Obama and the Usages of Power

It’s still too early to say whether or not Obama will grow to be a successful president—but he took a significant step in that direction last week. He put his nose to the political grindstone and made some of his health care initiative finally happen.
Whether he can articulate it or not, he’s learned some important lessons about the nature, usages and limitations of Power. A year ago he made the mistakes most people make when they think about power—that if you have a title like “president” all you have to do is stand there and “be” powerful.
Nope. Do that and Congress, Wall Street and the folks who decide where the next Olympics will be held will walk all over you. Throughout Obama’s first year in office, they walked at will. He discovered that the presidential seal and fifty cents will get you a phone call every time.
This is not really Obama’s fault. He has had no experience wielding power. A Senator, a community activist and a recent Harvard Law School graduate have no power to wield. There was no way he could have learned before last year.
First of all, to be effectively powerful—to make things happen—requires a voracious appetite for an appalling amount of desperately hard work and a stomach for unimaginable stress. I believe it can be safely said that most men who have served as CEO of, say, General Motors (or Exxon, Nescafe, General Electric—it doesn’t really matter) have done so without ever seriously affecting how or what was done at General Motors.
In other words, they’ve never ran General Motors. The same thing can be said of most presidents. They have served their four or eight year terms without ever having run the United States government—or having gotten a real idea of what’s going on in Washington.
Obama’s misfortune—and possible future good luck—is that he landed in Washington during one of those rare occasions when it was necessary for a president to 1)know what was going on, 2)make things happen, and 3)exert real and effective power.
Roosevelt did. Lincoln did. George W. Bush did. It is instructive to look at photos of these men taken on the day they assumed office and taken during their last year in the office. The job aged the life right out of some of them. It killed Roosevelt and Lyndon Johnson. It left people like Bush and Buchanan covered with opprobrium.
Most presidents, more than we like to think, have glided through their terms without having to go much beyond Cal Coolidge’s famed question (when he woke up from a nap), “Is the country still there?” It usually was and it survived them.
I’ve done a lot of thinking about the nature of power ever since I was a twenty-five year old kid in Washington with the equivalent civilian rank of first lieutenant or captain in the army. I would periodically step back and observe myself and be fascinated by a couple of things I saw around me.
I could call a multi-billion dollar federal agency like the CDC in Atlanta and make it hop, skip and jump. The man next to me, with the equivalent rank of a colonel or general couldn’t make it budge. Why? What was the difference?
For one thing, I possessed something that is true of almost anyone in Washington who can exercise any real power—I had DERIVATIVE power. I spoke in the name of someone who had power, in this case the Surgeon General of the United States. The other man did not.
I quickly realized that much of the Surgeon General’s power was also derivative—as was the power of his boss, the Secretary of HEW. ALL of us were working on derived power—not anything that was actually real. (Forget that, even for an instant, and you suffer a nasty political death.) So all power is actually merely derived. It isn’t really yours. Push beyond the limits of that derivation, and you fail.
I learned a few more things about power during that time—I’ll continue next time.