n my imagination, man, the imaginary president did so well. So let me imagine what this president did and then I'll write something about why he was thinking and imagining as if I knew. And compared to my magical thinking of somebody who wasn't actually there and doing the job, and I don't really know any of the details of why they did what they did. It was just craziness. Just skip them.

So I would say that for a while people are going to be reading these articles. They have to generate content and unless, let's be honest, they need a paycheck too. Everybody needs a paycheck. But for the time being, maybe just don't read them. Forget about whether they're right or wrong. Just don't read them for now. Concentrate on something else.

The approval for the president has jumped dramatically in the last few days. So it went from 43 percent approving to 55 percent approving of his management of the crisis. It's pretty good. And I would say that the public is getting this right, wouldn't you? Because I think the public said that was a bad start, and the polls reflected that. That was my opinion. My opinion was that we got off to a bad start.

But the difference is that when I say it's a bad start, I'm talking like an adult, an adult who's lived more than three years of an adult life. An adult knows that in the midst of an emergency of the type we've never quite seen, nothing's quite like this experience. There's no such thing as people who were smart and knew what to do. That's completely imaginary. Every criticism of what the administration did or did not do right in the earliest days compares them to some magical non-existent person who knew exactly what to do. That person didn't exist.

Who exactly was the expert who knew what to do? I believe there were none. Now that's enough to say that somebody didn't say the right thing from the start. Because if you have any situation that is complicated, there's a gray area, there's lots of unknowns, and you can either go left or right. Well, if you've talked to enough experts, you're going to have somebody who says go left and somebody who says go right. After it's done, you will mistakenly say that one of those two teams, the go left or the go right, got the right answer. But that's ridiculous. Because in any situation there would be people who say go left, people who say go right, and you're going to go one of those ways. Somebody's going to look like they were geniuses in hindsight. That's not how it works.

If you're in the room in the early days, you probably didn't know what to do. And that's not because you're dumb. It's not because you were incompetent. It's because the situation itself was very opaque. China wasn't giving us reliable information. We didn't know yet how successful we would be with this or that. So yeah, there are going to be plenty of people who say, "Oh yeah, I told you so. I knew it before the president did." It's just not a thing. It's just not a thing. You will not find that there was anybody who just knew what to do.

And here's the important part. It's not knowing what to do. It's knowing exactly when to do it. Because remember, you're balancing two unknowns. The unknown of what it would do to the economy with potentially devastating effect versus the unknown of what it would do to our health. These are two gigantic unkn