HALPERIN’S TAKE: Reasons Mark Penn Could Have Been Fired by Hillary Clinton Before His Amazingly Ill-Advised Colombia Meeting

1. He insisted on a message of “experience” in a “change” election.

2. He brought his near absence of visible professional humanity to a candidate that needs humanizing more than most.

3. He treated his colleagues with disdain.

4. He refused to give up his lucrative private sector work, even for clients who were politically toxic within the party.

5. He billed the campaign premium rates for his firm’s services.

6. He had little or no experience in winning Democratic nomination battles.

7. He simultaneously served as pollster and chief strategist — and no campaign should have as its
chief strategist its pollster or admaker.

8. He was an off-putting and gaffe-prone television, conference call, and post-debate surrogate.

9. He was a lightning rod for media and labor criticism.

10 He fought against the good ideas of his colleagues about how to reshape Clinton’s image.

11. He fostered a sense of ill will and distrust with virtually all of Clinton’s other top advisers, stifled creativity, and blurred lines of authority.

12. He can be a temperamental, often immature presence.

13. He appeared to refuse to take any responsibility for Clinton’s losses.

14. His work and strategic advice highlighted many of Clinton’s greatest perceived weaknesses: accusations of a say-one-thing-do-another ethos; charges of being too centrist; support for the Iraq War; coziness with Washington lobbyists and special interests; ties to certain less-beloved aspects of her husband’s presidency.