Governor as CEO and cheerleader
Holshouser describes his vision of the role of governor, which is sometimes a CEO and sometimes a cheerleader. "It didn't take a rocket scientist to figure out" the problems the state was facing, he argues, but it does take a good manager to make sure the state's programs are running efficiently. He also sought to make himself available to North Carolinians, even if they often petitioned him about personal matters. This passage offers a solid perspective on Holshouser's governing philosophy.
Citing this Excerpt
Oral History Interview with James E. Holshouser Jr., January 31, 1998. Interview C-0328-1. Southern Oral History Program Collection (#4007) in the Southern Oral History Program Collection, Southern Historical Collection, Wilson Library, University of North Carolina at Chapel Hill.
Full Text of the Excerpt
- JACK FLEER:
-
So you were getting fairly regular feedback on what the major issues were
and on how people were perceiving your performance. Did that cause you
at any time to change what you had been planning to do on public
policy?
- JAMES E. HOLSHOUSER, JR.:
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Not a lot. Most of that time it just reflected the same view that I was
having about how things were seeing the same things that I was. It
didn't take a rocket scientist to figure out if this was a
problem it needed to be talked about. For instance when we had the
energy crisis and we had the lines at the gas pumps and that sort of
thing. That was an unexpected thing. We hadn't had it since
World War II probably and in a different way then. And it became
apparent that whatever solution we came up with that neither the press
nor the people was going to accept it unless it included those things
with the green flags where if you had an odd number of license plates
you could get it on Monday, Wednesday, Friday and if you
didn't you would go on Tuesday, Thursday, Saturday which I
thought was just insane. But any rate when we did the energy package
things, we put that in there. Not because I thought it was a good idea
because I didn't see that it could hurt. But it was obvious
that people were going to feel like we hadn't done what we
were suppose to if we didn't have that in there. And
that's just a small thing; that is almost a blip on a graph
in a way.
- JACK FLEER:
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How do you explain in a sense why it is that the ideas that you had and
presumably others in your administration had were essentially the same
ideas that the public had?
- JAMES E. HOLSHOUSER, JR.:
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Well I guess part of this is that as opposed to the presidency I think
people have a little bit different view about the governorship. Now they
think he ought to be in charge of the governmental operation. I think a
large part of what I did had to do with that as opposed to being the
speaker in the bully pulpit. I think there is a certain extent to which
the governor has to try to help lift people's eyes and goal
level some, and he has to lift their spirit. But I think for the most
part, people view him as the CEO in charge of governing of the state.
Now, not the state, the state government. There are things they expect.
They expect that when you have a bad situation like with a storm like we
did last week, they expect the governor would be up in his helicopter
looking around. That kind of thing. It took me a while to figure that
out. The first couple of those I didn't do that. I heard from
people about why I hadn't showed up. And if there is some
crisis that is effecting large numbers of people either statewide or in
specific areas I think they expect a showing of the flag. I view that if
you talk about the bully pulpit. I view that the governor is the chief
cheerleader for the state's economic efforts, development
efforts, for education on the broad scale and in a lot of other areas
though. You do ribbon cuttings that don't amount to much
except for the people that were there who are glad you came and did it.
But if you are seeing to the extent that government is involved in these
various issues that it is performing efficiently, that is what people
expect you to do. And all the stuff over the last three months over the
Department of Transportation is not because Governor Hunt has not been
in the bully pulpit it is because people don't think the
state government has been operating the way it should. And that is when
they feel like you have let them down.
- JACK FLEER:
-
You say you had these sort of feeling the pulse kinds of groups. You also
had some "people's days" that you
organized. What was your purpose in that and did it achieve the purpose
that you had in mind?
- JAMES E. HOLSHOUSER, JR.:
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Well the idea was in sort of a populist thing. That if the governor is
going to be spending his time addressing those big problems that we
talked about and meeting with industry leaders and that sort of thing,
there ought to be some way that the average person on the street who has
a problem with the state or the government in some way or another ought
to get the feeling that they never have a chance to see the governor. So
we just set these things up. It wasn't the first. Some other
governors had done it. A lot of plagiarism in these sort of things. But
we did it once a month. Started in Raleigh and moved different places
about the state. It was a fascinating diversity of people and
motivations came to see us, we just took them first come first served.
And to the best of my knowledge we never ran people away. I
don't think we ever got to the place that at 4:00 in the
afternoon they said we are only going to be here for another hour and
that is only going to mean another twelve people, so the rest of you
have got to go home. We just didn't do that. We stayed until
the line ended.
- JACK FLEER:
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Would these people tend to focus on particular problems, that were
particular to them or would they talk to you about broader issues?
- JAMES E. HOLSHOUSER, JR.:
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Almost invariably personal things which didn't make it
invalid. We had an ombudsmen staff that was geared when we got back to
Raleigh. They would take those notes and call an ombudsmen coordinator
in each department and say, "We got this problem. What can you
do." In a lot of cases people had already written somebody in
the state government and nothing had happened. The unfortunate thing is
that those of us who have been in government if we
have a problem, hey, I got a state telephone directory out there at the
desk. I know which department to call and I can usually look up and
figure out which division to call within a department. The average
person on the street hasn't got a clue. They call down to
what they think is the Department of Environment. It may or may not get
the water quality or they may not get ground water, and so they have
been bounced around from one place or another. And these folks can
generally follow up. Because they have got the clout in the
governor's office behind it, people aren't going
to ignore them and so they follow up. But you also found and the more
you did these the more it tended to deteriorate into a request to get
your road paved or a request to get your brother out of prison, or a
request to take out the plate the FBI had put in your head.
- JACK FLEER:
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Very personal. Did you feel that you benefited any from these, from the
standpoint of understanding people's policy or substantive
concerns?
- JAMES E. HOLSHOUSER, JR.:
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If I am honest about it, not as much as I would hope. A lot of these
things were so personal, personally related, that what you were really
doing was spending a day each month to give people to have just a chance
to have their problems addressed even if it wasn't
satisfactory. But you made sure somebody looked after it. Occasionally
you would get a good idea. One guy came and talked about old abandoned
cars that were left on the beaches out on the Outer Banks. He had an
idea about how to go about that and we put that in a motion and it
helped. That was sort of an exception rather than the rule. And
invariably you would have a few campaign supporters who would come in
just to say hello.