Sometimes you just get tired of it all.
I’ve mostly stopped writing about politics because there are already enough pundits to carry the water for both sides.
Too, I’ve reached the point where I believe that there’s really no getting to the bottom — if there is one — of the things we see in the news.
I came of age at the end of the Johnson administration and, since then, I’ve watched the shenanigans (and resulting scandals) perpetrated by our “leaders” repeated ad nauseam.
From the Nixon administration to the Obama administration. From Watergate to Benghazi. From “I am not a crook” to “What the definition of ‘is’ is.” From “Enemies Lists” to IRS harassment (then, now and, very likely, in the future).
Now comes news that the Justice Department has been peeking over the shoulder of the Associated Press and reports that, as regards Benghazi, Ambassador Stevens turned down offers of increased security at his embassy.
On that last, is it true? Who reported it? Why now and not months ago? What about previous reports to the contrary? Whom do you trust? Why do you trust them?
No bottom.
So, add my name to the list of those who believe that, in politics, nothing’s changed and nothing’s going to change. Democans, Republicrats. Pick your poison. Both sides have morphed the word “contempt” from a legal term to a persistent state of mind.
Still, the Benghazi fiasco has my attention because, in that mess, there are lessons to be learned by anyone from any political party who aspires to any position of leadership in government.
I know. “Fat chance, we’re talking politics, politicians, and appointees here,” but for what it’s worth, the following might help:
1. When there’s a screw up (and there will always be a screw up), admit it immediately, and start dealing the problem. If you try “spin” (See: horse manure) or, worse, burying the truth, it’s going to resurface. Don’t even let the search begin. Get it into the open and, then, get started fixing it.
2. There are three ways to deal with screw ups. Identify them and deal with them as they actually are. Identify them and deal with them as you want them to be. And, identify them and deal with them the way you want the public to perceive them. Two of these methods lead directly to more screw ups. Read your history if you need to know which two they are.
3. In addition to your job, know your peoples’ jobs and know them well. That’s the only way you’ll ever understand what they need, why they need it, and what might happen if they don’t get what they need. As a bonus, you’ll also be able to head off screw ups before they happen.
4. If you have something that your people need, make sure they get it even if you have to do without. Further, if you don’t understand why they’re asking for it — let’s say, just as an example mind you, “more security” — then suit up, head out, and walk a mile in their shoes to see what you’d be screaming for were you in their place.
5. If you don’t have what they need, find it, then make sure they get it. Do this even if you have to fight to get it for them. That’s called “loyalty down” and it buys you respect and trust — qualities in short supply in our nation’s capital.
6. Always remember that the business end of a sword is the pointed end. In any organization, the “pointed end” is where the work gets done, not where butts get kissed, luncheons get attended, or reports get read, filed, and forgotten.
7. Finally, in any situation where the safety of your people is involved, always err on the side of giving them more rather than less. Better to prevent carnage rather than have to explain it.
Four people died because no one in a leadership position apparently knew, understood, or cared that the level of security in Benghazi was nowhere near adequate. That was either ignorance, negligence, or incompetence. For certain, it wasn’t leadership.
It’d be nice (miraculous, actually) for once, to see both sides put everything on the table with the common goal of finding the causes of the disaster and implementing procedures to prevent anything similar from happening in the future. True leaders would actually demand that.
I haven’t seen many in D.C. lately, though. Not really expecting to either.
Sad is what that is.
Larry Simoneaux lives in Edmonds. Send comments to: larrysim@comcast.net
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