To placate Stalin, he wrote a letter offering to send the Missouri to bring him to the United States and promising to accompany him to the University of Missouri so that he too might speak his mind, as Churchill had. But Stalin declined the invitation.
It was a bad time for Truman. To the press and an increasing proportion of the country, he seemed bewildered and equivocating, incapable of a clear or positive policy toward the Russians. Nor did the situation appear any more focused to those in the administration who were supposedly in the know. At the same time he was disavowing Churchill’s speech, he was also telling Averell Harriman that the refusal of the Soviets to withdraw from Iran could mean war. Harriman, who had quit the Moscow Embassy and was now, at Truman’s urging, to become ambassador to Great Britain, approved wholeheartedly of what Churchill had said, as did Leahy, Forrestal, and Dean Acheson all of whom, like Harriman, would have welcomed a strong endorsement by the President, and blamed Byrnes, whom they saw as too much the compromising politician in his dealings with the Soviets.
In an 8,000-word message from the Moscow Embassy that was to become known soon as “the long telegram,” George Kennan, the scholarly chargé d’affaires, had tried to dash any hopes the administration might have of reasonable dealings with the Stalin regime. The Kremlin, wrote Kennan, had a neurotic view of the world, at the heart, of which was an age-old Russian sense of insecurity. For this reason, the Soviet regime was “committed fanatically” to the idea that in the long run there could be no “peaceful coexistence” with the United States, and further that “it is desirable and necessary that the internal harmony of our society be disrupted, our traditional way of life destroyed, the international authority of our state broken….” Stripped of the “fig leaf” of Marxism, Kennan said, the Soviets would stand before history “as only the last of a long session of cruel and wasteful Russian rulers who have relentlessly forced their country on to ever new heights of military power in order to guarantee external security for their internally weak regimes.”
But Soviet power, he stressed, was highly sensitive “to the logic of force,” and for this reason usually backed off when faced with strength.
The message had been received at the State Department in February, two weeks before the Churchill speech. Harriman sent a copy to Forrestal, who thought Kennan’s thesis so important he had it mimeographed and circulated through the entire administration, to virtually anyone who had anything to do with foreign and military affairs. Truman, too, read it. But though its long-range influence would be considerable, it was not the immediately galvanizing document sometimes portrayed—not at the White House. On Truman in particular, it does not appear to have had any profound or immediate effect, and most likely for the reason that he had heard much the same case made by Harriman, with his talk of a “barbarian invasion of Europe” at their first meeting the year before. In any event, for attribution, he was taking no stand one way or the other.
At a Cabinet meeting on March 22, Truman expressed surprise over the fact that the Navy was inviting some sixty members of Congress to witness the series of atomic bomb tests scheduled to be held soon on the tiny Pacific atoll of Bikini. He didn’t care how many went after July 1, Truman said, but until then Congress had business to attend. Byrnes questioned the wisdom of such tests, calling them “extremely ill-advised at this time” and warning of detrimental effect on relations with the Soviets. Vice Admiral William Blandy, who was in charge of the operation, reported that 37,000 men were already assigned to take part. When Truman said a decision was needed “here and now,” Byrnes declared he would prefer no tests, but that later would be better. Wallace concurred. Truman said that if the tests were canceled, $100 million would be wasted. He decided the tests would be put off until summer.
The next night Charlie Ross went to the President’s private quarters at the White House to see Truman about a statement announcing the postponement. “He was in his study, working…Mrs. Truman was away and he was waiting for Margaret to come in,” wrote Ross. “We had a drink together. He seemed lonesome.” To Ross, in confidence, Truman said he was less worried about Russia than were most other people.
When reporters questioned whether he shared Harriman’s view of the Russian threat, Truman replied, “I have nothing to say about it.” The easy camaraderie of his earlier press conferences had given way to an atmosphere of greater caution and tension. His sister Mary Jane, who had delighted in sitting in on several of his sessions with reporters during her stay at the White House the previous year, would describe how the questions then had come “thick and fast.” To her it was a wonder that Harry could answer so quickly. “It just didn’t seem to me that they gave him any time at all,” she said, “and all of them got a big bang out of it.” Everybody had seemed to be enjoying every moment. “Once in a while he got a kind of a smarty question,” she remembered. “But…[he] had just as smarty an answer.” Now the smarty answers were to be avoided. Increasingly at press conferences, on the advice of Ross and others on the staff, Truman’s response was “No comment,” or, “Your guess is as good as mine,” or, “I’ll cross that bridge when I come to it.”
On April 1, April Fool’s Day, John L. Lewis of the United Mine Workers called a nationwide coal strike. For hundreds of thousands of miners Lewis was a leader such as had only been dreamed of in years past. As he once told them, “I have pleaded your case not in the quavering tones of a mendicant asking alms, but in the thundering voice of the captain of a mighty host, demanding the rights to which free men are entitled.” Understandably, their loyalty to him was unswerving. If he said it was time to strike, they struck. And in the weeks following, on the anniversary of Truman’s first year in office, a flurry of newspaper and magazine articles appeared, appraising his performance as President to date. Truman, who still began the day with four or five morning papers and regularly saw a half-dozen different magazines, probably read them all.
The Saturday Evening Post said charitably that perhaps every President had to learn the hard way. (Truman might have added that that was about the only way he had ever learned anything in his life.) To reporters Bert Andrews and Jack Steele, writing in the New York Herald-Tribune, the central question was whether the President would grow in office. “New Dealers are still unhappy, conservatives are critical, middle-of-the-roaders uncertain. They still find it impossible to decide which way Truman is going.”
Noel F. Busch, in an article in Life, noted a curious quality to be observed often again as time passed. Showing visitors about the presidential yacht, Truman would point out the lounge, the galley, and, guest rooms, then say, “And this is the President’s suite,” as though the President were not aboard and he himself were merely an aide or guide.
Such remarks [wrote Busch] may serve as evidence of tact or humility or both. Taken in conjunction with many other traits of speech and behavior on Truman’s part, they also show a curious reluctance or even inability to think of himself as President without a conscious effort of will.
To the editors of Life’s more overtly Republican sister publication, Time, it was by now quite clear that Truman was a mediocre man, the job too big for him.
A current Washington wisecrack was, “I’m just mild about Harry.” Truman, went another joke, was the weakest President since Pierce. “What did Pierce ever do?” the listener was supposed to ask. “That’s the point!” the teller would exclaim.
To Mrs. Robert A. Taft, wife of the conservative Republican senator from Ohio, was attributed the line, “To err is Truman.”
Some observers, however, were not so quick to dismiss him! “Here is to be seen no flaming leadership,” wrote Arthur Krock, chief Washington correspondent for The New York Times, “little of what could be called scholarship and no more that is profound. But it is very good and human and courageous. Common sense shines out….”
III
Even without the coal strike it had become the longest, most costly siege of labor trouble in the nation’s history. At one
point more than a million workers were out on strike, and though the most crippling shutdown thus far, in the steel industry, was by now settled, the solution had been to grant not just higher wages but an increase in steel prices, all of which was certain to spur further inflation. Nor had its settlement of the steel strike done anything to improve the standing of the administration. Truman’s offer of an 18½ cent increase to the steel workers’ hourly wage had been made without even waiting for his own fact-finding board to report. So now an 18½ cent raise was what everyone wanted.
The General Motors strike dragged on. From the day John L. Lewis pulled his men out of the mines, every major industry was affected. Without coal, the steel plants were again banking their furnaces. Ford and Chrysler were forced to close. Freight loadings were off 75 percent. In Chicago the use of electricity was ordered cut by half.
The issue this time with Lewis was a proposed miners’ welfare fund to be financed by a 5 cent royalty on every ton of coal produced. But Truman detested the hulking Lewis, remembering his bluster and arrogance before the Truman Committee and the strikes he had called during the war. Privately, Truman thought Roosevelt would have been justified if he had had Lewis shot as a traitor. When Truman announced his concern over the legality of the proposed welfare fund, Lewis answered, “What does Truman know about the legality of anything?”
Yet more worrisome still was the mounting threat of a nationwide railroad strike, a calamity no one seemed able to face or forestall and which, when it came, revealed more about Harry Truman than all but a few episodes in his entire presidency.
His public statements were models of restraint. On the surface he was all restraint, unrattled, entirely his familiar, chipper self, the double breasted suits smoothly pressed, shoes shined, a spring to his step, a look of alert vitality behind the thick glasses. He had time still for streams of visitors—“the customers,” he called them—time always to praise or thank those on the staff who had put in longer hours than usual. He rarely missed his half-hour nap after lunch, rarely avoided the variety of ceremonial chores expected of him, and whatever the occasion, he appeared always to be enjoying himself, as though there was nothing else on his mind. In early May, Time portrayed him meeting successive waves of crisis like a swimmer bobbing “lightheartedly” in the surf. “In the week of his 62nd birthday, apparently nothing could shake him.”
Only now and then were there momentary flashes of temper of a kind not seen before. Asked by one of the regular White House reporters at a press conference why they had been given no advance notice of a Cabinet meeting, Truman snapped, “I can hold a Cabinet meeting whenever I choose, I don’t have to tell you….” In the notes he kept on his daily appointment sheets, he now had something caustic or derogatory to say about nearly everyone, including old Senate friends like Burton K. Wheeler, whom he now lumped with the “spineless liberals.” His own _recent choice as the American representative on the United Nations Atomic Energy Commission, Bernard Baruch, was described as wanting “to run the world, the moon and maybe Jupiter.”
Inwardly Truman was an extremely frustrated, resentful, and angry man, worn thin by criticism, fed up with crises not of his making and with people who, as he saw it, cared nothing for their country, only their own selfish interests. “Big money has too much power and so have the big unions—both are riding to a fall because I like neither,” he had written to his mother earlier, and his mood since had only worsened.
A railroad strike coming on top of the coal strike would mean almost unimaginable catastrophe, paralysis everywhere. Negotiations between railway management and twenty different railway unions had dragged on for months, with Labor Secretary Schwellenbach serving not very effectively as Truman’s mediator, while assisted by a new man on the White House staff, a big, gregarious, gum-chewing, former economics professor and labor specialist from Alabama named John R. Steelman. The unions had demanded higher wages. Truman, invoking the Railway Labor Act that provided for a sixty-day mediation period, had ordered a delay in the strike. In April the negotiations fell apart and the strike was set for May 18. More talk followed, Steelman now replacing Schwellenbach as Truman’s principal representative and apparently making progress. Of the twenty unions involved, all but two were ready to reach an accommodation.
The problem was that the two holdouts were the two major unions. What so exasperated Truman was that they were also headed by two of his old allies, A. F. Whitney, president of the Brotherhood of Railroad Trainmen, and Alvanley Johnston, president of the Brotherhood of Locomotive Engineers, the same pair who in his “hour of greatest need” in the 1940 senate race backed him when no one would, providing the lion’s share of the money for his campaign. Moreover, at Chicago in 1944 they had been in the thick of the drive to make him Roosevelt’s running mate.
Whitney and Johnston were two white-haired, veteran battlers, both now in their seventies. Whitney, whom Truman knew best and liked, had by far the greatest power, since he represented more than 200,000 trainmen in 1,145 “lodges” nationwide. Johnston, who looked like a cartoonist’s version of a labor boss, with a girth so broad he had difficulty buttoning his suit jacket, spoke for 80,000 locomotive engineers. Between them they could shut down every railroad—all passenger service, all freight movement—from coast to coast and there appeared to be nothing anyone could do about it.
As the coal strike continued, John L. Lewis—large, theatrical, perpetually scowling under a broad-brimmed black fedora—was seen coming and going from the West Wing of the White House, his entrances and exits made always, for the benefit of the newsreel cameras, at a slow, ambling walk, a man very conscious of the fact that he was the center of attention. On May 13, Lewis agreed to a twelve-day truce. But only days later the coal negotiations collapsed and Truman, reading from a prepared statement, told reporters the country was truly in “desperate straits.”
When, at a Cabinet meeting, Truman asked for constructive suggestions On how to handle the strike situation, nobody could offer any.
On May 17, with only a day remaining before the scheduled railroad walkout, Truman summoned Whitney and Johnston to his office. Whitney said they had to go through with the strike. “Our men are demanding it.”
“Well then,” Truman replied, hunching forward in his chair, “I’m going to give you the gun.” As they watched, he signed an executive order for the government to seize and operate the railroads, effective the next day.
Not quite twenty-four hours later, on Saturday the 18th, the two labor leaders agreed to postpone the strike for another five days.
On Sunday with apprehensions growing on all sides, Truman took off on a flying visit to Kansas City for the announced purpose of receiving an honorary degree from little William Jewell College at nearby Liberty, Missouri. He also wanted to see his mother. With the help of friends, he and Vivian had finally managed to buy back from the county all of the old homeplace on Blue Ridge, the farm she so loved, even though, because of her deteriorating health, she would be unable to move back there. (She and Mary Jane would continue on in the small yellow frame bungalow in Grandview, where they had been living since 1940.)
In conversation with friends in Missouri, Truman kept referring to Washington derisively as “that place,” and to the graduating class at William Jewell he said leadership wasn’t worth much without some followers. What the country needed was people who were willing to work, he said, speaking without notes.
We have a society which is organized, and if one cog in the organization gives out the whole structure begins to shake loose. Now let me urge upon you: Get in line, get on the team, do a little work; help make the United States what it must be from now on: the leader of the world in peace, as it was the leader of the world in war. I urge you to be good workers in the ranks.
A White House reporter who made the trip, Felix Belair, Jr., of The New York Times, asked Truman’s physician, Colonel Graham, if perhaps the President was working too hard. Graham agreed, adding with emphasis that there
was also nothing anyone could do about it. “That’s the way he is,” said Graham. “I try using a little applied psychology, but you know the President has a pretty good psychology of his own. He does the best he can by his job and he knows there’s no use worrying about it after that.”
But two old Truman friends from Independence, Mayor Roger Sermon and Henry Bundschu, a dry goods merchant and neighbor of the Trumans, warned Belair to watch out for the President’s temper. He might be “an easygoing fellow,” but he was also no one to trifle with. “When the ‘feuding blood’ of his Kentucky ancestors was allowed to get the upper hand, Harry Truman was a man to be avoided,” Belair wrote after talking with Sermon and Bundschu, who said they would prefer three or four ordinary men for enemies to one like Harry.
To Belair, the President was becoming an increasingly fascinating subject, not at all the simple man he had supposed but a “complex personality,” something others had known for a long time and would talk of again. In Independence forty years later one of Truman’s nephews, J. C. Truman, Vivian’s second son, would be asked by a visitor how he would describe his uncle Harry, beyond what everyone knew. After a long pause, he answered, “Complicated!”
On Tuesday, day three of the five-day postponement of the railway strike, Ed Flynn of the Bronx flew in to Washington to see if he could help sway Whitney and Johnston, but without success. Nothing seemed to work. No compromise appeared likely. On Wednesday, Truman ordered seizure of the coal mines and proposed an 18½ cent raise for the rail workers—again more than his own emergency fact-finding board had recommended—and still Whitney and Johnston “viewed the proposal unfavorably.!” By Thursday, May 23, the day the strike was scheduled to begin at 5:00 P.M., Washington time, the situation at the White House had become extremely tense.
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