Authors: David McCullough
Tags: #Biography & Autobiography, #Presidents & Heads of State, #Political, #Historical
Now, the evening of November 1, with Bess back again in Independence, and after “another hell of a day,” Truman penned one of the most delightful of all his diary sketches of himself—part melancholy, part amusing, entirely human and in character:
Had dinner by myself tonight. Worked in the Lee House office until dinner time. A butler came in very formally and said, “Mr. President, dinner is served.” I walked into the dining room in the Blair House. Barnett in tails and white tie pulls out my chair, pushes me up to the table. John in tails and white tie brings me a fruit cup. Barnett takes away the empty cup. John brings me a plate, Barnett brings me a tenderloin, John brings me asparagus, John brings me carrots and beets. I have to eat alone and in silence in a candle lit room. I ring—Barnett takes the plate and butter plates. John comes in with a napkin and a silver crumb tray—there are no crumbs but John has to brush them off the table anyway. Barnett brings me a plate with a finger bowl and doily on it—I remove finger bowl and doily and John puts a glass saucer and a little bowl on the plate. Barnett brings me some chocolate custard. John brings me a demitasse (at home a little cup of coffee—about two good gulps) and my dinner is over. I take a hand bath in the finger bowl and go back to work.
What a life!
Of the nine members of his Cabinet, none was so conspicuous or had more influence on Truman than the elegant, polished Dean Acheson, Secretary of State. His place was unrivaled. Unlike Woodrow Wilson, whose portrait over the mantel in the Cabinet Room still kept watch over gatherings of the Cabinet each Friday morning at ten, Truman had no inside adviser like Colonel Edward House. Nor was there anyone serving as international troubleshooter the way Harry Hopkins had for Roosevelt. The relationship between Truman and Acheson was clear and unimpeded, as Truman wished. Acheson ran the vast operations of State, With its twenty-two thousand employees, but he was also the President’s continuous contact with the world, his reporter and interpreter of world events, as well as his chief negotiator and spokesman on foreign policy. Apart from Cabinet meetings, where Acheson sat on Truman’s immediate right, they saw each other regularly twice a week—Mondays and Thursdays at 12:30—and talked by phone almost daily.
Truman considered the importance of the office of Secretary of State second only to his own, and had filled the job three times now with men of proven ability and strong personality. Of Edward Stettinius, the Secretary he had inherited from Roosevelt and quickly replaced, Truman wrote, “a fine man, good looking, amiable, cooperative, but never an idea old or new.” No figurehead Secretary, no mere dispenser of White House policy would answer. But in Acheson he had found his most exceptional Secretary, and one who, unlike either of his two predecessors, Byrnes and Marshall, had assumed the responsibilities of the office after years of experience in the department and after having already played a decisive part in the two landmark achievements of Truman’s first term, the Truman Doctrine and the Marshall Plan.
There was no one in the administration, or in the Cabinet, or on the White House staff, whose views overall, whose sense of proportion, timing, sense of history, whose personal code and convictions concerning America’s role in the world carried such weight with the President as Acheson, or whose trust and friendship were to mean as much in the long run.
“It was a great thing between Mr. Truman and me,” Acheson would recall.
Each one understood his role and the other’s. We never got tangled up in it. I never thought I was the President, and he never thought he was the Secretary…. It is important that the relations between the President and his Secretary be quite frank, sometimes to the point of being blunt. And you just have to be deferential. He is the President of the United States, and you don’t say rude things to him—you say blunt things to him. Sometimes he doesn’t like it. That’s natural, but he comes back, and you argue the thing out. But that’s your duty. You don’t tell him only what he wants to hear. That would be bad for him and for everyone else.
Truman often referred to Acheson as his “top brain man” in the Cabinet.
That Harry Truman of Missouri, product of the Pendergast machine, “bosom pal” of Harry Vaughan, could possibly have anything in common with Dean Gooderham Acheson, Groton ’11, Yale ’15, Harvard Law ’19, or feel at ease in such a partnership, struck many as almost ludicrous. Acheson was still another surprise in the presidency of this continuously surprising President.
He seemed to be everything Truman would find objectionable, the ultimate “striped pants boy,” were one to judge by appearance—and in Acheson’s case it was nearly impossible not to judge by appearance, since that, at first glance, was much the most impressive thing about him.
With his beautiful, chalk-stripe English flannel suits, his striking carriage, his bristling guardsman’s mustache and luxuriant eyebrows, Acheson looked not quite real, more like an actor cast for the part of Secretary of State, a tall, slim, imperious, emphatically English-looking Secretary of State. Everything was in order—expensive English shoes rubbed to a fine gloss, the correct quantity of cuff showing spotlessly, hair brushed back from a noble brow. He was just over six feet tall, but the perfect tailoring and perfect posture, the lift of the head, made him seem taller still. He could not go unnoticed. Among the fond memories of Washington in these years would be the sight of the Secretary of State on his way to work in the morning, leather dispatch case in hand, walking the mile and a half from his home in Georgetown accompanied by Justice Felix Frankfurter, who, nearly a head shorter, seemed to take two steps for every one of the Secretary's. Two celebrated conversationalists, they talked the whole way, and reportedly never about government, while Frankfurter’s car followed behind to drive him to the Court, once he and Acheson parted company at the steps of the State Department.
“If Harry Truman were a painter,” said a Republican congressman, “and had never laid eyes on Acheson, and sat down to paint a picture of a foreign minister, he would come up with a life-size oil of Dean.” For years Senator Lyndon Johnson entertained friends with his imitation of Acheson entering a committee room, nose in the air. Averell Harriman, who had known Acheson since they were undergraduates at Yale and who worried that Acheson’s appearance might prove a handicap, urged him to at least get rid of the mustache, saying, “You owe it to Truman.” But the mustache would stay, and if anything about Acheson’s appearance or manner or background ever bothered Truman, he did not say so.
To Truman the State Department was “a peculiar organization, made up principally of extremely bright people who made tremendous college marks but who have had very little association with actual people down to the ground.” They were “clannish and snooty,” he thought, and he often felt like firing “the whole bunch.” Yet no such feelings applied to the Secretary. Acheson was doing a “whale of a job.” Truman hoped he would never leave the government.
Acheson, who was fifty-six years old in 1949, had been raised in the small-town America of other times, in Middletown, Connecticut, at the turn of the century, a setting not unlike Independence, Missouri. His mother was the heir to a Canadian whiskey fortune. His father, English by birth and a veteran of the Queen’s Own Rifles, was an Episcopal minister, and later bishop of Connecticut, whose frequent admonition to his son was, “Brace up!” Like Truman, Acheson had had his first youthful brush with the “real world” working with a railroad crew. Like Truman, he relished history and biography. He, too, adored Mark Twain. If Acheson was a fashion plate, so, of course, was Truman in his way.
They had their morning walks in common. Both were men of exceptional physical vitality. Both were amateur architects. Truman spoke often of the influence Justice Brandeis had on him in his first years in Washington; Acheson had first come to the city, after law school in 1919, to clerk for Brandeis, from whom, he often said, he learned more than from anyone. Politically, like Truman, Acheson considered himself a little left of center.
His stiff appearance to the contrary, Acheson was also a warmhearted man with a wit of a kind that greatly appealed to Truman. Acheson enjoyed a convivial drink, a good story. (With his father a minister and his mother a distiller’s daughter, he liked to say, he knew both good and evil at an early age.) And like Truman, he was devoted to his family. When his oldest daughter, Mary, was stricken with tuberculosis in 1944 and had to be sent to a sanatorium at Saranac, New York, for an extended cure, Acheson wrote to her every night, often revealing how much more of life he savored than was commonly understood.
At lunch at the Capitol I was asked to sit at a table with Jessie Sumner of Illinois, the worst of the rabble rousing isolationists…. We got along famously. She is a grand old girl and reminded me of the madam in John Steinbeck’s Cannery Row, sort of low, humorous and human. We became great friends and are going to lunch again. I often wonder whether I have any principles at all. It’s a confusing world.
Writing once to Ethel Noland, Truman had said, “You know all of us have a very deep sentimental streak in us, but most of the time we are too timid or too contrary to show it.” Acheson, when asked years later by Eric Sevareid how so much trust and affection could have developed between two such seemingly different men as he and the President, said the answer was complicated, but that much of it had to do with what he called Truman’s “deeply loving and tender nature,” adding, “This isn’t the general impression of him at all.” When Acheson’s daughter had to undergo a serious operation while Acheson was out of the country, and it was not certain she would pull through, Truman personally called the hospital every day for a report, which he himself then transmitted to Acheson by overseas phone.
“Well, this is the kind of person that one can adore,” Acheson later said. “You can have an affection for that man that nothing can touch.”
Truman, Acheson knew, was far more sentimental than generally known, or than he wished people to know, far more touched by gestures that to many might seem routine. On board his plane later in the year, bound again for Key West, he would write Acheson a brief longhand note marked and underscored “Personal.”
It was good of you to see us off. You always do the right thing. I’m still a farm boy and when the Secretary of State of the greatest Republic comes to the airport to see me off on a vacation, I can’t help but swell up a little.
“And then he was so fair,” Acheson would say. “He didn’t make different decisions with different people. He called everyone together. You were all heard and you all got the answer together. He was a square dealer all the way through.”
Moreover, Truman welcomed other people’s ideas. “He was not afraid of the competition of other ideas…. Free of the greatest vice in a leader, his ego never came between him and his job.”
Felix Frankfurter, in listing the elements of Acheson’s personal code, would put loyalty first, followed by truthfulness, and “not pretending to be better than you are.” Truman had not forgotten that it was Acheson alone who was at Union Station to greet him, after the humiliation of the off-year elections in 1946. Acheson, Truman told David Lilienthal, was a fine man, “loyal, sensible, not like some men who are brilliant.”
That Acheson had an exceptional capacity for hard work, that he also subscribed to the philosophy that civilization depended largely on a relatively small number of people who were willing to shoulder the hard work necessary, contributed greatly to Truman’s regard for him. Acheson believed in clear, orderly thinking. He knew there were no easy answers, no quick remedies. With the world as it was, he said, Americans would have to get over the idea that the problems facing the country could be solved with a little ingenuity or without inconvenience.
He did not see the Cold War as an inevitable clash between good and evil. To say that good and evil could not exist in the world was absurd, he told an audience of military officers at the National War College in December 1949:
Today you hear much talk of absolutes…people say that two systems as different as ours and that of the Russians cannot exist in the same world…that one is good and one is evil, and good and evil cannot exist in the world…. Good and evil have existed in this world since Adam and Eve went out of the Garden of Eden.
The proper search is for limited ends which soon enough educate us in the complexities of the tasks which face us. That is what all of us must learn to do in the United States; to limit objectives, to get ourselves away from the search for the absolute, to find out what is within our powers…. We must respect our opponents. We must understand that for a long, long period of time they will continue to believe as they do, and that for a long, long period of time we will both inhabit this spinning ball in the great void of the universe.
As would become apparent to everyone soon enough, Acheson was not only the most important member of Truman’s Cabinet, but the most important appointment Truman ever made. And unlike Byrnes and Marshall, he would serve as Secretary throughout a full term, despite vilification such as few in American public life had ever known. He would be seen as an immense political liability, called a fool and a traitor. Nor were his critics and adversaries to be found only among the ranks of the Republicans. One especially determined to challenge his authority at every chance, to see Acheson taken down several pegs, if not entirely, was Louis Johnson, who clearly disliked him and whose cutting remarks soon reached the White House. Greatly displeased, Truman warned Johnson to stop it. “Acheson is a gentleman,” Truman told James Webb, the former Director of the Budget, who was now Acheson’s under secretary. “He won’t descend to a row. Johnson is a rough customer, gets his way by rowing. When he takes out after you, give it right back to him.”