More than two decades ago, just a few years after Kissinger left the White House, the Pulitzer Prize-winning reporter Seymour M. Hersh commented in-depth on what he perceived as Kissinger's unsavory approach to carrying out his job. Maintaining his own authority within the White House, Hersh explained in "Kissinger and Nixon in the White House," was of paramount importance to Kissinger, and achieving this primarily translated into "keeping his sole client—Richard Nixon—pleased."
One problem, however, was that when Kissinger first came on board, he brought several colleagues from his academic life with him. As tensions over Vietnam escalated, the loyalty of these men—some of whom were liberal—began to come into question. And when concerns arose that certain people within the Administration may have been leaking classified information, Kissinger authorized FBI investigations and wiretaps against members of his staff. His motives in this, Hersh speculated, probably had less to do with a desire to plug leaks than with his own desperation to prove his loyalty:
Four of those tapped ... were Jewish; tapping them not only played into the anti-Semitism in the Oval Office but also demonstrated that Kissinger [who was himself Jewish] was able to rise above his religious background... If his staff was too Jewish and too liberal for Nixon and his chief aides, Kissinger made the necessary adjustments.
Hersh also made note of a distasteful tendency on Kissinger's part to employ vicious rumor to discredit those around him.
The backbiting grew intense by the end of . Secretary of State Rogers was a "fag" who had some strange hold over the President; Mel Laird was a megalomaniac who constantly leaked anti-Kissinger stories to the press; and Richard Nixon was a secret drunk of dubious intelligence.
In his desire to retain as much control within the White House as possible, Kissinger also made a point of excluding others from the flow of information. This meant hoarding large amounts of data within his own office and—with ever-increasing paranoia—fending off efforts by others to access it. Given that he had ordered the wiretapping of so many people himself, it should not be surprising that Kissinger was worried that someone might be doing the same thing to him. He routinely had his office phones checked for taps, and made sure that the inspection was carried out by a different agency each time, lest one of those agencies plant a wiretap itself.
Special teams from the Secret Service, CIA, FBI, or National Security Agency would be summoned to his office at random and on short notice to inspect... One aide, asked why Kissinger did not simply permanently assign the FBI to monitor his phones, responded: "Who trusted Hoover?"
As for the Watergate scandal, Hersh suggests that Kissinger was as deeply implicated as those who ended up taking the blame.
Kissinger escaped any serious investigation during Watergate, as those attorneys who had some doubts soon found themselves immersed in various other matters. One prosecution official, discussing that White House tape recording years later, recalled a quality of Kissinger's conduct in front of Nixon, Ehrlichman, and Haldeman that made him wish he could have listened to more of Kissinger's Oval Office meetings. "He was like one of the boys, talking tough. One says, 'Let's bring knives.' Another says, 'Let's bring bats.' And Henry pipes up, 'Let's bring zip-guns.'" The prosecutor recalled his surprise at hearing Kissinger: "I thought he might have been classier."
That Kissinger had lied about his role ... was widely assumed in the Washington press corps, and even inside the Watergate Special Prosecution Force, but Kissinger was permitted to slide by with his half-truths and misstatements. Only Richard Nixon, Alexander Haig, some of the men around them, and a few Watergate prosecutors fortunate enough to have learned what was on the White House tapes understood the truth: Kissinger was involved.
Two years earlier, in "The Craft and Craftiness of Henry Kissinger," Washington Post editor Philip Geyelin had likewise criticized Kissinger's operating style. Geyelin noted that Kissinger deserved credit for his foreign-policy successes. But, in his view, both Kissinger and Nixon had displayed a dismaying disregard for proper governing procedures and for the will of the American people. Their approach was simply to do as they saw fit, withholding crucial information from others and circumventing protocol that might have kept them in check. Indeed, "the Nixon-Kissinger strategy," Geyelin wrote, "was not designed for an open society."
While Kissinger was perhaps a little less outraged or driven to less frenzy than Nixon by the exercise of the right to free speech by American citizens who did not agree with one or another policy, he ... had a hand in inciting—and in executing—at least some of the President's more draconian efforts to suppress dissenting voices, close down government leaks, and crush the protest movement.
Ultimately, Geyelin suggested, the seeds of the Nixon Administration's demise may have lain within Nixon's and Kissinger's anti-democratic attitude. "So repressive of dissent" was their approach, he wrote, "that it strained the American system of government beyond tolerable limits."