This falls under their advice to officials to re-think government's main purpose, or to be alert for redundant and irrelevant functions. Other pointers discussed in the book include knowing what one specifically wants to accomplish, handling many issues at once, managing one's message, taking control of the bureaucracy, and seeking feedback from the citizens. Readers get a look at how Ira Magaziner was unable to get his corporate approach to blend with political realities during the failed health care overhaul attempt earlier this decade. In contrast to the Clinton Administration failure, readers learn about Jersey City Mayor Bret Schundler, who also came from a business background but adapted to the realities of the political system. While the authors examine a couple of other early Clinton Administration situations such as Travelgate and former Energy Secretary Hazel O'Leary's problems, they also cite former President George Bush as an example of the consequences of leading without a specific vision.
People understand it right away.
It takes little explanation. In contrast to the Bush Administration, Abraham Lincoln is shown as a far more successful President because he was able to focus on a specific vision. One example of an official who enjoyed early success controlling her message only to see it slip away was Secretary Hazel O'Leary. Early in the Clinton Administration, she was being praised for her openness in releasing information about government radiation tests on unknowing subjects. However, all of this was quickly forgotten when it was revealed that she had been using tax dollars to monitor media coverage of the agency, with unfavorable coverage being considered a sign the Department was not getting its message across.