How To Run A White House

Did you have a favorite technique for turning down requests from people who just won't get the message?
No, I just tried to be polite, to be inclusive rather than exclusive, and to set priorities and keep to them. I imposed the same test on everyone: the test of needs versus wants. You have to make sure you address needs, but you can't address wants, because they'll crowd out the time for the needs. It's a tremendous management challenge. I used to manage by walking around and talking to people, rather than waiting for them to come to me. But you have to make decisions. If you are not decisive, the White House will not function very well.

What about when there are disagreements among top figures? That's a lot of ego for one person to manage.
Disagreements among staff members are actually the norm rather than the exception. Most people who work in the White House are type-A personalities, so even when they agree they don't want to admit it. Contrary to the myth, there is no monolithic thinking in the White House. It's more important to make sure the arguments are civil and respectful than to try to make them disappear. You actually want a healthy tension and contrarian views expressed.

What about dealing with us fine folks in the media? I believe it was James Baker who wrote in his book that he liked to be the anonymous source, because he felt he could better control the flow of information.
I took my direction on the press from the people who are paid to do that. I didn't try to manage the press, because I'm sure I would never be able to manage it well—and I'm sure that caused me some problems.

If you were to go back and do one thing differently, what would it be?
I probably would've left a year and a half earlier.

© 2008