Soldier Quotes

I think my biggest achievement was being part of a team of outstanding, entrepreneurial military leaders and civilians who helped change the way in which America fights by transforming a global special operations task force - Task Force 714 - that I commanded.
I think with the beginning of any political administration, you have to build trust, and it takes time.
I think, at the end of the day, you do better when you tend toward being transparent, even though there's some risk.
I want the American people to understand, we have a clear and focused goal: to disrupt, dismantle and defeat Al Qaeda in Pakistan and Afghanistan.
I was raised with traditional stories of leadership: Robert E. Lee, John Buford at Gettysburg. And I also was raised with personal examples of leadership. This was my father in Vietnam. And I was raised to believe that soldiers were strong and wise and brave and faithful; they didn't lie, cheat, steal, or abandon their comrades.
If every soldier is authorized to make one mistake, then we lose the war.
If we are visiting Afghans, typically the Afghan governor, district or provincial governor, we see he doesn't wear body armor, and yet we're walking through his streets. I'm his guest. I think that that's important that I send a message that I trust him and I don't think I am more valuable than I think he is.
If we want to be members of the world community, we need to think that way.
If who you were was entirely based upon the position you were in or the headlines you got in the newspaper, or you had essentially subcontracted out your self-worth to the judgments of others, then you're going to be like tumbleweed. You're going to be blown.
If you sit down with British officers or British senior NCOs, they understand the sweep of history. They know the history of British forces not just in Afghanistan but the history of British successful counter-insurgencies - Northern Ireland, Malaysia.
If you talk to a British officer or NCO about the strategic objectives of the end state, you'll often get a spirited discussion that's very well informed.
I'm a believer in the Afghan people, so I support an increase in forces there.
I'm not good at eating small meals. Some people can sit down and be very disciplined. When I sit down at a meal, I sort of eat everything I can reach. I know medical people say that's exactly the wrong formula, but I've made it this far.
In an organization that is unwilling to change, find the opportunity to talk and interact with people - figure out why they don't want to change. It could be habits. It could be people's personal equities and reputations are defined by the role they're in or the process they've mastered.
In combat operations in places like Afghanistan, we often confronted the specter of dangerous people with powerful weapons who were a threat to their community and to our soldiers. Our aim was to quickly determine who in that community was a legitimate actor who could be trusted with a firearm and who was not.
In every relationship, there are two perspectives to it.
In June 2010, after more than 38 years in uniform, in the midst of commanding a 46-nation coalition in a complex war in Afghanistan, my world changed suddenly - and profoundly. An article in 'Rolling Stone' magazine depicting me, and people I admired, in a manner that felt as unfamiliar as it was unfair, ignited a firestorm.
In my life as a soldier and citizen, I have seen time and time again that inaction has dire consequences.
In our society, I see public media as a lever. It pushes people by elevating them and their sights. It brings them into more thinking and understanding, and it brings us together.
Industrial technologies that allowed for increased mechanization in 19th-century armed forces also spurred Frederick Winslow Taylor to develop his 'Scientific Management' doctrine in Philadelphia steel mills.
«first‹previous7475767778798081828384next›last»
Total Records : 2118

Related Books

Share to your friends..

Popular Topics

Attitude Death Inspirational Life Love Motivational Nature Positive