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How do you slip and slide your way through that tension when you genuinely believe that you’re doing this because of some higher calling? It’s not easy. We’re all human. I suppose the term that comes to mind and the trap you wouldn’t want to fall into is being an enabler. At some point, a lawyer has to be very honest with himself or herself and ask the question, am I, by hanging on, actually accomplishing something that is productive and consistent both with the interests of the institution and with my professional responsibility, or have I become an enabler? Am I simply here 75 percent of the time to basically allow something I don’t approve of to go on—that’s inconsistent with the public interest to go on—even if 25 percent of the time I express some concern, I take the White House chief of staff aside and I tell him I’m worried about it and then I let it drop if nothing happens? So, I’ve satisfied myself that I’ve expressed my concerns, by being open that I’m worried about something, but then I just go on with an institution, with an arrangement, with a culture, and with frankly an employer who is engaged in activities that I as a lawyer should not be enabling. And that’s a very hard issue to face. Where it really collapses in the White House is if the White House itself suffers from a rancid culture. So that not only do I have the problem that I have with the president, but I have nowhere else to turn—no other allies in the building like the chief of staff to bolster my efforts to maintain a professional posture toward the president. If a lawyer looks at all of that and recognizes that the role has become fundamentally an enabling role, then I honestly don’t believe that he or she can defend staying there any longer.
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