Archive | July, 2011

Obama’s 5 big mistakes

Written by David Frum

Washington (CNN) — If the debt ceiling crisis were a movie, President Barack Obama would deserve an Oscar for his performance in the role of “the last reasonable man.”

But of course the crisis is not a movie. The crisis is a deadly serious clash of ideas and interests. And there, the president has lost his way

Obama has lost his way so badly that even his core liberal supporters should be questioning whether they have got the right man in the job.

The indictment has five headings:

1.Obama has ceased to lead on the economy.

The management guru Stephen Covey famously said: “The main thing is to keep the main thing the main thing.” Economic recovery is — or should be — the main thing. In 2009, Obama advanced a series of bold proposals to accelerate recovery: his big fiscal stimulus, the auto bailout and so on.

The president’s proposals did not fail, exactly. But they did not work as advertised. The American economy limps weakly forward, leaving millions out of work.

During the Great Depression, President Franklin Roosevelt demanded from his administration “bold, persistent experimentation.” By contrast, Obama put measures in place at the beginning and waited for them to yield results. And waited. And waited. And waited.

Finally, at the end of 2010, he added one more measure to the mix: a partial cut to the payroll tax, included as part of the deal that renewed the Bush tax cuts.

The payroll tax holiday is welcome if late. But it was small (2 percentage points out of the 12.6% paid by workers and employers) and was almost immediately offset by the surge in oil prices after the so-called Arab Spring. That surge took back from workers every dollar of the $110 billion in tax relief delivered by the payroll holiday.

And since December, Obama has surrendered entirely to the claim that we can somehow fix the economy by fixing the debt problem. The truth is the opposite: Fix the economy, and the debt problem will shrink to much more manageable proportions.

2.Obama does not effectively use the domestic powers of the presidency.

Talk radio shows accuse Obama of acting like a Third World dictator heading a thug government. That’s a devilishly ingenious line of attack on a president who actually makes weaker use of his domestic power than any since Jimmy Carter.

Example: The U.S. recovery that commenced in the summer of 2009 stalled in the spring and summer of 2010. Many economists blame the stall on the Federal Reserve’s April 2010 decision to stop providing additional monetary stimulus for fear of igniting inflation. Those inflation fears proved utterly misplaced, and in late 2010 the Federal Reserve resumed its monetary stimulus.

Where was the president during this crucial debate? AWOL.

Yes, yes, the Federal Reserve is independent and all that. But other presidents have succeeded in making their views known and respected on monetary policy. Obama had a unique chance to influence the debate, because through the summer of 2010 two of the seven seats on the Fed’s Board of Governors stood vacant. The president nominated expansion-minded governors to fill the seats. The nominations were put on hold by Republican senators. And what did the president do? Did he take to the airways to demand action on his nominees? Did he punish the senators by stopping federal projects in their states? Did he fill the seats with recess appointments?

To borrow the answer from Fred Armisen’s imitation of Obama on “Saturday Night Live”: “I’m seeing two big accomplishments: jack and squat.”

3.Obama cannot communicate empathy for Americans in economic distress.

Remember that video of the Obama supporter expressing her exhaustion and disappointment with the president’s record of help to the middle class?

Watch it again, and pay careful attention to what the president does. He first makes a perfunctory effort to connect with the woman in front of him as a fellow-parent. Then he rattles off a list of small programmatic changes: in the student loan program, in credit card regulation, none of them especially relevant to the woman in question. He finishes with a “stay the course” message that must ring hollow in the ears of all those for whom the “course” means unemployment of 38 weeks or longer.

Notice what the president does not do. He does not thank his questioner for defending him. He does not ask her questions of his own. He is so determined to sell his narrative, that he cannot hear or honor her fears. And indeed the questioner did lose her job a few weeks after the town hall meeting.

For two years, Obama’s economic message has been “recovery is around the corner.” He has delivered this message from factory floors and restaurant tables. He has not spoken in front of groups of unemployed; he has not spoken at welfare offices.

Obama’s disconnect from those in distress may explain the remarkable collapse of his support among younger whites, once one of his most important groups of supporters. Pew reports a 10-point surge in Republican identification among whites under age 30 since 2008. These are some of the voters hardest hit by this recession. They are voters to whom this president has spoken least.

4.Obama over-relied on banks and bankers.

Like President George W. Bush before him, Obama took bold and necessary action to save the U.S. financial system in the early spring of 2009. A lot of ugly things were done. A lot of reckless people got away scot-free — in fact, richer than ever. But apocalypse was averted, so congratulations all around. Afterward though: Where was the reckoning? The administration remained focused on reassuring bankers long after it had finished the job of saving the banks.

Yes, Congress did pass a law, Dodd-Frank, that addressed some of the worst abuses of the 2000s. For example, Dodd-Frank exposes ratings agencies to private lawsuits for “knowing or reckless” failures to conduct proper investigations of the bonds they rate.

Unless you follow banking law closely, however, you would have little idea that any preventive measures have been taken against the next bubble. What got the headlines instead was the president’s appointment of one high-profile banker, William Daley, as his chief of staff — and a rumor that he intended to appoint another as his second secretary of the Treasury, Jamie Dimon of JPMorgan Chase.

Little enough justice was done. Almost none was seen to be done.

5.Obama is not a good negotiator.

It’s really striking that any time the president inserts himself into a negotiation, he ends up with zero results and all parties mad at him. The Middle East may be the most extreme case, but there are domestic counterparts, too.

When he negotiated the renewal of the Bush tax cuts in 2010, why didn’t he get himself an increase in the debt ceiling at the same time? The tax cuts expanded the deficit beyond what it otherwise would have been. Republicans dearly wanted the tax cuts extended and would have paid for them. But no.

In this round of debt negotiations, the president has drawn red lines. He has threatened to veto a small increase in the debt ceiling, one that would force him to return to the argument before the election in 2012. By contrast, he has not threatened to veto debt-ceiling measures that cut too deeply into social programs. His red lines are drawn for his political advantage — not to protect his core supporters’ values and interests. His red lines are not theirs.

Whether it was health care or the deficit or now the debt ceiling, direct encounters between Obama and his Republican opposite numbers have always ended badly for the president. Yes, the president faces unusually extreme and intransigent opposition. But that’s a description of the difficulty, not an excuse for failure. Presidents win negotiations when they can mobilize the public behind them. That was Ronald Reagan’s secret weapon in 1981. It has never been Barack Obama’s. And the results are as we all see.

The opinions expressed in this commentary are solely those of David Frum.

An earlier version of this commentary incorrectly attributed a quote from Stephen Covey.

 

Bonus: F**k Pennies

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Greatest professor ever?

Hi everyone,

I wanted to let you all know that there are several openings in the summer section of JMC 559, which begins Monday. Given that both fall sections are full (with people on the waiting list), this would be a good opportunity for you to fulfill the 559 requirement.

I’ll be teaching the class, and will do my best to make it fun. You won’t be writing any papers in the class. Grades will be based on open book, open notes tests. No need for a lot of memorization, in other words.
The latest editions of media law textbooks cost more than $100, so the textbook for 559 will be the previous edition of Mass Media Law by Don Pember (the 2009-10 edition). The UWM bookstore has a few copies on sale for S9.98 on the sale table at the bottom of the stairs that take you down to the textbook level. (If you can’t find a copy, ask for Jake at the textbook information desk.) Used textbook websites are selling it for as little as 52 a copy.

There’s not much difference between the previous edition and the latest edition. I’ll be glad to provide the updates in class so that you can save money.

Bonus: Oh how times have changed…

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10 Things They Don’t Tell You In Business School

Written by Brett Nelson

Listen up, budding Masters Of The Universe, and all those who dream of walking their path to wealth, power and spacious summer homes.

At many business schools, boot-camp week–where the unwashed get a taste of debits, credits and such–starts in less than a month. After that, and just beneath the throb of your hangover (a B-school accessory), you will detect another inexorable rhythm–a faint ticking to be precise. This is the tell-tale heart to your two-year, $100,000 investment. The relentless reminder that you better get to learnin’ (or at least networking), lest you end up working for, and maybe getting laid off by, one of your classmates one day.

Harvard

Image by Patricia Drury via Flickr

Now for the good–or totally vexing–news, depending how you take it: After all the spreadsheets and cost-of-capital calculations, after all the case studies and Power Point presentations, after all the tuition money is gone and it’s just you and your pedigree, contacts and gumption, guess what?

You get to start over again–in the real world.

As anyone who employs people and writes checks will confirm, turning $1 into a $1.10 is a real bitch. Turning that $1.10 into $1.25, even tougher. I had to laugh the other day when a former colleague, now a partner at a boutique digital-marketing firm, sent me the following text out of the blue: “Generating positive cash flow is one of the hardest f—ing things in the world.” And then some, Matt.

For all the wonderful instruction at places like Harvard, Wharton and my alma mater, the Stern School of Business at NYU, b-schoolers should remember that making money involves so much more than columns in a spreadsheet and the ever-shifting assumptions behind them.

With that in mind, here’s a supplemental, 10-step curriculum:

1. If It Ain’t Broke, Still Fix It

One of the hardest decisions business owners have to make is turning their backs on cash when it’s flowing. But that’s exactly what you must have the courage to do sometimes to protect your franchise. Think about all those aggressive mortgage underwriters who scooped up fees by the shovelful during the housing bubble, when they should have been tightening their lending criteria. Or USA Inc., which ran deficits for years–because, well, our creditors didn’t seem to mind–and now faces a staggering $60 trillion fiscal hole (including the present value of all future obligations to its entitlement programs).

2. If You Don’t End Up Working At Goldman Sachs, Forget What You Learned About Finance

Discounted Cash Flow Calculator - is a tool to...

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This one comes courtesy of one of my classmates, now finance chief for the unit of a large manufacturing firm, who would rather remain anonymous:

“In a 12-year finance career with large respected companies (General Electric, Honeywell, BASF), I can count on two hands the number of IRR (internal rate of return), DCF (discounted cash flow) and NPV (net present value) analyses I have completed, and I am pretty sure that I analyzed exponentially more balance sheets in a classroom than I ever have in a boardroom. It is obviously important to be fluent in the language of finance, but as for the finance majors I hire (graduate and undergrad alike), I spend the first year or two retraining them.

“A career in corporate finance is nothing like what is taught in school,” he adds. “The job is largely to be the conscience of the business–expecting and demanding explanation for decisions and acting as an internal chief operating officer well versed in most topics (products, customers, manufacturing process, supply chain, etc). I am sure a career at Goldman or a hedge fund is different, but my guess is that life at most large companies lines up pretty close to my experience.”

Salt

Image by dynamosquito via Flickr

3. Take Your Financial Models With An Indiana-Jones-Sized Boulder Of Salt

Another biz-school mate, now a health care consultant, chimed in with this stern admonition:

“Too often people in business rely upon a model demonstrating projections out 15 – 30 years.” I was astounded: Fifteen to thirty, I confirmed? In school we worked in more modest 3-to-5-year increments, with an understanding that anything beyond that was magical thinking. “Believe it or not,” he went on, “I have seen some done out that far for deals [acquisitions] and often for public-private partnerships.”

Find me an industry (save for perhaps utilities) where the assumptions you make today apply for three years, let alone 30. No, really, find me one.

4. Overpromise And Try To Deliver

Under-promising and over-delivering may work on conference calls with Wall Street analysts who need earnings projections for their valuation models. (GE made an art out of that game for years under Jack Welch.) But that strategy won’t always cut it when chasing new business to meet growth targets (or just payroll). Sometimes you will have to bite off more than your models–and your gut–say you can chew just to win the business. It’s an uncomfortable sensation at best, and a reputation-damaging maneuver at worst if you don’t come through. Get ready–and no tears.

Dumb and Dumber

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5. If You Don’t Know Who The Sucker Is, It’s You

Yet another B-school colleague of mine, who probably plays too much poker, recalled this adage, a favorite around the halls of Forbes . “People are happy to take your money by pulling you off your home court,” he says. “Don’t let them. Deploy capital in ways that you understand not only intellectually, but also viscerally. Stick to home games–that’s where your instincts will flourish.”

6. If No One “Owns” A Project, It Won’t Get Done

Most people don’t put in long hours for their health, or to make shareholders wealthy, or because their families drive them nuts and they’d rather grind it out in the office. (Okay, sometimes that last part is true.) They do it because their job demands it, and with any luck they take a lot of pride in doing it well.

Which is why all projects need champions. Not the kind who beats his chest and spews happy mission statements. The kind who’s backside is on the line if things don’t pan out. More importantly, the kind who has the authority and resources to make decisions that other people have to follow, else their backsides are on the line.

It’s not that people are lazy or incompetent (they may well be, but that’s a hiring issue). It’s that, over time, you get what you incentivize–or don’t.

7. Be Clear

They actually do tell you this one in b-school, but not in so many words and not vehemently enough. The clearer you are, the more thoroughly you probably understand what you’re talking about, and the more capable and trustworthy you will seem to customers, colleagues and employees.

San Francisco in fog

Image via Wikipedia

Being clear has immense ramifications–on productivity, customer satisfaction and employee morale. If your Power Point deck contains the word “ideate,” cut, and do not paste. In fact, eliminate all jargon from everything you do. (If you think the word “utilize” is a smarter version of “use,” please, please read The Most Annoying Business Jargon.) This applies to electronic exchanges as well. The simplest, most straight forward emails can, and will, get twisted beyond meaningful comprehension. If the message is mission-critical, communicate face-to-face, or by phone, as best you can.

8. Business Involves People

People are a pain. They whine, mess up and have all sorts of problems. That’s why every now and again you should ask how they’re doing–and actually listen to the answer. It doesn’t cost a cent and helps lift spirits and build trust. (For more on bucking up the troops, check out 10 Ways To Boost Morale On A Budget.)

9. Read Forbes

Consider the source, but here are just two justifications for following this advice: Amid Turbulence, The Flight Plan That Sets Forbes Apart and What Makes A Good Business Story?

New York University

Image via Wikipedia

10. Entrepreneurship Better Be A Labor Of Love (At Least At First)

Some final words of warning–and encouragement–from a fourth classmate, who runs his own small clothing company: “Unless you have a partner, family member or some other person who has to give you capital, your [entrepreneurial] experience may amount to a salmon swimming upstream in a 2-inch deep river.” Inviting.

That said, he adds: “Three years after graduation, I have to say my life is beautifully enhanced by my MBA. Kind of like when you need it, ideas descend in a timely, light and resonant fashion to help me cut to the chase.”

I’ll second that.

Have any valuable insights on business school, or on what it takes to turn a profit in the real world? Jot a comment on this post.

And if you run a small business with real growth potential, or if you know someone who does, please nominate a contender for Forbes’ List Of Most Promising Private Companies.

For now, class dismissed.

Bonus: Am I doing this right?
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