John Dickerson sums it up for me
In the wake of Alberto Gonzales’ resignation, John Dickerson has a Slate column that nicely summarizes a big deficit in Bush’s managerial style: The personnel failures make it very hard for Bush fans to defend the president because they so deeply undermine the tenets of his management style as he articulates it. Bush has often ...
In the wake of Alberto Gonzales' resignation, John Dickerson has a Slate column that nicely summarizes a big deficit in Bush's managerial style: The personnel failures make it very hard for Bush fans to defend the president because they so deeply undermine the tenets of his management style as he articulates it. Bush has often talked in almost mystical terms about his ability to take the measure of people by looking them in the eye. His most infamous snap judgment, early in his first term, was peeking into the soul of Vladimir Putin and finding goodness. But even with years of presidential experience, he continues to make terrible judgments about the aptitudes of his own staffers. Harriet Miers and Alberto Gonzales may be very nice people, but they were never competent for the jobs Bush wanted them to have. In talking about the skills necessary for any president, Bush has almost always focused on personnel first. "If I were interviewing a guy for the job of president," he said when I interviewed him for Time in August 2004, "I'd ask, How do you make decisions? How would you get unfiltered information? Would you surround yourself with hacks? Are you scared of smart people? I've seen the effect of the Oval Office on people. People are prepared to come in and speak their minds, and then they get in there, and the place overwhelms them, and they say, 'Gee, Mr. President, you're looking good.' I need people who can walk in and say, 'Hey, you're not looking so great today.' " This kind of talk thrilled Bush supporters, but the president has never exercised the kind of emotion-free decision-making he bragged about. When it came to personnel decisions, his personal sense of loyalty, his hostility to the Beltway establishment, and his stubbornness all clouded his judgment. Tolerating incompetence has harmed Bush in any number of ways. The worst of these is locking in the idea that he's oblivious to reality.This has undoubtedly been a key failing of Bush's managerial style. But it's hardly the only one.
In the wake of Alberto Gonzales’ resignation, John Dickerson has a Slate column that nicely summarizes a big deficit in Bush’s managerial style:
The personnel failures make it very hard for Bush fans to defend the president because they so deeply undermine the tenets of his management style as he articulates it. Bush has often talked in almost mystical terms about his ability to take the measure of people by looking them in the eye. His most infamous snap judgment, early in his first term, was peeking into the soul of Vladimir Putin and finding goodness. But even with years of presidential experience, he continues to make terrible judgments about the aptitudes of his own staffers. Harriet Miers and Alberto Gonzales may be very nice people, but they were never competent for the jobs Bush wanted them to have. In talking about the skills necessary for any president, Bush has almost always focused on personnel first. “If I were interviewing a guy for the job of president,” he said when I interviewed him for Time in August 2004, “I’d ask, How do you make decisions? How would you get unfiltered information? Would you surround yourself with hacks? Are you scared of smart people? I’ve seen the effect of the Oval Office on people. People are prepared to come in and speak their minds, and then they get in there, and the place overwhelms them, and they say, ‘Gee, Mr. President, you’re looking good.’ I need people who can walk in and say, ‘Hey, you’re not looking so great today.’ ” This kind of talk thrilled Bush supporters, but the president has never exercised the kind of emotion-free decision-making he bragged about. When it came to personnel decisions, his personal sense of loyalty, his hostility to the Beltway establishment, and his stubbornness all clouded his judgment. Tolerating incompetence has harmed Bush in any number of ways. The worst of these is locking in the idea that he’s oblivious to reality.
This has undoubtedly been a key failing of Bush’s managerial style. But it’s hardly the only one.
Daniel W. Drezner is a professor of international politics at the Fletcher School of Law and Diplomacy at Tufts University and co-host of the Space the Nation podcast. Twitter: @dandrezner
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