I only regret that I have but one life to lose for my country.
Never interrupt your enemy when he is making a mistake.
The commander must be at constant pains to keep his troops abreast of all the latest tactical experience and developments, and must insist on their practical application. He must see to it that his subordinates are trained in accordance with the latest requirements. The best form of welfare for the troops is first-class training, for this saves unnecessary casualties.
Honour may not win power, but it wins respect. And respect earns power.
The commander in the field is always right and the rear echelon is wrong, unless proved otherwise. In my experience, the people closest to the problems are often in the best position to see the solutions. The key here is to empower and not be the bottleneck.
The man who commands efficiently must have obeyed others in the past, and the man who obeys dutifully is worthy of someday being a commander.
A commander in chief ought to say to himself several times a day: If the enemy should appear on my front, on my right, on my left, what would I do? And if the question finds him uncertain, he is not well placed, he is not as he should be, and he should remedy it.
In battles two things are usually required of the Commander-in-Chief: to make a good plan for his army and, secondly, to keep a strong reserve.
But courage which goes against military expediency is stupidity, or, if it is insisted upon by a commander, irresponsibility.
As the senior commander in Vietnam, I was aware of the potency of public opinion - and I worried about it.
I know, you've been here a year, you think these people are normal. Well, they're not. WE'RE not. I look in the library, I call up books on my desk. Old ones, because they won't let us have anything new, but I've got a pretty good idea what children are, and we're not children. Children can lose sometimes, and nobody cares. Children aren't in armies, they aren't COMMANDERS, they don't rule over forty other kids, it's more than anybody can take and not get crazy.
The first quality of the commander-in-chief is a cool head to receive a correct impression of things. He should not allow himself to be confused by either good or bad news.
Two commanders on the same field are always one too many.
Knowledge is lost without putting it into practice; a man is lost due to ignorance; an army is lost without a commander; and a woman is lost without a husband.
These are the times that try men's souls.
When orders are consistently trustworthy and observed, the relationship of a commander with his troops is satisfactory.
To ensure victory the troops must have confidence in themselves as well as in their commanders.
A Commander-in-Chief needs to do two things. One - tell us who the enemy is. And two - say we are fighting to win.
When I lost my rifle, the Army charged me 85 dollars. That is why in the Navy the Captain goes down with the ship.
In war, when a commander becomes so bereft of reason and perspective that he fails to understand the dependence of arms on Divine guidance, he no longer deserves victory.
But having made my decision as Commander-in-Chief based on what I am convinced is our national security interests, I will seek authorization for the use of force from the American people's representatives in Congress.
In the military we are always looking for ways to leverage up our forces. Having greater communications and command and control over your forces than your enemy has over his is a force multiplier. Having greater logistics capability than the enemy is a force multiplier. Having better-trained commanders is a force multiplier. Perpetual optimism, believing in yourself, believing in your purpose, believing you will prevail, and demonstrating passion and confidence is a force multiplier. If you believe and have prepared your followers, the followers will believe.
Pompey had fought brilliantly and in the end routed Caesar's whole force... but either he was unable to or else he feared to push on. Caesar [said] to his friends: 'Today the enemy would have won, if they had had a commander who was a winner.'
Coalition forces have encountered serious violence in some areas of Iraq. Our military commanders report that this violence is being insticated by three groups.
When the higher officers are angry and insubordinate, and on meeting the enemy give battle on their own account from a feeling of resentment, before the commander-in-chief can tell whether or not he is in a position to fight, the result is ruin.
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