Source: Doris Kearns Goodwin. Leadership -
Lessons From the Presidents For Turbulent Times (2018)
Lessons From the Presidents For Turbulent Times (2018)
During late-August 1921 FDR suffered his polio attack while in Maine. By mid-September 1921, FDR was at NYC’s Presbyterian Hospital, where he stayed for six weeks. Ironically, not being able to walk eventually led FDR to intensify his ambition, enlarged his already impressive political & people skills, and allowed him to empathize and sympathize at a level he never would have before been capable. Also, FDR developed a level of patience that he hadn’t possessed beforehand. Physically, FDR developed a powerful upper body, but his legs were “goners”.
On the outside, FDR was all cheer, and to some level, that forced level of cheer helped him cope, but it was the same mask he had worn when he was younger. Eleanor and Louis Howe knew that the key to helping FDR look forward to the future was to be sure that he had at least the possibility of a political future, and the two did their best to keep FDR’s name in the political arena. FDR never stopped using “trial and error” to aid in his recovery, and he discovered that swimming was the best exercise, since it took gravity out of the equation. FDR developed an almost mystical belief in the healing powers of sun and water.
Three years earlier, Eleanor had discovered FDR’s connection to Lucy Mercer, and while she agreed to stay married, all intimacy was off the table, but their political connection intensified. It was during that time, coached by Howe, that Eleanor Roosevelt discovered her political talents and voice. Howe used hand signals when she spoke, giving her the necessary feedback to fine-tune her abilities. With FDR’s paralysis, new doors opened for Eleanor, and she took full advantage, in that she kept FDR in the game while forging a role for herself.
On the outside, FDR was all cheer, and to some level, that forced level of cheer helped him cope, but it was the same mask he had worn when he was younger. Eleanor and Louis Howe knew that the key to helping FDR look forward to the future was to be sure that he had at least the possibility of a political future, and the two did their best to keep FDR’s name in the political arena. FDR never stopped using “trial and error” to aid in his recovery, and he discovered that swimming was the best exercise, since it took gravity out of the equation. FDR developed an almost mystical belief in the healing powers of sun and water.
Three years earlier, Eleanor had discovered FDR’s connection to Lucy Mercer, and while she agreed to stay married, all intimacy was off the table, but their political connection intensified. It was during that time, coached by Howe, that Eleanor Roosevelt discovered her political talents and voice. Howe used hand signals when she spoke, giving her the necessary feedback to fine-tune her abilities. With FDR’s paralysis, new doors opened for Eleanor, and she took full advantage, in that she kept FDR in the game while forging a role for herself.
The other key figure in FDR’s life at that time was Missy LeHand, who in effect became FDR’s “other wife”. With the blessing of Eleanor, Missy became in effect FDR’s platonic soulmate and companion. From 1922 - 1926, FDR spent 116 weeks in the South, and Missy was with him for 110 of those weeks. Missy was FDR’s confidant, where he was able to share his highs-and-lows. Slowly but surely, FDR’s “bad days” began to decrease. Missy had the gift of telling FDR how things really were without scolding, combined with great timing, always able to read FDR’s mood. Eleanor for her part never stopped telling FDR what she thought needed to be done, and FDR was able to know what was and was not practical and possible, at least to the point of suggestion.
In 1924, New York Governor Al Smith offered FDR the post of NY Chairman of his pre-convention campaign for the Democratic nomination for President. FDR was initially hesitant, but when Eleanor, Howe, and Missy explained that all that was needed at that point was his name, not his presence, FDR enthusiastically agreed. Two months later, Smith wanted FDR to personally nominate him at the Democratic National Convention at Madison Square Garden. FDR accepted, and in so doing took great physical and political risks. The convention speech would be FDR’s first in three years, and he hadn’t yet mastered moving about on crutches, so he went into training for both. FDR learned to slow-walk with one hand gripping his 16 year old son’s arm, and he used crutches for the final approach to the podium, where he spoke to 12,000 people. Now, FDR throwing back his head with a jaunty smile wasn’t taken as smugness, but rather courage in the face of adversity.
FDR’s delivery in his mellifluous voice was in the face of increasing discomfort and pain while standing at the podium. The crowd went crazy when FDR was finished, going on for an hour, but Smith would eventually be denied the nomination on the 103rd ballot in favor of John W. Davis. Although FDR’s true political return would be in 1928, the speech in 1924 was FDR’s vital way station on his re-ascendancy back into state and national politics.
In 1924, New York Governor Al Smith offered FDR the post of NY Chairman of his pre-convention campaign for the Democratic nomination for President. FDR was initially hesitant, but when Eleanor, Howe, and Missy explained that all that was needed at that point was his name, not his presence, FDR enthusiastically agreed. Two months later, Smith wanted FDR to personally nominate him at the Democratic National Convention at Madison Square Garden. FDR accepted, and in so doing took great physical and political risks. The convention speech would be FDR’s first in three years, and he hadn’t yet mastered moving about on crutches, so he went into training for both. FDR learned to slow-walk with one hand gripping his 16 year old son’s arm, and he used crutches for the final approach to the podium, where he spoke to 12,000 people. Now, FDR throwing back his head with a jaunty smile wasn’t taken as smugness, but rather courage in the face of adversity.
FDR’s delivery in his mellifluous voice was in the face of increasing discomfort and pain while standing at the podium. The crowd went crazy when FDR was finished, going on for an hour, but Smith would eventually be denied the nomination on the 103rd ballot in favor of John W. Davis. Although FDR’s true political return would be in 1928, the speech in 1924 was FDR’s vital way station on his re-ascendancy back into state and national politics.
FDR heard about Warm Springs GA as a magical healing place for polio victims, where they could swim in healing mineral water at 86 degrees. FDR’s initial impression of Warm Springs was not positive, seeing a spa in decline. However, the T-shaped thermal pool was what FDR desired, which would allow him to swim for a long time without fatigue. FDR had a hunch that Warm Springs was “the place” in which a whole new complex of buildings could be constructed for a new kind of “Polio Spa” for the afflicted and their families. FDR wanted Warm Springs to be rustic and democratic, available for all classes, similar to what he had experienced in Europe as a kid. Against the advice of almost everyone in his Circle of Trust, FDR invested 2/3’s of his wealth to develop Warm Springs. It turned out that FDR also had a flair for entrepreneurship, and developing Warm Springs gave FDR an additional and meaningful purpose to his life, often riding in a cart to supervise all the details of the various phases of construction and development.
When finished, FDR made Warm Springs a non-profit enterprise, which meant additional funds could be raised while also providing the means for those that normally could not afford a spa to go there. Once open for business, FDR was back in the thick of things, organizing and participating in activities to aid the body and the spirit. One of the goals set by FDR was to help those afflicted, especially children, get over their self-consciousness, at least while at Warm Springs. During his four years developing Warm Springs, FDR developed humility, purging most of the elitism out of his system while also developing empathy for those in dire straits. FDR also discovered that he could link his ambition with the betterment of others.
When finished, FDR made Warm Springs a non-profit enterprise, which meant additional funds could be raised while also providing the means for those that normally could not afford a spa to go there. Once open for business, FDR was back in the thick of things, organizing and participating in activities to aid the body and the spirit. One of the goals set by FDR was to help those afflicted, especially children, get over their self-consciousness, at least while at Warm Springs. During his four years developing Warm Springs, FDR developed humility, purging most of the elitism out of his system while also developing empathy for those in dire straits. FDR also discovered that he could link his ambition with the betterment of others.
The greatest thing that FDR learned at Warm Springs was that he did not need to walk in order to become a leader, even as President. FDR made peace with his limitations, and his heart and soul were ready to pursue his political ambitions, when opportunity once again knocked by 1928. Smith was again running for the Democratic nomination for President in 1928, and he wanted FDR to be his replacement as governor of NY, mostly for campaign and electoral reasons in the state. Smith’s plan was, after he became President, the Lt. Governor would run things and FDR could return to Warm Springs as a figurehead. Smith totally underestimated FDR’s resolve and ability to serve as governor.
FDR hit the campaign trail hard, convincing NY voters that he was physically fit for the job. Stunned by losing in a landslide to Herbert Hoover in the Election of 1928, Smith returned to Albany, fully planning on being the puppet-master for the new governor. FDR refused to have any of Smith’s people on his staff, choosing his own staff, which among others included Frances Perkins (who would become the first female Cabinet member in 1933 as the Secretary of Labor). As a result, the close political relationship between Smith and FDR ended.
FDR knew that he needed a staff that was loyal to him, since they would be his “eyes and ears” as well as his advisors. FDR craved specific details, and it wasn’t long before those in his Circle of Trust, including Eleanor, provided the information he wanted. FDR was a serious life-long learner, and he made sure that those around him shared that same trait, which led to some in his Circle becoming experts in their field. FDR had a constant stream of visitors, which was another way to gather information and to learn. Early in his term as governor, FDR started what would become known as the “Brain Trust”, which featured a primary and secondary group of experts in various fields. FDR would hammer the “Brain Trust” with a barrage of questions, learning all the while.
FDR hit the campaign trail hard, convincing NY voters that he was physically fit for the job. Stunned by losing in a landslide to Herbert Hoover in the Election of 1928, Smith returned to Albany, fully planning on being the puppet-master for the new governor. FDR refused to have any of Smith’s people on his staff, choosing his own staff, which among others included Frances Perkins (who would become the first female Cabinet member in 1933 as the Secretary of Labor). As a result, the close political relationship between Smith and FDR ended.
FDR knew that he needed a staff that was loyal to him, since they would be his “eyes and ears” as well as his advisors. FDR craved specific details, and it wasn’t long before those in his Circle of Trust, including Eleanor, provided the information he wanted. FDR was a serious life-long learner, and he made sure that those around him shared that same trait, which led to some in his Circle becoming experts in their field. FDR had a constant stream of visitors, which was another way to gather information and to learn. Early in his term as governor, FDR started what would become known as the “Brain Trust”, which featured a primary and secondary group of experts in various fields. FDR would hammer the “Brain Trust” with a barrage of questions, learning all the while.
FDR’s strategy of sending people out and about to see what was going on gave him a heads-up for the Great Depression, which included his decision to overhaul the NY Public Employment Service before the October 1929 Stock Market Crash. FDR had a knack for processing mountains of information into decisive action, especially if personal stories were included, which helped FDR understand the “descending spiral” that was the Great Depression. FDR’s strategy was again “trial and error” in order to find some answers and to provide some relief. By the Spring of 1931, FDR grew tired of waiting for President Hoover and the Republicans to act on a national level, so he took it upon himself to act in New York.
FDR called a special session to create a comprehensive program in the state for unemployment insurance, knowing there would be Republican opposition. By then, FDR knew how to communicate big ideas and transformative proposals into easy-to-understand language, using personal stories to create memorable images that would make an impact. When Republicans kept up their opposition to relief, FDR threatened to veto their bill and to keep calling special sessions, which forced the Republicans to yield. FDR became a model for other states to follow, which in large part led to FDR addressing the nation on radio to challenge other states to find ways to work from the bottom-up instead of from the top-down, and to focus on the “Forgotten Man”.
FDR was trying to improve the lot in life for the downtrodden, but he was also positioning himself to pursue the Democratic nomination for President in 1932. At the Democratic National Convention, FDR was short 104 delegates on the first ballot for the 2/3’s necessary for the nomination. On the third ballot, FDR surpassed 2/3’s, and he broke tradition and flew to the convention to personally accept the nomination, wanting to show that he was ready to lead the nation in the battle against timidity, inaction, and fear.
By 1932, President Hoover had slid into a bunker mentality. Despite all his gifts, bona fides, and human capital, Hoover was unable to adapt to the crisis, which was an area in which FDR excelled. FDR did a great job communicating that characteristic during the campaign, and he defeated Hoover in a landslide in the Election of 1932. In his first term, FDR would be an active, experimental, and empathetic President.
FDR called a special session to create a comprehensive program in the state for unemployment insurance, knowing there would be Republican opposition. By then, FDR knew how to communicate big ideas and transformative proposals into easy-to-understand language, using personal stories to create memorable images that would make an impact. When Republicans kept up their opposition to relief, FDR threatened to veto their bill and to keep calling special sessions, which forced the Republicans to yield. FDR became a model for other states to follow, which in large part led to FDR addressing the nation on radio to challenge other states to find ways to work from the bottom-up instead of from the top-down, and to focus on the “Forgotten Man”.
FDR was trying to improve the lot in life for the downtrodden, but he was also positioning himself to pursue the Democratic nomination for President in 1932. At the Democratic National Convention, FDR was short 104 delegates on the first ballot for the 2/3’s necessary for the nomination. On the third ballot, FDR surpassed 2/3’s, and he broke tradition and flew to the convention to personally accept the nomination, wanting to show that he was ready to lead the nation in the battle against timidity, inaction, and fear.
By 1932, President Hoover had slid into a bunker mentality. Despite all his gifts, bona fides, and human capital, Hoover was unable to adapt to the crisis, which was an area in which FDR excelled. FDR did a great job communicating that characteristic during the campaign, and he defeated Hoover in a landslide in the Election of 1932. In his first term, FDR would be an active, experimental, and empathetic President.