John H. Sununu served as White House Chief of Staff under President George H.W. Bush from 1989 to 1991, a period marked by significant global events and intricate domestic policy challenges. In a detailed discussion, Sununu provided an unparalleled look into the inner workings of the Bush White House, shedding light on the processes, personalities, and principles that defined his tenure and the administration itself. This article delves into the key aspects of White House operations as described by John H. Sununu, offering insights into presidential management, staff dynamics, and the delicate balance between policy and politics.
I. Establishing Presidential Process and Daily Routines
John H. Sununu emphasized the critical importance of establishing a functional process that allowed the President to stay informed without being overwhelmed by trivial details. This process, he explained, was an evolving entity, adapted and refined to suit President Bush’s preferences and the needs of the administration.
Alt text: John H. Sununu and President George H.W. Bush in the Oval Office, discussing White House matters.
The day began early, with key staff members Andy Card and Ed Rogers arriving at the White House around 6:00 AM to compile essential materials for Sununu. By 6:30 AM, John H. Sununu would arrive, receiving news clips, CIA messages, and overnight updates to prepare for his meeting with the President. This early morning briefing was crucial for identifying urgent issues and setting the day’s agenda.
The Open Door Policy and Early Morning Access
A hallmark of John H. Sununu‘s approach was his “open door policy” from approximately 6:45 AM to 7:10 AM. During this time, anyone within the White House complex could approach him. This practice, as described by John H. Sununu, served as a vital listening post, allowing him to gauge the pulse of the White House staff and identify emerging issues. He would listen briefly and then direct individuals to the appropriate channels or schedule further discussions, ensuring that important matters were addressed efficiently.
In the afternoons, John H. Sununu maintained a similar accessibility, typically between 5:00 PM and 7:00 PM, fostering a continuous flow of information and a sense of inclusivity among the White House staff.
II. The 7:30 AM Senior Staff Meeting: Setting the Daily Agenda
A core element of the White House process under John H. Sununu was the 7:30 AM senior staff meeting in the Roosevelt Room. This meeting, attended by approximately 15 key advisors – including John H. Sununu himself, Brent Scowcroft (National Security Advisor), Andy Card (Deputy Chief of Staff), Boyden Gray (Counsel to the President), Marlin Fitzwater (Press Secretary), and others – was a highly efficient 30-minute session designed to define the day’s priorities.
Alt text: The Roosevelt Room in the White House, a frequent meeting location during John H. Sununu’s tenure as Chief of Staff.
During this “bang-bang-bang-bang-bang” meeting, as John H. Sununu described it, each assistant to the President provided rapid updates. Marlin Fitzwater would summarize press developments, Roger Porter and Nicholas Brady McClure would address legislative matters, Brent Scowcroft would cover national security and foreign policy, and Boyden Gray would highlight legal issues. Richard Darman (Director of the Office of Management and Budget) would also contribute, raising budgetary concerns. The agendas for these meetings, meticulously prepared by Andy Card and Ed Rogers, serve as a historical record of the daily focus of the Bush White House.
III. The 8:00 AM Presidential Meeting: Direct Communication with George H.W. Bush
Following the senior staff meeting, John H. Sununu and Brent Scowcroft would meet with President Bush at 8:00 AM. This crucial meeting began with a CIA briefing, providing the President with a concise overview of critical global events. John H. Sununu lauded the CIA briefings as “artfully done documents,” typically eight to ten pages in length, featuring maps, diagrams, and bulletins that effectively conveyed essential information.
Alt text: President George H.W. Bush and Chief of Staff John H. Sununu in a focused discussion, likely during their daily morning meeting.
John H. Sununu emphasized the exceptional working relationship he shared with Brent Scowcroft. Their offices were strategically located near each other, fostering constant, informal communication. This close collaboration, devoid of personal conflict, was a significant asset, especially during crises like the Gulf War. John H. Sununu highlighted the contrast with other administrations where tensions between key staff members had been a debilitating drain on presidential time and energy.
The 8:00 AM meeting served to clarify the President’s priorities and instructions for the day. John H. Sununu would then present the outcomes of the 7:30 AM staff meeting, outlining the day’s agenda, upcoming events like press conferences, and potential challenges. This meeting facilitated a clear delegation of tasks and ensured that President Bush was prepared for his daily engagements.
IV. Managing the Presidential Schedule and Cabinet Interactions
After the morning meeting, President Bush’s schedule would commence, filled with a diverse array of engagements, from meetings with dignitaries to routine appointments. John H. Sununu and his staff, particularly C. Boyden Gray, played a crucial role in preparing the President for each meeting, providing briefing documents that anticipated potential topics and requests.
John H. Sununu underscored the delicate balance of managing access to the President. While legends circulated about Chiefs of Staff acting as gatekeepers, John H. Sununu asserted that his role was to ensure that the President was aware of who wished to meet with him and to execute the President’s decisions regarding those requests.
Cabinet members frequently sought direct access to the President, sometimes attempting to bypass the established White House process. John H. Sununu acknowledged this dynamic, noting that while some Cabinet Secretaries, like James Baker (Secretary of State) and Nicholas Brady (Secretary of the Treasury), enjoyed relatively unfettered access due to the President’s confidence, others operated within more structured channels.
V. Speechwriting and Presidential Rhetoric
John H. Sununu identified speechwriting as one of the two “black arts” of the White House, alongside scheduling and presentation of the President. He described the speechwriting process, particularly for major addresses like the State of the Union, as a complex undertaking involving input from numerous departments and individuals.
Alt text: President George H.W. Bush delivering a speech, an activity that John H. Sununu considered a ‘black art’ to manage effectively.
The State of the Union address, as described by John H. Sununu, was a massive collaborative effort, starting months in advance with requests for departmental recommendations. John H. Sununu highlighted the contributions of key advisors like Richard Darman, Brent Scowcroft, and Andy Card in shaping the message and ensuring policy coherence. The process involved multiple drafts, reviews, and edits, often focusing on balancing competing priorities and managing the speech’s length and tone.
President Bush, according to John H. Sununu, preferred “meat and potatoes rhetoric” over flowery language and was meticulous about his word choices, often tempering potentially contentious phrasing. While not as comfortable with rhetoric as Ronald Reagan, President Bush recognized the importance of speeches as an opportunity to communicate his agenda and connect with the American public.
VI. Press Conferences and Media Strategy
John H. Sununu recounted his strategic shift in handling presidential press conferences. Departing from the Reagan administration’s evening East Room extravaganzas, John H. Sununu advocated for afternoon press conferences in the White House press room, broadcast live on CNN. This change, he explained, aimed to ensure that President Bush was the central figure, directly reaching a wider audience, including international leaders, without the staged atmosphere of the East Room events.
John H. Sununu believed this move effectively refocused attention on the President and his message, minimizing the performative aspects of press conferences and maximizing direct communication.
VII. Presidential Communication and Technology
President Bush, as described by John H. Sununu, was a frequent user of the telephone, relying on it extensively for communication with heads of state, members of Congress, and other key figures. John H. Sununu played a role in modernizing the White House’s secure phone system, enhancing its capabilities and facilitating more frequent and secure communication, which proved particularly valuable during the Gulf War.
Alt text: The White House Situation Room, highlighting the communication infrastructure that John H. Sununu helped modernize.
While embracing enhanced communication technologies for secure lines, John H. Sununu notably expressed skepticism about email, advising staff to be cautious about its use and potential for creating unintended records. This perspective reflected a concern for maintaining control over documentation and communication in a high-stakes political environment.
VIII. Reflections on White House Culture and Leadership
John H. Sununu consistently emphasized the positive and “raucous” atmosphere within the Bush White House. He attributed this to President Bush’s leadership style, characterized by humor, approachability, and a genuine effort to foster a comfortable and collaborative environment. The daily morning meetings, despite their serious purpose, were often punctuated by jokes and lighthearted exchanges, setting a tone that encouraged open communication and camaraderie.
John H. Sununu also highlighted the importance of encouraging a work-life balance, advocating for staff to avoid working on Sundays to prevent burnout and maintain peak efficiency during the work week. This emphasis on well-being and sustainability contributed to the overall effectiveness and resilience of the White House staff.
The “Scowcroft Awards” and Lighthearted Camaraderie
A unique example of the White House culture under John H. Sununu and President Bush was the “Scowcroft Awards,” a lighthearted acknowledgment of staff members caught dozing off during meetings. This playful tradition, far from being an insult, exemplified the administration’s ability to inject humor into a high-pressure environment and to foster a sense of shared experience and understanding. President Bush himself participated in this tradition, demonstrating his comfort with self-deprecation and reinforcing the administration’s informal and engaging culture.
IX. Transition and Departure
John H. Sununu reflected on the demanding nature of the Chief of Staff role and his eventual departure after nearly three years. He acknowledged the potential for burnout and the importance of refreshing leadership within the White House. John H. Sununu suggested that had President Bush won a second term, he might have served for another year or two before stepping aside, possibly for Andy Card to assume the Chief of Staff position.
Alt text: John H. Sununu reflecting on his experiences and lessons learned during his time as White House Chief of Staff.
Looking back, John H. Sununu expressed immense satisfaction with his time as Chief of Staff, viewing it as a unique opportunity to serve a President he respected during a historically significant period. He emphasized the excitement and fulfillment derived from contributing to the administration’s accomplishments and navigating complex challenges.
X. Consulting with Russia: Exporting White House Process
In a unique postscript to his White House tenure, John H. Sununu recounted his involvement in advising the Russian government, at the request of Mikhail Gorbachev, on the administrative processes of an elected executive branch. This consulting engagement stemmed from Gorbachev’s observations of the Bush White House and his recognition of the need to adapt governance structures in a transitioning Soviet Union.
John H. Sununu, accompanied by senior White House staff, traveled to Russia, sharing insights on White House operations, policy development, and inter-branch relations. He notably distributed Russian translations of the Federalist Papers, aiming to provide a foundational understanding of democratic governance principles. While acknowledging the challenges of transplanting American processes to a vastly different context, John H. Sununu viewed this endeavor as a significant, albeit complex, effort to assist Russia’s transition.
XI. Washington Outsider Perspective
John H. Sununu offered insightful reflections on the advantages and disadvantages of being a Washington outsider in a high-profile role like Chief of Staff. He noted the initial perception and occasional resentment from Washington insiders, who might favor someone from within the established network. However, John H. Sununu also emphasized the significant advantage of bringing an outside perspective, particularly in understanding the concerns and priorities of ordinary Americans beyond the Washington Beltway.
This outsider status, in John H. Sununu‘s view, allowed him to maintain a connection with the broader public sentiment and to effectively translate those concerns into policy considerations within the White House. He believed that this perspective was crucial for an administration seeking to govern effectively and represent the interests of the entire nation.
John H. Sununu‘s account provides a rich and detailed portrait of the inner workings of the Bush White House, offering valuable insights into presidential leadership, White House management, and the dynamics of power and policy in the executive branch. His reflections underscore the importance of process, communication, and personal relationships in the effective functioning of the highest office in the United States.
