Michelle Obama and the Evolution of a First Lady

New York Times reporter Jodi Kantor has a new book coming out this week called The Obamas, about—as you might have guessed from the title—the Obamas. For the book, which many are calling "explosive" for its revelations about the very private Obama White House, Kantor says she interviewed 33 members of Obama's staff. She seems to have a gotten a fairly deep look into the administration's inner workings, but particularly into Michelle Obama's role in the whole show. There are plenty of juicy details (for instance, did you know the Obamas threw a lavish Alice in Wonderland Tea Party during the worst of the recession but didn't tell anyone about it?), but mostly what emerges is a picture of a very smart woman struggling to adapt to her new life in the public eye—and mostly succeeding.


The first lady never confronted the advisers directly — that was not her way — but they found out about her displeasure from the president. “She feels as if our rudder isn’t set right,” Mr. Obama confided, according to aides.


Rahm Emanuel, then chief of staff, repeated the first lady’s criticisms to colleagues with indignation, according to three of them. Mr. Emanuel, in a brief interview, denied that he had grown frustrated with Mrs. Obama, but other advisers described a grim situation: a president whose agenda had hit the rocks, a first lady who disapproved of the turn the White House had taken, and a chief of staff who chafed against her influence.


Like many of the president’s supporters, Mrs. Obama was anxious about the gap between her vision of her husband’s presidency and the reality of what he could deliver. Her strains with the advisers were part of a continuing debate over what sort of president Mr. Obama should be, with Mrs. Obama reinforcing his instincts for ambitious but unpopular initiatives like the overhaul of health care and immigration laws, casting herself as a foil to aides more intent on preserving congressional seats and poll numbers.


“She does think there are worse things than losing an election,” Susan S. Sher, the first lady’s former chief of staff, said shortly after the 2010 midterm elections. “Being true to yourself, for her, is definitely more important.” Back then, Mrs. Obama sometimes talked about what would happen if her husband lost in 2012. “I know we’ll be fine,” she told Ms. Sher.


As Michelle Obama realized over the summer and fall of 2008 that she was likely to become first lady, she asked a question that probably would have surprised outsiders: could she and her children delay moving to the White House? Perhaps it was better, she told aides and friends, to remain in Chicago until the end of the school year, giving her children more time to adjust, rather than coming right at the inauguration. Her notion, though short-lived, was telling: she didn’t understand or care what sort of message it would send to a public enthralled by the new first family, and she had trepidations about life in the spotlight, let alone the prospect of residing in a monument-museum-office-military compound-terrorist target-home.