Chapter 4

The Presidency and Leadership

Leadership and Daily Supervision

Pure leadership, and skilled, day-to-day supervision by our elected officials of the details
of the private and public sectors of the nation's economy are what is needed most to move us as
close as possible to the optimum economic model for the United States.

Maximum economic output and increased worker productivity come as we build a stable
planning environment for businesses and government both, and then follow a continuous
improvement methodology seeking to perfect the performance of each private sector employee,
each government worker, each business, each domestic industry, and each government agency.
And as each of these are perfected individually, we then strive to perfect all of the pieces
working together as a complete system. A perfect, ideal system of American commerce is our
goal.

Both macro-level and micro-level supervision of the nation needs to be done on a daily,
and in some areas, even on a real-time basis. U.S. senators and U.S. congressmen, as well as
state senators and state representatives, should set up permanent offices in their home
communities and then be ready to spend more time there during their single term of office.

A good political leader watches over his or her district, not from a distance, but up close
and in person. True leadership is not figuring out new legislation to write, holding town hall
meetings, or giving speeches to the public on policy initiatives.

A leader serves his community by taking a genuine interest in the people who live there.

A leader serves by being a light on a hill, out walking among the people in the streets as
often as possible, accessible and visible to everyone.

A leader is the catalyst for good in the community, instilling confidence and bringing
hope to the people even when times are tough.

A leader is not someone who looks at his current elective office as a stepping stone
towards a higher one, but rather someone who finds contentment in helping to solve problems
and seeing prosperity increase among his people over time. His commitment to serve others
continues on long after his time in office is over.

A leader works through problems in his district step by step, spending time each day with
individual industries, businesses, and citizens. Thus, it's more than just a full-time job to be a
good leader.

A leader understands that there are no shortcuts to full, high-wage employment, and there
are no shortcuts (i.e., legislation) to a strong economy. It just requires commitment, hard work,
attention to detail, problem solving skills, stability in government, education/training/retraining,
patience for the long term, and a philosophy of continuous improvement adopted by every
citizen.

Daily Operations for Presidents, Governors, and Mayors

The governing style of all presidents of the United States, all governors of states, and all
mayors of cities should be discontinued.

A new standard governing style to supervise daily operations of the nation should be
adopted that all governing executives throughout America strive to follow. The focus here is on
the president, but the same basic principles apply equally to governors and mayors.

First of all, we really don't need very many speeches made. If there is something
important, like a national emergency, that's fine. You do a speech as the situation requires. But
otherwise, please don't waste the nation's time giving speeches.

We don't need the president doing campaign rallies or fund raising for him or herself, or
for other political candidates. Where the president will serve only one term, and where all other
elected officials will serve only one term, the need for campaign rallies or funding raising for
relections will be entirely eliminated. That leaves only the funding of candidates who are running
for the first time... which hopefully will be bare-bones type fundraising efforts to handle the
routine expenses needed during a typical campaign.

To successfully supervise the nation's business every day, all that is needed is about six
very large conference rooms established in or near the White House, each one having a
conference table where fourteen people can work together comfortably for many hours at a time,
each with a computer, plus additional space in the room for their support staff with desks,
computers of their own, and phones to provide support and real-time outside communication for
the team members seated at the table. Each of the conference rooms will be dedicated to a
particular issue of the day, so the six conference rooms will be dedicated to the top six issues on
the president's agenda for the day. There will be one White House staff person in charge of that
issue (issue supervisor), who manages a team comprised of twelve people selected based on their
experience and relevance to the issue.

There should also be a large facility as near as possible to the White House where fifty
more similarly-sized conference rooms are setup. These conference rooms will be used by teams
to oversee the top fifty active issues of the nation as chosen by the president and a steering
committee. These fifty teams—called issue teams—work full time overseeing the issues for the
president and the American people at the offsite facility. Six of those fifty will receive

presidential focus on any given day. Those six teams would therefore move from their offsite
location to one of the president's six conference rooms to work directly with him or her on that
day. An issue may be of high priority and remain the top focus of the president for an extended
period of time. In that case, the relevant issue team would just remain in its assigned presidential
conference room indefinitely. And if an issue is large and requires multiple teams and greater
focus, an issue can be broken into two or more subgroups, each having their own issue
supervisor, team, and conference room, becoming one or more of the fifty issue teams operating
either onsite or offsite.

Each of the conference rooms (six at or near the White House, and fifty offsite) will be
setup with two or three video cameras and cameramen, and an issue team video director who is
outside in a small control room to manage the camera selection shots and action, to provide the
best possible coverage of events that are going on in the room all day long. Each issue team can
have different rules as to whether their video production is broadcast live to the public, or if it
requires some editing, and is to be released to the public later in the day, or the following day.
And if national security issues are involved, the video recording can be classified, or edited and
only partially released. Full transparency is the goal for virtually all of these issue team activities,
and real-time broadcast is also the goal where possible, so that the public gets to watch things as
they occur. Timeliness is an important part of transparency.

The president begins the day in the first conference room for the first hour. The issue
supervisor gives a quick briefing to the president, the team, and to the general public on the key
aspects of the issue, and a quick update since yesterday of the team's progress. The president
then dives in to the issue as it currently stands, working with team members. This is pure
problem solving, with the president leading the charge—reasoning it through with everyone,
drilling down from top level to lower level elements of the issue where needed. To do this, the
president needs to become a good, trained problem solver (rather than a good debater or a good
speech maker), and the same is true for the issue supervisor and the other team members. As they
work together day by day, progress will be made, and their skills to do this important work will
improve dramatically.

The issue may also be one where events are occurring on an ongoing basis (like an active
war, or a national disaster). In that case, the team would be coordinating tasks, monitoring
developments, and seeking out information to provide to the president and to the general public.
But even there, the need for problem solving and key decision making by the executive will be
constant.

One of the twelve persons assigned to the issue team should be a member of the press.
Two members of the issue team should be members of Congress, one from each party. A
member of the cabinet should be assigned to the team if the issue is applicable to his or her
department. The other issue team members can be selected as needed from any organization or
location from around the country to help manage the issue.

There should also be a central online forum system on the White House website broken
into fifty segments, so that each of these top fifty issues of the nation can have its own individual
forum. People throughout the country can then post comments day by day on any issue forum,

interact with other citizens there, follow the progress being made, and contribute ideas. One of
the twelve persons on each team would be the online coordinator, pulling out feedback, ideas,
and any information gleaned from the issue team's public forum. Additional content staff persons
can be added as needed to manage the large volume of posts expected from the public on highly
popular issues.

At the close of the first hour, the president takes a short break, and then moves over to the
second conference room where he will spend the next hour, repeating the same process as before,
but this time with a new issue and a new team to work with. After the second conference
meeting, he then moves to the third. After the third hour, there is a break for lunch. After lunch,
then the fourth meeting starts, and then the fifth meeting, and finally the sixth. Some issues may
not require a full hour, and in those cases, a one hour block can be split into two thirty minute
conference room meetings where two issues get handled.

For each of the fifty top issue teams, there should be a corresponding issue process
improvement team comprised of three people.The issue process improvement team's role is to
watch over the twelve-member issue team's performance day by day, seeing how the team is
working together, what questions are being asked, what problem solving methodolgy is being
used, and how well the video production is communicating the issue to the American people.
The issue process improvement teams will strive to see the big picture, making sure the issue
teams they are responsible for aren't getting "tunnel vision" in their approach, like missing key
data or ideas visible to the public, the business community, academia or other expert sources. In
addition, the fifty issue process improvement teams (150 people total) should all meet together
weekly in one body to discuss common techniques and any recent improvements they have
suggested to their issue teams—the goal being to make sure the best problem solving approaches
are shared and implemented across all teams on a regular basis.

And just as there is an issue process improvement team for each main issue team, there
should be a three-member issue advance scouting team for each issue team as well, going before
it as a pathfinder to prepare the way. Like in the movie Gettysburg, where General Buford leads
his calvary division on scouting patrols, ahead of the main body, providing information about
potential pitfalls or opportunities that lie ahead, the same is true for the advanced scouting teams.
Their purpose is to monitor daily progress of the main issue teams, but then to drilldown further
and forge ahead, to map out the terrain and see what's on the horizon, which can be helpful in the
decisions being made by the issue team in their current tasks.

So, in summary, we have four teams operating together in perfect symmetry, a total of
twenty-four persons per issue:

(1) Issue Team—14 members; main team working on the issue.

(2) Issue Video Production Team—4 members; filming the issue team live or editing for
release as quickly as possible.

(3) Issue Process Improvement Team—3 members; watching the issue team's
performance and looking for ways to improve upon it.

(4) Issue Advance Scouting Team—3 members; watching the issue team's current focus
and providing advance warning of problems or opportunities out on the horizon.

In addition, a five-person steering committee will meet daily (the same video broadcast
and transparency here, too). This team will regularly add or remove issues from among the top
fifty, help select team members for the new teams, and then consult regularly with the president
to determine which issues are in the top ten or top twenty that will require presidential
involvement in the days to come. The White House website will have a master issues page where
a top level view of all fifty issues can be seen, sorted in priority order, where the general public
can navigate easily to watch broadcasts realtime (or watch past day's or past week's videos) to
see current status, and to interact with the forum.

So, this is the work that we want the president and the other governing executives of
America to do every day. Everybody uses a six + fifty conference room management approach—
an approach that is constantly being reviewed, optimized, and perfected by the process
improvement teams. The president works through each issue hour by hour, day by day, month by
month. There is full transparency—everything being done at both the presidential level and the
presidential staff level is continuously before the eyes of the the American people. There is full
involvement of the press at every step of the way, to ask questions, and to provide insight and
analysis for the public. There is full involvement of the legislative branch, cities and states,
businesses in the private sector, and any other interested group as needed or desired in the
president's teams. And remember, this full transparency of government extends to the fifty
ongoing issue teams who are working together 8-12 hours a day (onsite or offsite), not just to the
six hours of meetings that the president personally directs during his daily schedule. Governors
in states, and mayors in cities follow the same conference room issues team model, so the full
transparency and visibility of what is being supervised every day by government leaders is
federal, state and local. The number of issue teams and the size of teams can be adjusted based
on population size and available resources in cities and states.

Having a standard supervisory process being utilized is a huge benefit to the nation. If a
war breaks out, a national disaster, a controversy or big news event in the public eye, a foreign
policy dilemma, a major health issue, a budget issue, a social issue, etc., the public will have
confidence that the president will follow a governing/managerial process that is not frivolously
decided upon or politically motivated. Instead, the public will see a president who is calm and
collected, who is a good problem solver, and who works through the issue in a non-political,
methodological manner with the appropriate issue team or teams.

Congress should help staff these fifty teams being led by the executive branch and be
heavily involved in the problem solving process, not trying to create their own teams. The
executive branch and legislative branch working closely together like this, in integrated fashion,
is the best way to get things done. Oversight of the executive branch is therefore done directly in
real time by Congress on the key issues. Additionally, legislative proposals will be more easily
passed by both houses of Congress and signed by the president using this joint cooperation
approach. Legislation initiatives can be created using issue teams to guide the process between
the two branches of government from start to finish.

As for the press, there will seldom be a need for a press conference, since virtually every
single move and decision of the president and the administration on the top fifty issues is right

there at their finger tips. They can answer their own questions. And the press can be problem
solvers as well, bringing to the public eye all the information they have on the issue, contributing
ideas, and having a front seat at the table to watch what is going on.

State visits or other ceremonial business, which are more relaxing, can be done later in
the day, after the president's main problem solving work for the day is completed.

It would be good to have one day a week where the president can travel to a desired
location in the country, to walk among the people, talk with them, and visit businesses and other
places of interest. Saturday would be a good day for that normally.

Sunday can be a day of rest.

A Case Study: Fixing Big Tech and the Other Monopolies

To provide an example of this new governing style at work, let's focus on a pressing issue
facing the nation—the Big Tech monopolies. We'll need ten new conference rooms to add to the
other fifty: two for Google, two for Meta, two for Twitter, two for Amazon, and two for Apple.
Ten new permanent administration issue teams will be created that will be active in this work for
a number of years. We'll focus on Meta in this example, but the principles involved will work for
any of the big five (**Note: In full disclosure, I have a personal financial interest and a
management role in a startup company that is building a new Internet search engine).

The first issue team for Meta will focus on her actions as a monopoly company in the
social networking market. This team will be comprised of: a White House issue team manager
with a technical background; a top executive of Meta with significant authority assigned to the
team full time; a senior developer of Meta assigned to the team full time; a member of the media
with technical background; two members of Congress, one from each party; one or more
executives from competitors; and other team members from different industry backgrounds to fill
out the team who can be rotated in and out routinely.

The second Meta team will focus on the social networking market from the perspective of
the non-monopoly companies—startups and existing competitors—that compete with her. This
team would have a similar makeup as the first team, and be comprised of: a White House issue
team manager with a technical background; a member of the media with technical background;
two members of Congress, one from each party; multiple executives from competitors and
technology investment groups; and other team members from different industry backgrounds.

It's important to understand here that the work on these two teams is going to be ongoing
five days a week, eight to ten hours a day, with full transparency and video broadcast to the
public in real time. If something comes up that requires offline discussion, exceptions to the full
transparency rule can be made. But otherwise, it's all public all the time. And the work being
done is not for political posturing on either side. This is a true problem solving process.
Congressional committees—on camera or off camera—are simply not effective, and are not the
right tool, to fix complex problems of the nation, and that would be particularly true on Big
Tech. Congressmen and congresswomen deliver prepared speeches, and then look for ways to

grandstand—or try to look smart—in the public eye with their questioning. Problem solving is
not like that. We want to help the Administration be successful in its role. We want to help
Congress be successful in its role. We want to help the media be successful in its role. And we
want Meta and their competitors to be successful in their goal to provide a wide range of
technology products to America and the world. So political activism, political debate, political
commentary, and political speeches, etc., are not part of this process.

There are many goals to accomplish, and there are many markets and submarkets to
which Meta belongs. For this example, we'll focus on Meta in the main social networking
market.

The first question to ask in the first day's session of the first team is this: Does Meta
publicly acknowledge that it has monopoly power in the American social networking market? If
the answer is "no," then is that a legalistic response to the question? Or is it a response based on
data from independent market sources? In other words, the first challenge is to get Meta to go on
the record in this formal setting about her market power. If there is a fear of the legal
ramifications of admitting a company has monopoly power, then that position can be worked
through as needed. That's part of the problem solving process. But ultimately, the common-sense
perspective will bring us to the point where everyone must acknowledge—including Meta—that
monopoly power is being exercised.

And here are the principles that apply to this problem:

1) Monopolies are enemies to the American people whether they are determined to be
technically legal or not by the court system. The additional revenue and profits received at higher
and higher monopoly percentages belong, not to a monopoly company's employees, management
team, or stockholders, but to the employees, management team, and stockholders of competitors
and new startups. This needs to be fully understood by everyone. In saying this, we are not
appealing to any laws on the books, nor are we trying to mimic what might be construed as an
arbitration-like hearing outside of court; no, we are simply stating a general principle and making
an appeal to monopoly power wielding companies like Meta in a voluntary, government-to-
business partnership environment to solve the public policy/societal problem.

2) Our goal should be to protect the non-monopoly segment of all existing markets in
America, including, most assuredly, those involving Big Tech companies, and that of social
networking in this case. Smaller competitors, startup companies, or existing companies in other
industries wanting to launch new products in this market need protection from the company
exercising abusive monopoly power. This is the only way to keep the market healthy as well as
the particular market's short-term, medium-term, and long-term impact on the overall economy.
And it benefits monopoly companies like Meta as well because they will want to compete with
products of their own in industries where monopoly power is being exercised by other
companies. So things should even out over time by creating a level playing field for everyone in
all markets.

3) We have different levels of monopoly power to consider:

(a) Companies that are approaching monopoly power in a specific industry.

(b) Companies that are currently operating with monopoly power in a specific industry.

(c) Companies that are operating beyond or far beyond the monopoly power threshold of
a specific industry.

4) Meta has reached level 3c by any objective measure, and therefore, efforts should be
made to work with her to move her back at least to 3b, if not 3a. She can operate successfully
long-term as a company without reaching the abusive level of 3c.

5) For companies operating in 3b or 3c, there needs to be an annual luxury tax
contribution that is somewhat like the MLB luxury tax model. This luxury tax is voluntarily paid
by monopoly companies each year by agreement reached using the issue team process, an
amount calculated by independent market watchdogs. The contributed funds are then managed
and dispursed by the second Meta issue team to support the non-monopoly market segment
companies.

There are many ways the monopoly luxury tax can be calculated. Here is simple example.

Let's suppose the total revenue of the American social networking advertising market is
$60 billion, and its determined that Meta is operating with 90% of the market... with revenue for
Meta at $54 billion. With the monopoly power threshold established at 60%, that means that
30% of the Meta's revenue (from 60-90%), or $16.2 billion, is being received by Meta at or
above the monopoly level. The contribution by Meta to the non-monopoly market segment might
be set up using a schedule something along these lines:

$1.08 billion (66.7 of the $16.2 billion at 3b level—monopoly luxury tax = 10%)

$1.08 billion (33.3 of the $16.2 billion at 3c level—monopoly luxury tax = 20%)

====

$2.16 billlion (Meta's luxury tax contribution to non-monopoly companies for the current
year)

This regular, non-monopoly segment contribution by Meta (and by the other Big Tech
companies in their respective markets) is their cost of doing business in America as a socially-
responsible company, just like the green energy or other like-minded, civic-responsible
endevours that they happily embrace today. And the newly strengthened competition will make
Meta's own products better as innovation increases side by side with their competitors in a robust
marketplace.

The administration issue teams will take the lead, partnering with Big Tech companies to
make this happen. Censorship, private data use, political bias problems, and other pressing issues
can also be resolved using these ten Big Tech issue teams, providing a central place in society
where problem solving occurs in the public eye with full transparency and where political
posturing is permanently abandoned by everyone, public and private sectors both.

The Character of the President of the United States

A great leader at the door of the White House––a president whose life ambition and
personal wealth are consecrated to the hopes and dreams of the American people and to the
people of the world.

Walk into the White House as a lamb—humble, sensitive, gentle, and understanding in
your use of presidential powers. Set an example of warm and caring leadership for those
presidents that follow you.

The best president is one who truly loves the people––all people (JRE Link, 2017-0313 (Mon), COM-STR2).

Love in a leader is not born of speechwriters (JRE Link, 2017-0313 (Mon), COM-STR2).

Love is not a political strategy.

A genuine concern for people––love is that and much, much more.

You are kind. You are free of prejudice. You will be our president (JRE Link, 2017-0411 (Tue), COM-STR2).

Your love of mankind is larger than life (JRE Link, 2017-0223 (Thu), COM-STR2).

Honor and integrity are divine attributes. They come to you from above (JRE Link, 2018-0609 (Sat), COM-STR2).

I'll leave a light on for you at the White House––the light of truth (JRE Link, 2018-0623 (Sat), COM-STR2).

Abraham Lincoln speaks to all future presidents saying—You need more than just your
own wisdom. Look to the heavens for guidance in all that you do.

A great leader is a thanksgiving for the nation. Let Abraham Lincoln's life inspire yours.

A great leader––what the people of America are always praying for and seldom get.

The American people have the right to be inspired by a great leader. Leading by example
is an inspired act (JRE Link, 2017-0117 (Tue), COM-STR2).

Political leadership is one thing. Inspired leadership is another (JRE Link, 2017-0117 (Tue), COM-STR2).

An inspired leader writes down the principles of greatness for mankind with a world
audience in mind. He's not trying to promote his own candidacy to public office by selling
books. He's trying to change hearts and change lives.

Words do matter. Inspired words matter the most (JRE Link, 2021-0829 (Sun), COM-STR2).

Who do you identify with? Identify with the Lord God, and with the great role models of
the world, past and present. Be like unto them (JRE Link, 2018-0928 (Fri), COM-STR2).

Be a hero of heroes, changing the course of America (JRE Link, 2019-1004 (Fri), WSE-MAIN).

It's not a small thing to lead the American people to a greater destiny (JRE Link, 2019-0611 (Tue), COM-STR2).

There are multiple paths to 270 electoral votes. Always choose the most honorable one.

The president of the United States––A call to serve. A call to lead (JRE Link, 2018-0928 (Fri), COM-STR2).

The president is a leader of men, and a leader of nations, not just a title holder (JRE Link, 2018-0529 (Tue), COM-STR2).

The president is an optimist. He feels the good news for the country that is just around the
corner. And through faith, he helps bring about that good news through hard work and his
dedication to true principles (JRE Link, 2020-0929 (Tue), COM-STR2).

The president should strive to become a skilled supervisor of the cabinet and other
department heads.

Organize and simplify each government agency. That is what a good supervisor does
every day––organize and simplify, organize and simplify, organize and simplify.

The president leads us because leaders lead (JRE Link, 2018-0825 (Sat), COM-STR2).

Be a beacon of truth (JRE Link, 2019-1208 (Sun), COM-STR2).

Forget legacies. Forget personal ambition. To be an effective leader, one must lay aside
any aspiration for individual glory (JRE Link, 2019-0806 (Tue), COM-STR2).

As president, your life is consecrated to the country, like many great leaders of the past (JRE Link, 2017-0727 (Thu), COM-STR2).

And after your term of office is over... traveling in the Bahamas?

No. Ex-presidents of the United States should be out serving the needy every day and
doing a sober assessment—devoid of party politics—of America's problems. They and their
spouses can dedicate the rest of their lives to that endeavour. There is nothing more important
they could be doing. They should not be campaigning for candidates, making political speeches,
building presidential libraries, vacationing at luxury resorts, or cashing in on their business
contacts from their time in the Oval Office.

A woman filled with charity has already broken the glass ceiling. The electoral college
will be easy for her. She will graduate with honors (JRE Link, 2019-0422 (Mon), COM-STR2).

A woman president can quarterback the nation and dominate what has always been a
man's game.

A woman president brings the Statue of Liberty to life in the eyes of the people.

A woman president––America has waited hundreds of years for her (JRE Link, 2019-0507 (Tue), COM-STR2).

A woman president––a beautiful architect of American society and culture (JRE Link, 2018-0608 (Fri), COM-STR2).

Administrative decisions will be second nature to her.

A little like Margaret Thatcher. A little like Princess Diana (JRE Link, 2015-1125 (Wed), WSE-MAIN).

Her wave is so beautiful. She is beloved of all citizens.

The First Lady

The First Lady sparkles in the eyes of the world. Her countenance and beauty are the
emblem of a great nation (JRE Link, 2018-0612 (Tue), COM-STR2).

The First Lady fills your eyes with beauty and grace (JRE Link, 2018-0316 (Fri), COM-STR2).

Her message resonates (JRE Link, 2018-1027 (Sat), COM-STR2).

Her heart speaks. The people's hearts listen (JRE Link, 2018-1027 (Sat), COM-STR2).