Know that the amount of criticism you receive may correlate somewhat to the amount of publicity you receive.
Let your family, staff, and friends know that you're still the same person, despite all the publicity and notoriety that accompanies your position.
Look for what's missing. Many advisors can tell a President how to improve what's proposed or what's gone amiss. Few are able to see what isn't there.
Arguments of convenience lack integrity and inevitably trip you up.
Move decisions out to the Cabinet and agencies. Strengthen them by moving responsibility, authority, and accountability their direction.
Strive to make proposed solutions as self-executing as possible. As the degree of discretion increases, so too does bureaucracy, delay, and expense.
Congress, the press, and the bureaucracy too often focus on how much money or effort is spent, rather than whether the money or effort actually achieves the announced goal.
Leave the President's family business to him. You will have plenty to do without trying to manage the First Family. They are likely to do fine without your help.
It is easier to get into something than to get out of it.
Don't begin to think you're the President. You're not. The Constitution provides for only one.
If you are not criticized, you may not be doing much.
Amidst all the clutter, beyond all the obstacles, aside from all the static, are the goals set. Put your head down, do the best job possible, let the flak pass, and work towards those goals.
Test ideas in the marketplace. You learn from hearing a range of perspectives. Consultation helps engender the support decisions need to be successfully implemented.
Beware when any idea is promoted primarily because it is bold, exciting, innovative, and new. There are many ideas that are bold, exciting, innovative and new, but also foolish.
Don't divide the world into them and us. Avoid infatuation with or resentment of the press, the Congress, rivals, or opponents. Accept them as facts. They have their jobs and you have yours.
Reduce the number of lawyers. They are like beavers - they get in the middle of the stream and dam it up.
In our system leadership is by consent, not command. To lead a President must persuade. Personal contacts and experiences help shape his thinking. They can be critical to his persuasiveness and thus to his leadership.
Don't necessarily avoid sharp edges. Occasionally they are necessary to leadership.
Presidential leadership needn't always cost money. Look for low- and no-cost options. They can be surprisingly effective.
Reduce the layers of management. They put distance between the top of an organization and the customers.
It isn't making mistakes that's critical; it's correcting them and getting on with the principal task.
Visit with your predecessors from previous Administrations. They know the ropes and can help you see around some corners. Try to make original mistakes, rather than needlessly repeating theirs.
It is very difficult to spend federal (the taxpayers') dollars so that the intended result is achieved.
Remember where you came from.
Think ahead. Don't let day-to-day operations drive out planning.