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.

Decision Points is based primarily on my recollections. With help from researchers, I have confirmed my account with government documents, contemporaneous notes, personal interviews, news reports, and other sources, some of which remain classified. There were instances in which I had to rely on memory alone. If there are inaccuracies in this book, the responsibility is mine. In the pages that follow, I have done my best to write about the decisions I got right, those I got wrong, and what I would do differently if given the chance. Of course, in the presidency, there are no do-overs. You have to do what you believe is right and accept the consequences. I tried to do that every day of my eight years in office. Serving as president was the honor of a lifetime, and I appreciate your giving me the opportunity to share my story.

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.

When I first started working in the White House, I made some embarrassing mistakes but you have to pick yourself up and start again, at every level,

I can tell you that as I have seen those Cabinet women around that table, as I have seen them at dinners, state dinners at the White House, as I see them tonight, we have one of the finest groups of Cabinet wives I have ever seen. I am very proud of them, too. Having spoken of our Cabinet family, I want to speak also of our Republican family-- --Republican women. As we were having a reception just the other day for a group that was in the White House, the National Committee, several came through the line and said, "We thank you for inviting us to the White House." I know that, as I read the statistics that Mary Brooks just handed me, yesterday in the White House there were 4,762 women who consumed 24,500 cookies, 235 gallons of punch, and came over in 44 buses. I simply want to say this: To those of you who expressed thanks to me and to my wife Pat for inviting you to the White House, we want to thank you for making it possible that we could invite you to the White House. I know that Ev Dirksen will back me up in what I say. Without your help, we couldn't have done it; and with your help, we are going to continue to do it.

Well, the high councils of my administration are comprised by the Cabinet members and the major heads of the agencies involved. I consult on foreign affairs not with members of the immediate White House staff who might be from Georgia, but with Dr. Brzezinski and with Secretary Vance, on transportation with Brock Adams, on defense with Secretary Brown, and so forth. The members of the Cabinet, I think, are broadly representative of the American people. My immediate White House staff, who don't run the departments-many of them are from Georgia. But I don't think that there's an excessive dependence on them, no more than has been the case in the past when President Kennedy brought large numbers of people from Massachusetts to work intimately with him who had been with him before, or President Johnson, or others. The other part of your question about the Office of Management and Budget-Jim Mcintyre is the head of the OMB and he's doing a very good job. Whether or not I would replace him in the future still has to be decided.

I was Donald's closest friend

advisers that had worked with me in the past and that I trusted.

I also formed life-long friendships with colleagues at the University of Washington, which nurtured the research creativity of the team.

Good friends in hard times and hard friends in good times.

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.

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.

Stated simply, the primary takeaway from the past 250 years of recorded American history is that Presidents are not kings. ...This means that they do not have subjects, bound by loyalty or blood, whose destiny they are entitled to control. Rather, in this land of liberty, it is indisputable that current and former employees of the White House work for the People of the United States, and that they take an oath to protect and defend the Constitution of the United States. Moreover, as citizens of the United States, current and former senior-level presidential aides have constitutional rights, including the right to free speech, and they retain these rights even after they have transitioned back into private life.

As a right-wing conservative and founding member of the Freedom Caucus, I never expected that the co-worker I would work closest, and best, with at the White House would be a "globalist." Gary Cohn is one of the smartest people I’ve ever worked with. Having the chance to collaborate with him will remain one of the highlights of my career in public service.”