Newsweek: Is the Presidency Too Big a Job?

Is this a Tina Brown production? I wasn't holding my breath, but sheesh. This Daily Beast merger's got to do something for Newsweek (via Glenn Reynolds):

On the spring day that Obama signed his health-care-reform law, for instance, he also had an economic briefing on unemployment, discussions about financial reform, a meeting at the Department of the Interior, a quick lunch, a meeting with senior advisers and then with Senate leaders on ratification of a new nuclear-nonproliferation treaty with Russia, and an Oval Office summit with Israeli Prime Minister Benjamin Netanyahu on devising a model for Middle East peace. On cable TV, meanwhile, pundits offered nonstop analysis of the holes in the new reform package, while Sarah Palin renewed accusations of Obama’s “government takeover” of health care. A new poll showed that, for the first time, more of the country disapproved than approved of his job performance. In an interview with 60 Minutes that week, the president joked, “If you had said to us a year ago that the least of my problems would be Iraq...I don’t think anybody would have believed it.” Then he laughed. Steve Kroft, the interviewer, asked if he was “punch-drunk.”

More often, Obama projects a demeanor of unruffled cool: he can handle the pressures and demands of the job just fine (how could he suggest otherwise?), and he didn’t run for office “to pass on our problems to the next president or the next generation.” But the issue is not Obama, it’s the office. Aides to George W. Bush make similar complaints about the demands on the executive. “It was a much different place than even during the Bush Sr. administration,” says Joe Hagin, Bush 43’s deputy chief of staff, who also worked for Reagan and Bush 41. “There was much less time [under the second Bush] to catch your breath during the day.” He recalls the constant juggling of issues—from the wars to Katrina—often all at the same time. “There’s only so much bandwidth in the organization,” he says.

Can any single person fully meet the demands of the 21st-century presidency? Obama has looked to many models of leadership, including FDR and Abraham Lincoln, two transformative presidents who governed during times of upheaval. But what’s lost in those historical comparisons is that both men ran slim bureaucracies rooted in relative simplicity. Neither had secretaries of education, transportation, health and human services, veterans’ affairs, energy, or homeland security, nor czars for pollution or drug abuse, nor televisions in the West Wing constantly tuned to yammering pundits. They had bigger issues to grapple with, but far less managing to do. “Lincoln had time to think,” says Allan Lichtman, a professor of history at American University. “That kind of downtime just doesn’t exist anymore.”

Among a handful of presidential historians NEWSWEEK contacted for this story, there was a general consensus that the modern presidency may have become too bloated. “The growth is exponential in these last 50 years, especially the number of things that are expected of the president,” says presidential biographer Doris Kearns Goodwin, who had dinner with Obama and a handful of other historians last summer. Obama aides speaking on background say that the president’s inner circle can become stretched by the constant number of things labeled “crises” that land on his desk—many of which, like the mistaken firing of Department of Agriculture employee Shirley Sherrod in Georgia or the intricacies of the oil cleanup in the gulf, could easily be handled by lower-level staff. “Some days around here, it can almost be hard to breathe,” says one White House official who didn’t want to go on the record portraying his boss as overwhelmed. Another senior adviser says that sometimes the only way to bring the president important news is to stake out his office and “walk and talk” through the hall.

The growth of the presidency has been a sort of Catch-22. Most presidents after Roosevelt, at least until the Vietnam era, got by with only a few dozen advisers. Ted Sorensen, the Kennedy speechwriter who died last month, was actually hired as a domestic-policy counselor, one of only a handful (he wrote speeches in his spare time). Today there are more than 35 staffers devoted to domestic policy, plus more who parachute in on particular issues, like health care or energy. Yet as the president’s responsibilities have grown, the instinct has been to hire more people to help manage the work, including the flow of information. “That’s wrong; the more people you have in the White House, the more problems are sucked into it,” says James Pfiffner, a George Mason University professor of public policy whose 2007 book, The Modern Presidency, examined the enormous growth of the office. Other historians point to the changing role of cabinet secretaries. While Obama has more department leaders than ever before—15, compared with Gerald Ford’s 11 and Lincoln’s 7—many of them have less power and influence, which has required minor decisions about trade, energy, and economic strategy to be handled by White House staffers.

Political scientist Thomas Cronin once credited the period between World War II and Watergate as the “swelling of the presidency.” It was during the Eisenhower administration that historians first asked if the president simply had too many demands. But those were far less cluttered times. “We had a lot to do, and many people were asking questions, but we were never overwhelmed,” says Harry McPherson, who served as counsel, then special counsel, to Lyndon Johnson. Such memories sound quaint to current White House staffers. “There is never a day we come in and there are only a few things we need to do,” says Bill Burton, Obama’s deputy press secretary.

Interesting how the piece assumes that the crises of the '30s, '40s, '50s, and '60s were cakewalks compared to what Obama's facing today. Of course, we had a Great Depression, World War II, Korea, and the Cuban Missile Crisis in those days, and that's not counting Truman's seizure of the steel mills, Eisenhower's intervention in Little Rock, and Kennedy's promise to "pay any price, bear any burden ... in order to assure the survival and the success of liberty." I just don't think Obama's up for it, as Glenn points out, "Is the Presidency too big for one man? Nope. Just for the inexperienced guy with no management experience that we elected. As Jay Cost wrote a while back “America is not ungovernable. Her President has simply not been up to the job”..."

More at the link.