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© Getty Images I was nervous when I first met George Shultz in 2009. I was working at the United States Institute of Peace headquarters. Secretary Shultz had helped fund the building, and my boss, Ambassador Richard Solomon, had worked for Shultz and wanted me to meet him at the groundbreaking ceremony. Aware that Shultz had been secretary of labor, secretary of the Treasury, secretary of State, first director of the Cabinet-level Office of Management and Budget, former president of the engineering colossus Bechtel and a scholar at Stanford, I thought he might be a bit intimidating. Far from cold or intimidating, Shultz was unassuming, kind, gracious and warm. Elegantly dressed in his trademark blue stripped suit, he seemed more grandfatherly than scholarly. It was hard to believe that so gentle a man had been steely and tough-minded as Ronald Reagan’s second secretary of State, replacing Al Haig in the summer of 1982 and had negotiated with China over Taiwan, established t

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