The Gates files (I): Forget Rumsfeld's rules, this sec def had his own way to roll

It struck me when
reading the memoirs of Robert Gates that he effectively lists a bunch of rules
for living and working in Washington that are pretty good, and perhaps more astute than the
famous collection of rules compiled by Donald Rumsfeld, a less successful defense secretary. Here is my selection
of his instructions, all of them offered in his hot new
book:

Don't
always show your hand: "I believed that I would maintain maximum leverage in
the process ... if the other players did not know exactly what approach I
supported."




Likewise,
go easy on television appearances. "When it comes to the media, often less is
more, in the sense that if one appears infrequently, then people pay more
attention when you do appear."




But
use your prominence to set an example internally. "If I could make time to try
to help a single soldier, then by God so could everyone else in authority."




Get
real. "I'd been around long enough to know that when the head of a cabinet
department says his organization has no problems, he is either lying or
delusional."




Not
new, but well put: "This tactic of using high-level reviews to buy time was one
I would use often as secretary."




Know
what you want out of a meeting before you go into it. "A meeting in the
Situation Room was never just another gathering for me: outcomes were
important, and I always had a strategy going in."




Get
on top of acquisition. If you don't, "Congress will fuck it up."




You
can't have a government without a budget. And that means, "For everyone in the
executive branch except the president, the Office of Management and Budget is
the villain."




Understanding
the Pentagon: "The Department of Defense is structured to plan and prepare for
war but not to fight one."




When
you make a controversial decision, such as firing a top general, "be willing to
meet face-to-face with those most affected."




Don't
be afraid to plunge into details. "‘Microknowledge' must not become
micromanagement, but it sure helps keep people on their toes when they know
that the secretary knows what the hell he's talking about."




But
don't place too much faith in strategy documents produced by the bureaucracy.
"I don't recall ever reading the president's National Security Strategy when
preparing to become secretary of defense. Nor did I read any of the previous
National Defense Strategy documents when I became secretary. I never felt
disadvantaged by not having read these scriptures." (Tom: That said, I do
wonder whether such documents are perhaps useful as guidance to subordinate
officials? But obviously not very much if the SecDef doesn't know or care what
they say.)




His
"proven formula for deep thinking": a dinner of "martinis, steak and red wine."