholars program. margaret and stephanie described it. it's got four key themes to the curriculum. first is communications and vision, second is decisionmaking, the third is influence and persuasion, and the fourth is coalition-building. in your mind, president clinton, is any one of those four more important than the others?

>> well, the bible says where there's no vision the people perish, but i think the truth is, if the test is are things going to be better off when you quit than you started, whatever it is you're doing, you have to do everything. you have to have a vision, is articulated, turned into a strategy. then you have to be able to execute the strategy, to pass a bill if you're trying to pass a bill, or if you're not in the political context, just to go do it. and you have to be able to assemble a team. as i said, people that know things you don't and have skills you don't. to do that. and to build support for it. and i think all those things are exceedingly important, and then you have to stay at it, and one of the things that i hardly ever see, george, that it don't think of this, and we never talk about it, but i watched all those debates he had with vice

president gore. not a single one of them did either one of them get asked, what are you going to do when they blow up the world trade center? so, if you take a leadership position, you very often -- particularly in an uncertain world, if you don't do or get caught trying to do what you said you were going to do when you ran you feel like you have let yourself and your supporters down. or if you take a job as chairman of a company, same thing. or start a small business. on the other hand, you can't ignore the incoming fire. that's what really damaged our friend in south africa. he said, mandela created a modern political state. i'll create a modern economy, and here comes aids. so you have to deal with that and then you have to try to think of things that aren't in the headlines that will prepare for a future. you have got to do all that. i don't think you can

disaggregate these things. that's one of the things i hope will come out of this program. >> i agree completely with that. i thought stephanie and margaret had a valid point in that issues change, circumstances change, economies change, but there are certain principles that don't, management principles and leadership skills that won't change. and the idea, of course, is to not only have a class but to have a series of classes, big alumni association, encouraging people to sign up but also reinforcing the lessons learned about what it takes to lead. and, again in washington, people think they're talking about budget chairman or something like that. i mean, if you're a small business owner, these lessons apply to you as well, the four areas of discussion. you may have to communicate with fewer people, but nevertheless you still have to communicate the vision in order for a company to succeed. for example. you have to know where it's

going. leadership is knowing where you, the leader ex-want to take somebody, and have the skills necessary to do so. i don't think you can isaggregateate -- d them. >> let me ask you about the two presidencies involved in this initiative that aren't represented on the stage. and president clinton, i'm going to begin by asking you about 41. even though you haven't written a book that will be out on november 11th. [laughter] about 41. >> i think i can put one together and be ready by the middle of -- be ready for the christmas season. [laughter] >> but you have worked a lot with 41 in your post presidency . >> i have. >> and you're known to be very close with him. what leadership attributes of 41 do you think have impressed you most and are the ones you want to inculcate through the

is leadership program? >> when you're dealing with president bush 41, there are a couple of things that are never in doubt, and i think this is really important. his good will is never in doubt. and this was true before he was 90. we've been working together for a long time now. we've been out of office a long time. he did things when most people were at an age where they were -- where they'd stopped doing things. jimmy carter did the same thing. have to respect that. he is 90. just went to china to celebrate the 35th anniversary of opening the door to china. so, anyway, when you deal with

president bush, you realize immediately that he is a person of good will. whatever it is he is doing, he is doing because he thinks it's right and he wants to help somebody. i don't think that can possibly be underestimated as an attribute. if you don't have that, then everything else you're trying to do is a lot harder. when i was president we had to >> and i had a republican congress, six of the eight years, the people that actually knew me, that i had a relationship with, that we had done something together on, republicans who supported the irish peace process for example -- it was -- we had a beg leg up. i think it's very important, when people see that. the other thing i think that he had that believe every leader needs, that i think he's got, too, by the way, we can all do the right thing when we're presented with a problem we know everything about and we

understand the main players. but the best leaders have enough imagination and empathy that they can feel the situation somebody's in that they'd never been in, and bush 41 was great about that. otherwise, you know, he wouldn't have been out there plunking for the americans with disabilities act. he had pretty clean air up in nebunkportort -- ken but wanted the clean air standards who when he was a congressman, he was one of the few southerners, or republicans to vote for the open housing law in 1968. why was that? he could always live wherever the heck he wanted. he could put himself in the position of someone who had a different life, with different life possibilities and different life changes.

i think that's one of most important characteristics a leader can have, and he is always been great at that. >> thank you. you're right. >> president bush, same question to you about lyndon johnson, what stands out in your mind as his leadership qualities you want taught is in program. >> i met lyndon johnson twice. once when i was visiting my grandfather who was a colleague of his in the senate, and once later on when he had retired back to texas. he was a big guy. i was struck by how imposing his whole kind of physical being was, and i would suspect amongst the four, his strongest quality was his persuasiveness. [laughter] particularly to get the civil rights bill passed. i mean, it's one of the greatest legislative feats in our

nation's history. and lyndon johnson powered it through, and i don't think we will be able to teach size. [laughter] but i will think we can -- people will be able to be inspired by his lesson, and -- yeah. >> president clinton, let me ask you, you two to talk about each other for a minute. >> beautiful man. beautiful. [laughter] >> what in president bush's leadership style stands out are for you that you want taught in this scholars program? >> when he decided what he thought was right, he went for it. and sometimes i didn't agree with what he thought was right. but i recognized that he was

doing what he thought was right not what he thought the politics of the moment required or what the constituencies even within his own party required. you can argue like "no child left behind," but one thing it certainly reflected was a concern for the achievement levels of all american students, and ted kennedy supported him on it, as i remember they worked that out. that was kind of interesting couple. [laughter] when -- and i remember when he said, i don't do nuance, and he got bashed for it, and i like nuance and cloudy situations,

but the truth is sometimes clarity is required. and when he said it, he said it in a circumstance where he thought clarity was more important than being -- adding a three paragraph codicile to whatever your decision was. so, i actually learned a lot watching him over the years. and i tell young people all the time, who agree with my politics, that when you look at the top of any organization, every now and then, for example, of all the world leaders i knew , i never talked to you about this -- all the world leaders i came in touch with i had an occasional lazy person, an occasional not real smart person, and an occasional crook. most of them were smart, hard-working and honest, and whether i agreed with them or not, they did what they thought was right. and so i think watching how they do it is very helpful.

president bush in different ways and ie but both of us, look like i'm nice and he used to make fun of himself. you always want to be stunned -- underestimated by your adversaries. he consistently benefited by being underestimated, and so did i, for totally different reasons. i watched the way he throughout through things and trying to approach them with clarity and decisiveness with great admiration you. and if you read that book, you'll understand why. not the one coming out on whenever blah blah, his other book. i was one of the non-right-wingers who brought it. it was a heck of a book. [laughter] >> president bush, same question. >> thank you for that very much. there's a lot to admire about bill clinton. i think first of all an awesome

communicator. always admired that. he can really lay out a case and get people all across the political spectrum to listen. and i think it harkens back to what you said about my dad, and that is you, too have got great empathy for people. and if you have empathy for people like you do, then people are going to want to listen to you, and then when they start listening you actually can convince them. and you, too, made tough decisions, and listened carefully, and decided, whether things were -- hopefully teach people but through the case studies, is at some point in time a leader has to decide, and you did that. and you set -- told people where you want to lead, and the way people could understand, and it's -- and then made decisions, and stuck by them. and so -- yeah.