192
pages, Scribner, ISBN-13: 978-0684837956
Alright, you, stop giggling: 37th
President of the United States Richard Milhous Nixon did in fact have principles, you commie pinko bleeding heart piece
of…okay, I’ve calmed down. I shall now start my review of James C. Humes’ Nixon’s Ten Commandments of Statecraft: His
Guiding Principles of Leadership and Negotiation forthwith. Nixon never lost
sight of his major goal to be remembered as the one who “turned the era of
confrontation into the era of negotiation”. His work for détente with Russia,
his leadership to guide negotiations to open up China and his successful
negotiation of anti-ballistic missile treaties are just a sampling the prowess
of one who many might regard as one of the premier statesman of our time. Yeah,
I said it. Ten Commandments outline
his guiding principles as a statesman, and James Hume, a former Nixon
Presidential speech writer, noted that Nixon kept these commandments in his
center desk drawer in the Oval Office on a laminated sheet of paper; with these
commandments readily available, he daily reviewed and reflected on the various
issues of his day using these principles to guide him in his measured responses
to the vicissitudes of leadership. So, then, what are these Ten Commandments? I
knew you’d ask:
Always
be prepared to negotiate, but never negotiate without being prepared: Nixon’s
view was that preparation was always essential, as “fact finding is the
mother’s milk of negotiation”.
Never
be belligerent, but always be firm: Nixon, who was raised as a
Quaker, recalled the teaching in Proverbs: “A soft answer turneth away wrath”, but
he also understood that “weakness often invites belligerency from exploitative
aggressors, while firmness deters them”. As Humes says, “Nixon knew the
difference between being firm and belligerent, and in his negotiations he
manifested resolve and avoided empty threats of retaliation”.
Always
remember that covenants should be openly agreed to but privately negotiated: Negotiation
and getting things done is often a process of sending out a series of
calibrated hints, gestures and signals to which China could publicly respond; such
“flirting”, Nixon discovered, is often necessary to create the necessary
groundwork for trust, openness, and negotiation. “Public tactics tend to harden
the opposition. Successful diplomatic or business negotiators resist the
temptation to grandstand or make public demands that can be interpreted as
threats”.
Never
seek publicity that would destroy the ability to get results: Nixon
noted that “publicity is a double-edged sword”; it can be used to mobilize
support yet, if done prematurely, it may alert adversaries and jeopardize a
plan’s success.
Never
give up unilaterally what could be used as a bargaining chip: Make
your adversaries give something for everything they get, or as Nixon said.
Expanding on Franklin: “Give something for every concession. Don’t think you
have to give tit-for-tat. Don’t feel you have to split fifty-fifty. If he gives
sixty, give him forty”.
Never
let your adversary underestimate what you would do in response to a challenge: Never tell
Him what you would not do; Nixon called an opponent’s “unpredictability” their
“unvoiced threat”, and in response to the USSR’s unvoiced threats, Nixon
responded in kind. The threat was effective, Nixon noted, as long as the power
to carry it out is readily apparent. “Such a weapon in statecraft should not be
forsworn without a compensatory concessions from the adversary”.
Always
leave your adversary a face-saving line of retreat: Magnanimity,
Nixon believed, was not just a gesture: it’s a virtue. How do you deal with
your enemies? Can you be magnanimous, even when you win? In victory, can you
build them a “golden bridge of escape”, or like this other Nixon maxim: “those
whose self-respect is destroyed will, given a chance, retaliate”.
Always
carefully distinguish between friends who provide some human rights and enemies
who deny all human rights: Every leader must distinguish between
those who are friendly, but in disagreement, and those who are really the
opposition. Punishing our friends because of legalistic perfectionistic demands
for conformity to our ways never pays dividends. When we so punish our friends,
the result is a loss of influence that our own prestige and influence. Nixon
said, “To take a magnifying glass to the faults of our friends and turn a blind
eye to the record of our foes is not only wrong but stupid”; or, perhaps
better: “I know he's a son-of-a-bitch, but he's our son-of-a-bitch”.
Always
do at least a much for our friends as our adversaries do for our enemies:
Leaders can’t afford to diminished credibility with their allies and
supporters; they must know they can trust and rely on you, even when others
don't support them (or you). “The reputation of loyalty, whether to a political
ally, a friend, or a business client, is credit in the bank. The failure to
sustain that loyalty diminishes the credibility of [a leader], a country or a
company”.
Never
lose faith. In just cause faith can move
mountains. Faith without strength is futile; but strength without faith is sterile: In Nixon's dealings with the USSR, he always believed that “it
was not enough for America to be just anti-Communist. He believed that America
had to prove the superiority of its democratic ideal”. Nixon believed the
reason the USSR crumbled was because of the sterility of its faith. No matter
how strong a people might be, if their faith is sterile, they will collapse.
Plus Two...
Sometimes
leaders are hesitant about executing strong and controversial measures in the
belief that a less than full-hearted operation mutes criticism. When you once
decide, go with all your might: Don’t do anything half-heartedly;
either go for it or not. To do neither is to guarantee failure (or, to quote
another great man…er, creature: “Do. Or do not. There is no try”.
When
saying “always” and “never”, always keep a mental reservation; never foreclose
the unique exception; always leave room for maneuver. A president always has
yet to be prepared for what he thought he would never do: Leaders
know that there’s always the potential for an exception, a surprise, or
unexpected development; and so, never say never. Leadership is, as Nixon noted, not a predictable
paint by number proposition in which one just needs to follow the lines.