Warner's Triumphant Legacy No Easy Feat

In 2004, the one-on-one efforts paid off -- barely. After a long stalemate, the legislature narrowly approved a plan to raise $1.5 billion more in taxes over the next two years.

Down the road, despite the argument of conservative activists and lawmakers that the rapidly improving economy proved the increase unnecessary, most Virginians polled on it said it was still a wise idea.

Some of his adversaries said he was nothing but a tool of moderate Republicans in the Senate. Others said he used guile and trickery to mislead his Republican friends into a fool's partnership. And his opponents now question whether his legacy -- bereft of a sweeping new program -- amounted to much more than the big tax increase.

"When Republicans stand for Republican values, as we did during the first two years of Warner's administration, a liberal governor is not going to get very far," said Del. Ben L. Cline (R-Amherst). "When Republicans start embracing more liberal tax-and-spend philosophies, you enable governors" like Warner.

But Warner's victory suggested that Virginians are not simply anti-tax, but that they also favor a less-partisan approach to government that emphasizes good management and good service.

In the halls of the state Capitol, it's known as "The Virginia Way."

Letting Go

Early in 2005, the private polls looked ominous.

Not for Warner, whose popularity was soaring after his victory in the tax fight. But for Democrat Timothy M. Kaine, the lieutenant governor, who was trailing Attorney General Jerry W. Kilgore (R) in the contest for governor.

Warner had to make a decision: Back Kaine heartily and risk political damage if he lost, or play down his support for Kaine early.

He chose the former, for the second time betting against conventional wisdom in Richmond.

On the campaign trail, he was more obsessive than Kaine. At parades, he shook more hands and frequently egged Kaine on. In the motorcades, he whipped out his cell phone to demand more information from staffers, while the more mellow -- and less worried -- Kaine grabbed some shut-eye.

"That trait of mine often drove Mark nuts," Kaine said. "He would give me trouble, saying, 'We get in the car going from one meeting to the next and you immediately just fall asleep.' And I'd say, 'Yeah, I fall asleep. You sit in front and tell the guy when to put on his turn signal. Now, which is the better leadership trait?' "