I just wanted to excerpt some key passages from Josh Green's Atlantic piece on Patti Solis Doyle, which illustrate the themes Mike mentioned earlier:
After the race, Solis Doyle was put in charge of fund-raising and later became campaign manager for Clinton’s Senate reelection bid in 2006. She earned a reputation as a contentious, domineering boss. Along the way, many of the staff members who worked under her left or were forced out, including several high-powered members of Clinton’s inner circle, such as Kelly Craighead and Evelyn Lieberman, the deputy chief of staff to Bill Clinton famous for banishing Monica Lewinsky to the Pentagon. The frequent turnover in the fund-raising shop was a significant measure of Solis Doyle’s unpopularity. Clinton staffers are notably loyal, and turnover among them tends to be much lower than it is among the staffs of other politicians. Fund-raising under Solis Doyle was a glaring exception, chalking up the kind of body count you’d expect from an episode of The Sopranos. She was infamous among her colleagues for referring to herself as “the queen bee” and for her habit of watching daytime soap operas in her office. One frequent complaint among donors and outside advisers was that Solis Doyle often did not return calls or demonstrate the attention required in her position. …
The first public sign of this came just after Clinton’s reelection to the Senate. Even though Clinton had faced no serious opponent, it turned out that Solis Doyle, as campaign manager, had burned through more than $30 million. As this New York Times story makes clear, the donor base was incensed. Toward the end of the Senate campaign, Solis Doyle did her best to bolster the impression of the inevitability of Hillary’s nomination as the Democratic presidential candidate, spreading word that Clinton’s Senate reelection fund-raising had gone so exceptionally well that $40 million to $50 million would be left after Election Day to transfer to the incipient presidential campaign. But this turned out to be a wild exaggeration—and Solis Doyle must have known it was. Disclosure filings revealed a paltry $10 million in cash on hand; far from conveying Hillary’s inevitability, this had precisely the opposite effect, encouraging, rather than frightening off, potential challengers.
Rather than punish Solis Doyle or raise questions about her fitness to lead, Clinton chose her to manage the presidential campaign for reasons that should now be obvious: above all, Clinton prizes loyalty and discipline, and Solis Doyle demonstrated both traits, if little else. This suggests to me that for all the emphasis Clinton has placed on executive leadership in this campaign, her own approach is a lot closer to the current president’s than her supporters might like to admit.
One thing that occurs to you when reading this is that, if Hillary does go on to win the nomination and the presidency, the entire country may have dodged a bit of a bullet here. As Josh suggests, you have to blame Hillary for Solis Doyle as much as Solis Doyle herself. But it sounds like Hillary's at least been forced to realize there's a problem with operating this way. There's no guarantee she'll change--I'm skeptical that people can--but maybe these tendencies will get neutralized, whereas they've kind of dominated the Bush White House for going on eight years now.
--Noam Scheiber