33 Strategies Of War Quotes

12--Lose Battles, But Win The War: Grand Strategy Grand strategy is the art of looking beyond the present battle and calculating ahead. Focus on your ultimate goal and plot to reach it.

Do not fight them. Instead think of them the way you think of children, or pets, not important enough to affect your mental balance

Events in life mean nothing if you do not reflect on them in a deep way, and ideas from books are pointless if they have no application to life as you live it.

It is your own bad strategies, not the unfair opponent, that are to blame for your failures. You are responsible for the good and bad in your life.

But the greatest battle of all is with yourself—your weaknesses, your emotions, your lack of resolution in seeing things through to the end. You must declare unceasing war on yourself.

When you have success, be extra wary. When you are angry, take no action. When you are fearful, know you are going to exaggerate the dangers you face.

Our successes and failures in life can be traced to how well or how badly we deal with the inevitable conflicts that confront us in society.

Your mind is the starting point of all war and all strategy. A mind that is easily overwhelmed by emotion, that is rooted in the past instead of the present, that cannot see the world with clarity and urgency, will create strategies that will always miss the mark.

For what the leaders are, that, as a rule, will the men below them be. —Xenophon (430?–355? B.C.)

Your days are numbered. Will you pass them half awake and halfhearted or will you live with a sense of urgency?

Everything in life can be taken away from you and generally will be at some point. Your wealth vanishes, the latest gadgetry suddenly becomes passé, your allies desert you. But if your mind is armed with the art of war, there is no power that can take that away. In the middle of a crisis, your mind will find its way to the right solution. Having superior strategies at your fingertips will give your maneuvers irresistible force. As Sun-tzu says, “Being unconquerable lies with yourself.

Understand: your mind is weaker than your emotions. But you become aware of this weakness only in moments of adversity--precisely the time when you need strength. What best equips you to cope with tthe heat of battle is neither more knowledge nor more intellect. What makes your mind stronger, and more able to control your emotions, is internal discipline and toughness.No one can teach you this skill; you cannot learn it by reading about it. Like any discipline, it can come only through practice, experience, even a little suffering. The first step in building up presence of mind is to see the need for ii -- to want it badly enough to be willing to work for it.

Being attacked is a sign that you are important enough to be a target. You should relish the attention and the chance to prove yourself.

Life has more meaning in the face of Death.

Think of the mind as a river: the faster it flows, the better it keeps up with the present and responds to change. The faster it flows, also the more it refreshes itself and the greater its energy. Obsessional thoughts, past experiences (whether traumas or successes), and preconceived notions are like boulders or mud in this river, settling and hardening there and damming it up. The river stops moving; stagnation sets in. You must wage constant war on this tendency in the mind.

The truth is that everything starts from the top. What determines your failure or success is your style of leadership and the chain of command that you design.

Every day you face battles—that is the reality for all creatures in their struggle to survive. But the greatest battle of all is with yourself—your weaknesses, your emotions, your lack of resolution in seeing things through to the end.

As Xenophon said, your obstacles are not rivers or mountains or other people; your obstacle is yourself. If you feel lost and confused, if you lose your sense of direction, if you cannot tell the difference between friend and foe, you have only yourself to blame.

Forgetting our objectives. —During the journey we commonly forget its goal. Almost every profession is chosen and commenced as a means to an end but continued as an end in itself. Forgetting our objectives is the most frequent of all acts of stupidity. FRIEDRICH NIETZSCHE, 1844

The key to staying unintimidated is to convince yourself that the person you're facing is a mere mortal, no different from you-- which is in fact the truth. See the person, not the myth. Imagine him or her as a child, as someone riddled with insecurities. Cutting the other person down to size will help your keep your mental balance.

A sense of urgency comes from a powerful connection to the present

You are your own worst enemy. You waste precious time dreaming of the future instead of engaging in the present. Since nothing seems urgent to you, you are only half involved in what you do. The only way to change is through action and outside pressure.

Understand: your mind is weaker than your emotions. But you become aware of this weakness only in moments of adversity--precisely the time when you need strength. What best equips you to cope with tthe heat of battle is neither more knowledge nor more intellect. What makes your mind stronger, and more able to control your emotions, is internal discipline and toughness. No one can teach you this skill; you cannot learn it by reading about it. Like any discipline, it can come only through practice, experience, even a little suffering.

As Xenophon said, your obstacles are not rivers or mountains or other people; your obstacle is yourself. If you feel lost and confused, if you lose your sense of direction, if you cannot tell the difference between friend and foe, you have only

Understanding the world too well, you see too many options and become as indecisive as Hamlet. No matter how far we progress, we remain part animal, and it is the animal in us that fires our strategies, gives them life, animates us to fight. Without the desire to fight, without a capacity for the violence war churns up, we cannot deal with danger. The prudent Odysseus types are comfortable with both sides of their nature. They plan ahead as best they can, see far and wide, but when it comes time to move ahead, they move. Knowing how to control your emotions means not repressing them completely but using them to their best effect.

The secret enemy, though, will react with anger. Any strong emotion and you will know that there’s something boiling under the surface. Often the best way to get people to reveal themselves is to provoke tension and argument.

[Strategy] is more than a science: it is the application of knowledge to practical life, the development of thought capable of modifying the original guiding idea in the light of ever-changing situations; it is the art of acting under the pressure of the most difficult conditions. HELMUTH VON MOLTKE, 1800–1891

Your wealth vanishes, the latest gadgetry suddenly becomes passé, your allies desert you. But if your mind is armed with the art of war, there is no power that can take that away.

What limits individuals as well as nations is the inability to confront reality, to see things for what they are. As we grow older, we become more rooted in the past. Habit takes over. Something that has worked for us before becomes a doctrine, a shell to protect us from reality. Repetition replaces creativity.

I never read any treatises on strategy. . . . When we fight, we do not take any books with us. MAO TSE-TUNG, 1893–1976

It was only by escaping into the desert that Moses and the Jews were able to solidify their identity and reemerge as a social and political force. Jesus spent his forty days in the wilderness, and Mohammed, too, fled Mecca at a time of great peril for a period of retreat. He and just a handful of his most devoted supporters used this period to deepen their bonds, to understand who they were and what they stood for, to let time work its good. Then this little band of believers reemerged to conquer Mecca and the Arabian Peninsula and later, after Mohammed's death, to defeat the Byzantines and the Persian empire, spreading Islam over vast territories. Around the world every mythology has a hero who retreats, even to Hades itself in the case of Odysseus, to find himself.

Strategic warriors operate much differently. They think ahead toward their long-term goals, decide which fights to avoid and which are inevitable, know how to control and channel their emotions. When forced to fight, they do so with indirection and subtle maneuver, making their manipulations hard to trace. In this way they can maintain the peaceful exterior so cherished in these political times.

Without enemies you will not know how or where to maneuver, and you will lose a sense of your limits, of how far you can go.

Do not waste time on things you cannot change or influence. Just keep moving.

If you feel lost and confused, if you lose your sense of direction, if you cannot tell the difference between friend and foe, you have only yourself to blame.

Aggression is deceptive: it inherently hides weakness. Aggressors cannot control their emotions.

Madness is the exception in individuals but the rule in groups. —Friedrich Nietzsche (1844–1900)

Understand: your mind is weaker than your emotions. But you become aware of this weakness only in moments of adversity,precisely the time when you need strength. What best equips you to cope with tthe heat of battle is neither more knowledge nor more intellect. What makes your mind stronger, and more able to control your emotions, is internal discipline and toughness.No one can teach you this skill; you cannot learn it by reading about it. Like any discipline, it can come only through practice, experience, even a little suffering. The first step in building up presence of mind is to see the need for it, to want it badly enough to be willing to work for it.

When you have success, be extra wary. When you are angry, take no action. When you are fearful, know you are going to exaggerate the dangers you face. War demands the utmost in realism, seeing things as they are. The more you can limit or compensate for your emotional responses, the closer you will come to this ideal.

The only way to break out of a negative dynamic is to confront it. Repressing your anger, avoiding the person threatening you, always looking to conciliate—these common strategies spell ruin. Avoidance of conflict becomes a habit, and you lose the taste for battle. Feeling guilty is pointless; it is not your fault you have enemies.

Understand: the greatest generals, the most creative strategists, stand out not because they have more knowledge but because they are able, when necessary, to drop their preconceived notions and focus intensely on the present moment. That is how creativity is sparked and opportunities are seized. Knowledge, experience, and theory have limitations: no amount of thinking in advance can prepare you for the chaos of life, for the infinite possibilities of the moment. The great philosopher of war Carl von Clausewitz called this “friction”: the difference between our plans and what actually happens. Since friction is inevitable, our minds have to be capable of keeping up with change and adapting to the unexpected. The better we can adapt our thoughts to changing circumstances, the more realistic our responses to them will be. The more we lose ourselves in predigested theories and past experiences, the more inappropriate and delusional our response.

What people say about themselves does not matter; people will say anything. Look at what they have done; deeds do not lie. You must also apply this logic to yourself. In looking back at a defeat, you must identify the things you could have done differently.

Most of us in life are tacticians, not strategists. We become so enmeshed in the conflicts we face that we can think only of how to get what we want in the battle we are currently facing. To think strategically is difficult and unnatural. You may imagine you are being strategic, but in all likelihood you are merely being tactical. To have the power that only strategy can bring, you must be able to elevate yourself above the battlefield, to focus on your long-term objectives, to craft an entire campaign, to get out of the reactive mode that so many battles in life lock you into.

What you want in warfare is room to maneuver. Tight corners spell death. Having enemies gives you options. You can play them off against each other, make one a friend as a way of attacking the other, on and on. Without enemies you will not know how or where to maneuver, and you will lose a sense of your limits, of how far you can go. Early on, Julius Caesar identified Pompey as his enemy. Measuring his actions and calculating carefully, he did only those things that left him in a solid position in relation to Pompey. When war finally broke out between the two men, Caesar was at his best. But once he defeated Pompey and had no more such rivals, he lost all sense of proportion—in fact, he fancied himself a god. His defeat of Pompey was his own undoing. Your enemies force on you a sense of realism and humility.

An up-front enemy is rare now and is actually a blessing. People hardly ever attack you openly anymore, showing their intentions, their desire to destroy you; instead they are political and indirect. Although the world is more competitive than ever, outward aggression is discouraged, so people have learned to go underground, to attack unpredictably and craftily. Many use friendship as a way to mask aggressive desires: they come close to you to do more harm. (A friend knows best how to hurt you.) Or, without actually being friends, they offer assistance and alliance: they may seem supportive, but in the end they’re advancing their own interests at your expense. Then there are those who master moral warfare, playing the victim, making you feel guilty for something unspecified you’ve done. The battlefield is full of these warriors, slippery, evasive, and clever.

The Greeks thought of culture as character. It was predictability across scale: the behavior of a city, a state, or a people in small things, big things, and those in between. 32 Knowing who they were and what they wanted, the Spartans were wholly predictable. They saw no need to change themselves or anyone else. The Athenians’ strategy of walling their cities, however, had reshaped their character, obliging them restlessly to roam the world. Because they had changed, they would have to change others—that’s what having an empire means—but how many, to what extent, and by what means? No one, not even Pericles, could easily say. Pericles was not Xerxes. “I am more afraid of our own blunders than of the enemy’s devices,” he admitted as war approached. Knowing that the Athenians’ empire could not expand indefinitely, Pericles “unsparingly pruned and cut down their ever busy fancies,” Plutarch explained, “supposing it would be quite enough for them to do, if they could keep the [Spartans] in check.” 33 But as Pericles’ agents acknowledged before the Spartan assembly, allowing the empire the equality he celebrated within the city could cause contraction, perhaps even collapse.

At every step of the way, to give her the contrast she needed, Thatcher marked out an opponent: the socialists, the wets, the Argentineans. These enemies helped to define her image as determined, powerful, self-sacrificing. Thatcher was not seduced by popularity, which is ephemeral and superficial. Pundits might obsess over popularity numbers, but in the mind of the voter—which, for a politician, is the field of battle—a dominating presence has more pull than does likability. Let some of the public hate you; you cannot please everyone. Your enemies, those you stand sharply against, will help you to forge a support base that will not desert you. Do not crowd into the center, where everyone else is; there is no room to fight in a crowd. Polarize people, drive some of them away, and create a space for battle. Everything in life conspires to push you into the center, and not just politically. The center is the realm of compromise. Getting along with other people is an important skill to have, but it comes with a danger: by always seeking the path of least resistance, the path of conciliation, you forget who you are, and you sink into the center with everyone else. Instead see yourself as a fighter, an outsider surrounded by enemies. Constant battle will keep you strong and alert. It will help to define what you believe in, both for yourself and for others. Do not worry about antagonizing people; without antagonism there is no battle, and without battle, there is no chance of victory. Do not be lured by the need to be liked: better to be respected, even feared. Victory over your enemies will bring you a more lasting popularity.

28.  Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances. [As Wang Hsi sagely remarks: “There is but one root-principle underlying victory, but the tactics which lead up to it are infinite in number.” With this compare Col. Henderson: “The rules of strategy are few and simple. They may be learned in a week. They may be taught by familiar illustrations or a dozen diagrams. But such knowledge will no more teach a man to lead an army like Napoleon than a knowledge of grammar will teach him to write like Gibbon.”] 29.  Military tactics are like unto water; for water in its natural course runs away from high places and hastens downwards. 30.  So in war, the way is to avoid what is strong and to strike at what is weak. [Like water, taking the line of least resistance.] 31.  Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing. 32.  Therefore, just as water retains no constant shape, so in warfare there are no constant conditions. 33.  He who can modify his tactics in relation to his opponent and thereby succeed in winning, may be called a heaven-born captain. 34.  The five elements (water, fire, wood, metal, earth) are not always equally predominant; [That is, as Wang Hsi says: “they predominate alternately.”] the four seasons make way for each other in turn. [Literally, “have no invariable seat.”] There are short days and long; the moon has its periods of waning and waxing. [Cf. V. ss. 6. The purport of the passage is simply to illustrate the want of fixity in war by the changes constantly taking place in Nature. The comparison is not very happy, however, because the regularity of the phenomena which Sun Tzu mentions is by no means paralleled in war.]