CHAPTER FIVE

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Six Rules for Presidents

IT’S HARD TO IMAGINE a more diverse group than Bill Clinton’s predecessors in the American presidency—in abilities, personalities, values, styles, and achievements. But even the weakest of them had considerable effectiveness as long as they observed six management rules. And even the most powerful lost effectiveness as soon as they violated these rules.

What needs to be done? is the first thing the president must ask. He must not stubbornly do what he wants to do, even if it was the focus of his campaign.

Harry Truman came to the presidency in April 1945 convinced— as were most Americans—that with the end ...

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