Bob Woodward Quotes

Seven hours later, Trump gave a long statement at his first Coronavirus Task Force press conference in three months. He spoke alone at the White House. No Pence, Fauci or Birx. He also shifted tone. Everything was not rosy with the outlook for the virus. "It will probably, unfortunately, get worse before it gets better," Trump said injecting an unusual dose of realism. "Something I don't like saying about things, but that's the way it is." Previously Trump had been reluctant to wear a mask. "Get a mask," he said. "Whether you like the mask or not, they have an impact. They'll have an effect and we need everything we can get." His comments were a tacit acknowledgement that his previous approach had not worked, and that, in fact, the virus was much worse. The day was a microcosm of Trump's presidency, veering from "We have it under control" to "worse before it gets better," all in the span of a few hours. It was just the most recent example- and the last before this book went to press- that Trump's presidency was riddled with ambivalence, set on an uncertain course, swinging from combativeness to conciliation, and whipsawing from one statement or action to the opposite.

On January 28, 2020, when Trump's national security adviser and his deputy warned Trump that the virus would be- not might be, but would be- the biggest national security threat to his presidency, the leadership clock had to be reset. It was a detailed forecast, supported by evidence and experience that unfortunately turned out to be correct. Presidents are the executive branch. There was a duty to warn. To listen, to plan, and to take care. For a long time Trump hedged, as did others, and said the virus is worrisome but not yet, not now. There were good reasons to ride both horses, but there should have been more consistent and courageous outspokenness. Leading is almost always risky. The virus, the "plague," as Trump calls it, puts the United States and the world in economic turmoil that may not be just a recession, but a depression. It is a genuine financial crisis, putting tens of millions out of work. Trump's solution is to try to recreate what he believes is the economic miracle he created in the pre-virus time. Democrats, Republicans and Trump did agree to spending at least $2.2 trillion on recovery, which will create its own future problems with growing deficits. The human cost has been almost unimaginable, with more than 130,000 Americans killed by the virus by July and no real end in sight.

But now, I’ve come to the conclusion that the “dynamite behind the door” was in plain sight. It was Trump himself. The oversized personality. The failure to organize. The lack of discipline. The lack of trust in others he had picked, in experts. The undermining or the attempted undermining of so many American institutions. The failure to be a calming, healing voice. The unwillingness to acknowledge error. The failure to do his homework. To extend the olive branch. To listen carefully to others. To craft a plan. Mattis, Tillerson and Coats are all conservatives or apolitical people who wanted to help him and the country. Imperfect men who answered the call to public service. They were not the deep state. Yet each departed with cruel words from their leader. They concluded that Trump was an unstable threat to their country. Think about that for a moment: The top national security leaders thought the president of the

About 15 minutes before the Tomahawks would hit, a warning was sent to the Russians at the airfield. When the call was made, the Russian who picked up the phone at the airfield sounded intoxicated.

Nearly all economists disagreed with Trump, but he found an academic economist who hated free trade as much as he did. He brought him to the White House as both director of trade and industrial policy and director of the National Trade Council. Peter Navarro was a 67-year-old Harvard PhD in economics. “This is the president’s vision,” Navarro publicly said. “My function really as an economist is to try to provide the underlying analytics that confirm his intuition. And his intuition is always right in these matters.

Despite almost daily reports of chaos and discord in the White House, the public did not know how bad the internal situation actually was. Trump was always shifting, rarely fixed, erratic. He would get in a bad mood, something large or small would infuriate him, and he would say about the KORUS trade agreement, “We’re withdrawing today.

Cohn and Porter worked together to derail what they believed were Trump’s most impulsive and dangerous orders. That document and others like it just disappeared. When Trump had a draft on his desk to proofread, Cohn at times would just yank it, and the president would forget about it. But if it was on his desk, he’d sign it. “It’s not what we did for the country,” Cohn said privately. “It’s what we saved him from doing.

The dead-seated hatreds of American politics flourished in the Trump years. He stoked them, and did not make concerted efforts to bring the country together. Nor did the Democrats. Trump felt deeply wronged by the Democrats who felt deeply wronged by Trump. The walls between them only grew higher and thicker. My 17 interviews with Trump presented a challenge. He denounced Fear, my first book on him, as untrue, a "scam" and a "joke," calling me a "Dem operative." Several of those closest to him told him that the book was true, and Lindsey Graham told him that I would not put words in his mouth and would report as accurately as possible. Trump decided, for reasons that are not clear to me, that he would cooperate. To his mind, he would become a reliable source. He is reliable at times, completely unreliable at others, and often mixed... But the interviews show he vacillated, prevaricated and at times dodged his role as leader of the country despite his "I alone can fix it" rhetoric. As America and the world know, Trump is an overpowering presence. He loves spectacle. In a time of crisis, the operational is much more important than the political or the personal. For tens of millions the optimistic American story has turned into a nightmare.

"The important thing is the presidency," Nixon continued. "If need be, save the presidency from the President."

McMaster said he had been completely in the dark about this. The secretary of state had not consulted or even informed him in advance. He had learned from press reports! In a news conference in Qatar, Tillerson had said the agreement “represents weeks of intensive discussions” between the two governments so it had been in the works for a while. Porter said Tillerson had not gone through the policy process at the White House and had not involved the president either. Clearly Tillerson was going off on his own. “It is more loyal to the president,” McMaster said, “to try to persuade rather the circumvent.” He said he carried out direct orders when the president was clear, and felt duty bound to do so as an Army officer. Tillerson in particular did not. “He’s such a prick,” McMaster said. “He thinks he’s smarter than anyone. So he thinks he can do his own thing.” In his long quest to bring order to the chaos, Priebus arranged for each of the key cabinet members to regularly check in. Tillerson came to his office at 5:15 p.m. on Tuesday, July 18. McMaster had not been invited but joined the meeting anyway. He took a seat at the conference table. The national security adviser’s silent presence was ominous and electric. Tell me, Priebus asked Tillerson, how are things going? Are you on track to achieve your primary objectives? How is the relationship between the State Department and the White House? Between you and the president? “You guys in the White House don’t have your act together,” Tillerson said, and the floodgates gushed open. “The president can’t make a decision. He doesn’t know how to make a decision. He won’t make a decision. He makes a decision and then changes his mind a couple of days later.” McMaster broke his silence and raged at the secretary of state. “You don’t work with the White House,” McMaster said. “You never consult me or anybody on the NSC staff. You blow us off constantly.” He cited examples when he tried to set up calls or meetings or breakfast

An hour into the meeting, Bossie said, “We have another big issue.” “What’s that?” Trump asked, seeming a little more wary. “Well,” he said, “80 percent of the donations that you’ve given have been to Democrats.” To Bossie that was Trump’s biggest political liability, though he didn’t say so. “That’s bullshit!” “There’s public records,” Bossie said. “There’s records of that!” Trump said in utter astonishment. “Every donation you’ve ever given.” Public disclosure of all political giving was standard.

The president has no moral compass,” Mattis replied. The bluntness should have shocked Coats, but he’d arrived at his own hard truths about the most powerful man in the world. “True,” Coats agreed. “To him, a lie is not a lie. It’s just what he thinks. He doesn’t know the difference between the truth and a lie.

Cohn concluded that Trump was, in fact, going backwards. He had been more manageable the first months when he was a novice. For Priebus, it was the worst meeting among many terrible ones. Six months into the administration, he could see vividly that they had a fundamental problem of goal setting. Where were they going? The distrust in the room had been thick and corrosive. The atmosphere was primitive; everyone was ostensibly on the same side, but they had seemed suited up in battle armor, particularly the president. This was what craziness was like, Priebus concluded.

He talked about how tariffs risked roiling the markets and jeopardizing a lot of the stock market gains. He said the tariffs would be, in effect, a tax on American consumers. Tariffs would take away a lot of the good that Trump had done through tax and regulatory reform. You’re the globalist, Trump said. I don’t even care what you think anymore, Gary. Trump shooed him away. Cohn retreated to a couch.

The reality was that the United States in 2017 was tethered to the words and actions of an emotionally overwrought, mercurial and unpredictable leader. Members of his staff had joined to purposefully block some of what they believed were the president’s most dangerous impulses. It was a nervous breakdown of the executive power of the most powerful country in the world.