At first, we had a shaky start in just knowing how to deal with the Congress. We were eager to do the best Ave could. I've consulted with Congress, perhaps more than any President who has ever served in this office. And I've consulted with the Joint Chiefs more than they've ever seen the President. I had lunch with the Joint Chiefs last week, and I said, "How do I compare in negotiating with you and getting help and advice from you, compared to previous Presidents? I met with you at the Blair House before I was President. I met with you about 6 or 8 or 10 times since I've been President." We had long discussions about Korea and about China and about Taiwan, and about the Middle East and about SALT and everything else. And they said, "Mr. President, we saw you more than we had ever seen any President that first meeting at Blair House before you ever came into office." [Laughter] So, I've learned and I've benefited from it. I want to thank you again. I got to go, but I want to thank you again for letting me have this chance to meet with you. This is an enormous job. It's one that taxes any individual human being to encompass the challenges and solutions to problems. The ones that arrive at my desk are obviously the ones that can't be solved in a home or in a city hall or at a State Governor's office, and they come to me. But I've really enjoyed it. It's been a reassuring thing to have a superb Cabinet. There's not a single weak person on it. I've really been pleasantly surprised with them. And the Congress has given me strong and good support. The differences that have arisen between me and the Congress have been that the much more easy job of my preparing a proposal and drafting legislation, than the Congress debating it and passing it. There's an inherent delay in the congressional process which I think is very good and very healthy. And as you know, I've never served in Washington before at all. I've got a good, sound White House staff. I use my Cabinet more than previous Presidents have. We have a full-scale, at least 2-hour session here every Monday morning, with the full Cabinet sitting around this table. Most of the time, we have a 100-percent attendance. And it's a lively discussion, and the Secretary of Agriculture, the Secretary of Health, Education, and Welfare, the Secretary of HUD have a chance to listen to an explanation of what Cy Vance is doing, what Bob Strauss is doing, what the Secretary of Treasury is doing. So, there's a good interchange and good team spirit. I don't have the same need for a chief of staff or a strong, powerful, autocratic White House staff that President Nixon felt. There will never be an Ehrlichman or a Haldeman in my White House staff that gives orders and commands to the Cabinet members who are trying to run the major agencies of Government. This is not the way I ran the Governor's office. in Georgia. It's not the way I am going to run it here. And some of the local press have deplored the fact that I don't have a similar set-up as was the case when President Nixon was in office. It's just not my way of running things.

I haven't given up on that hope yet. Of course, a lot of those agencies, as we all know well, are minor commissions and boards and so forth that have been established by statute and you know can be eliminated when the need for them is no longer there. But I have not been unpleasantly surprised, Billy. I had a good bit of experience, as you know, as Governor of Georgia and was familiar with at least a State bureaucracy. And I had heard such horrible stories about the Federal Government that I didn't expect to find a smooth-running, well organized mechanism here in place. So, I wasn't very greatly surprised. I have been pleasantly surprised at the quality of my Cabinet; that there is not a weak person on it, and not a single one that I would want to change if I had the whole choice to do over again. They've worked well together. We have, for the first time in years--I don't know how long--we've got a weekly Cabinet meeting. And any defects that are carrying over in the governmental structure are partially overcome by the close-knit working relationship between the White House staff and the members of the Cabinet. We have established now--almost completed the Department of Energy, which is to some degree a replacement for about 40 other Federal agencies. And our plan for reorganizing the entire structure of the Government is well in place. I've been through this before, for 4 years in Georgia, and I think there's a good parallel there to serve as a guide for me. So to answer your question, I'm not disappointed nor unpleasantly surprised. And what defects are here, we are overcoming them by close relationship among the officials involved.

And, third, the poor judgments soon contaminate all the policymaking arms of the federal government with almost no resistance or even reasonable questioning. Usually, federal agencies are led by those officials whom the White House believes are best able to implement policy. These officials have usually enjoyed some degree of autonomy; not under Trump. Even historically non-partisan national security or intelligence leadership positions have been filled by people who are ideologically aligned with the White House, rather than endowed with the experience or expertise needed to push back or account for the concerns raised by career non-political employees. Thus, an initial incorrect assumption or statement by Trump cascades into day-to-day policy implementation.

I would like to also tell you how proud I am of the women in this administration who do not hold office, but who hold the hands of their husbands who do hold office. I refer to our Cabinet wives. I wonder if both downstairs, where they are carrying this on closed circuit television, and upstairs will the Cabinet wives please stand so that you can all see them, those who are in the Cabinet? I want you to know that I am--I was going to say "an expert on wives." I don't mean that. But I have seen not only many women in government, but I have seen the wives of government officials and I have had the opportunity to see the wives of the members of the new Cabinet. I want to tell you first I am proud of every member of that Cabinet. It is a fine team. It is one of the best teams we have ever had. But I can tell you that I have had an unusual experience, as you probably noted. We have done two things that have never been done before. We have had two meetings. Immediately before the Inauguration we had a meeting of all of the Cabinet, with the wives, an all-day meeting in which they were briefed along with the members of the Cabinet on the major issues that we would be facing. Then just this last week we had another meeting. We are going to have one every quarter, because we believe that in government, when men have to make these very important decisions, if the member of the Cabinet happens to be a man, he needs not only the sympathy of his wife; he needs her advice, her understanding.

I can tell you that — and this is something I have told him — that this is a job of such magnitude that you can’t do it by yourself. You are enormously reliant on a team. Your Cabinet, your senior White House staff, all the way to fairly junior folks in their 20s and 30s but who are executing on significant responsibilities. And so, how you put a team together to make sure that they’re getting you the best information and they are teeing up the options from which you will ultimately make decisions. That’s probably the most useful constructive advice and the most constructive advice that I’ve been able to give him, that if you find yourself isolated because the process breaks down or if you’re only hearing from people who agree with you on everything or if you haven’t created a process that is fact-checking and probing and asking hard questions about policies or promises that you’ve made, that’s when you start making mistakes.And as I indicated in some of my previous remarks, reality has a way of biting back if you’re not paying attention to it.

As you know, President Eisenhower also had a chief of staff, Sherman Adams, who ran things almost like a secondary President. But I've substituted for that an unprecedented use of the Vice President. He and I are close, personal friends. We have a harmonious partnership. I've grown to respect and like him more every day I've known him. And he has authority and responsibility in foreign and domestic affairs and also in helping to manage the White House staff that no Vice President has ever dreamed of having. And it takes a great deal of the burden off my shoulders. Formerly, Vice Presidents were over in the Executive Office Building across the street. I asked Fritz specifically to move over and occupy an office right down the hall from me. And so, in effect, he is the one who coordinates the staff work in the White House. He's thoroughly familiar with the Congress. He's been there for 12 years himself. He was on the Finance Committee and also the Budget Committee. So he's familiar with that. When I have budget hearings 2 1/2, 3 hours here in the afternoon--3 1/2 hours yesterday on defense--Fritz is there at my side. And I've incorporated him in this strategic military chain of command. No other Vice President has ever occupied those positions. And if something should happen to me, he would be thoroughly familiar with all the controversies, all of the foreign affairs considerations, all of the defense considerations, and be ready to act in a proper way. So, there are some different ways of management that I have brought into the White House that quite often have not been understood, but which I've very carefully evolved and of which I'm quite proud.

Chief of staff is the only White House job with two titles: chief and staff. The first allows for structure and accountability. The second, well, just remember whose name was on the ballot, check your ego at the door and understand you're there to serve the President and ensure that his—or, someday, her—vision is being executed. When I had the role, I used to joke on Fridays, "Lucky us, just two more workdays until Monday." It's an all-consuming, thankless job—but walking through those gates at the beginning and end of each day, no matter how early or late, brings a tingle to your spine. The day that goes away is the day it's time to go.

Translation: Don't you wonder why you can say I am currying favor with the military? Look at my Cabinet, half of them are retired generals. Half of the cabinet members are predominantly from there.

[H]e brought into the White House a host of people with fringe ideas, some of them Islamophobes... white nationalists... xenophobes, and many... sharing Trump's ignorance of science. ...[M]any ...had no qualifications ...for the posts ...he got the advice and consent of ...senators despite testimony revealing some as ...know-nothings and one ...determined to destroy the agency he now runs.

In the corner of the room, the triumvirate of my top aides sits in observation: the chief of staff, Carolyn Brock; Danny Akers, my oldest friend and White House counsel; and Jenny Brickman, my deputy chief of staff and senior political adviser. All of them stoic, stone-faced, worried. Not one of them wanted me to do this. It was their unanimous conclusion that I was making the biggest mistake of my presidency.

The people working at the White House at the time are friends of mine, and they're friends of mine to this day. I don’t want to trivialize how difficult their decisions were. They did not have good choices.

I speak somewhat with humility whenever I address a group of Governors. If you will permit a personal reference at the outset, as many of you are aware, I have run for many offices in my political career. Twenty-three years ago I ran for the House and 4 years later for the Senate, and then for Vice President and then for President, and then for Governor and then for President. The only office that I have sought and have never won is that of Governor, so, therefore, I respect the Governors who are here tonight. To show that respect, as a demonstration of it, we have in our administration not only the Vice President, who served as the Governor of Maryland, but three other members of the Cabinet, who hold their respective posts with great distinction. I suppose that one of the reasons this administration feels so strongly about the relationships between the Federal Government and the various States, the necessity to have a new relationship to which I will refer tonight, is that we have that strong representation, the strong voice of those who have served as Governors and who, therefore, know what the problems are.

When I joined the White House’s National Security Council (“NSC”), I reported to Dr. Fiona Hill, who in turn reported to John Bolton, the National Security Advisor.

So when Trump came to the White House, the people he brought with him, Michael Flynn... Steve Bannon, [etc.] brought with them this team... Team Trump... [I]n the federal agencies, it's not just the incompetent, unqualified, anti-(to their oath of office) cabinet secretaries who matter. It's not just Scott Pruitt, who wants to destroy the EPA and Betsy DeVos whose completely unqualified. It's the people that came with them... political termites... loosed into the structure of our government, and they are damaging our government.