This is rather strange. One would have expected things would look definitely more positive and people in a better mood on the very day of the inauguration of a new president of the US.
Sadly, that is not the exact scenario. The world stock markets dip into the negative territory, and unbelievably Dow falls more than 300 points (4%) to close below the 8k mark. This does not augur well for the global economy, reflecting badly on the dire state-of-affairs of the US economy in particular.
One explanation for the lackluster performance could be because consumers may not have that much confidence in the new administration team in bringing the bashed financial institutions back to normal that soon. If that is the case, there is no need to talk big about CHANGE and end up offering false promises.
In short, just quietly and diligently do the necessary work to bring about the correct result via right actions. Show the world Washington CAN and will.
(Tan Boon Tee, btt1943@yahoo.com)
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State Department | Personnel Matters
By Lawrence Eagleburger
From the moment the President announces his intention to name you Secretary of State you will know little peace. You will be deluged by hundreds of your "best friends." Most will be job seekers while some will earnestly tell you what your priorities should be. Do not let the former in the door and ignore the latter.
If you intend to run the Department of State instead of being run by it, you will begin your sojourn by recognizing that people will be a key to your future success or failure. Decide on people before you do anything else—once in office responding to events will consume your every wakening hour. State has more senior level officers for its size than any other department, all requiring Senate confirmation. It will take several months before all these appointees are in place; it would behoove you to have your list of nominees ready to go to the Senate shortly after the inauguration. The fly in the ointment, however, could be how you and the President sort out his involvement in the process. I can assure you that he will have a list. That is his right. However, you have an obligation to lead a Department that will loyally carry out the President's policies. Your confidence in those below you will be a vital part of assuring an effective Department.
There is no easy answer to this conundrum, since so much depends on the President's personality and involvement in foreign affairs. The best I can suggest is what would amount to a veto if you decide that you cannot work with the people he wants. There is one person you must insist be yours to select—the Deputy Secretary. This position should go to someone you could consider your alter-ego—someone ready to fill in for you when you are otherwise occupied.
I was an assistant to Henry Kissinger when President Nixon named him Secretary, to replace William Rogers. The Deputy Secretary at the time was a gentleman who had expected to be named Secretary on Roger's departure. The new Secretary and the old Deputy had, as you might imagine, a less than wholesome relationship—which often led to mixed signals to subordinates. Kissinger, not exactly a patient man, had a new Deputy in short order, someone he personally selected and insisted the President appoint. Are you ready to be as hard-nosed? Again, much will depend on the President himself. Unless he is willing to let you have your say, I believe you should tell the President that, regretfully, you cannot accept his job offer.
This is strong medicine, but otherwise you may soon find that the President is making decisions on substantive matters without your involvement. It has happened numerous times. Be a wet washcloth on personnel matters and you invite similar treatment on more substantive issues.
Many former Secretaries have fallen into this trap. They were so enamored with the high office and its perks that they decided to grin and bear it. I know of one who was unhappy with his treatment but nonetheless wanted to stay on through the President's second term. After he was put aside, he waited for an opportunity for revenge and endorsed his party's Presidential opponent some years later. This brings me to my final point: loyalty to your President—so long as he stays within the law—is your best guarantee of success.
—Lawrence S. Eagleburger served as Secretary of State under George H.W. Bush
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