I saw a reference to some policy and conduct tips, attributed to the embattled Secretary of Defense: they cover a variety of areas, reflecting his experience as chief of staff, secretary of defense and an insider of some experience. Reading these over, I have to wonder if he’s read them over himself.
Rumsfeld’s Rules :
For the Secretary of Defense
* The secretary of defense is not a super general or admiral. His task is to exercise civilian control over the department for the commander in chief and the country.
* Reserve the right to get into anything, and exercise it. Make your deputies and staff realize that, although many responsibilities are delegated, no one should be surprised when the secretary engages an important issue.
* Manage the interaction between the Pentagon and the White House. Unless you establish a narrow channel for the flow of information and “tasking” back and forth, the process can quickly become chaotic.
* Normal management techniques may not work in the department. When pushing responsibility downward, be sure not to contribute to a weakening of the cohesion of the services; what cohesion exists has been painfully achieved over the decades.
* When cutting staff at the Pentagon, don’t eliminate the thin layer that assures civilian control.
* Avoid public spats. When a department argues with other government agencies in the press, it reduces the president’s options.
* Establish good relations between the departments of Defense and State, the National Security Council, CIA and the Office of Management and Budget.
* Be sure key U.S. ambassadors are informed on defense activities in their countries.
* Develop a personal relationship with the chairman and each of the Joint Chiefs of Staff. They are almost always outstanding public servants. In time of crisis, those relationships can be vital.
* “If you get the objectives right, a lieutenant can write the strategy.” — Gen. George Marshall
* Napoleon was asked, “Who do you consider to be the greatest generals?” He responded, “The victors.”