奧巴馬的管理方式

What is it about your executive style that makes you good at standing up to big organizations to meet unprecedented challenges — whether it's the way you ran your campaign or now — so quickly?
I don't think there's some magic trick here. I think I've got a good nose for talent, so I hire really good people. And I've got a pretty healthy ego, so I'm not scared of hiring the smartest people, even when they're smarter than me. And I have a low tolerance of nonsense and turf battles and game-playing, and I send that message very clearly. And so over time, I think, people start trusting each other, and they stay focused on mission, as opposed to personal ambition or grievance. If you've got really smart people who are all focused on the same mission, then usually you can get some things done.

Do you ever get angry, and if you do, how would we know it?
If you want to tail me and [spokesman Robert] Gibbs for a few days, I could tell you, we've had it out a couple times. You know, my staff knows when I get angry. I'm not a shouter. I find that what was always effective with me as a kid, and Michelle and I find it effective with our kids, is just making people feel really guilty. Like "Boy, I am disappointed in you. I expected so much more." And I think people generally want to do the right thing, and if you're clear to them about what that right thing is, and if they see you doing the right thing, then that gives you some leverage. Hollering at people isn't usually that effective. Now, there are exceptions. There are times where guilt doesn't work, and then you have to use fear.