Cavalry Horse Quotes

It's hard to lead a cavalry charge if you think you look funny on a horse.

A horse must be a bit mad to be a good cavalry mount, and its rider must be completely so.

A legion of horribles, hundreds in number, half naked or clad in costumes attic or biblical or wardrobed out of a fevered dream with the skins of animals and silk finery and pieces of uniform still tracked with the blood of prior owners, coats of slain dragoons, frogged and braided cavalry jackets, one in a stovepipe hat and one with an umbrella and one in white stockings and a bloodstained wedding veil and some in headgear or cranefeathers or rawhide helmets that bore the horns of bull or buffalo and one in a pigeontailed coat worn backwards and otherwise naked and one in the armor of a Spanish conquistador, the breastplate and pauldrons deeply dented with old blows of mace or sabre done in another country by men whose very bones were dust and many with their braids spliced up with the hair of other beasts until they trailed upon the ground and their horses' ears and tails worked with bits of brightly colored cloth and one whose horse's whole head was painted crimson red and all the horsemen's faces gaudy and grotesque with daubings like a company of mounted clowns, death hilarious, all howling in a barbarous tongue and riding down upon them like a horde from a hell more horrible yet than the brimstone land of Christian reckoning, screeching and yammering and clothed in smoke like those vaporous beings in regions beyond right knowing where the eye wanders and the lip jerks and drools.

The first time we did cavalry charge I was so breathless with excitement I nearly fell off the horse. I actually saw stars in front of my eyes and thought I was going to faint. The second time I had a bit more control but was still giddy with excitement. And the third time I was an emotional wreck. I had to really try hard not to cry.

But if thought corrupts language, language can also corrupt thought. A bad usage can spread by tradition and imitation even among people who should and do know better. The debased language that I have been discussing is in some ways very convenient. Phrases like a not unjustifiable assumption, leaves much to be desired, would serve no good purpose, a consideration which we should do well to bear in mind, are a continuous temptation, a packet of aspirins always at one's elbow. Look back through this essay, and for certain you will find that I have again and again committed the very faults I am protesting against. By this morning's post I have received a pamphlet dealing with conditions in Germany. The author tells me that he "felt impelled" to write it. I open it at random, and here is almost the first sentence I see: "[The Allies] have an opportunity not only of achieving a radical transformation of Germany's social and political structure in such a way as to avoid a nationalistic reaction in Germany itself, but at the same time of laying the foundations of a co-operative and unified Europe." You see, he "feels impelled" to write -- feels, presumably, that he has something new to say -- and yet his words, like cavalry horses answering the bugle, group themselves automatically into the familiar dreary pattern. This invasion of one's mind by ready-made phrases (lay the foundations, achieve a radical transformation) can only be prevented if one is constantly on guard against them, and every such phrase anaesthetizes a portion of one's brain.

Another leading senator that I degraded was Caligula’s horse Incitatus who was to have become Consul three years later. I wrote to the Senate that I had no complaints to make against the private morals of this senator or his capacity for the tasks that had hitherto been assigned to him, but that he no longer had the necessary financial qualifications. For I had cut the pension awarded him by Caligula to the daily rations of a cavalry horse, dismissed his grooms and put him into an ordinary stable where the manger was of wood, not ivory, and the walls were whitewashed, not covered with frescoes. I did not, however, separate him from his wife, the mare Penelope: that would have been unjust.

You must be a rich man," she said. "Not much of a warrior, though. You keep letting me sneak up on you." You don't surprise me," he said. "The Plains Indians had women who rode their horses eighteen hours a day. They could shoot seven arrows consecutively, have them all in the air at the same time. They were the best light cavalry in the world." Just my luck," she said. "An educated Indian." Yeah," he said. "Reservation University." They both laughed at the old joke. Every Indian is an alumnus. Where you from?" she asked. Wellpinit," he said. "I'm a Spokane." I should've known. You got those fisherman's hands." Ain't no salmon left in our river. Just a school bus and a few hundred basketballs." What the hell you talking about?" Our basketball team drives into the river and drowns every year," he said. "It's a tradition." She laughed. "You're just a storyteller, ain't you?" I'm just telling you things before they happen," he said. "The same things sons and daughters will tell your mothers and fathers." Do you ever answer a question straight?" Depends on the question," he said. Do you want to be my powwow paradise?

It is a profoundly erroneous truism, repeated by all copy-books and by eminent people when they are making speeches, that we should cultivate the habit of thinking of what we are doing. The precise opposite is the case. Civilization advances by extending the number of important operations which we can perform without thinking about them. Operations of thought are like cavalry charges in a battle — they are strictly limited in number, they require fresh horses, and must only be made at decisive moments.

In one respect a cavalry charge is very like ordinary life. So long as you are all right, firmly in your saddle, your horse in hand, and well armed, lots of enemies will give you a wide berth. But as soon as you have lost a stirrup, have a rein cut, have dropped your weapon, are wounded, or your horse is wounded, then is the moment when from all quarters enemies rush upon you. Such

We had proudly worn our handsome and colorful uniforms, which could be seen glittering from a distance, yet we could no longer see our opponent. Invisible marksmen took aim from long range and unhorsed us. If we managed to reach them, we found them bedded in a web of wires, which cut through the fetlocks of the horses and was impossible to jump. This was the end of the cavalry. We had to dismount.

Marco Polo, who wrote that Mongol couriers could cover 250 or even 300 miles in a single day. Reading historical tales about such exploits, one could be forgiven for imagining the steppe as a single flat grassland through which horsemen moved with a sense of freedom and ease. Here on horseback, though, it was clear the cavalry were negotiating deserts, mountains, rivers, swamps, heat, and frosts, and somehow keeping their horses fed and healthy, even before leaving Mongolia.

At the battle of Waterloo, men formed squares into which the wounded were brought for medical care. At the height of the battle, in the madness of the cannonading and death, the riderless horses of the cavalry, the caisson horses of the slaughtered gun crews attempted to penetrate the squares to be saved by the humans. And in the First World War, men subjected to unparalleled mayhem were stricken more by the plight of the horses than anything else. There is a special grief for the innocent caught up in mankind’s murderous follies.

Indians were made for film. Indians were exotic and erotic. All those feathers, all that face paint, the breast plates, the bone chokers, the skimpy loincloths, not to mention the bows and arrows and spears, the war cries, the galloping horses, the stern stares, and the threatening grunts. We hunted buffalo, fought the cavalry, circled wagon trains, fought the cavalry, captured White women, fought the cavalry, scalped homesteaders, fought the cavalry. And don't forget the drums and the wild dances where we got all sweaty and lathered up, before we rode off to fight the cavalry.

This here is God, bragging on how he create the horse.” He cleared his throat and read aloud in a preacher voice. Who gives the horse its strength or clothes his mane with thunder? Who makes him spring like a locust? His splendid snort is terror. He churns up the earth, rejoicing in his power, And charges towards the clash of arms. He laughs at fear, afraid of nothing; He does not shy away from the sword. Over him rattles the quiver, the glittering spear and blade. In frenzy he devours the ground; He cannot stand still when the trumpet sounds. At the blast of the trumpet he snorts, “Hurrah!” And from afar he scents the fray, Hears the clamor of the captains, the battle cry. When he finished reading, he patted the page. “I think that’s mighty fine, don’t you?” Jarret ran the words through in his mind. “Clothes his mane with thunder,” he repeated softly. “That’s good. It makes you see the power in the neck. And the part about how he devours the ground, rejoicing in his strength. It feels just that way some time. But I don’t know about being afraid of nothing. Most horses I know are afraid of plenty.” “Well, the Scripture here is talking about war horses. I guess they’s trained to be brave.” “That ain’t it. A cavalry horse will charge a cannon because he don’t know the cannonball can kill him. All he wants is to stay close to the rest of the herd. Army just learned to use that fear they have, of being left behind.” “Well,

It was Colonel Parkman who upped stakes, crossed the border, and named our town, thus perversely commemorating a battle in which he'd lost. (Though perhaps that's not so unusual: many people take a curatorial interest in their own scars.) He's shown astride his horse, waving a sword and about to gallop into the nearby petunia bed: a craggy man with seasoned eyes and pointed beard, every sculptor's idea of every cavalry leader. No one knows what Colonel Parkman really looked like, since he left no pictorial evidence of himself and the statue wasn't erected until 1885, but he looks like this now. Such is the tyranny of Art. On the left-hand side of the lawn, also with a petunia bed, is an equally mythic figure: the Weary Soldier, his three top shirt buttons undone, his neck bowed as if for the headman's axe, his uniform rumpled, his helmet askew, leaning on his malfunctioning Ross rifle. Forever young, forever exhausted, he tops the War Memorial, his skin burning green in the sun, pigeon droppings running down his face like tears.

The Radaune pounded along against the muddy tide that knew but one direction, deftly avoiding sandbanks with the aid of constantly changing pilots. To right and left, beyond the dikes, the same flat landscape with occasional hills, already harvested. Hedges, sunken lanes, a hollow basin with broom, a level plain between the scattered farms, just made for cavalry attacks, for a division of uhlans to wheel in from the left onto the sand table, for hedge-vaulting hussars, for the dreams of young cavalry officers, for battles long past and battles yet to come, for an oil painting: tartars leaning forward, dragoons rearing up, Brethren of the Sword falling, grandmasters staining their noble robes, not a button missing from their cuirasses, save for one, struck down by the Duke of Mazowsze, and horses, no circus has horses so white, nervous, covered with tassels, sinews rendered with precision, nostrils flaring, crimson, snorting small clouds impaled by lowered lances decked with pennants, and parting the heavens, the sunset’s red glow, the sabers, and there, in the background—for every painting has a background—clinging tightly to the horizon, with smoke rising peacefully, a small village between the hind legs of the black stallion, crouching cottages, moss-covered, thatched, and inside the cottages, held in readiness, the pretty tanks, dreaming of days to come when they too would be allowed to enter the picture, to come out onto the plain beyond the Vistula’s dikes, like slender colts among the heavy cavalry.

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword.

Behind the Blue Division, the frost-bitten horses of Kozyr-Leshko's cavalry regiment crossed the bridge at a wolfish lope followed by a rumbling, bouncing field-kitchen . . . then it all disappeared as if it had never been. All that remained was the stiffening corpse of a Jew on the approach to the bridge, some trampled hay and horse-dung.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

It is a profoundly erroneous truism repeated by all copybooks, and by eminent people when they are making speeches, that we should cultivate the habit of thinking of what we are doing. The precise opposite is the case. Civilization advances by extending the number of operations which we can perform without thinking about them. Operations of thought are like cavalry charges in a battle—they are strictly limited in number, they require fresh horses, and must only be made at decisive moments.

npposiuAt the battle of Waterloo, men formed squares into which the wounded were brought for medical care. At the height of the battle, in the madness of the cannonading and death, the riderless horses of the cavalry, the caisson horses of the slaughtered gun crews attempted to penetrate the squares to be saved by the humans. And in the First World War, men subjected to unparalleled mayhem were stricken more by the plight of the horses than anything else. There is a special grief for the innocent caught up in mankind’s murderous follies.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided.

It was the mist which made everything strange, spread across the land, a seven-foot-thick blanket, stretched almost uniformly over the flat bottom of the valley, and the gentle slopes leading down into it. As silent as the mist, Codrin’s army moved out of the forest. An observer high above the ground would see rows of floating heads, arranged in a matrix, the distance between them almost regular. Having helmets of many different colors, the heads offered a striking contrast to the white-gray monotony of the mist. An army of floating heads. Unaware of their weird appearance from above, the heads continued their journey down, toward Lenard’s army. To an observer on the ground, nothing could be seen until it was too late. Lenard’s sleeping soldiers woke up when the ground trembled to the rhythm of more than a thousand horses trampling everything in their way. They woke up, and they died. Some of them died while they slept. When the last cry died away, and the fog finally lifted, the surviving men surrendered. At the end of the clash, which became known as the Battle of the Mist, Codrin found that he had lost only fifteen men. Lenard had lost half of his army, his son and his life.

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Miss Prudence Mercer Stony Cross Hampshire, England 7 November 1854 Dear Prudence, Regardless of the reports that describe the British soldier as unflinching, I assure you that when riflemen are under fire, we most certainly duck, bob, and run for cover. Per your advice, I have added a sidestep and a dodge to my repertoire, with excellent results. To my mind, the old fable has been disproved: there are times in life when one definitely wants to be the hare, not the tortoise. We fought at the southern port of Balaklava on the twenty-fourth of October. Light Brigade was ordered to charge directly into a battery of Russian guns for no comprehensible reason. Five cavalry regiments were mowed down without support. Two hundred men and nearly four hundred horses lost in twenty minutes. More fighting on the fifth of November, at Inkerman. We went to rescue soldiers stranded on the field before the Russians could reach them. Albert went out with me under a storm of shot and shell, and helped to identify the wounded so we could carry them out of range of the guns. My closest friend in the regiment was killed. Please thank your friend Prudence for her advice for Albert. His biting is less frequent, and he never goes for me, although he’s taken a few nips at visitors to the tent. May and October, the best-smelling months? I’ll make a case for December: evergreen, frost, wood smoke, cinnamon. As for your favorite song…were you aware that “Over the Hills and Far Away” is the official music of the Rifle Brigade? It seems nearly everyone here has fallen prey to some kind of illness except for me. I’ve had no symptoms of cholera nor any of the other diseases that have swept through both divisions. I feel I should at least feign some kind of digestive problem for the sake of decency. Regarding the donkey feud: while I have sympathy for Caird and his mare of easy virtue, I feel compelled to point out that the birth of a mule is not at all a bad outcome. Mules are more surefooted than horses, generally healthier, and best of all, they have very expressive ears. And they’re not unduly stubborn, as long they’re managed well. If you wonder at my apparent fondness for mules, I should probably explain that as a boy, I had a pet mule named Hector, after the mule mentioned in the Iliad. I wouldn’t presume to ask you to wait for me, Pru, but I will ask that you write to me again. I’ve read your last letter more times than I can count. Somehow you’re more real to me now, two thousand miles away, than you ever were before. Ever yours, Christopher P.S. Sketch of Albert included As Beatrix read, she was alternately concerned, moved, and charmed out of her stockings. “Let me reply to him and sign your name,” she begged. “One more letter. Please, Pru. I’ll show it to you before I send it.” Prudence burst out laughing. “Honestly, this is the silliest things I’ve ever…Oh, very well, write to him again if it amuses you.