Opinion Editorial

Since the inception of Blackwater Reports (formerly Veritas Currituck), several Currituck County officials, including two Commissioners, and others have spoken with me about the tail that wags the dog in county government. One Commissioner concluded, “We have a deep county,” referencing the “deep state” that often pulls the strings of our federal government in defiance of policymakers.

Deep State

The term deep state originated in the 1990s, in Turkey, where the deep state (Turkish: derin devlet) is an alleged group of powerful anti-democratic coalitions inside the political structure, made up of high-level intelligence services, the Turkish military, security agencies, the judiciary, and mafia. The idea of a deep state took a famous foot in America during the presidency of Donald Trump. Like Turkey, the reality of a deep state played out in numerous investigations.

Your Kids are Deep House

The reality is that this is familiar in every walk of life, even inside our own homes. Who among us while a child took a parent’s direction and then “slow-walked it” until mom or dad forgot about it? Or what about the boss who came up with a great idea to improve some process, but you knew it wouldn’t work, or you didn’t like the idea, so you sat on it? Ignoring a law, regulation, policy, or directive is happening around us, and we’re often part of the problem.

Rumsfeld’s Rules

In 1974, Donald Rumsfeld, former Secretary of Defense under George W. Bush, published “Rumsfeld’s Rules.” At the time, Rumsfeld was leading the transition team for President Gerald Ford. The rules focused on eight areas:

• Serving in the White House
• Keeping Your Bearings in the White House
• Doing the Job in the White House
• Serving in Government
• Politics, Congress, and the Press 
• For the Secretary of Defense 
• On Business 
• Life

Not Gloating

During my service in the U.S. Navy, I served in the Immediate Offices of the Secretary of the Navy and Chief of Naval Operations, as a member of the Joint Chiefs of Staff, and for many Admirals and Generals. The term “immediate office” refers to being assigned to the direct staff with direct access to that official. Rumsfeld’s Rules were something I lived by for a large portion of my career. That said, I want to touch on some “rules” that directly correlate to being a deep state/county or an official overseeing employees who might fancy themselves in charge.

Not the Commissioner

One of the rules under serving in the White House says this: “Don’t begin to think you’re the President. You’re not. The Constitution provides for only one.” The same holds at the county level twofold. Staff shouldn’t start thinking they’re a commissioner or the county manager. The commissioners are elected officials collectively making laws and policies in the county. The county manager is the appointed chief executive of the county, and all county staff report to him. While it’s imperative that the county manager not think he’s a commissioner, it’s equally essential that he throttles back county staff that think they’re the manager. 

My heel is stuck!

I particularly like this rule, “It is easier to get into something than to get out of it.” Currituck illustrates this rule, from the failed wastewater treatment plant to the equally doomed Moyock Mega Site, litigation over a digital billboard, and others. It’s easy to dig our heels in, but pulling them out is like shooting our egos square in the face. Knowing when to pull out of a project is essential and can save taxpayers thousands and thousands of dollars.

Catching Javelin’s

“The role of White House Chief of Staff is that of a javelin catcher.” (Jack Watson). This rule applies equally to the County Manager. He has to catch javelins inbound from every Commissioner, county staff, outside litigants, and organizations such as Blackwater Reports. Thick skin is necessary for anyone in politics and a county executive (manager). The following rule illustrates what I just stated: “If you are not criticized, you may not be doing much.”

I’m in charge

When it comes to a “deep county,” the county manager is not only the gatekeeper but the guy who needs to usher staff who are not carrying out his or the commissioners’ policy through the gate. “Your performance depends on your people. Select the best, train them and back them. When errors occur, give sharper guidance. If errors persist or if the fit feels wrong, help them move on. The country cannot afford amateur hour in the White House.” This is a tough rule; terminating someone is a delicate decision, even when necessary. Feathers will be ruffled among other staff, but it will serve as notice that you will not tolerate insubordination.

Next up in Part II

Abdicating responsibility, being accountable, and when it’s time to part ways with a county manager.