Saturday, March 13, 2010

Forbidden Fruit: Microsoft Workers Hide Their iPhones

REDMOND, Wash.—Microsoft Corp. employees are passionate users of the latest tech toys. But there is one gadget love that many at the company dare not name: the iPhone.

The iPhone is made, of course, by Microsoft's longtime rival, Apple Inc. The device's success is a nagging reminder for Microsoft executives of how the company's own efforts to compete in the mobile business have fallen short in recent years. What is especially painful is that many of Microsoft's own employees are nuts for the device.

AFP/Getty Images

In a discussion about employee iPhone use, Microsoft CEO Steve Ballmer once told executives that when his father worked at Ford, his family drove Fords. Mr. Ballmer is pictured at an industry conference in February.

The perils of being an iPhone user at Microsoft were on display last September. At an all- company meeting in a Seattle sports stadium, one hapless employee used his iPhone to snap photos of Microsoft Chief Executive Steve Ballmer. Mr. Ballmer snatched the iPhone out of the employee's hands, placed it on the ground and pretended to stomp on it in front of thousands of Microsoft workers, according to people present. Mr. Ballmer uses phones from different manufacturers that run on Microsoft's mobile phone software.

A Microsoft spokeswoman declined to comment and declined to make executives available for this story.

Apple CEO Steve Jobs referred an email asking about iPhone use at Microsoft to a spokeswoman, who declined to comment.

Despite Mr. Ballmer's theatrics, iPhone users are in plain sight at Microsoft. At the sprawling campus here in a Seattle suburb, workers peck away on their iPhone touch-screens in conference rooms, cafeterias and lobbies. Among the top Microsoft executives who use the iPhone is J Allard, who helped create the Xbox game console and is chief experience officer for the entertainment and devices division.

Nearly 10,000 iPhone users were accessing the Microsoft employee email system last year, say two people who heard the estimates from senior Microsoft executives. That figure equals about 10% of the company's global work force.

Employees at Apple, in contrast, appear to be more devoted to the company's own mobile phone. Several people who work at the company or deal regularly with employees there say they can't recall seeing Apple workers with mobile phones other than the iPhone in recent memory.

IPhone usage at Microsoft is the latest twist in the rivalry between Apple and Microsoft, tech-industry titans that have mixed it up in everything from computer operating systems to digital music players.

For many top Microsoft executives, seeing so many iPhones around the office is a bit like how a Coca-Cola Co. manager might feel seeing underlings drink Pepsi—especially since Microsoft makes its own operating system, Windows Phone, that powers handsets.

Employee iPhone use has led to some spirited discussions among Microsoft executives. At a retreat last March for dozens of senior Microsoft executives at its corporate campus, someone asked about employee use of iPhones in a question-and-answer period.

According to several people present, Andy Lees, a Microsoft senior vice president who oversees development of the mobile-phone software business, and his boss, Robbie Bach, explained that Microsoft workers often use rival products to better understand the competition.

Kevin Turner, chief operating officer, scoffed at that explanation, these people said. Mr. Turner said he discouraged Microsoft's sales force from using the iPhone, they added. "What's good for the field is good for Redmond," Mr. Turner said, recalls one of the people who heard his comments.

Mr. Ballmer took a similar stance at the meeting.

He told executives that he grew up in Detroit, where his father worked for Ford Motor Co., and that his family always drove Fords, according to several people at the meeting.

In what some employees interpreted as a sign that Microsoft was clamping down on the iPhone, the company in early 2009 modified its corporate cellphone policy to only reimburse service fees for employees using phones that run on Windows Phone software.

Microsoft has said it made the change as part of a broader cost-cutting plan.

Some Microsoft workers take pains to hide their iPhones. While rank-and-file workers tend to use the iPhone openly around peers, some conceal them within sight of more senior executives. One Microsoft worker said he knows several colleagues who try to disguise their iPhones with cases that make them look more like generic handsets.

"Maybe once a year I'm in a meeting with Steve Ballmer," said this employee. "It doesn't matter who's calling, I'm not answering my phone."

Some executives have openly renounced their iPhones. Stephen Elop, president of Microsoft's business division, used Apple products before Mr. Ballmer lured him to Microsoft in early 2008. But at a meeting of Microsoft sales representatives after joining, Mr. Elop placed his personal iPhone into an industrial-strength blender and destroyed it in a reenactment of a popular Internet video, says one witness.

Others remain less shy about their iPhones. Microsoft software engineer Eugene Lin recently gave a public talk in Seattle about developing software for the iPhone in his spare time. One of his creations: a racy application called Peekaboo that lets people ogle scantily clad cartoon women. A YouTube video of the Seattle talk by Mr. Lin, who didn't respond to messages seeking comment, has been viewed more than 73,000 times.

Microsoft isn't uniformly opposed to employees using Apple products, in part because it makes some software and services for them. Apple's Macintosh computers are common in the Microsoft group that makes the Mac version of its Office software.

Still, Apple's ascendancy in mobile phones has been tough to stomach.

The iPhone accounted for 25.1% of the U.S. smartphone market during the three months ending Jan. 31, compared with 15.7% for phones running Windows Phone software, according to comScore Inc.

Windows mobile phones have lagged some of the innovations of the iPhone, including Apple's slick Web browser and the App Store for downloading software onto the device.

But there's positive buzz among Microsoft employees and others in the technology industry about an overhauled version of its software, Windows Phone 7 Series, expected to be on handsets in time for the holidays.

One person who isn't jumping on the iPhone bandwagon is co-founder and chairman Bill Gates. In an appearance on "The Daily Show" in January, host Jon Stewart asked Mr. Gates if he can have an iPhone since leaving full-time duties at Microsoft in 2008 to focus on philanthropy.

"I'm a very loyal Microsoft user," Mr. Gates replied.

Tuesday, March 09, 2010

CMOs, Go Beyond a PR Plan to Prepare for an Inevitable Product Crisis

If You Haven't Already Convened Some Serious Internal Firepower, You're Borderline Negligent

I'm going to go out on a limb and propose that product crises aren't communications crises. Suggesting otherwise is like giving the play-by-play announcer credit for a sports score, or holding a translator responsible for presenting an untenable negotiating position. Our selective vision makes us focus on how issues are communicated at risk of losing sight of the business reality it narrates. Bad news doesn't influence or have an impact on brands as much as reveal them for what they are. CMOs need to see someone else's misfortune as the opportunity to review and perhaps change how you see your function before the inevitable spotlight finds you.

The first step is to stop seeing crises as somehow "outside" the purview of normal behavior: Customers are surprised; employees chagrined; whatever occurred was an affliction, something that happens to businesses, even if the culpability rests firmly within. Lead paint, wing fasteners that don't fit, or gas pedals that stick are exceptions to policies and perceptions that otherwise remain irresponsibly pure, only they're not and they don't. Crises don't as much violate the status quo as they're an integral part of the outsourced, networked way most big businesses are run. I say they're likely to become the new normal (notice how many major vehicle recalls have happened since Toyota's woes first surfaced). You can depend on facing a major product crisis. The only question is when.

So if you haven't already convened some serious internal firepower to consider your preparation, you're borderline negligent in your CMO-ly duties. Revisiting the PR plan isn't enough, however. I'm talking about analyzing how your business is operationally configured to identify emerging crises and gather resources to respond to them meaningfully and quickly. Again, this is not a PR discussion, it is an executive-level business conversation, so stop carping about being included at the C-suite table and bring something worthy to the meeting. It's probably one of the most important marketing-relevant (and job-keeping) things you could do.

Here's my three-step action plan to help you prepare for your upcoming crisis:

Identify the risks
You and your fellow corporate mucky-mucks could already name the top 10 crises you'd most likely face, and a simple research project on your competitors could confirm it. You know, things you tolerate with one eye closed, like your offshore factories that pay their employees in minutes spent out of their shackles, or the chance that one of the gazillion transistors involved in keeping Part A and Part B of your leading product attached will disconnect unexpectedly. Your auditing programs, philanthropy and other marketing blather won't excuse you when the inevitable occurs (and your risk-assessment studies that inanely tag some failure percentage as "acceptable" seem quaintly hollow), and the pain your brand suffers will be appropriate and deserved. Get real and lead the internal program to name these events, understand in excruciatingly vivid detail how they might impact your business, and analyze what operational changes might be warranted before something fails or explodes. Talk about business, not marketing.

Empower your networks
Do you actually believe that a behemoth of corporate everything like Toyota doesn't have a crisis-communications plan? They all do, and when they don't work, we're supposed to believe it's because they weren't implemented properly. Nope. Talking is pointless, however reassuring or photogenically you deliver it, so your plans need to skip presumptions about "managing" the conversation and instead map what you will ask your employees, vendors, suppliers, and friends and family to do. You can't narrate the problem to them; they're inexorably involved, so what's your strategy to get them taking action? When something bad happens you need spot checks, improvements, whatever. There are no audiences for your crisis, only varying levels of participants.

Commit to decisions
The hardest part about leadership is keeping a level head and trusting your judgment. Most PR crisis plans don't get executed as planned, as the human tendency (and most exhortations from legal counsel) default to inaction. It seems easier to duck, only it isn't. Sticking to a plan is how most stocks on Wall Street get traded, and it's built into the technology that keeps iPhones running and nuclear power plants from melting. As a leader, you need to step up and get your management team to commit to what the business will do when it discovers issues -- public or nascent -- and then help build the processes and systems to deliver those actions. Every little thing that doesn't happen as you've planned will be something you'll waste time publicly apologizing for afterward.

I hope you're not just tsk-tsking the product crisis du jour, but rather taking the substance of true preparedness to the executive boardroom. Identify problem areas. Plan for networked action. Commit to your decisions. You have the most to gain from doing so, and the most to lose if you don't.

ABOUT THE AUTHOR
Jonathan Salem Baskin is a global brand strategist, author, and speaker. Read his blog at dimbulb.typepad.com and follow him on Twitter: @jonathansalem.

Monday, March 08, 2010

Friedman Aflame: The Times columnist’s mind melts fact and reason into nonsense

Dostoevsky’s 1872 novel, The Possessed, is a tale about a small town overcome by revolutionary ideas. After an intense meeting of a literary salon, a fire breaks out and one of the villagers comments, “The fire is in the minds of men, not in the roofs of buildings.” The historian James Billington used that phrase — “the fire in the minds of men” — to describe the incendiary ardor of Russian revolutionaries of all stripes, making it the title of his epic history of the subject.

Now, in the hands of New York Times columnist Tom Fried­man, this scene could be a profound metaphor for the need to “green-size” housing in the developing world. Or it might be a perfect symbolic encapsulation of how the battle for the commanding heights of the economic future is really a branding competition between two theories of civilization. Or it might be a cautionary allegory imparted to him over a private dinner in Davos, Switzerland, by the Indian CEO of a Chinese company operating in over 70 nations, manufacturing solar-powered waterless toilets for hearing-impaired Muslims, in what amounts to a “soft power” victory in the war for the hearts and minds of the Islamic world. Then again it might illustrate the ease of communication in our “flattened” world. Or it might be a glimpse into the dangers of Sarah Palin’s “drill, baby, drill” myopia.

Really, it could represent anything, because for Friedman everything is connected to everything else, so everything is a metaphor for everything. “In the Friedman mind,” writes Ian Parker in a 2008 profile for The New Yorker, “things tend to be like something else. The new is like the old. The foreign is like the American. The scattered has a pattern.” Sometimes a cigar is just a cigar, Freud famously observed — but not for Tom the Magic 8 Ball of cliché generation, the maestro of mixed metaphors. A cigar could be the key to understanding why geo­thermal energy is the only way to save the panda. Like the China Syndrome that inexorably leads to the perfect storm that breaks the camel’s back, Tom Friedman encounters no obstacles — factual, logical, or literary — between himself and the points he wants to make.

Consider this classic line from his book The World Is Flat: “The walls had fallen down and the Windows had opened, making the world much flatter than it had ever been — but the age of seamless global communication had not yet dawned.” (Just for the record, the capitalized “Windows” is a reference to the operating system. That makes it crystal clear, right?) Or consider this sentence from his latest epic, Hot, Flat, and Crowded: “The demise of the Soviet Union and its iron curtain was like the elimination of a huge physical and political roadblock on the global economic playing field.”

Playing fields do not have roadblocks; windows in fallen walls, even when opened, do not reveal much. Of course, the reader understands what he is reading, just as the diner might grasp that he is eating possum scat — but that doesn’t really excuse the cook.

Attacking Friedman’s writing style is something of a bipartisan pastime. The gold standard of the genre is Matt Taibbi’s 2005 New York Press disembowelment, “Flathead.” Describing his mounting dread at the prospect of reading and reviewing The World Is Flat, Taibbi writes: “Thomas Friedman in possession of 500 pages of ruminations on the metaphorical theme of flatness would be a very dangerous thing indeed. It would be like letting a chimpanzee loose in the NORAD control room; even the best-case scenario is an image that could keep you awake well into your 50s.” According to The New Yorker, The World Is Flat contains roughly 600 variants of the word “flat”: “Age of Flatism,” “coefficient of flatness,” “compassionate flatism,” “half-flatness,” “flatburger.” There are “ten great flatteners,” each of which is the sort of thing you’d associate with the familiar argument that we live in an interconnected world.

All this reductio ad flatus stemmed from a conversation Friedman had with Nandan Nilekani, the CEO of Infosys, in Banga­lore, India. Nilekani said something that was intellectu­ally, uh, flat about the effects of globalization on international competition: “Tom, the playing field is being leveled.”

“As I left the Infosys campus that evening along the road back to Bangalore,” Friedman explains, “I kept chewing on that phrase: The playing field is being leveled.” Indeed, he masticated it to the point where it was meaningless cud and then had his eureka moment: “What Nandan is saying, I thought, is that the playing field is being flattened . . . Flattened? Flattened? My God, he’s telling me the world is flat!”

The rational response to this is: “My God! That is so not what he’s saying!” As countless others have noted, saying that a playing field is level is not remotely the same thing as saying that the world is flat, even metaphorically. Playing fields are defined by rules, often highly complex, that the participants agree to in advance; “leveling the playing field” means making competition in a specified arena fair. “The world is flat,” on the other hand, suggests flat-earthism, which implies that the speaker is crazy, ignorant, or idiotic. Presumably, Nilekani is none of those things. And even in the days when rational people thought the world was flat, they never suggested it was easy to traverse, borderless, or characterized by level playing fields. Highwaymen lurked just over every hill, and cartographers labeled any unexplored realm with “Here be dragons.” That’s not exactly a celebration of a borderless world.

In the newer editions of The World Is Flat, Friedman addresses the “cottage industry” of critics who attack his reliance on “flatness” to describe the new world order and defends himself on the grounds that he is a popularizer. “Whenever you opt for a big metaphor like ‘The World Is Flat,’” he writes in The World Is Flat 3.0 (get it?), “you trade a certain degree of academic precision for a much larger degree of explanatory power. Of course the world is not flat. But it isn’t round anymore, either. I have found that using the simple notion of flatness to describe how more people can plug, play, compete, connect, and collaborate with more equal power than ever before — which is what is happening in the world — really helps people who are trying to understand the essential impact of all the technological changes coming together today.” “I don’t mind using rhetoric,” he told The New Yorker. “I get criticized for that a lot: it’s ‘too cute,’ too this or that. But I’ve never had a reader come up to me and say, ‘That book was too easy to read. That anecdote went down too easily.’ To simplify something accurately, you’ve got to understand it deeply.”

But there’s the rub. He claims to be simplifying complex ideas and making them more understandable. But what he is in fact doing is taking an already simple idea — say, that of a level playing field — and making it meaningless. You can boil something down to the essentials, but if you keep boiling it you’re just left with nonsense. The level playing field is already a boiled-down idea, comprehensible by high-school sophomores and Charlie Rose alike. Friedman’s alchemist’s brain transmutes the dross of the banal into the bullion of bull.

His reporting and opining on the Middle East was great and Pulitzer-worthy because he actually knew what he was talking about. He spent years reporting from the region, is a serious student of its history, and speaks Arabic. But when he applies his distilling powers to his other hobbyhorses, the result is an ungodly mess.

Which brings us to his jihad for a “green revolution” (a revolution he will watch from the comfort of his mammoth compound in Bethesda, Md.). Over and over again (dear reader, I’ll stop using the phrase “over and over again” if you’ll take it to heart that anything Friedman has said once he has said many, many times), he insists that all of our problems can, will, and must be fixed by accepting his vision for dealing with the climate/energy challenge.

His arguments by now are familiar, because the Democratic party and the Obama administration have adopted them, in toto, as talking points. Friedman’s case for a green revolution, like most such cases, involves jumping to a new argument every time the present one collapses. Like Indiana Jones leaping just in time from one cave-in beneath his feet to the next, whenever the case for “green jobs” falls apart, Friedman leaps to “energy security.” When that crumbles under him, it’s a quick hop to the seeming terra firma of global warming. And when that disintegrates, he falls back on “so what?” Here’s how he put it on Meet the Press: “What I say is if climate change is a hoax, it’s the greatest hoax ever perpetrated on the United States of America. Because everything we would do to get ready for climate change, to build this new green industry, would make us more respected, more entrepreneurial, more competitive, more healthy as a country.”

Tom Friedman
Newscom

Thus Plato’s noble lie is resuscitated in a pas de deux of flimflammery. The diagnosis might be fake, but the cure will still fix your lumbago, whiten your teeth, and give your horse a shiny coat.

Friedman is of late very frustrated with America for its failure to do what he says it must. Last September, in one of many columns lamenting that China does things better than we do, he wrote: “Watching both the health care and climate/energy debates in Congress, it is hard not to draw the following conclusion: There is only one thing worse than one-party autocracy, and that is one-party democracy, which is what we have in America today.” He continues: “One-party autocracy certainly has its drawbacks, but when it is led by a reasonably enlightened group of people, as China is today, it can also have great advantages.”

Just to clarify, according to Friedman, America is a one-party democracy not because the Democrats control the White House, the House, and the Senate. No, no. The U.S. suffers under the yoke of one-party democracy because the Republicans refuse to be steamrolled by the Democrats.Our one-party democracy is worse” than China’s one-party autocracy, he explains:

The fact is, on both the energy/climate legislation and health care legislation, only the Democrats are really playing. With a few notable exceptions, the Republican Party is standing, arms folded and saying “no.” Many of them just want President Obama to fail. Such a waste. Mr. Obama is not a socialist; he’s a centrist. But if he’s forced to depend entirely on his own party to pass legislation, he will be whipsawed by its different factions.
So what are the advantages of China’s “enlightened” one-party autocracy? To borrow a phrase from Elvis, the autocrats take care of business, in a flash. In a chapter of The World Is Flat titled “China for a Day (But Not for Two)” Friedman rhapsodizes about the glories of China’s statism. And in 2005 he began a column with this avowedly tongue-in-cheek prayer:

Dear God in Heaven: Forgive me my sins, for I have been to China and I have had bad thoughts. Forgive me, Heavenly Father, for I have cast an envious eye on the authoritarian Chinese political system, where leaders can, and do, just order that problems be solved. . . . I cannot help but feel a tinge of jealousy at China’s ability to be serious about its problems and actually do things that are tough and require taking things away from people. Dear Lord, please accept my expression of remorse for harboring such feelings. Amen.
Among the myriad problems with this cutesy-wutesy-ootseyness is the simple fact that Friedman should actually be offering a sincere prayer for forgiveness of his Durantyesque sycophancy in behalf of a totalitarian regime with the blood of 65 million people on its hands. If he’d written a chapter called “Nazis for a Day,” this point would be more obvious to more people. But instead of contrition we get scores more columns gushing about how great China is for being able to get all of the policies right.

For instance, Friedman particularly loves the fact that China’s State Council banned plastic bags. “Bam! Just like that — 1.3 billion people, theoretically, will stop using thin plastic bags,” he writes in Hot, Flat, and Crowded. “Millions of barrels of petroleum will be saved, and mountains of garbage avoided.” It’s as if Madison, Hamilton, and Jefferson had been morons for not decreeing an annual Tyranny Day when all the work can get done. Regardless, as usual, “theoretically” means “not in reality.” China never did any such thing. It simply required that stores charge customers for bags. They do the same thing at my local Safeway, yet plastic bags continue to lurk, threatening all we hold dear. More to the point, it is either deranged or dishonest to suggest that China — with its ever-growing tally of coal factories, poisoned rivers, corrupt regulators, etc. — is some great steward of the environment. It may or may not be leading in the manufacture of green technologies — though don’t take Friedman’s word for it; he rarely sources his too-good-to-check claims — but it is also burning fossil fuels faster than any other country.

It’s telling that the beat Friedman covers most adroitly in his column is his own brain. The datelines are often from Shanghai or Cairo, but they should really be from his frontal lobe. As with the Nilekani story, Friedman thinks the real news is how he came up with his latest idea, his next burning insight on the world. These “eureka moments”¬ — as he likes to call them — usually come in conversations with rich CEOs and high-ranking international cookie-pushers in places like Davos. For instance, in his January 31 column, Friedman writes: “‘Political instability’ was a phrase normally reserved for countries like Russia or Iran or Honduras. But now, an American businessman here remarked to me, ‘people ask me about “political instability” in the U.S. We’ve become unpredictable to the world.’” And from there Friedman is back on autopilot, visiting the same argument he makes in just about every other column: China is beating Amer­ica because China isn’t hobbled by a broken-down, outdated, inefficient political system known to its fans as “democracy.”

Friedman told The New Yorker that his analogizing instinct, which allows him to compare everything to anything and vice versa, is like a “pinball game going on in my head. Balls bouncing around.” The more apt metaphor would be a furnace. Every distinction, every objection to his vision for the world, every bit of countervailing evidence inconveniently popping up in reality simply melts away. He honestly believes that the year 2000 will be known as the first year of the Energy Climate Era: Jan. 1, 2000, really began 1 e.c.e. His panic that America can’t get important things done while the mandarins of Red China fiat utopia intensifies as Obama’s New Progressive Era retreats into a sad and strange historical parenthesis.

One doesn’t have to read Dostoevsky to know this sort of thing is hardly new — the envy for authoritarian regimes that can force the wheel of history in the right direction; the contempt for the messiness of democracy; the conviction that all good things go together and that certain enlightened and visionary revolution­aries can apply their intellects to any problem, can pick the lock of History and start over at Year Zero. This all-consuming passion for a unified theory of everything and the indomitable conviction that you are right has consumed many a brilliant mind.

Friedman doesn’t want America to become a totalitarian country — at least not for more than 24 hours. Whenever he goes too far in that rhetorical direction he pulls back a few paragraphs later, but his to-be-sures about how America is still better become less convincing every time, more pro-forma and cutesy. He is possessed by his own prophecy, consumed by his clairvoyance about the One Right Way. Half-measures succumb to the mental furnace; the case for democratic deliberation cannot withstand the heat. Everything fuels the fire in Tom’s mind.

Where are Obama's foreign confidants?

I recently asked several senior administration officials, separately, to name a foreign leader with whom Barack Obama has forged a strong personal relationship during his first year in office. A lot of hemming and hawing ensued.

One official mentioned French president Nicolas Sarkozy, who is scheduled to bring his glamorous wife to the White House residence this month for a couples dinner with Barack and Michelle Obama. But in France, Sarkozy's bitterness toward Obama, the product of several perceived snubs, is an open secret, reported widely in the French press. In a speech at the U.N. General Assembly in September Sarkozy appeared to mock Obama's signature disarmament initiative, saying "we are living in a real world, not a virtual world."

Angela Merkel's name also came up: Obama and the German chancellor, I was told, share a down-to-business pragmatism. But Merkel, too, has been conspicuously cool toward Obama ever since he made Berlin a stop on his 2008 election campaign. She stopped him then from appearing at the Brandenburg Gate and was said to be miffed last November when Obama didn't show for ceremonies celebrating the 20th anniversary of the fall of the Berlin wall. Anyway, diplomats say that Merkel has a much warmer relationship with Secretary of State Hillary Rodham Clinton.

No one named Gordon Brown. That's fairly remarkable: The relationship between the sitting British prime minister and U.S. president has been consistently close over the past 30 years. Think Reagan and Thatcher, Clinton and Blair, Bush and Blair. But Obama has been portrayed as dissing Brown ever since he presented him with a set of DVDs as a gift during their first meeting in Washington a year ago. Last fall the British press reported that the White House had turned down five requests for Obama to meet Brown one-on-one at the United Nations or the G-20 summit.

Finally, I was offered a name I didn't expect: Dmitry Medvedev. Obama, I was assured, has built a solid relationship with the Russian president during their several bilateral meetings, which have focused in part on a new nuclear arms control agreement that both could count as a distinctive achievement. But the deal hasn't been clinched -- maybe because Vladimir Putin, whom Obama has held at arm's length, doesn't like it. And could it really be that an American president has found his closest foreign partner in the Kremlin?

The paradox here is that Obama remains hugely popular abroad -- from Germany and France to countries where anti-Americanism has recently been a problem, such as Turkey and Indonesia. His following means that, in democratic countries at least, leaders have a strong incentive to befriend him. And yet this president appears, so far, to have no genuine foreign friends. In this he is the opposite of George W. Bush, who was reviled among the foreign masses but who forged close ties with a host of leaders -- Aznar of Spain, Uribe of Colombia, Sharon and Olmert of Israel, Koizumi of Japan.

Jealousy or political rivalry may play a part -- Sarkozy is one of several Europeans who have wanted to assume the role of Obama's closest ally and reacted poorly when he didn't respond. But another big cause seems to be lack of interest on Obama's part. Focused intently on his domestic agenda, the president is said to be reluctant to take time to build relationships with foreign leaders. If something has needed to be done or decided, he has readily picked up the phone. If not, he generally hasn't been available.

Obama also hasn't hesitated to publicly express displeasure with U.S. allies. He sparred all last year with Israel's Binyamin Netanyahu; he expressed impatience when Japan's Yukio Hatoyama balked at implementing a military base agreement. He has repeatedly criticized Afghanistan's Hamid Karzai, and he gave up the videoconferences Bush used to have with Iraq's Nouri al-Maliki.

An argument can be made that none of this matters. Bush, after all, was often criticized for depending too heavily on personal relationships -- remember how he looked into Putin's soul? -- and his pals didn't save his administration from being universally condemned as "unilateralist." The Obama administration, in contrast, can argue that it has done pretty well in lining up European support on key matters such as Afghanistan and Iran. And Obama's personal popularity continues to provide leverage with leaders around the world, whether they hit it off with him or not.

Still, it's worth wondering: Would Sarkozy have fought French public opinion and sent more troops to Afghanistan (he has refused) if he had been cultivated more by Obama? Would Israel's Netanyahu be willing to take more risks in the (moribund) Middle East peace process if he believed he could count on this U.S. president? Would Karzai cooperate more closely with U.S. commanders in the field if Obama had embraced him?

The answers seem obvious. In foreign as well as domestic affairs, coolness has its cost.