Truman (91 page)

Taft, whom Truman did not call New Year’s Day, was a remote, self-absorbed man, “a cold fish” in the view of many. (“Bob is not austere,” his wife once explained. “He’s just departmentalized.”) Younger than Truman by five years, Taft had been born into affluent, cultivated surroundings in Cincinnati. He had stood first in his class at Yale and later at the Harvard Law School. Though he had served in the Senate since 1938, he looked more like a banker than a politician. He wore rimless spectacles and, like Harry Truman, his hat at dead center. His Cheshire Cat grin was famous.

Often tactless, habitually brusque with those less intelligent than he, Taft was a poor “mixer,” a poor public speaker. He had trouble remembering names. His reputation for hard work and standing by principle, however, his fund of knowledge and ability to cut to the heart of an issue were considered second to none in the Senate. He was “Mr. Republican,” incorruptible, extremely conservative, and, unlike Vandenberg, a confirmed isolationist. But he could also be highly independent—and exasperate the old guard of his party—by advocating such liberal programs as federal aid to education, health, and housing. Senator Wallace H. White of Maine, a quiet, colorless figure, was to be the Republican majority leader in name only; Taft would be the one running things.

Taft, Vandenberg, and Martin were all determined to restore Congress to the prestige and authority that had been lost during the Roosevelt era. Martin would insist in his first address as Speaker, “Our American concept of government rests upon the idea of a dominant Congress.” All three men, furthermore, were considered presidential prospects for 1948, and Taft in particular. Determined to follow in his father’s footsteps, Taft had already tried for the Republican nomination in 1940. Now, with Harry Truman in office, his opportunity looked greater than ever.

Nor, importantly, was Taft interested in cooperating with the administration. “The purpose of the opposition is to oppose,” he was fond of saying. And unlike Vandenberg and Martin, he had little regard for Truman, who to Taft was truly an ordinary man, deficient in background and education, ill-equipped in nearly every way for so heavy a responsibility, in addition to being overly susceptible to the bad advice of liberals.

Among the new faces in Republican ranks in the 80th Congress were Representative Richard M. Nixon of California, Senator Henry Cabot Lodge, Jr., of Massachusetts, and Senator Joseph McCarthy of Wisconsin. Among the relative handful of new Democrats elected was Representative John F. Kennedy of Massachusetts, the twenty-nine-year-old son of Joe Kennedy.

For all the labor strife of the year before, the country was prospering as it never had, just as Truman declared in his State of the Union message on January 6, 1947. Food production was at a new high. The national income was higher than ever before in peacetime. “We have virtually full employment,” he said with satisfaction.

He looked like a man befitting the message, healthy and purposeful. At seven that morning he had walked from the White House to Union Station to meet the train from Missouri bringing Bess and Margaret, who sat now listening in the gallery.

He called for far-ranging improvements in labor-management relations, a strengthening of the anti-trust laws, a national health insurance program, including support for mental health, child care, and hospital construction. He wanted a “fair level of return” for farmers, aid to veterans, an “aggressive” program of home construction. He promised new progress in civil rights.

In no way was the speech a retreat from the domestic programs he had set forth in his message of 1945. Yet the tone was different, more reasonable, more optimistic. He advocated a balanced budget, a streamlining of the military establishment, international control of atomic energy. He ended with what would later seem a prescient line, about sharing America’s bounty with the war-stricken peoples over the world.

Also, notably missing this time was any mention of Franklin Roosevelt.

Written in large part by Clark Clifford, with help from George Elsey, who like Clifford was in naval uniform no longer but serving as Clifford’s assistant, the speech went far to raise Truman’s standing with Congress. Even greater was the effect of the surprise announcement he made at the White House the following evening: George C. Marshall was to be the new Secretary of State. Jimmy Byrnes had resigned. Marshall was already en route from China.

The appointment of Marshall was one of the best, most important decisions of Truman’s presidency. One wonders, as Truman must have in later years, how differently history might have unfolded had Marshall declined to serve as Secretary of State at that particular moment in world affairs. The reaction everywhere was immediate, virtually unanimous approval. Henry Stimson might have been speaking for the whole nation when he wrote to Marshall: “Your appointment as Secretary of State has filled me with a great sense of security so far as our country is concerned. Mr. Truman made a wise as well as a very shrewd appointment.”

On Capitol Hill, Arthur Vandenberg pushed the nomination through the Foreign Relations Committee without a hearing or opposition, and by calling for a suspension of the rules, ran it through the Senate for unanimous approval the same day. The one possible shadow on the appointment, in the view of some Republicans, was the chance that it might set Marshall up as a future candidate for President, an idea Marshall himself put to rest the same morning he arrived in Washington. He would never be a candidate for any political office, he said, and being Marshall he was taken at his word.

He was sworn in at the White House by Chief Justice Vinson later that morning, Tuesday, January 21, 1947. When a beaming Truman shook his hand and said how much he appreciated Marshall’s willingness to accept “this burden,” Marshall replied simply that he would do his best.

At sixty-six, George C. Marshall was the first career soldier to become Secretary of State. He had been born on the last day of 1880 in Union-town, Pennsylvania, south of Pittsburgh, where through boyhood, from his businessman father, he heard repeated accounts of his distinguished Virginia ancestry, including the distantly related John Marshall, the great Chief Justice. “I thought that the continuing harping on the name John Marshall was kind of poor business,” he later said. “It was about time for somebody else to swim for the family.” Graduated from the Virginia Military Institute in 1901, he was commissioned a second lieutenant in the infantry and advanced steadily thereafter, serving in the Philippines, Oklahoma Territory, and Fort Leavenworth, until World War I when, as Pershing’s aide, he directed the American advance to the Argonne. Between the wars, he had served three years in China. In 1939, Roosevelt made him chief of staff.

He was slightly under six feet tall, with sandy-gray, close-cropped hair and light blue eyes. His long face, with its long upper lip, had a homespun, fatherly quality and often, in repose, he looked quite sad. With age his shoulders had begun to stoop slightly. As Dean Acheson would write, there was little military glamour about him, nothing pretentious. Rather it was an intangible aura that affected people. Like George Washington, with whom he was often compared, Marshall was a figure of such flawless rectitude and self-command he both inspired awe and made description difficult. Churchill called him “the noblest Roman.” Bill Hassett on Truman’s staff spoke of the “reverence” Marshall inspired. Imperturbable under pressure—“the imperturbability of a good conscience,” George Kennan called it—invariably courteous, he was without a trace of petty vanity or self-serving ambition.

As one of his staff at the State Department later wrote, Marshall did not possess the intellectual brilliance of someone like Acheson, or the gift of eloquence, but he could distinguish what was important from what was unimportant, and this made him invaluable.

Acheson liked to recall in later years that the moment Marshall entered a room, one could feel his presence. “It was a striking and commanding force. His figure conveyed intensity, which his voice, low, staccato, and incisive, reinforced. It compelled respect. It spread a sense of authority and calm.” At the Pentagon some lower-ranking officers had been known to exit from Marshall’s office backwards, and no one of any rank, not even the President, called him “George,” only “General Marshall,” a title, as Acheson said, that suited him as though he had been baptized with it. Once, reportedly, when Roosevelt had called him “George,” he responded, “It’s General Marshall, Mr. President.”

Truman described Marshall as “astute,” “profound,” and more of a listener than a talker. “He never made any speeches at you,” Truman would gratefully recall. “Sometimes he would sit for an hour with little or no expression on his face, but when he had heard enough, he would come up with a statement of his own that would invariably cut to the very bone of the matter under discussion.” But it was Marshall’s rock-bound sense of duty, his selflessness and honesty that Truman especially prized. “He was a man you could count on to be truthful in every way, and when you find somebody like that, you have to hang on to them.”

As Truman the politician also appreciated, Marshall stood high with Republicans on the Hill in a way almost no one else did, and this irrespective of the fact that he had worked so closely through the war with the Democrat they all liked least, Franklin Roosevelt. It had been Marshall who got the first peacetime draft past Congress, Marshall who had confided the secret of the atomic bomb to the congressional leadership, trusting them to keep the secret.

For Marshall, his recent mission to China had been a heavy disappointment. Trying to mediate a peace between the two Chinas of the Nationalist Kuomintang government under Chiang Kai-shek and the Communists of Mao Tse-tung, he had achieved only a tentative cease-fire. “I hate failure,” he told a friend. But failure was what he had had to announce on the eve of his departure from China. “On the one hand the leaders of the Government are strongly opposed to a communistic form of government,” he reported. “On the other, the Communists frankly state that they are Marxists and intend to work toward establishing a communistic form of government in China….” His efforts with the Kuomintang had been frustrating in the extreme. It was a government riddled with corruption, overburdened with too many generals. “Though I speak ‘as a soldier, I must deplore the dominating influence of the military.” But the Communists fostered only chaos and violent anti-American propaganda, and with more than a million men under arms, their power was gaining.

Marshall had failed in his mission to China, yet no one blamed him for the failure, such was the scale of the problem and his own reputation. No one looked on his new assignment as anything but a very large step forward for the troubled Truman administration.

Marshall assumed his new duties at once and at once the difference was felt. Jimmy Byrnes had been a hardworking Secretary of State, and more effective than generally acknowledged, or than Truman would portray him in his later reflections. But Byrnes had been maddeningly independent, determined to do everything himself, and continuously, uncurably on the move. In 546 days as Secretary, Byrnes had been away 241, and had shown little interest in the department itself. Under Marshall all that changed. “He gave a sense of purpose and direction. His personality infected the whole Foreign Service,” Bohlen remembered. “There was greater clarity in the operation…than I had ever seen before…[and] Marshall never forgot, as Byrnes did, that Truman was President.”

With Truman’s blessing, a new Policy Planning Staff was established under the brilliant George Kennan, who had been recalled from Moscow. Organization overall was made more orderly and efficient. When section heads fell into dispute in his presence, Marshall would tell them, “Gentlemen, don’t fight the problem. Solve it!”

Acheson, who had wished to return to private life, was persuaded to stay on as Under Secretary for another six months. Acheson found working with the general such a joy, wrote David Lilienthal after a dinner at Acheson’s Georgetown home, that he could “hardly talk about anything else.” Marshall, like Truman, was decisive. When Acheson informed Marshall that the State Department had outgrown its quarters in the old Victorian structure beside the White House, and that a new building was available near the Potomac, in the section called Foggy Bottom, Marshall said, “Move.”

To no one was Marshall’s presence more reassuring, or inspiriting, than to Truman. “The more I see and talk to him the more certain I am he’s the great one of the age,” Truman wrote not long after Marshall’s swearing in. “Marshall is a tower of strength and common sense,” he noted privately another time. It was admiration such as Truman felt for no other public figure, no one he had ever known, not Roosevelt, not Churchill, not anyone. Nor was he at all hesitant or concerned over having such a strong-minded man as his Secretary of State—Marshall, Harriman, Patterson, Forrestal, Lilienthal, Eisenhower, they were all strong-minded. Conceivably, Truman could have worried that someone of such Immense reputation as Marshall in so prominent a role would diminish his own standing with the country, that he might suffer by comparison, and Marshall be perceived as more the sort of man who ought to be President. But Truman was neither jealous nor intimidated. He was not so constructed. “I am surely lucky to have his friendship and support,” he wrote, and that was that.