George Washington's Leadership Lessons E-Book

James Rees

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 267

Veröffentlichungsjahr: 2011

Beschreibung

From James Rees, Executive Director of Mount Vernon, comes anenlightening guide to the leadership wisdom of America's first great leader. George Washington was more than just an inspiring battlefield commander; he was critical to the founding and success of the United States ofAmerica. His leadership, his vision, and his courage united a war-torncountry and set the United States on the path to greatness. Washington's historic contribution to this nation--his leadership and his character--are as relevant and valuable today as they have ever been.

This book reveals Washington's character, his leadership, his vision, and most surprising of all, his business skills and acumen. Most people aren't awarethat Washington, while all of the above, was also a successful businessman and visionary entrepreneur.

Exhibiting qualities sorely lacking in so many of our political and business leaders today, Washington remained steadfastly honest and ethical,following guiding principles that would benefit leaders around the world. George Washington's Leadership Lessons reveals a man of true character,worthy of emulation not just in the realm of politics and war, but in allleadership positions.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Epigraph

Preface

Acknowledgments

Introduction

PART I - Leadership Lessons

Leadership Lesson 1 - A Leader Has Vision

Leadership Lesson 2 - A Leader Is Honest

Leadership Lesson 3 - A Leader Has Ambition

Leadership Lesson 4 - A Leader Is Courageous

Leadership Lesson 5 - A Leader Has Self-Control

Leadership Lesson 6 - A Leader Takes Personal Responsibility

Leadership Lesson 7 - A Leader Is Determined

Leadership Lesson 8 - A Leader Has a Strong Work Ethic

Leadership Lesson 9 - A Leader Uses Good Judgment

Leadership Lesson 10 - A Leader Learns from Mistakes

Leadership Lesson 11 - A Leader Is Humble

Leadership Lesson 12 - A Leader Does the Research and Development

Leadership Lesson 13 - A Leader Values Presentation

Leadership Lesson 14 - A Leader Exceeds Expectations

Leadership Lesson 15 - A Leader Has Heartfelt Faith

PART II - The Rules of Civility

The Rules of Civility - Rule 1

PART III - George Washington, Entrepreneur

Real Estate: George Washington’s Lust for Land

Farming: Washington’s “Granary for the World”

Subsidiary Businesses: Always Looking to Diversify

Animal Husbandry: Breeding Better Livestock

The Canal: Washington’s Folly?

Notes

Selected Bibliography

Resources

About the Authors

Index

Copyright © 2007 by James C. Rees and Stephen Spignesi. All rights reserved

Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada

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Library of Congress Cataloging-in-Publication Data:

Rees, James C.

George Washington’s leadership lessons : what the father of our country can teach us about effective leadership and character / James C. Rees with Stephen Spignesi.

p. cm.

Includes bibliographical references.

ISBN-13: 978-0-470-08887-6 (cloth)

1. Leadership. 2. Washington, George, 1732-1799. I. Spignesi, Stephen J. II. Title.

HD57.7.R436 2007

658.4’092—dc22 2006030751

To the eighteen dedicated leaders who have served as Regents of the Mount Vernon Ladies’ Association, 1853-2006

America has furnished to the world the character of Washington, and if our American institutions had done nothing else, that alone would have entitled them to the respect of mankind.

—DANIEL WEBSTER

He was greater than any of us believed he was.

—DOUGLAS SOUTHALL FREEMAN

Preface

Footsteps to Follow

Attention must be paid ...

—ARTHUR MILLER, Death of a Salesman

Change is inevitable, but some things should never be left behind, never be forgotten. With his face still so familiar, so seen by our eyes and touched by our fingers every day, it seems highly unlikely that George Washington is in any danger of becoming just a footnote in history.

But over the past four decades, Americans have clearly begun to take “The Father of Our Country” for granted. In fact, his face may be the only aspect of Washington that remains famous. Washington’s status in the mind-set of Americans has slowly but surely drifted from that of a genuine hero and effective role model to that of a patriotic symbol, like the Stars and Stripes or the American eagle.

Not long ago I explained this predicament to a very successful corporate executive whose home and office were both within 20 minutes of George Washington’s estate. In his mid-30s, this brilliant and aggressive entrepreneur had bought and sold two firms and pocketed some $200 million. Rumors were flying that he was about to announce the start-up of still another new venture. Unfortunately, he had never visited Mount Vernon. And his response to my explanation about Washington’s fade from prominence was simple: “So what?”

A reasonable question perhaps. After all, the world has changed so much since Washington died in 1799. Is it possible that Washington’s life and accomplishments are no longer relevant?

Certainly it is true that an examination of Washington’s taste in clothes or his favorite foods may no longer be a worthwhile use of anyone’s time. But in the grander sense, Washington’s greatest contributions to America—his leadership and character—are as relevant and valuable today as they have ever been. In fact, there are those who argue that America is experiencing such a drought in terms of leadership that Washington’s example may be more critical now than it was two centuries ago.

Most scholars seem to understand this. In a recent poll of historians conducted by the Wall Street Journal, George Washington was once again selected as our greatest president. But when “man in the street” surveys are conducted, “The Father of Our Country” typically drops to seventh or eighth place. In one of the most recent public opinion polls, Americans ranked both Bill Clinton and George W. Bush ahead of our first president—you have to ask yourself, what were they thinking?

Hard to believe, yes. But undeniably true. There is a tremendous disconnect between George Washington and the American people, and this gap involves both the mind and the heart. Younger people, in particular, know very little about Washington’s achievements, and what they do know is often more myth than reality. Another recent survey showed that 65 percent of college seniors don’t know who commanded the American forces at Yorktown.

And Americans no longer embrace Washington with the same genuine sense of patriotism that they did even 50 years ago.

At Mount Vernon, we wanted to understand why this is happening—why are Americans losing touch with the true essence of George Washington? The answer to this question is more quantifiable than you might imagine.

• Washington has been pushed to the back burner in school systems across the country. His portrait has disappeared from classroom walls, and history textbooks now have as little as 10 percent of the coverage of Washington that they possessed just 40 years ago. That’s why author David McCullough has bemoaned that we are “raising a generation of historically illiterate children.”

• George Washington’s Birthday, once one of the most important and successful holidays of the year, has all but vanished. Seniors frequently tell me about the George Washington’s Birthday parades they viewed as children and the school assemblies that featured skits about Washington’s honesty and goodness. Washington was a unifying figure for American families, not just the nation as a whole. But Presidents’ Day has allowed the grain to fall aside, leaving us with nothing but the chaff. If our government leaders who traded George Washington’s Birthday for Presidents’ Day thought for a second that meaningful discussions about presidential leadership would take place, they were wildly off target. Instead, we have been forced to watch ridiculous costumed versions of George Washington and Abraham Lincoln hawking new cars and appliance sales during a three-day shopping extravaganza.

• In terms of relative interest, in America, history is dwindling among the general public. In the 1960s, as many as 1.3 million people annually visited Mount Vernon. By 2005, that number had shrunk to 950,000. But still, Mount Vernon is doing significantly better than many other history-related sites. Colonial Williamsburg and Monticello have faced far more serious declines, and some living history sites are nearing a crisis situation. Americans are traveling more often, and to faraway places, but it is absolutely clear that traditional historic sites have not been the beneficiaries of this trend.

In my opinion, we have created a vicious cycle that is truly dangerous to our nation’s future. It starts in the classroom, where far less time and attention is given to American history. In turn, parents feel less inclined to commit vacation time to historic places. And given a vote—which they usually are in today’s world—children seldom opt for history over theme parks, water worlds, and shopping malls.

As a result, younger generations of Americans don’t know much about their own history. And with knowledge comes respect. So, sadly, the greatest leaders our nation has ever known have been marginalized, virtually removed from a meaningful place in our society.

Even those who should be the most knowledgeable about George Washington seem to be following the public’s lead. Although The White House is just 16 miles from George Washington’s home, President Bill Clinton never entered our gates—though invited dozens of times—during eight years in office. As of late 2006, President George W. Bush has yet to find the time to improve upon this record. This is another break from past tradition—our archives are overflowing with photographs of former presidents escorting world leaders, as well as family and friends, to what they often referred to as “a national shrine.”

Over the past several years, we have been thrilled that several of America’s most accomplished historians—David Hackett Fischer, Joseph Ellis, and David McCullough—have written glowing accounts of Washington’s achievements. These books have sold well—more than a million copies in some cases. But I am convinced that the same 3 or 4 million history buffs—those same people who have made The History Channel such a success—are reading all of these books, usually with great enthusiasm.

But that means that about 295 million Americans are not being exposed to American history—and leaders like George Washington—in an effective fashion. From the highest levels of leaders to the newest immigrant reciting his first Pledge of Allegiance, it is clear to me that we are not encouraging Americans to learn from their past like we should be.

This book was not written for that choir of 3 to 4 million devoted fans of American history. There already exist a remarkable number of good books on George Washington, written by scholars who are far more insightful than yours truly. Stephen Spignesi and I have tried to create a book that is concise and compelling enough to interest those who have never had an opportunity to see Washington as a relevant role model. Simply put, we believe that George Washington can be used as an example of strong and ethical leadership in virtually any walk of life. His footsteps are still there to be followed, and we hope to convince a few people to begin this journey, which we feel is a rewarding and important one.

Acknowledgments

JAMES C. REES

There are a number of people whose talents and expertise influenced and informed this book. Dr. Dennis Pogue and Mount Vernon’s trusted miller, Joel Nichols, helped to fine-tune the text on George Washington’s entrepreneurial ventures. Anne Johnson juggled and reconfigured the manuscript on a daily basis, with great aplomb, and Dawn Bonner was the creative force behind the selection of illustrations.

Most of all, Mary Thompson, whose knowledge of George Washington and his Mount Vernon home is as encyclopedic as anyone I have ever known, suggested numerous enhancements to the manuscript. She gave freely of her ideas about Washington’s true personality, as she has so many times before in her 25 remarkable years on the Mount Vernon staff.

I have had the privilege of hearing lectures, participating in roundtable sessions, and occasionally breaking bread with a long list of Washington scholars. Some have thought more of Washington’s leadership than others, of course, but the cumulative effect is clear-Washington’s stock has risen precipitously over the past decade, much to my surprise and delight. David McCullough, in particular, has established a connection between historical figures and the American people that is vibrant and meaningful.

Unlike most historic sites, Mount Vernon is totally independent—we do not receive government support of any kind. As a result, private support is essential to Mount Vernon’s survival. Fortunately, a number of corporate leaders have adopted Mount Vernon as one of their priority causes, and in the process, I have had the pleasure of meeting a number of incredible leaders in action. Fred W. Smith, who headed Donrey Media Group before chairing the Donald W. Reynolds Foundation, is one of the most decisive leaders I have ever known—his quiet confidence belies a fierce and passionate patriotism. Robert H. Smith has demonstrated to me again and again the importance of quality in all things—his attention to detail is nothing short of amazing. I have tremendous respect for Richard Gilder and Lew Lehrman, who have used their corporate and political savvy to create a grassroots program that promotes history in the classroom. They are determined to make a difference, and their impact on teachers and students has been incredible. Jack Evans, the founder of Mount Vernon’s volunteer program, still ranks as the most diplomatic and sensitive leader I have ever met. General Dave Palmer, former superintendent of West Point, is perhaps the best embodiment of character-driven leadership I have ever witnessed. Robert Budd Gibby’s 50 years of work on behalf of George Washington provides a textbook case of leadership by example.

In my 23 years at Mount Vernon, I have worked with eight Regents—our charming name for the Chairman of the Board—and some 75 Vice Regents. Just as they span the different states in terms of their residences, their personalities have been tremendously varied as well. But they have all shared a deep commitment and enthusiasm for the two-fold mission of Mount Vernon—to preserve and to educate. They have been cautious one moment, brave the next—but their focus on Washington’s legacy has never wavered.

Steve Spignesi’s experience with so many books on so many different topics made him a very effective partner in the creation of this volume. He intuitively understood the most interesting aspects of Washington’s personality, and how they would relate to the modern reader. Our agent, John White, served as a dependable and always encouraging bridge between us for the duration of the project, while Laurie Harting and her talented team at Wiley were a pleasure to work with from beginning to end.

Finally, I want to thank Kirk Blandford for his efforts to wean me away from the quill pen and introduce me to the wonders of computers. He was not entirely successful, but his patience and understanding was more than admirable.

James C. Rees Mount Vernon, Virginia October 1, 2006

STEPHEN SPIGNESI

There are three people to whom I express enormous gratitude and give the most credit for this book:

The author, Mount Vernon Executive Director Jim Rees, an incredibly knowledgeable George Washington authority whose wise insights into Washington as both private man and influential leader made my job easier, and whose good and kind nature and boundless patience made him a pleasure personally to work with.

Our agent, John White, who believed in this book from the beginning, worked diligently to make it happen, and contributed to it in more ways than I can count.

John Wiley Senior Editor Laurie Harting, who was a joy to work with and whose advice and suggestions consistently made this book better.

Also, Wiley editor Micheline Frederick was a great help during the editing stages, and Anne Johnson at Mount Vernon and Wiley editor Mike Lewis also deserve singling out for their help and support. And, as always, my mother Lee, my wife Pam, and a few special friends (Renee, Domenica, Jennifer, Jim, and George in particular) have my deepest gratitude for their support.

It has been my honor to have worked with you all on such an uplifting and important book.

Stephen Spignesi New Haven, Connecticut October 1, 2006

Introduction

The Mark of a Leader

His was the singular destiny ... of leading the armies of his country successfully through an arduous war for the establishment of its independence, of conducting its councils through the birth of a government, new in its forms and principles, until it settled down into a quiet and orderly train; and of scrupulously obeying the laws through the whole of his career, civil and military, of which the history of the world furnishes no other example.

—THOMAS JEFFERSON

The great difference between the real leader and the pretender is that the one sees into the future, while the other regards only the present; the one lives by the day, and acts upon expediency; the other acts on enduring principles and for the immortality.

—EDMUND BURKE

With all due respect to T.S. Eliot, it is December that is the cruelest month.

George Washington’s five-hour ride on the grounds of Mount Vernon on December 12, 1799, a ride in which he was besieged by rain, sleet, and snow, certainly attests to the month’s mean-spiritedness.

It would be Washington’s last ride, because two days later he would be dead from a severely infected epiglottis. It was not a pleasant way to go—his airway gradually closed entirely—and Washington realized early on that the end was near. Minutes before he passed away, Washington asked his wife, Martha, to retrieve his two different last wills and testaments from his study. He selected one and had the other burned before his eyes. He was taking care of business in his usual fashion.

Not surprisingly, after fighting the infection for several hours, Washington exercised his authority as a leader—the leader of his own destiny—and instructed the three doctors present to allow him to die in peace. No more bleeding, no more purging, no more poultices.

He decided to surrender to Providence, that omnipresent, uncontrollable power that had humbled Washington all the days of his life.

His final words were, fittingly, instructional: “I am just going. Have me decently buried and do not let my body be put into a vault in less than two days after I am dead. Do you understand me? ’Tis well.”

Washington was worried about being buried alive. Whispered stories of live interments were part and parcel of the period. Washington was, after all, a cautious and deliberate man who had conducted his research and used his good judgment. And his last words were, as usual, thoughtful and prudent.

Leadership is influencing people—by providing purpose, direction, and motivation—while operating to accomplish the mission and improving the organization.

—U.S. Army Handbook1

Two important elements of effective leadership are confidence and trust.

Followers must have confidence in their leader’s abilities, and they must have boundless trust in their leader’s character and ethics.

Another factor, and one that is important when looking at George Washington as a leader, is self-confidence: the heartfelt faith that one’s decisions are correct.

Leadership is a subtle power: hard to define, yet sometimes easy to recognize; a part of some people’s nature, but also possible to nurture.

What makes a great leader?

What are the traits and characteristics of those history has defined as leaders?

Are people born with leadership skills? Not according to the great football coach Vince Lombardi, who said, “Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.”

Leadership can be used for good (Washington, Nelson Mandela, et al.); it can be abused and used for nefarious purposes (Jim Jones, Osama bin Laden, et al.). The moral leader strives for great results. The amoral leader works for personal gain, regardless of the results.

Leadership is an ability, a skill. Sometimes people voluntarily agree to be led. They willingly follow the dictates of a charismatic leader. And sometimes people must obey a leader as a function of their position, their job, their place in a particular business or social dynamic. The point to keep in mind, however, is that the greatest leaders have the traits and skills to lead both of these groups, often simultaneously.

And many of these skills are definable, and can be cultivated by anyone aspiring to be an effective leader.

The heart of Washington’s leadership was purecharacter. It sustained the troops at Valley Forge. Itmade the ratification of the Constitution possible.His character was defined by maturity and acapacity for growth.

—DAVID ABSHIRE2

A sterling character is really the combination of many well-honed traits. Some are talents people are born with; others are developed only through the trials of life. In the pages that follow, we will examine the specific traits that, when melded together, formulated the character of Washington.

A successful leader ...

• Has a clear vision

• Is honest

• Is ambitious

• Is courageous

• Has self-control and discipline

• Takes responsibility

• Is determined

• Has a strong work ethic

• Uses good judgment

• Learns from mistakes

• Is humble

• Does the research

• Values presentation

• Exceeds expectations

• Has faith

Today, we are ravenous for effective leaders, but they seem incredibly hard to find. Our leaders regularly disappoint us; many shamelessly embrace self-indulgence. And among the rest of us—the followers, so to speak—apathy abounds.

The study of history proffers to all of us the examined lives of the long-past great, many of whom, flawed and insecure as they were, ultimately set a standard.

George Washington’s leadership produced incredible results. His personal strength as a leader created a country. This can be said of no other American leader—and very few others in world history.

In George Washington’s Leadership Lessons, we will look at all that made Washington who he was; we will touch upon the complex layers of Washington’s character, all of which served to create a whole greater than the sum of its parts. Vision is nothing without ambition. Determination is nothing without courage.

George Washington was a very self-aware man, a man who labored to capitalize on his strengths and minimize his failings. Historian David McCullough said, “Washington wasn’t chosen by his fellow members of the Continental Congress because he was a great military leader. He was chosen because they knew him; they knew the kind of man he was; they knew his character, his integrity.

“Washington was not, as were Adams, Jefferson, Franklin, and Hamilton, a learned man. He was not an intellectual. Nor was he a powerful speaker like his fellow Virginian Patrick Henry. What Washington was, above all, was a leader. He was a man people would follow.”3

And he always led with a greater good in mind.

This is the mark of a leader whose legacy lives on.

PART I

Leadership Lessons

Leadership Lesson 1

A Leader Has Vision

The very essence of leadership is that you have to have a vision.

—THEODORE HESBURGH

Many Americans associate George Washington with strong and steady leadership. He bravely led the Continental Army in the War of Independence, and he then accepted the call to be first president of our new nation. But there was much more to Washington’s leadership. In fact, very few people perceive of Washington as the creative, big-thinking, inspiring, visionary leader he actually was.

Reverend Richard C. Stazesky, in a February 2000 lecture at the George Washington Club in Wilmington, Delaware, discussed the three key traits of the “visionary leader”—he or she has a far-reaching view, is meticulously organized, and is personally persuasive.1

George Washington was a visionary leader of the highest degree, and his personal charisma and the staggeringly high level of respect and love felt for him were the tools he employed to implement his vision.

Perhaps Washington was fortunate (and we are even more fortunate) that he never visited Europe and also never completely understood the life of classic European nobility. Washington thought like an “American” before anyone actually knew what that really meant. He believed deeply in a republican form of government, and he similarly believed that what he described as our “great experiment” would really work. In a letter to Catherine Macaulay Graham, Washington wrote, “The establishment of our new Government seemed to be the last great experiment for promoting human happiness by reasonable compact in civil Society.”2

He also understood that what we call a “free enterprise system”—emphasis on the word “free”—would be a powerful, motivational engine for our new country, a self-directed system that would provide new incentives for rapid growth. If properly nurtured, this system would reward Americans with higher and higher standards of living, as well as a greater sense of long-term security.

The Idea—and Ideal—of True Independence Washington’s fundamental vision was of a United States free from foreign control. This idealized vision of a free America as put forth by Washington and the other Founders essentially established our cherished right to privacy. As Supreme Court Justice Louis Brandeis said two centuries later, “They conferred, as against the government, the right to be let alone—the most comprehensive of rights and the right most valued by civilized men.”3 This is the essence of big-picture thinking: As the colonies desired to be “let alone” by Britain, so individual Americans desired to be left alone by their government, to pursue wealth and happiness on their own terms. Washington recognized the practical side of this vision—that a central government would be necessary to hold the whole thing together—but he never lost sight of the importance of an overriding vision for a free America.

Putting a System in Place Washington’s willingness to serve as president of the 1787 Constitutional Convention in Philadelphia is evidence of his far-reaching understanding of the need for structure and organization. Ideals like those expressed in the Declaration of Independence were relatively easy to agree upon, but Washington understood the need to translate this vision into practical terms. He knew that one of the first rules of business is “get it in writing.” In modern times, this may be a cliché, perhaps most frequently associated with used-car salespeople and some fast-talking real estate agents. But as is often the case with hoary old adages, this cliché boasts a great deal of truth. Washington knew that the only way for his new country to survive and prosper was to establish a clear set of written rules that all 13 states would agree to follow. He argued that compromises were essential, and he used his tremendous influence to force people to the bargaining table.

Interestingly, Washington wanted to remove some of the ambiguities that still exist today in the final document—that’s the kind of detail-oriented thinker he was. Others recognized, however, that leaving some issues open to interpretation was a positive, not a negative, particularly in terms of the document’s longevity. Washington was the first to admit that the written document formulated under his leadership was far from perfect—in his typical fashion, Washington wanted to keep people’s expectations on a modest level. Still, this magnificent document has never been eclipsed as a road map for democracy. It has Washington’s stamp on it—it’s got vision, but it also works on a practical level.

Investing in an Uncertain Future Washington ultimately acquired almost 70,000 acres of land in what would today be seven different states because he believed in America’s future.

He did not know exactly how fast our nation would expand, nor did he know precisely in which direction growth would occur. But he was absolutely certain that America would expand, and he wanted to be at the forefront of this evolution by becoming a major landowner.

As an example of Washington’s far-reaching thinking, in his will, he listed many parcels of his land, often emphasizing his belief in their future value. When talking about 373 acres in what would become the town of Nansemond, Virginia, he wrote that he had purchased the tracts “on full conviction that they would become valuable.”4 The acres were on a river that could facilitate commerce, and he described them as “capable of great improvement; and from its situation must become extremely valuable.” Washington was thinking like a businessman, and he recognized that land would become America’s second most important resource. In first place, of course, were our people—creative, hardworking, and eager to move forward.

Growth The final pages of this book will reveal that Washington was an extraordinary farmer. He was constantly experimenting with crop rotations, improved equipment, and soil enhancements. He wholeheartedly believed that America’s farmers would be the world’s best, and that we would become “a storehouse and granary to the world.”5 And he was right.

Washington’s Unavoidable Regret As a slaveholder, Washington evolved morally to the point where he believed that slavery as an institution could not coexist with a true republican form of government. Hence, his long-term vision for America did not include slavery. He recognized its inhumanity, and even when his slaves were part and parcel of the operations of Mount Vernon, Washington’s behavior illustrated his broader understanding of the regrettable institution. Washington once wrote to a visiting Englishman, “I can clearly foresee that nothing but the rooting out of slavery can perpetuate the existence of our union.”6

Washington expressed an intuitive, heartfelt concern for his slaves and he worked diligently to treat them humanely. He made sure they were fed properly, recognized slave marriages, and was loath to break up slave families. Later in life, he stopped buying and selling slaves altogether. Although it took him quite a while to warm up to the idea, he saw to it that blacks served in the Continental Army. He scolded his overseers for thinking of slaves as “they do a draft horse or ox.”7 He enlisted doctors to treat the wounds and illnesses of his slaves. He allowed them to grow their own produce, which Washington sometimes purchased, and he trusted individual slaves to travel to nearby towns and plantations.8

As has been said many times, Washington’s attitudes and actions regarding slavery must be judged within the context of his times, not ours. And for all his (oftentimes reluctant) acceptance of the institution, it is clear that he held in his heart a future vision of a time when slavery would be outlawed on American soil. He can be criticized for not making the elimination of slavery a presidential priority, although many scholars agree with Washington’s opinion that the issue of slavery, if addressed head-on, would have destroyed the fragile Union. Given the choice between eliminating slavery or saving the Union, Washington really was between a rock and a hard place. He probably felt he had no choice—he picked the Union.

The First “Mr. President” “I walk on untrodden ground,” Washington wrote to Catherine Macaulay Graham on January 9, 1790. “There is scarcely any part of my conduct which may not hereafter be drawn into precedent.”9

Washington instinctively understood that everything he did as president was monumental in its long-term significance and meaning. With every act, he was establishing traditions and precedents for the future, so he always attempted to act “presidential.”