George Shultz Quotes

The revolution in global communications thus forces all nations to reconsider traditional ways of thinking about national sovereignty.

Question: Which Mediterranean government shares all of Ronald Reagan's views on international terrorism, the present danger of Soviet advance, the hypocrisy of the United Nations, the unreliability of Europe, the perfidy of the Third World and the need for nuclear defense policy? Question: Which Mediterranean government is Ronald Reagan trying, with the help of George Shultz and Caspar Weinberger, to replace with a government led by a party which professes socialism and which contains extreme leftists? If you answered 'the government of Israel' to both of the above, you know more about political and international irony than the President does.

The minute you start talking about what you’re going to do if you lose, you have lost.

Obama was the fourth president I had worked for who said outright that he wanted to eliminate all nuclear weapons (Carter, Reagan, and Bush 41 were the others). Former secretaries of state Henry Kissinger and George Shultz, former defense secretary Bill Perry, and former senator Sam Nunn had also called for “going to zero.” The only problem, in my view, was that I hadn’t heard the leaders of any other nuclear country—Britain, France, Russia, China, India, or Pakistan—signal the same intent.

Americans, being a moral people, want their foreign policy to reflect the values we espouse as a nation. But Americans, being a practical people, also want their foreign policy to be effective.

Negotiations are a euphemism for capitulation if the shadow of power is not cast across the bargaining table.

Former secretary of state George Shultz, reflecting on forty years of United States foreign policy from 1970 to the present, said, “When I think about all the money we spent on bombs and munitions, and our failures in Viet Nam, Iraq, Afghanistan and other places around the world . . . Instead of advancing our agenda using force, we should have instead built schools and hospitals in these countries, improving the lives of their children. By now, those children would have grown into positions of influence, and they would be grateful to us instead of hating us.

at Dunkin’ Donuts, how did we move our anchor to Starbucks? This is where it gets really interesting. When Howard Shultz created Starbucks, he was as intuitive a businessman as Salvador Assael. He worked diligently to separate Starbucks from other coffee shops, not through price but through ambience. Accordingly, he designed Starbucks from the very beginning to feel like a continental coffeehouse. The early shops were fragrant with the smell of roasted beans (and better-quality roasted beans than those at Dunkin’ Donuts). They sold fancy French coffee presses. The showcases presented alluring snacks—almond croissants, biscotti, raspberry custard pastries, and others. Whereas Dunkin’ Donuts had small, medium, and large coffees, Starbucks offered Short, Tall, Grande, and Venti, as well as drinks with high-pedigree names like Caffè Americano, Caffè Misto, Macchiato, and Frappuccino. Starbucks did everything in its power, in other words, to make the experience feel different—so different that we would not use the prices at Dunkin’ Donuts as an anchor, but instead would be open to the new anchor that Starbucks was preparing for us. And that, to a great extent, is how Starbucks succeeded. GEORGE, DRAZEN, AND I were so excited with the experiments on coherent arbitrariness that we decided to push the idea one step farther. This time, we had a different twist to explore. Do you remember the famous episode in The Adventures of Tom Sawyer, the one in which Tom turned the whitewashing of Aunt Polly’s fence into an exercise in manipulating his friends? As I’m sure you recall, Tom applied the paint with gusto, pretending to enjoy the job. “Do you call this work?” Tom told his friends. “Does a boy get a chance to whitewash a fence every day?” Armed with this new “information,” his friends discovered the joys of whitewashing a fence. Before long, Tom’s friends were not only paying him for the privilege, but deriving real pleasure from the task—a win-win outcome if there ever was one. From our perspective, Tom transformed a negative experience to a positive one—he transformed a situation in which compensation was required to one in which people (Tom’s friends) would pay to get in on the fun. Could we do the same? We

On 1 November 1983 Secretary of State George Shultz received intelligence reports showing that Iraq was using chemical weapons almost daily. The following February, Iraq used large amounts of mustard gas and also the lethal nerve agent tabun (this was later documented by the United Nations); Reagan responded (in November) by restoring diplomatic relations with Iraq. He and Bush Sr. also authorized the sale of poisonous chemicals, anthrax, and bubonic plague. Along with French supply houses, American Type Culture Collection of Manassas, Virginia, shipped seventeen types of biological agents to Iraq that were then used in weapons programs. In 1989, ABC-TV news correspondent Charles Glass discovered what the U.S. government had been denying, that Iraq had biological warfare facilities. This was corroborated by evidence from a defecting Iraqi general. The Pentagon immediately denied the facts.

When I rose to the leadership of the USSR and looked into the situation of nuclear disarmament negotiations, I was baffled. Negotiations were taking place, diplomats and military officials were meeting regularly. They gave speeches to each other, hundreds of litres of beverages of various strengths were consumed at receptions, and meanwhile the arms race continued, arsenals increased and nuclear testing carried on. There was a terrible inertia, a vicious cycle it was impossible to escape. In the second half of the 1980s, the political leadership of both the USSR and the USA came to the realization that all of this could not go on indefinitely. I see here a parallel to the motto of perestroika: "We can no longer continue to live this way." Despite all the differences of opinion in my discussions on specific issues with Ronald Reagan and Secretary of State George Shultz, we agreed that the nuclear arms race not only had to be stopped, it had to be reversed.

Connie Shultz: Our first date was 20 years ago today. We met at a nearly empty chain restaurant and, over candlelight, Sherrod read aloud two typed pages of his favorite quotes, including this one by George Bernard Shaw: “I am of the opinion that my life belongs to the community, and as long as I live, it is my privilege to do for it whatever I can. I want to be thoroughly used up when I die, for the harder I work, the more I live. Life is no ‘brief candle’ to me. It is a sort of splendid torch which I have got hold of for a moment, and I want to make it burn as brightly as possible before handing it on to the future generations.” After he finished reading that one, I pulled out the same quote from my wallet, handwritten on pink paper. We married 15 months later.

Everywhere you look with this young lady, there’s a purity of motivation,” Shultz told him. “I mean she really is trying to make the world better, and this is her way of doing it.” Mattis went out of his way to praise her integrity. “She has probably one of the most mature and well-honed sense of ethics—personal ethics, managerial ethics, business ethics, medical ethics that I’ve ever heard articulated,” the retired general gushed. Parloff didn’t end up using those quotes in his article, but the ringing endorsements he heard in interview after interview from the luminaries on Theranos’s board gave him confidence that Elizabeth was the real deal. He also liked to think of himself as a pretty good judge of character. After all, he’d dealt with his share of dishonest people over the years, having worked in a prison during law school and later writing at length about such fraudsters as the carpet-cleaning entrepreneur Barry Minkow and the lawyer Marc Dreier, both of whom went to prison for masterminding Ponzi schemes. Sure, Elizabeth had a secretive streak when it came to discussing certain specifics about her company, but he found her for the most part to be genuine and sincere. Since his angle was no longer the patent case, he didn’t bother to reach out to the Fuiszes. — WHEN PARLOFF’S COVER STORY was published in the June 12, 2014, issue of Fortune, it vaulted Elizabeth to instant stardom. Her Journal interview had gotten some notice and there had also been a piece in Wired, but there was nothing like a magazine cover to grab people’s attention. Especially when that cover featured an attractive young woman wearing a black turtleneck, dark mascara around her piercing blue eyes, and bright red lipstick next to the catchy headline “THIS CEO IS OUT FOR BLOOD.” The story disclosed Theranos’s valuation for the first time as well as the fact that Elizabeth owned more than half of the company. There was also the now-familiar comparison to Steve Jobs and Bill Gates. This time it came not from George Shultz but from her old Stanford professor Channing Robertson. (Had Parloff read Robertson’s testimony in the Fuisz trial, he would have learned that Theranos was paying him $500,000 a year, ostensibly as a consultant.) Parloff also included a passage about Elizabeth’s phobia of needles—a detail that would be repeated over and over in the ensuing flurry of coverage his story unleashed and become central to her myth. When the editors at Forbes saw the Fortune article, they immediately assigned reporters to confirm the company’s valuation and the size of Elizabeth’s ownership stake and ran a story about her in their next issue. Under the headline “Bloody Amazing,” the article pronounced her “the youngest woman to become a self-made billionaire.” Two months later, she graced one of the covers of the magazine’s annual Forbes 400 issue on the richest people in America. More fawning stories followed in USA Today, Inc., Fast Company, and Glamour, along with segments on NPR, Fox Business, CNBC, CNN, and CBS News. With the explosion of media coverage came invitations to numerous conferences and a cascade of accolades. Elizabeth became the youngest person to win the Horatio Alger Award. Time magazine named her one of the one hundred most influential people in the world. President Obama appointed her a U.S. ambassador for global entrepreneurship, and Harvard Medical School invited her to join its prestigious board of fellows.

George Shultz, who will one day serve as Reagan’s secretary of state, will call this “the most important foreign policy decision Reagan has ever made.

Henry Kissinger once said of this former World War II Marine, “If I had to entrust the United States to one man, George Shultz would be my choice.” Schlesinger

Many around the world took notice, George Shultz later reflected, with just small exaggeration, that firing the PATCO strikers 'was the most important foreign policy decision Ronald Reagan ever made.

called in Boogie Yaalon, whom I had recently appointed as defense minister, to hear the American proposal with me. Allen laid out a presentation of US technological monitors that would be placed along the border. He said this would obviate the need for permanently stationed Israeli forces along the Jordan. As for the internal policing against terrorism within the Palestinian areas, the US would train the Palestinian security forces to do the job. I responded that shortly after Israel left Gaza, those same Palestinian Authority security forces caved to Hamas terrorists. “This is different,” Kerry said. “These forces would be trained by us.” He then made an extraordinary proposal. “Bibi, I want to arrange a clandestine visit for you to Afghanistan. You’ll see with your own eyes what a great job we did there to prepare the Afghan army to take over the country once we leave.” Yaalon and I looked at each other. Our glances said everything. “John,” I said, “the minute you leave Afghanistan the Taliban will mop up the force you trained in no time.” Boogie concurred completely. In 2021, that is exactly what happened. Once the US withdrew its last forces, the US-trained Afghan military crumbled into dust in a matter of days. I remembered a similar discussion with another secretary of state, George Shultz, who made the same argument to encourage our withdrawal from Lebanon. The US was training the Lebanese Army to take over the country. I argued that once we left Lebanon, radical forces would grab control. Lacking the cohesive zealotry of the radicals, the American-trained forces would collapse or become irrelevant. That’s exactly what happened when we withdrew from Lebanon in May 2000. Hezbollah took over the country in no time.

For Shultz, differences of opinion and philosophy were grist for vigorous debate, not grounds for ideological warfare and the abandonment of friendships.

The vice president had also been present at an Oval Office meeting on Tuesday, January 7, 1986, when Secretary of State George Shultz “argued fiercely and with passion against any arms sales to Iran, especially arms sales connected to the release of the hostages,” Shultz recalled. Secretary of Defense Caspar Weinberger, who was also there, agreed with Shultz, and said so. “No one else did,” Shultz recalled. Bush was silent as Reagan decided to proceed amid what Weinberger recalled as “talk of the hostages as one of the motivating factors.

You've got to dream a little bit if you're going to get somewhere.

Etienne's main idea that all government and private sector interfaces should be clarified and simplified is a sound one. (George Shultz, former Secretary of State, Treasury and Labor)