Posted
by Denny Hatch
This Lost Masterpiece Could Make
A Mediocre President Competent
Over
my checkered career I saved two businesses (Better Homes & Gardens Family
Book Service and Target Marketing magazine) and started two others (WHO’S
MAILING WHAT! and the Peter Possum Book Club).
An
indifferent English major, I never went to business school. Never took management courses. In
my first 12 years in business I had 9 jobs and was fired from five of them. I believe
what saved me was my infatuation with rules. Every time I heard or read a
useful rule—often a one-liner—I jotted it down and remembered it. I have hundreds of them archived in 99 subject categories.
One
source of rules was Donald Rumsfeld (born July 9, 1932)—congressman from
Illinois, U.S. Representative to NATO, White House Chief of Staff and Secretary
of Defense under Gerald Ford and George W. Bush.
Two
of Rumsfeld’s Rules that made absolute sense to me and worth remembering:
• A’s
hire A’s. B’s hire C’s.
• Reduce
the number of lawyers. They are like beavers—they get in the middle of a stream
and dam it up.
Somewhere
in the 1980s I became aware of Rumsfeld’s Rules and saved them. Later they were
published in book form and were very well received. Two blurbs:
“Tough, acute in his analyses, and effective in
advocating his positions, Donald Rumsfeld has been one of the remarkable
personalities in American public life. His book of maxims and lessons learned
is sure to engage and enlighten.” —Henry A. Kissinger
“A Brilliantly useful set of ideas, boiled down to their essence and presented in an easily accessible way, and with stories from experience to give them vibrant meaning.” —George P. Schultz
“A Brilliantly useful set of ideas, boiled down to their essence and presented in an easily accessible way, and with stories from experience to give them vibrant meaning.” —George P. Schultz
With the current brouhaha in the country and
around the world over Donald Trump’s presidency, I decided to go back and have
a look at the Rumsfeld’s Rules I had saved.
The question: How long would that Donald last in this Donald’s administration? I'd give him 3 days. Or more likely 3 hours.
The question: How long would that Donald last in this Donald’s administration? I'd give him 3 days. Or more likely 3 hours.
Rumsfeld's Rules
Advice on Government, Business and Life
Many
of these rules, reflections and quotations came from my role as chairman of the
“transition team” for President Ford and my service as White House chief of
staff. Others came from experiences as a U.S. naval aviator, a member of
Congress, ambassador to the North Atlantic Treaty Organization, secretary of
defense, presidential Middle East envoy, business executive, chairman of the
U.S. Ballistic Missile Threat Commission, and other experiences.
These
reflections and quotations have been gathered over the past 40 years. Credit is
given where known. As the quotation has it, “If it's not true, it's still well
founded.” – Unknown
—Donald
Rumsfeld
Serving in the White House
(for the White House chief of staff and
senior staff)
• Don't accept the post or stay unless you have an understanding with the president that you're free to tell him what you think “with the bark off” and you have the courage to do it.
• Don't accept the post or stay unless you have an understanding with the president that you're free to tell him what you think “with the bark off” and you have the courage to do it.
• In the execution of presidential decisions
work to be true to his views, in fact and tone.
• Know that the immediate staff and others in
the administration will assume that your manner, tone and tempo reflect the
president's.
• Learn to say, “I don't know.” If used when
appropriate, it will be often.
• If you foul up, tell the president and
correct it fast. Delay only compounds mistakes.
• Walk around. If you are invisible, the
mystique of the president's office may perpetuate inaccurate impressions about
you or the president, to his detriment. After all, you may not be as bad as
they're saying.
• In our system leadership is by consent, not
command. To lead, a president must persuade. Personal contacts and experiences
help shape his thinking. They can be critical to his persuasiveness and thus to
his leadership.
• Don't divide the world into “them” and
“us.” Avoid infatuation with or resentment of the press, the Congress, rivals,
or opponents. Accept them as facts. They have their jobs and you have yours.
• Amid all the clutter, beyond all the
obstacles, aside from all the static, are the goals set. Put your head down, do
the best job possible, let the flak pass, and work toward those goals.
• Don't say “the White House wants.”
Buildings can't want.
• Leave the president's family business to
him. You will have plenty to do without trying to manage the first family. They
are likely to do fine without your help.
• Make decisions about the president's
personal security. He can overrule you, but don't ask him to be the one to
counsel caution.
• Don't automatically obey presidential
directives if you disagree or if you suspect he hasn't considered key aspects
of the issue.
• The price of being close to the president
is delivering bad news. You fail him if you don't tell him the truth. Others
won't do it.
• You and the White House staff must be and
be seen to be above suspicion. Set the right example.
• Don't speak ill of your predecessors or
successors. You didn't walk in their shoes.
• Remember the public trust. Strive to
preserve and enhance the integrity of the office of the presidency. Pledge to
leave it stronger than when you came.
• Don't blame the boss. He has enough
problems.
Keeping Your Bearings in the White House
• Enjoy your time in public service. It may well be one of the most interesting and challenging times of your life.
• Enjoy your time in public service. It may well be one of the most interesting and challenging times of your life.
• Let your family, staff and friends know that you're still the same person, despite all the publicity and notoriety that accompanies your position.
• Have a deputy and develop a successor.
Don't be consumed by the job or you'll risk losing your balance. Keep your
mooring lines to the outside world -- family, friends, neighbors, people out of
government and people who may not agree with you.
• When asked for your views, by the press or
others, remember that what they really want to know is the president's views.
• Most of the 50 or so invitations you
receive each week come from people inviting the president's chief of staff, not
you. If you doubt that, ask your predecessor how many he received last week.
• Keep your sense of humor. As Gen. Joe
Stillwell said, “The higher a monkey climbs, the more you see of his behind.”
• Know that the amount of criticism you
receive may correlate somewhat to the amount of publicity you receive.
• If you are not criticized, you may not be
doing much.
• From where you sit, the White House may
look as untidy as the inside of a stomach. As is said of the legislative
process, sausage making and policy making shouldn't be seen close-up. Don't let
that panic you. Things may be going better than they look from the inside.
• Be
able to resign. It will improve your value to the president and do wonders for
your performance.
• If
you are lost -- “climb, conserve, and confess.” -- U.S. Navy SNJ Flight Manual
Doing the Job in the White House
• Your performance depends on your people. Select the best, train them, and back them. When errors occur, give sharper guidance. If errors persist or if the fit feels wrong, help them move on. The country cannot afford amateur hour in the White House.
Doing the Job in the White House
• Your performance depends on your people. Select the best, train them, and back them. When errors occur, give sharper guidance. If errors persist or if the fit feels wrong, help them move on. The country cannot afford amateur hour in the White House.
• You will launch many projects but have time
to finish only a few. So, think, plan, develop, launch and tap good people to
be responsible. Give them authority and hold them accountable. Trying to do too
much yourself creates a bottleneck.
• Think
ahead. Don't let day-to-day operations drive out planning.
• A
president needs multiple sources of information. Avoid excessively restricting
the flow of paper, people, or ideas to the president, though you must watch his
time. If you overcontrol, it will be your “regulator” that controls, not his.
Only by opening the spigot fairly wide, risking that some of his time may be
wasted, can his “regulator” take control.
• If in
doubt, move decisions up to the president.
• When
you raise issues with the president, try to come away with both that decision
and also a precedent. Pose issues so as to evoke broader policy guidance. This
can help to answer a range of similar issues likely to arise later.
• See
that the president, the cabinet and the staff are informed. If cut out of the
information flow, their decisions may be poor, not made, or not confidently or
persuasively implemented.
• Don't
allow people to be excluded from a meeting or denied an opportunity to express
their views because their views differ from the president's views, the views of
person who calls the meeting, or your views. The staff system must have
integrity and discipline.
• When
the president is faced with a decision, be sure he has the recommendations of
all appropriate people, or that he realizes he does not have their views and is
willing to accept the consequence. They will be out of sync, unhappy and less
effective if they feel they are—or are seen as—having been “cut out.”
• Don't
be a bottleneck. If a matter is not a decision for the president or you,
delegate it. Force responsibility down and out. Find problem areas, add
structure, and delegate. The pressure is to do the reverse. Resist it.
• One
of your tasks is to separate the “personal” from the “substantive.” The two can
become confused, especially if someone rubs the president wrong.
• If a
prospective presidential approach can't be explained clearly enough to be
understood well, it probably hasn't been thought through well enough. If not
well understood by the American people, it probably won't “sail” anyway. Send
it back for further thought.
• Control
your time. If you're working off your in-box, you're working off the priorities
of others. Be sure the staff is working on what you move to them from the
president, or the president will be reacting, not leading.
• Look for what's missing. Many advisers can
tell a president how to improve what's proposed or what's gone amiss. Few are
able to see what isn't there.
• Think
of dealing with Congress as a “revolving door.” You'll be back to today's
opponents for their help tomorrow. Presidential proposals will need a member of
Congress's support on some issue, at some time, regardless of philosophy, party
or their positions on other issues. Don't allow White House links to members to
be cut because they may disagree on some or even many issues.
• Work
continuously to trim the White House staff from your first day to your last.
All the pressures are to the contrary.
Serving in Government
• Public servants are paid to serve the American people. Do it well.
• Public servants are paid to serve the American people. Do it well.
• Beware
when any idea is promoted primarily because it is “bold, exciting, innovative
and new.” There are many ideas that are “bold, exciting, innovative and new,”
but also foolish.
• The
federal government should be the last resort, not the first. Ask if a potential
program is truly a federal responsibility or whether it can better be handled
privately, by voluntary organizations, or by local or state governments.
• As
former Rep. Tom Curtis of Missouri said, “Public money drives out private
money.”
• Presidential
leadership needn't always cost money. Look for low- and no-cost options. They
can be surprisingly effective.
• If in
doubt, don't.
• If
still in doubt, do what's right.
• Treat
each federal dollar as if it was hard earned. It was -- by a taxpayer.
• “Try to analyze situations intelligently,
anticipate problems and move swiftly to solve them. However, when you're up to
your ears in alligators, it is difficult to remember that the reason you're
there is to drain the swamp.” -- Unknown
Politics, Congress and
the Press
• “The winner is not always the swiftest, surest or smartest. It's the one willing to get up at 5 a.m. and go to the plant gate to meet the workers.” -- Unknown
• “The winner is not always the swiftest, surest or smartest. It's the one willing to get up at 5 a.m. and go to the plant gate to meet the workers.” -- Unknown
• In politics, every day is filled with
numerous opportunities for serious error. Enjoy it.
• The most underestimated risk for a
politician is overexposure.
• If
you try to please everybody, somebody's not going to like it.
• Members of the House and the Senate are not
there by accident. Each managed to get there for some reason. Learn what it was,
and you will know something important about them, about our country and about
the American people.
• With
the press there is no “off the record.”
• “There
are only three responses to questions from the press: (1) 'I know and will tell
you'; (2) 'I know and I can't tell you'; and (3) 'I don't know.' ” -- Dan
Rather
For the Secretary of
Defense
• Manage the interaction between the Pentagon and the White House. Unless you establish a narrow channel for the flow of information and “tasking” back and forth, the process can quickly become chaotic.
• Manage the interaction between the Pentagon and the White House. Unless you establish a narrow channel for the flow of information and “tasking” back and forth, the process can quickly become chaotic.
• Normal management techniques may not work
in the department. When pushing responsibility downward, be sure not to
contribute to a weakening of the cohesion of the services; what cohesion exists
has been painfully achieved over the decades.
• Avoid
public spats. When a department argues with other government agencies in the
press, it reduces the president's options.
• Establish good relations between the
departments of Defense and State, the National Security Council, CIA and the
Office of Management and Budget.
• Be sure key U.S. ambassadors are informed on
defense activities in their countries.
• Develop a personal relationship with the
chairman and each of the Joint Chiefs of Staff. They are almost always
outstanding public servants. In time of crisis, those relationships can be
vital.
• Napoleon was asked, “Who do you consider to be
the greatest generals?” He responded, “The victors.”
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