These candid remarks were taped at a debate-prep session at a law firm in Washington. The tape of Obama’s back-and-forth with his advisers, provided to NEWSWEEK by an attendee, is a remarkably frank and revealing record of what the candidate was really thinking when he took the stage with his opponents.
On the tape, after Obama’s rueful remark about the mixed blessings of his detached nature, there is cross talk and laughter, and then Axelrod cracks, “You can save that for your next memoir.”
Obama continues: “When you have to be cheerful all the time and try to perform and act like [the tape is unclear; Obama appears to be poking fun at his opponents], I’m sure that some of it has to do with nerves or anxiety and not having done this before, I’m sure. And in my own head, you know, there’s—I don’t consider this to be a good format for me, which makes me more cautious. When you’re going into something thinking, ‘This is not my best …’ I often find myself trapped by the questions and thinking to myself, ‘You know, this is a stupid question, but let me … answer it.’ Instead of being appropriately [the tape is garbled]. So when Brian Williams is asking me about what’s a personal thing that you’ve done [that’s green], and I say, you know, ‘Well, I planted a bunch of trees.’ And he says, ‘I’m talking about personal.’ What I’m thinking in my head is, ‘Well, the truth is, Brian, we can’t solve global warming because I f–––ing changed light bulbs in my house. It’s because of something collective’.”
Obama was refreshingly honest with his aides, who chuckled over his remarks, but he was no Happy Warrior, and his detachment deflated his staff a bit. His campaign headquarters at 233 North Michigan Avenue in Chicago was high tech—lots of flat screens, more cell phones than regular phones—but earnest and nerdy. (A large hand-lettered sign stuck on the bathroom door instructed staffers to BRING BACK HOTEL SHAMPOOS AND SOAPS FOR DONATIONS TO SHELTERS.) A former Clinton staffer, accustomed to the earthy chaos of the Clinton war room (where, in legend at least, James Carville refused to change his lucky underwear), found it a little soulless. A newcomer to the campaign in September 2007, Betsy Myers—sister of former Clinton press secretary Dee Dee Myers and a former Clinton White House staffer herself—hoped that Obama, in town overnight, might come to headquarters to cheer the staff. “But he didn’t,” she recalled later that fall. “He went to the gym instead.” She paused as she recollected. “He hasn’t been in the headquarters in months. A lot of these people are young and really look up to him, and it would have meant a lot to them if he’d stopped by.” Another pause. “Nobody would have had to tell Bill Clinton to stop by if he was just a couple of blocks away. You would have had to physically drag Bill Clinton out of there.”
The low point, Obama later recalled, came in September and October, when he trailed Clinton in the national polls by 20 to 30 points. His staff was complaining that he lacked “energy.” But Obama wasn’t that worried. He trusted his chief strategist, Axelrod, a former newspaperman with a melancholy look, an ironic air and a clear sense of what to do: make the campaign about change, and make Hillary Clinton out to be more of the same. A veteran of numerous state, local and national campaigns, Axelrod, at 52, was an idealist who liked to read old Bobby Kennedy speeches in his spare time but who was well versed in gut-cutting politics, Chicago style. Axelrod had suffered in his own life (his father committed suicide; one of his children was severely epileptic), and he kept a certain detachment. He was courtly and gentle, not at all the more typical hit-’em-again macho political consultant. He liked Obama in part because he could see that the candidate was unusually intelligent (especially, in his experience, for a politician coming out of the Illinois Statehouse), and because Obama seemed uninterested in and unimpressed by the mindless tit-for-tat of modern political campaigning. Axelrod was, like Obama, self-contained. He did not use an office at the gleaming high-tech headquarters but rather worked from his own low-key office and spent much of his time at a greasy deli called Manny’s. Axelrod was a seer and a good listener, though not much for glad-handing and schmoozing.
To run things, Obama counted on David Plouffe, who was calm and a little nerdy, himself. (Staffers joked that Plouffe’s range of emotions ran all the way “from A to B.”) Plouffe reflected the cool self-discipline of the candidate, and the two of them set the ethos of the campaign, which staffers dubbed “No-Drama Obama.” Plouffe also had a clear and simple plan: concentrate on four early states—Iowa, New Hampshire, Nevada and South Carolina. Clinton might be ahead in the national polls, but Obama knew he was raising record amounts of money—and, even better, in small amounts over the Internet, which meant that donors would not get tapped out. The campaign had 37 field offices in Iowa. No other campaign was so well organized.
Obama had laid out his vision for the campaign on the day after the midterm elections in 2006. The Democrats had routed the Republicans in Congress, and Obama sensed that the moment had arrived for an unconventional campaign that would take advantage of voter disenchantment—not just with the Republicans but with politics as usual. He had met in a small, dimly lit conference room in the office of Axelrod’s consulting firm in Chicago with his inner circle: Michelle, his friend Marty Nesbitt, Axelrod, Plouffe, Robert Gibbs (who would handle communications), Steve Hildebrand (Plouffe’s deputy), Alyssa Mastromonaco (director of the advance teams) and Pete Rouse, Tom Daschle’s former chief of staff and a Capitol Hill insider. Valerie Jarrett, a close Obama family friend who was closely connected with Chicago Mayor Richard M. Daley, joked about the decidedly unfancy setting. There were cookies, bottled water and canned soda—”whatever kind of pop you wanted,” Jarrett said with a laugh as she later recounted the scene. “This is David Axelrod.”
Obama spoke first. “I just remember him saying that if he were to do this, he wanted to make sure that it was a different kind of campaign and consistent with his philosophy of ground up rather than top down,” Jarrett recalled. As a community organizer in Chicago in the ’80s, Obama had been influenced by the teachings of Saul Alinsky, a radical with a realist bent who once wrote, “Any revolutionary change must be preceded by a passive, affirmative, non-challenging attitude toward change among the mass of our people.” Obama knew he had a knack for finding non-threatening ways to make people accept change—to begin with, his own skin color. As Jarrett recalled, Obama insisted that he wanted to run a grass-roots campaign because he had seen it work as a community organizer, and he wanted to try to take the model and go national. Rouse, the old Washington hand, had a slightly different recollection of the meeting: the grass-roots […continued on page 4]