Bravo Team Quotes

There’s a Good Book about goodness and how to be good and so forth, but there’s no Evil Book about evil and how to be bad. The Devil has no prophets to write his Ten Commandments and no team of authors to write his biography. His case has gone completely by default. We know nothing about him but a lot of fairy stories from our parents and schoolmasters. He has no book from which we can learn the nature of evil in all its forms, with parables about evil people, proverbs about evil people, folk-lore about evil people. All we have is the living example of the people who are least good, or our own intuition. ‘So,’ continued Bond, warming to his argument, ‘Le Chiffre was serving a wonderful purpose, a really vital purpose, perhaps the best and highest purpose of all. By his evil existence, which foolishly I have helped to destroy, he was creating a norm of badness by which, and by which alone, an opposite norm of goodness could exist. We were privileged, in our short knowledge of him, to see and estimate his wickedness and we emerge from the acquaintanceship better and more virtuous men.’ ‘Bravo,’ said Mathis. ‘I’m proud of you. You ought to be tortured every day. I really must remember to do something evil this evening. I must start at once. I have a few marks in my favour – only small ones, alas,’ he added ruefully – ‘but I shall work fast now that I have seen the light. What a splendid time I’m going to have. Now, let’s see, where shall I start, murder, arson, rape? But no, these are peccadilloes. I must really consult the good Marquis de Sade. I am a child, an absolute child in these matters.’ His face fell. ‘Ah, but our conscience, my dear Bond. What shall we do with him while we are committing some juicy sin? That is a problem. He is a crafty person this conscience and very old, as old as the first family of apes which gave birth to him. We must give that problem really careful thought or we shall spoil our enjoyment. Of course, we should murder him first, but he is a tough bird. It will be difficult, but if we succeed, we could be worse even than Le Chiffre.

You see, what you'd do is you'd set up an ambush. Now, Bravo Company's probably three miles away from you. And you make contact [with the enemy] and run towards Bravo Company. So what happened is what we got into a fucking ambush and we couldn't get out of the ambush. And the motherfuckers wouldn't move...So from then on we didn't fucking [inaudible.] Y'know, you wouldn't fucking them nothing. "Fuck Bravo Company. I hope all of them motherfuckers die." The social map of this soldier's world has shrunk and now excludes Company B, which it formerly included. In fact, it has shrunk to only the five men of his reconnaissance team: It was constant now. I was watching the other five guys like they were my children. ... It wasn't seventy-two guys [in the company] I was worried about. It was five guys.

When we cooperate or look out for others, serotonin and oxytocin reward us with the feelings of security, fulfillment, belonging, trust and camaraderie. When firing at the right times and for the right reasons, they can help turn any one of us into an inspiring leader, a loyal follower, a close friend, a trusted partner, a believer . . . a Johnny Bravo. And when that happens, when we find ourselves inside a Circle of Safety, stress declines, fulfillment rises, our want to serve others increases and our willingness to trust others to watch our backs skyrockets. When these social incentives are inhibited, however, we become more selfish and more aggressive. Leadership falters. Cooperation declines. Stress increases as do paranoia and mistrust.

Gul character was behind that trouble in Afghanistan.

I drew up my unfocused shield into a regular barrier before me, and said, “Don’t even bother offering me a coin.” “I hadn’t planned on it,” Nicodemus said. “You don’t seem like a team player to me.” He looked past me and said. “But I’ve heard about you, Marcone. Are you interested in a job?” “I was just going to ask you the same thing,” Marcone said. Nicodemus smiled and said, “Bravo, sir. I understand. I’m obliged to kill you, but I understand.

I truly loved the soldiers I served with, in ways that transcend familial or romantic love. Some of them still call me, and for the guys in my fire team I’ll be their ‘sarge’ for perpetuity. And even though some stayed active duty and outranked the E-5 stripes I proudly wore, they’ll always be Specialist Joe to me. The lightning rod of combat, the first rounds fired, it solidifies that moment, encapsulating it and preserving the bond. For us, time stopped and Bravo Fire Team will always be as it was. Even though we moved on, it remains.

Probably just as well. Maybe with all that testosterone walking out the door, the insane urge to hump Lincoln Quinn’s leg would walk right out as well. Because that was exactly how she felt every time she looked at him. Like she was in heat. Within minutes, the restaurant had emptied out to only a few non-team wedding guests. Her nemesis was nowhere to be seen, and Em congratulated herself on her self-control as she eased off the bar stool. Embarrassing leg-humping avoided—bravo!

As the 1970s drew to a close, and Commodore, Tandy, Altair, and Apple began to emerge from the sidelines, PARC director Bert Sutherland asked Larry Tesler to assess what some analysts were already predicting to be the coming era of “hobby and personal computers.” “I think that the era of the personal computer is here,” Tesler countered; “PARC has kept involved in the world of academic computing, but we have largely neglected the world of personal computing which we helped to found.”41 His warning went largely unheeded. Xerox Corporation’s parochial belief that computers need only talk to printers and filing cabinets and not to each other meant that the “office of the future” remained an unfulfilled promise, and in the years between 1978 and 1982 PARC experienced a dispersal of core talent that rivals the flight of Greek scholars during the declining years of Byzantium: Charles Simonyi brought the Alto’s Bravo text editing program to Redmond, Washington, where it was rebooted as Microsoft Word; Robert Metcalf used the Ethernet protocol he had invented at PARC to found the networking giant, 3Com; John Warnock and Charles Geschke, tiring of an unresponsive bureaucracy, took their InterPress page description language and founded Adobe Systems; Tesler himself brought the icon-based, object-oriented Smalltalk programming language with him when he joined the Lisa engineering team at Apple, and Tim Mott, his codeveloper of the Gypsy desktop interface, became one of the founders of Electronic Arts—five startups that would ultimately pay off the mortgages and student loans of many hundreds of industrial, graphic, and interaction designers, and provide the tools of the trade for untold thousands of others.

For all the technology he has at his disposal, empathy, Johnny Bravo says, is the single greatest asset he has to do his job.

My friend Jimmy Warcloud told me I should take a walk and make friends with my fear because my fear would always be there, we might as well get along.” “Interesting.

For all the technology he has at his disposal, empathy, Johnny Bravo says, is the single greatest asset he has to do his job. Ask any of the remarkable men and women in uniform who risk themselves for the benefit of others why they do it and they will tell you the same thing: “Because they would have done it for me.

Where do people like Johnny Bravo come from? Are they just born that way? Some perhaps are. But if the conditions in which we work meet a particular standard, every single one of us is capable of the courage and sacrifice of a Johnny Bravo. Though we may not be asked to risk our lives or to save anybody else’s, we would gladly share our glory and help those with whom we work succeed. More important, in the right conditions, the people with whom we work would choose to do those things for us. And when that happens, when those kinds of bonds are formed, a strong foundation is laid for the kind of success and fulfillment that no amount of money, fame or awards can buy. This is what it means to work in a place in which the leaders prioritize the well-being of their people and, in return, their people give everything they’ve got to protect and advance the well-being of one another and the organization.

When you find the woman you want to spend it with, you need to grab on tight and never let her go. Even if you have to stand and fight death, itself, for her. Because when you truly love someone, you’ll realize she’s worth every drop of sweat and every tear that may fall. You’ll also figure out pretty damn quick that, without her in your life, everything else seems meaningless.

staked

Violence of action against the most vulnerable was supposed to bring people to their knees. It either worked or it had the opposite effect, enraging the population to fight harder, longer, more ferociously.

They want capitulation and fear. What is more frightening than an enemy that flouts norms and laws? An enemy who targets the vulnerable? Who is willing to harm and kill children? The pregnant? The elderly confined to nursing homes? The more atrocious they are as an enemy, they believe, the faster the people will beg for mercy.