Reset Password
Reset Link Sent
| Blogs > redmustang91 > Wild Red Mustang thoughts! |
Hopeful about Obama
|
Hopeful about Obama Obama's calm and competent campaign and transition picks are inspiring some real hope for real competency. The US failures in Katrina relief and the stock market and economic meltdown shows the importance of competency. Obama is the real deal. Obama's competence fills him with a genuine self-confidence. "I've got a pretty healthy ego," he allows. That's clear when he offers a checklist for voters to use in judging his performance two years from now. It's quite an agenda. Listen: "Have we helped this economy recover from what is the worst financial crisis since the Great Depression? Have we instituted financial regulations and rules of the road that assure this kind of crisis doesn't occur again? Have we created jobs that pay well and allow families to support themselves? Have we made significant progress on reducing the cost of health care and expanding coverage? Have we begun what will probably be a decade-long project to shift America to a new energy economy? Have we begun what may be an even longer project of revitalizing our public-school systems?" There's more: "Have we closed down Guantánamo in a responsible way, put a clear end to torture and restored a balance between the demands of our security and our Constitution? Have we rebuilt alliances around the world effectively? Have I drawn down U.S. troops out of Iraq, and have we strengthened our approach in Afghanistan – not just militarily but also diplomatically and in terms of development? And have we been able to reinvigorate international institutions to deal with transnational threats, like climate change, that we can't solve on our own?" And: "Outside of specific policy measures, two years from now, I want the American people to be able to say, 'Government's not perfect; there are some things Obama does that get on my nerves. But you know what? I feel like the government's working for me. I feel like it's accountable. I feel like it's transparent. I feel that I am well informed about what government actions are being taken. I feel that this is a President and an Administration that admits when it makes mistakes and adapts itself to new information.'" Hurricane Katrina blew away the last gauzy veil from an ugly specter of executive incompetence in American politics. When the people of New Orleans needed leadership, the Republican Administration in Washington proved useless. The Democratic governor and mayor were pitiful. At long last, our government was united – but under an appalling banner of fecklessness. The moral bankruptcy of the spin doctors was laid bare: no soul remained gullible enough to believe that Brownie was doing a heckuva job. After Katrina, demand collapsed for the very qualities that Obama lacked as a candidate: empty boasts, finger-pointing, backstabbing and years of experience inside a government that couldn't deliver bottled water to the stranded citizens of a major U.S. city. Spare us the dead-or-alive bravado, the gates-of-hell bluster, the melodrama of the 3 a.m. phone call. A door swung open for a candidate who would merely stand and deliver. Simple competence – although there's nothing simple about it, not in today's intricate, interdependent, interwoven, intensely dangerous world. Pragmatic: "A presidential campaign is like an MRI of the soul," says David Axelrod, Obama's chief strategist. "And one of the great revelations of this process, certainly the most thrilling revelation to me, was to learn what a great manager this guy is. We had no way of knowing that when we started. When he decided to run, we had no political infrastructure at all. There was just a handful of us, and we were setting off to challenge the greatest political operation in the Democratic Party." Keep in mind that Obama, as Rudy Giuliani put it at the Republican Convention in September, had "never led anything, nothing, nada" – certainly not a sprawling organization spread from coast to coast. But he did have a<b> philosophy </font></b>of leadership, which he explains like this: "I don't think there's some magic trick here. I think I've got a good nose for talent, so I hire really good people. And I've got a pretty healthy ego, so I'm not scared of hiring the smartest people, even when they're smarter than me. And I have a low tolerance of nonsense and turf battles and game-playing, and I send that message very clearly. And so over time, I think, people start trusting each other, and they stay focused on mission, as opposed to personal ambition or grievance. If you've got really smart people who are all focused on the same mission, then usually you can get some things done." Prepared and professional: Obama is a businesslike boss. He prefers briefing papers tightly written and shows up for meetings fully prepared. He expects people to challenge him when they think he is wrong and to back up their ideas with facts. He's not a shouter – "Hollering at people isn't usually that effective," he explains – but if he thinks you've let him down, you'll know it. "What was always effective with me as a – and Michelle and I find it effective with our – is just making people feel really guilty," he says. "Like 'Boy, I am disappointed in you. I expected so much more.' And I think people generally want to do the right thing, and if you're clear to them about what that right thing is, and if they see you doing the right thing, then that gives you some leverage." Financial meltdown showed we needed Obama: According to the daily tracking polls, the tumblers clicked into place precisely at the moment the financial hurricane hit, when the wizards of Wall Street proved as incompetent as Oz and neither the President nor the leaders of Congress nor the Treasury boss nor Senator McCain could deliver a rescue package. When this group failure provoked a stock-market crash in early October, Americans asked, "Can't anybody here play this game?" Astounding as it would have seemed scant months before, their gaze fell on the one fixed point in the widening gyre: a guy named Barack Hussein Obama. Prudent: Long before Election Day, Obama decided that an ordinary transition wouldn't do. Given the shaky economy and two wars, he knew that the winner of the election – whoever it turned out to be – would face instant and daunting challenges. He wanted to be ready. "What I was absolutely convinced of was that, whether it was me or John McCain, the next President-elect was going to have to move swiftly," Obama recalls. He deployed Podesta in midsummer to lead an unusually elaborate preparation for a possible Obama presidency. McCain accused him of overconfidence and vanity, of measuring the Oval Office drapes. To Obama, it was simply a matter of prudence. Podesta had long been planning the return of a Democrat to the White House, and his think tank, the Center for American Progress, was already preparing detailed briefings on conditions in the various departments of government. As the financial system went into free fall in September, Podesta's team pressed the FBI to work overtime on security screenings of potential Obama nominees. Now, as he boarded a 6 a.m. flight to Chicago, Podesta carried a list of more than 100 candidates who had passed their background investigations and were ready for confirmation on Day One. Instead of taking a day off, the new President-elect celebrated his victory with a five-hour meeting Politically astute: When he announced his candidacy on a frigid morning in Springfield, Ill., in 2007, Iraq was a disaster, and the Dow was still headed upward past 14,000. So this moment was a test not only of his speed but also of his flexibility. Obama proved lithe, indeed, persuading Robert Gates, Bush's Secretary of Defense, to remain in his post and asking Clinton, a constant critic of Obama's foreign policy views during their primary battle, to be his Secretary of State. Priority 1 was the economic team, however. There his task was to find a mix of people familiar enough to signal stability but fresh enough to promise change, and to design a stimulus strategy dramatic enough to inspire markets to swallow their panic. In the days leading up to Thanksgiving, Obama delivered. Having promised to govern from the middle, he rolled out a bright purple team of economic advisers, neither red nor blue. Geithner had served in various posts under both Bush and Bill Clinton. As president of the New York Fed, he was well known to Wall Street but relatively unknown on Main Street – just the blend of experience and newness that Obama was seeking. His budget director, Peter Orszag, had fans across the political spectrum, and his in-house oracle, Volcker, was a Democrat who fought inflation alongside Ronald Reagan. Larry Summers, named to run the economics team from the White House, was a Clinton stalwart. Unveiling these and other picks at a series of daily press conferences, Obama assured the public that he wanted to move fast, so fast that trainloads of money might be ready for him to dispatch across the country with a stroke of his pen on Inauguration Day. The idea of another wave of spending horrifies America's surviving conservatives, but most economists support it – some with enthusiasm, some with resignation. Obama realized that the stimulus package could be a vehicle for launching his broad domestic agenda. His ambitious campaign promises – to reform health care, cut taxes for low- and moderate-income earners and steer the U.S. toward a new energy economy – had seemed doomed by the yawning budget deficit (some $200 billion a month, according to the latest projections). But call these projects "stimulus," and suddenly a ship headed for the reef of economic disaster might sail through Congress flying the flag of economic recovery. With even Republican economists talking about hundreds of billions in new spending, the sky's the limit. A dream of health-care reformers – electronic medical records – is now economic stimulus because Obama will pour money into hospitals for computers and clerical workers. His tax cut is stimulus because it puts spending money in the pockets of working Americans. His pledge to repair the nation's infrastructure is a stimulus plan for construction workers, while his energy strategy is stimulus for the people who will modernize government buildings, update public schools and improve the electrical grid. Change to competency: 'Well, what does this change word mean? You know that it's sort of ill defined.' Actually, we defined it pretty precisely during the campaign, and I'm trying to define it further for people during this transition," he says. "It means a government that is not ideologically driven. It means a government that is competent. It means a government, most importantly, that is focused day in, day out on the needs and struggles, the hopes and dreams of ordinary people." Confident and competent: Just like our banks and our carmakers, America's shattered confidence is in serious need of a bailout. And the thing about competence is that it nourishes fresh confidence. "Yes, we can" is both an affirmation of optimism and the essential claim of the competent. When the slogan is rooted in a record of accomplishment – when tomorrow's yes-we-can is backed up by yesterday's yes-we-did – confidence and competence begin to feed on each other. This virtuous cycle of possibility isn't the whole of leadership, but it is an important part and perhaps the element most needed in today's sea of troubles. After the election, veteran Democratic pollster Peter Hart convened one last focus group to ask Virginia voters why a state that gave Bush an 8-point victory four years ago chose Obama by 6 points this time. Their responses clustered around the crucial connection between competence and confidence. They told Hart they were drawn to Obama's self-assured and calming personality. They felt he was "honest," a "straight shooter" – in other words, a person who does what he says he will do. Their confidence in Obama wasn't starry-eyed; they hadn't been swept away by his stadium speeches. They saw a man who can get some things done, at a time when so many of their leaders, from Pennsylvania Avenue to Wall Street, cannot. He made moderates feel hopeful, and even among many core Republicans who did not ultimately vote for him, Obama inspired admiration. Viewing these comments through the results of his national surveys, Hart discerned a surge of good feeling that he had not seen in a generation: "a sense of real hope," he says, "and the kind of broad bipartisan support that has not been in evidence since the 1980 Reagan election." |
|||
|
And to think Obama ain't even the president yet ***GO OBAMA***   ---------------------Dennis US ARMY (RETIRED) AND YOUR FRIEND  I never mean to offend(blog or comment) anyone ,If I do contact me please. Please check out my blog Harley-Davidson Drive(19harley86)
| ||
12/17/2008 5:28 pm |
well hopefully things will get better for the USA and around the world. take care.  [post 1811072]
| ||
|
The essay part is from Time Magazine in their article about the Man of the year 2008.
|
Become a member to create a blog
