Four months past the election, Obamaâ€™s basic problem with staffing is that he doesnâ€™t know many people â€” not in the sense of having worked closely with them on a successful project so that he can tell who is effective and who is an empty suit. Heâ€™s not exactly Dwight Eisenhower, who came to office with a list in his head of the strengths and weaknesses as managers of hundreds of potential appointees. How many successful projects has Obama been part of other than his own self-advancement? The Chicago Annenberg Challenge?
That didnâ€™t do anything
for test scores. Getting (some) asbestos out of a public housing project
So, Obama has mostly been appointing four kinds of people: Chicagoans he knows, ex-Clintonites he read about in the newspapers during the 1990s, campaign aides, and random people who sound cool. He doesnâ€™t know anything about economics or business, so his weaknesses at staffing Treasury are particularly glaring.