Washington Post columnist Robert Samuelson today asks a question vexing conservatives: “Has any recent president basked in so much favorable media coverage [as President Obama has]?”
His answer: no – and that’s not healthy.
Samuelson points to a new Pew study that attaches some numbers to the sense of coziness between the Administration and the major media. The upshot: President Obama is getting much more favorable coverage at this stage of his Administration than either President Bush or President Clinton received.
(For light-hearted proof, see this piece in The Onion.)
Samuelson suggests reasons why: “Most journalists like Obama; they admire his command of language; he’s a relief after Bush; they agree with his agenda (so it never occurs to them to question basic premises); and they don’t want to see the first African American president fail.”
All probably correct to one extent or another. But I would place particular weight on the idea that many journalists go easy on the president because they agree with him. As Samuelson notes, it’s not a conscious bias, per se; it simply “never occurs to them” not to take the White House at face value.
The problem, of course, is that the White House is an insular place, with a loyal team and sometimes bitter opponents. It’s easy to think the West Wing is the source of all knowledge and see outside opinions as wrong, ill-informed, or motivated by bad intentions.
Sometimes getting challenged by the press and political opponents is a reminder that smart people have honest disagreements with your policy.
This same bunker mentality can affect businesses, especially when they are under attack by markets, public perception, or the government. The people gathered around the CEO, whose jobs depend on pleasing the CEO, may find it easier to parrot the company line than to press alternatives.
As GM files for bankruptcy today, it’s worth noting that Ford, the American carmaker that hasn’t taken a government handout or entered bankruptcy, changed its leadership three years ago and brought in a CEO from outside the industry.
Getting challenged by outsiders may not always be comfortable, but it can be helpful. Solicit fresh perspectives – whether from new hires, lower-level employees, shareholders, or trusted consultants who can analyze strategy unencumbered by internal politics.
And remember: Don’t believe your own good press. When everyone seems to agree with you, someone’s holding back. And it could be something important.
