Famous Pilots Quotes

Often we may even smile or laugh at adversity, but all people share the same passions. They are merely manifest differently according to one's culture and conditioning.

Be resolved that honor is heavier than the mountains and death lighter than the feather.

After a trip to Japan Mitchell famously predicted that the next war would be fought in the Pacific after a Japanese sneak attack on a Sunday morning in Hawaii. Eddie Rickenbacker, who had served as Mitchell’s driver before becoming an ace combat pilot, wryly quipped that “the only people who paid any attention to him were the Japanese.” Most

Seek only to preserve life -- your own and those of others. Life alone is sacred.

And because I had the latest advanced mathematical training, I was given the job of analyzing the retractable landing gear for Jimmy Doolittle’s Lockheed Orion 9-D, a modification of the basic Orion. That was my first contact with any of the famous early aviators who would frequent the Lockheed plant. Others included Amelia Earhart, Wiley Post, Sir Charles Kingsford-Smith, and Roscoe Turner. Doolittle, of course, was an early record-setting pilot, both military and civilian, with a master’s degree and doctorate in science from M.I.T. Then he was flying for Shell Oil Company, landing in out-of-the-way fields, cow pastures, and other unprepared strips.

Dwayne's bad chemicals made him take a loaded thirty-eight caliber revolver from under his pillow and stick it in his mouth. This was a tool whose only purpose was to make holes in human beings. It looked like this: In Dwayne's part of the planet, anybody who wanted one could get one down at his local hardware store. Policemen all had them. So did the criminals. So did the people caught in between. Criminals would point guns at people and say, "Give me all your money," and the people usually would. And policemen would point their guns at criminals and say, "Stop" or whatever the situation called for, and the criminals usually would. Sometimes they wouldn't. Sometimes a wife would get so mad at her husband that she would put a hole in him with a gun. Sometimes a husband would get so mad at his wife that he would put a hole in her. And so on. In the same week Dwayne Hoover ran amok, a fourteen-year-old Midland City boy put holes in his mother and father because he didn't want to show them the bad report card he had brought home. His lawyer planned to enter a plea of temporary insanity, which meant that at the time of the shooting the boy was unable to distinguish the difference between right and wrong. · Sometimes people would put holes in famous people so they could be at least fairly famous, too. Sometimes people would get on airplanes which were supposed to fly to someplace, and they would offer to put holes in the pilot and co-pilot unless they flew the airplane to someplace else.

The briefing begins with what was to become Boyd’s most famous—and least understood—legacy: the Observe-Orient-Decide-Act cycle, or O-O-D-A Loop. Today, anyone can hook up to an Internet browser, type “OODA Loop,” and find more than one thousand references. The phrase has become a buzz word in the military and among business consultants who preach a time-based strategy. But few of those who speak so glibly about the OODA Loop have a true understanding of what it means and what it can do. (Boyd preferred “O-O-D-A Loop” but soon gave up and accepted “OODA” because most people wrote it that way.)

In four separate fires in the 1990s, twenty-three elite wildland firefighters refused orders to drop their tools and perished beside them. Even when Rhoades eventually dropped his chainsaw, he felt like he was doing something unnatural. Weick found similar phenomena in Navy seamen who ignored orders to remove steel-toed shoes when abandoning a ship, and drowned or punched holes in life rafts; fighter pilots in disabled planes refusing orders to eject; and Karl Wallenda, the world-famous high-wire performer, who fell 120 feet to his death when he teetered and grabbed first at his balance pole rather than the wire beneath him. He momentarily lost the pole while falling, and grabbed it again in the air. “Dropping one’s tools is a proxy for unlearning, for adaptation, for flexibility,” Weick wrote. “It is the very unwillingness of people to drop their tools that turns some of these dramas into tragedies.

On September 11th 2001, bin Laden, al Qaeda, and his co-conspirators attacked the United States. During these attacks, suicide bombers struck the famous Twin Towers of the World Trade Center and the Pentagon, killing nearly three thousand people on American soil.1 It was hailed as a second Pearl Harbor, except the kamikaze pilots came at the start of the war rather than the end. America would react much like it did after Pearl Harbor. War hysteria reared its ugly head as freedom vanilla replaced French vanilla in cafeterias in the style of Wilsonesque-nomenclature propaganda.2 Civil rights and natural rights would be openly assaulted by a government sworn to protect them in one of the longest wars in American history. Randolph Bourne’s decried jingoism would return to the sounds of trumpets blaring and the sight of flags waving. The familiar phrase “Remember the Lusitania,” which became “Remember Pearl Harbor,” became “Remember 9/11.” Anti-Muslim and anti-Arab sentiment filled the country as America waxed hysterical, crying for “us” to “get those towelheads.

At a crucial point of the Battle of Britain, when German warplanes were bombing London daily, every available British aircraft was in the sky to stop the planes from reaching the city. As Churchill sat in a car with his military secretary he said, “Don’t speak to me. I have never been so moved.” Churchill sat quietly for five minutes. He then turned to his secretary and asked him to write down a thought that would become one of the most famous quotes of World War II: “Never in the field of human conflict has so much been owed by so many to so few.”6 Only four words in that sentence are more than one syllable and, in six words, Churchill told the entire story of British courage and what it meant to the rest of the world: so much, so many, so few. Those six words summarize stories that fill entire books. “So much” stands for freedom, democracy, and liberty—much of which would have been eliminated if Hitler had not been stopped. “So many” represents the entire population of the British empire at the time and those who lived in the countries Hitler invaded. “So few” is a reference to a small number of English pilots, many of whom were killed in the skies as they defended their homeland.

Innovation” may be the most overused buzzword in the world today. As the pace of change continues to accelerate and our challenges grow ever more complex, we know we need to do something different just to keep up, let alone get ahead. Finding better ways to tackle the most pressing problems facing people and the planet is no exception. Over the past few years, the notion of innovation for social good has caught on like wildfire, with the term popping up in mission statements, messaging, job descriptions, and initiatives. This quest for social innovation has led to a proliferation of contests, hackathons, and pilots that may make a big splash, but has yielded limited tangible results. So we should start by asking, What is innovation? One unfortunate consequence of the hype has been that, in common parlance, innovation has often become conflated with invention. While invention is the spark of a new idea, innovation is the process of deploying that initial breakthrough to a constructive use. Thomas Edison’s famous quote, “Genius is 1% inspiration, 99% perspiration,” puts this in perspective. In other words, innovation is the long, hard slog that is required to take a promising invention (the 1%) and transform it into, in our case, meaningful social impact.

Moreover, Netflix produces exactly what it knows its customers want based on their past viewing habits, eliminating the waste of all those pilots, and only loses customers when they make a proactive decision to cancel their subscription. The more a person uses Netflix, the better Netflix gets at providing exactly what that person wants. And increasingly, what people want is the original content that is exclusive to Netflix. The legendary screenwriter William Goldman famously wrote of Hollywood, “Nobody knows anything.” To which Reed Hastings replies, “Netflix does.” And all this came about because Hastings had the insight and persistence to wait nearly a decade for Moore’s Law to turn his long-term vision from an impossible pipe dream into one of the most successful media companies in history. Moore’s Law has worked its magic many other times, enabling new technologies ranging from computer animation (Pixar) to online file storage (Dropbox) to smartphones (Apple). Each of those technologies followed the same path from pipe dream to world-conquering reality, all driven by Gordon Moore’s 1965 insight.

Enterprise deals or “how to lose your freedom in 5 minutes” Being able to use our product for sales prospecting, I decided to go after some big names at the enterprise level. After one week I had booked meetings with companies like Uber, Facebook, etc. This is where the fun begins…or not… I spent 3 months doing between 4 to 9 meetings for each enterprise company I had booked meetings with. Every meeting leads to the next one as you go up the chain of command. And then comes the pilot phase. Awesome you might think! Well, not really… Working with enterprise-level clients requires a lot of custom work and paperwork. And when I say “a lot” I mean a sh*t ton of work. You need an entire department to handle the legal aspect, and hire another 10 people to entirely change your tech department to meet their requirements. During 4 months I went from being super excited to work with the most famous companies in the world to “this deal will transform our company entirely and we’ll have to start doing custom everything”. Losing my freedom and flexibility quickly became a no-go. The issue here is, with all these meetings I thought that they would adapt to our standards. That they understood from the start that we were a startup and that we couldn’t comply with all their needs. But it doesn’t work like this. It’s actually the other way around even though the people you meet working at these companies tell you otherwise. The bottleneck often comes from the legal department. It doesn’t matter if everyone is excited to use your product, if you don’t comply with their legal requirements or try to negotiate it will never work out. To give you an example, we had enterprise companies asking us to specifically have all our employee’s computers locked down in the office after they end their day. Knowing that we’re a remote company, it’s impossible to comply with that... If you want to target enterprise accounts, do it. But make sure to know that you need a lot of time and effort to make things work. It won’t be quick. I was attracted to the BIG names thinking that it would be an amazing way to grow faster, but instead, I should have been 100% focused on our target market (startups, SMBs).

The third principle is to resist the allure of middling priorities. There is a story attributed to Warren Buffett—although probably only in the apocryphal way in which wise insights get attributed to Albert Einstein or the Buddha, regardless of their real source—in which the famously shrewd investor is asked by his personal pilot about how to set priorities. I’d be tempted to respond, “Just focus on flying the plane!” But apparently this didn’t take place midflight, because Buffett’s advice is different: he tells the man to make a list of the top twenty-five things he wants out of life and then to arrange them in order, from the most important to the least. The top five, Buffett says, should be those around which he organizes his time. But contrary to what the pilot might have been expecting to hear, the remaining twenty, Buffett allegedly explains, aren’t the second-tier priorities to which he should turn when he gets the chance. Far from it. In fact, they’re the ones he should actively avoid at all costs—because they’re the ambitions insufficiently important to him to form the core of his life yet seductive enough to distract him from the ones that matter most. You needn’t embrace the specific practice of listing out your goals (I don’t, personally) to appreciate the underlying point, which is that in a world of too many big rocks, it’s the moderately appealing ones—the fairly interesting job opportunity, the semi-enjoyable friendship—on which a finite life can come to grief. It’s a self-help cliché that most of us need to get better at learning to say no. But as the writer Elizabeth Gilbert points out, it’s all too easy to assume that this merely entails finding the courage to decline various tedious things you never wanted to do in the first place. In fact, she explains, “it’s much harder than that. You need to learn how to start saying no to things you do want to do, with the recognition that you have only one life.

It’s not that it’s impossible to discipline with reward. In fact, rewarding good behaviour can be very effective. The most famous of all behavioural psychologists, B.F. Skinner, was a great advocate of this approach. He was expert at it. He taught pigeons to play ping-pong, although they only rolled the ball back and forth by pecking it with their beaks.101 But they were pigeons. So even though they played badly, it was still pretty good. Skinner even taught his birds to pilot missiles during the Second World War, in Project Pigeon (later Orcon).102 He got a long way, before the invention of electronic guidance systems rendered his efforts obsolete.

AMELIA EARHART began planning her round-the-world flight in 1936. She would not be the first to circumnavigate the globe—six male pilots had done so before her; however, if she was successful, her equatorial flight route would be in the record books as the longest: 29,000 miles (47,000 km). She never made it. Her achievement, instead, was to become the world’s most-famous missing person after she disappeared over the Pacific Ocean in 1937, with no trace of her aircraft found.

The famous pilot was treated with elaborate courtesy by his German captors: in an act of bizarre gallantry, they informed the British that Bader’s artificial right leg was no longer fit for purpose and invited the RAF to send a replacement. Sure enough, with Reichsmarschall Hermann Goering’s official approval, the unimaginatively named “Operation Leg” was launched on August 19, when an RAF bomber was given safe conduct over Saint-Omer and dropped a new prosthesis by parachute on the nearest Luftwaffe base in occupied France, along with stump socks, powder, tobacco, and chocolate.

The third principle is to resist the allure of middling priorities. There is a story attributed to Warren Buffett—although probably only in the apocryphal way in which wise insights get attributed to Albert Einstein or the Buddha, regardless of their real source—in which the famously shrewd investor is asked by his personal pilot about how to set priorities. I’d be tempted to respond, “Just focus on flying the plane!” But apparently this didn’t take place midflight, because Buffett’s advice is different: he tells the man to make a list of the top twenty-five things he wants out of life and then to arrange them in order, from the most important to the least. The top five, Buffett says, should be those around which he organizes his time. But contrary to what the pilot might have been expecting to hear, the remaining twenty, Buffett allegedly explains, aren’t the second-tier priorities to which he should turn when he gets the chance. Far from it. In fact, they’re the ones he should actively avoid at all costs—because they’re the ambitions insufficiently important to him to form the core of his life yet seductive enough to distract him from the ones that matter most.

this small effort will encourage you to read further.               All of the major wars had their fighter ace heroes: Canadian George Beurling, Americans Richard Bong, “Gabby” Gabreski, and Gregory Boyington. The Japanese who owned the skies over Asia and the Pacific in the first years of the war had more than their share of fighter aces. The Russians had multiple aces as did the French and  the Finns who fought against the USSR from 1940-44.               Each of these men helped develop aerial warfare as we know it today, and many of their aerial feats are still taught in fighter pilot programs the world over.

When World War One broke out in 1914, planes were initially used for intelligence gathering. The machines, which moved faster than any man made device had ever, flew at approximately 80 miles per hour. No plane in WWI flew faster than 145mph, and that was at the very end of the war.               Of course, neither side wanted the other to spy on its troop movements, so within a very short period of time, pilots were trying to bring each other down. Initially, the first dogfights, strange as it may seem, were fought with grappling hooks hanging below the plane, grenades, and ramming. This was both highly inefficient and highly dangerous (for everyone involved). The first plane-to-plane combat was on the Eastern Front where a Russian pilot, who probably meant to graze his enemy, crashed his plane into an Austro-Hungarian machine. He and the two man crew of the Austrian plane were killed.               Soon, pilots began shooting at each other with pistols and the single shot rifles of the time. You can guess how effective this was.

The most famous bombing of Republican territory occurred at the hands of German and Italian pilots at Guernica in the Basque Country on 26 April 1937 and inspired Pablo Picasso to paint his famous artistic protest against the war. In Madrid, Barcelona, and elsewhere civilians

He started to use the alias Mark Twain during the Civil War and it was under this pen name that he became a famous travel writer. He took the name from his steam-boat days - it was the river pilots' cry to let their men know that the water was two fathoms deep.

The third principle is to resist the allure of middling priorities. There is a story attributed to Warren Buffett—although probably only in the apocryphal way in which wise insights get attributed to Albert Einstein or the Buddha, regardless of their real source—in which the famously shrewd investor is asked by his personal pilot about how to set priorities. I’d be tempted to respond, “Just focus on flying the plane!” But apparently this didn’t take place midflight, because Buffett’s advice is different: he tells the man to make a list of the top twenty-five things he wants out of life and then to arrange them in order, from the most important to the least. The top five, Buffett says, should be those around which he organizes his time. But contrary to what the pilot might have

New York air traffic controllers are famous for being rude, aggressive, and bullying. They are also very good. They handle a phenomenal amount of traffic in a very constrained environment. There is a famous story about a pilot who got lost trafficking around JFK . You have no idea how easy that is to do at JFK once you’re on the ground. It’s a maze. Anyway, a female controller got mad at him, and said, ‘Stop. Don’t do anything. Do not talk to me until I talk to you.’ And she just left him there. Finally the pilot picks up the microphone and says, ‘Madam. Was I married to you in a former life?

Famous for its PalmPilot handheld personal organizer, the company 3Com, with stock market ticker COMS, announced that it was spinning off its PalmPilot division as a separate company. Some 6 percent of PalmPilot, ticker PALM, was offered to the public in an initial public offering at a price of $38 per share on Thursday, March 2, 2000. By the end of the day the 23 million shares that had been issued changed hands more than one and a half times, for a one-day trading volume of 37.9 million shares. The price peaked at $165 before closing at $95. The portion of PalmPilot sold in the IPO was deliberately set well below demand and led to a buying frenzy and price spurt typical at the time for tech stock IPOs. So far, this just repeated what we had often seen during the previous eighteen months of the tech stock boom. Now for the market inefficiency. At Thursday’s closing the market priced PalmPilot at $53.4 billion, yet it valued 3Com, which still owned 94 percent of PalmPilot, at “only” $28 billion.

THERE WAS ANOTHER, much bigger risk we took that first season. Based on a literal back-of-a-napkin pitch at a restaurant in Hollywood, ABC’s head of drama had given the go-ahead to a pilot from David Lynch, by then famous for his cult films Eraserhead and Blue Velvet, and the screenwriter and novelist Mark Frost. It was a surreal, meandering drama about the murder of a prom queen, Laura Palmer, in the fictional Pacific Northwest town of Twin Peaks. David directed the two-hour pilot, which I vividly remember watching for the first time and thinking, This is unlike anything I’ve ever seen and we have to do this.

was a stirring sight for us, who had been months on the ocean without seeing anything but two solitary sails; and over two years without seeing more than the three or four traders on an almost desolate coast. There were the little coasters, bound to and from the various towns along the south shore, down in the bight of the bay, and to the eastward; here and there a square-rigged vessel standing out to seaward; and, far in the distance, beyond Cape Ann, was the smoke of a steamer, stretching along in a narrow, black cloud upon the water. Every sight was full of beauty and interest. We were coming back to our homes; and the signs of civilization, and prosperity, and happiness, from which we had been so long banished, were multiplying about us. The high land of Cape Ann and the rocks and shore of Cohasset were full in sight, the lighthouses, standing like sentries in white before the harbors, and even the smoke from the chimney on the plains of Hingham was seen rising slowly in the morning air. One of our boys was the son of a bucket-maker; and his face lighted up as he saw the tops of the well-known hills which surround his native place. About ten o’clock a little boat came bobbing over the water, and put a pilot on board, and sheered off in pursuit of other vessels bound in. Being now within the scope of the telegraph stations, our signals were run up at the fore, and in half an hour afterwards, the owner on ‘change, or in his counting-room, knew that his ship was below; and the landlords, runners, and sharks in Ann street learned that there was a rich prize for them down in the bay: a ship from round the Horn, with a crew to be paid off with two years

Bob Hoover, a famous test pilot and frequent performer at air shows, was returning to his home in Los Angeles from an air show in San Diego. As described in the magazine Flight Operations, at three hundred feet in the air, both engines suddenly stopped. By deft maneuvering he managed to land the plane, but it was badly damaged although nobody was hurt. Hoover’s first act after the emergency landing was to inspect the airplane’s fuel. Just as he suspected, the World War II propeller plane he had been flying had been fueled with jet fuel rather than gasoline. Upon returning to the airport, he asked to see the mechanic who had serviced his airplane. The young man was sick with the agony of his mistake. Tears streamed down his face as Hoover approached. He had just caused the loss of a very expensive plane and could have caused the loss of three lives as well. You can imagine Hoover’s anger. One could anticipate the tongue-lashing that this proud and precise pilot would unleash for that carelessness. But Hoover didn’t scold the mechanic; he didn’t even criticize him. Instead, he put his big arm around the man’s shoulder and said, “To show you I’m sure that you’ll never do this again, I want you to service my F-51 tomorrow.

My visit was a purposeful gesture of respect for a now-stalwart ally. Angela Merkel and I toured a famous eighteenth-century church that had been destroyed by the air raids, only to be rebuilt fifty years later with a golden cross and orb crafted by a British silversmith whose father had been one of the bomber pilots. The silversmith’s work served as a reminder that even those on the right side of war must not turn away from their enemy’s suffering, or foreclose the possibility of reconciliation.

But things for Four Roses would eventually come full circle. In 1945, Four Roses had been a part of America’s most famous image of victory over Japan in World War II. A giant neon advertisement for the brand is present in the background of Alfred Eisenstadt’s Life magazine photo of a sailor and a woman kissing in Times Square during the celebration of the war’s end. Over the next decades, Japan was rebuilt and brought into the fold of worldwide economic integration. Today Four Roses is owned by Japan’s Kirin Brewery Company, another consortium that lovingly retooled the brand’s recipe to make it a straight whiskey and return it to respectability. In a twist of irony, Kirin today happens to sit under Mitsubishi, the global conglomerate that made the A6M Zero fighter planes used by kamikaze pilots in the war that the Life magazine couple had just endured when caught by Eisenstadt in the middle of their kiss.