A dream doesn't become reality through magic; it takes sweat, determination and hard work.
There are no secrets to success. It is the result of preparation, hard work, and learning from failure.
Perpetual optimism is a force multiplier.
The day soldiers stop bringing you their problems is the day you have stopped leading them.
With respect to where we are now, we have a voluntary army. And if we ever go back to conscription I hope that at time it will be the kind of conscription that was put in at the end of the Vietnam War. And that is, everybody is equally liable to be called to serve the nation in time of conflict.
Our strategy in going after this army is very simple. First we are going to cut it off, and then we are going to kill it.
I was born in Harlem, raised in the South Bronx, went to public school, got out of public college, went into the Army, and then I just stuck with it.
That's why the army sends all its future generals to what we call "charm school." As soon as you are a general, people think that you know everything. You think yourself that you have become omniscient and omnipotent. Be careful, because people want to do everything they can to please the general, and you need to guard against this.
In the army, all combat officers are taught the "Estimate of the Situation": When you are faced with a problem - take that hill, or in business maybe grow your market share - the first thing you do is to make an analysis of your environment.
In the army we are drilled into execution and then supervision, to make sure everything goes the way you planned it. But there is another thing that we do in the military, that I think perhaps isn't done enough in corporate life: As soon as you have made that decision, you start on the contingency planning. Because there is, as we like to say, a thinking, breathing enemy out there, who is not going to let you do just what you want.
In my 35 years in the army I was in school for 6 years. I think corporations should take a look at whether they are investing enough in the development of their human capital.
I went to graduate school as a lieutenant colonel after I had been in the army for 12 or 13 years. I learned so much from all the great management theorists. It gave me a greater understanding of my army experience and showed me the gaps in my knowledge.
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