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OP-EDS & REVIEWS

By Gil Troy, The Montreal Gazette, 8-11-11

U.S. President Barack Obama is smart, eloquent and talented, but inexperienced as an executive. While he still needs more management experience, the presidency is not the right place for on-the-job training.

U.S. President Barack Obama is smart, eloquent and talented, but inexperienced as an executive. While he still needs more management experience, the presidency is not the right place for on-the-job training.

Photograph by: Alex Wong, Getty Images

The downgrading of America’s credit rating just days after the debt-ceiling fight ended – followed by wild stock market gyrations – risks branding Barack Obama’s presidency as a historic failure. The S & P analysts made it clear that they were passing political judgment on the United States, not just making an economic assessment. While Republicans clearly share the blame for U.S. political gridlock, Obama shoulders most of the burden as the person in charge.

The perception of American paralysis reflects deep ideological divisions in the country as well as disturbing management failures in the Oval Office. Barack Obama is smart, eloquent and talented, but inexperienced as an executive. As a community organizer, an academic and a senator on the state and national levels, he has led but not managed. The presidency is an executive position and not a place for on-the-job training, especially during times of economic catastrophe.

The debt-ceiling fight and the ensuing downgrade proved yet again that few politicians fear the current president. Obama seemingly skipped the section in Machiavelli that teaches “it is much safer to be feared than loved.” America’s president could learn from Canada’s current prime minister how to motivate in a muscular way, just as Stephen Harper could learn from Obama how to lighten a leader’s touch. Obama’s dainty presidency will continue drifting until both Democrats and Republicans, in Congress and in the executive branch, learn that crossing the president has a cost, and that this president, like other strong leaders, will wreak vengeance on errant allies as well as political enemies.

Petulance is not enough. Obama has repeatedly denounced the Republicans as obstructionist. But these displays of presidential pique backfired, legitimizing Tea Party claims to being independent troublemakers. Moreover, Obama’s denunciations risk becoming ritualized, more like the fulminations of a substitute teacher who cannot control the class rather than the commands of the disciplinarian assistant principal who restores order.

Obama has long struggled with this problem of presidential wimpiness. Rahm Emanuel swaggered into the Oval Office as White House chief of staff to be Obama’s enforcer. But years in the House leadership softened Emanuel, making him too deferential to Congress. Congressional Democrats acted with impunity during the two years they enjoyed a majority in both Houses. The result was the health-care bill, a bill so complex because it indulged so many legislative whims it is difficult for the president to explain clearly in popular terms.

Obama’s most successful predecessors cultivated reputations for toughness. Theodore Roosevelt conceptualized the White House as a bully pulpit for national leadership while understanding the need to bully the occasional critic. Franklin Roosevelt’s famous challenge, “Judge me by the enemies I have made,” today sounds like a wartime boast. In fact, Roosevelt made this defiant statement during his 1932 campaign visit to Portland, Ore., vowing to confront greedy public utilities. As president, Roosevelt perfected various techniques for rewarding friends and punishing enemies. He distributed federal goodies like a tyrannical father doles out love, attention and allowance, favouring the districts of loyal legislators such as Congressman Lyndon B. Johnson, whose constituents then prospered.

Conversely, while historians often emphasize Roosevelt’s failure to unseat the conservative Democratic congressmen he opposed in 1938, targeting some kept others in line.

Ronald Reagan, like Obama, was constitutionally unable to bully party members who strayed or opponents who obstructed. But Reagan knew he had to telegraph toughness, especially because many underestimated him as a mere actor and a political amateur. In August 1981, when members of the Air Traffic Controllers’ Union went on strike, Reagan gave the controllers 48 hours to return to work. Two days later, he fired those who continued striking.

“I’ve asked so many leading European financiers when and why they started pumping money into this country,” a British businessman based in Washington said years later, “and they all said the same thing: when Reagan broke the controllers’ strike.”

Obama, like all effective leaders, must remain authentic. Seeking to play the role of the moderate is natural for him, and commendable. But many of America’s most successful presidents understood they had to be muscular moderates, building consensus without playing the patsy.

Political scientist Richard Neustadt characterized the power of the presidency as the power to persuade. In fact, presidential power also comes from the ability to reward and punish, to create careers and destroy others – demanding a ruthlessness in domestic politics that Obama has rarely displayed.

Leaders, even muscular moderates, should be feared, respected and, if possible, as a bonus, loved.

Gil Troy teaches history at McGill University.

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Globe and Mail Update, October 1, 2008 at 8:36 AM EDT

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