On August 9,1974, Gerald Ford took the oath as president when Richard Nixon resigned in the wake of Watergate. Ford's inaugural remarks and the actions that followed, aimed at restoring trust in government and gaining the legitimacy he needed to confront national problems, rested on both his character and his leadership talent. His public approval rating soared. Thirty-one days later, Ford spoke to the nation again, announcing his pardon of the disgraced former president. That speech and the actions connected to it also depended on Ford's character and leadership skills. Yet, his approval plummeted, dooming his prospects to win the 1976 election. This one-month period offers important lessons for public leaders who want to both be good and do good. Ford succeeded in the first speech and failed in the second. The ability to articulate a transcendent public purpose, persuade the public in a compelling way, and master the art of building political support proved decisive in both cases. Also decisive was his character and the way he sought to call forth the moral character of the nation.
How America’s Corporations Lost their Public Purpose, and How it Might be (Partially) Restored