Hal Moore Quotes

The discipline that makes an effective leader begins in the home.

Fewer things will impact a team’s morale than a leader who does not recognize their accomplishments and hard work.

If you seek to correct a subordinate’s overall behavior or performance, start by telling them what they do well, then tell them where they need to improve.

I can't promise you that I will bring you all home alive. But this I swear, before you and before Almighty God, that when we go into battle, I will be the first to set foot on the field, and I will be the last to step off, and I will leave no one behind. Dead or alive, we will all come home together. So help me, God." ~ Lt Gen Hal Moore, (Ret) 'We Were Soldiers Once . . . and Young: Ia Drang-The Battle That Changed the War in Vietnam

(1) He must be competent, (2) he must exercise good judgment, and (3) he must have character. By itself, competence is meaningless without character and good judgment. If

Leadership is a highly personal, individual matter. Each leader must establish his own approach based on an internal compass using a method geared to his personality, his capabilities but always oriented towards accomplishing the mission while knowing and taking care of his men.

On those occasions when one of my people did not perform as expected, I found that in many cases at least half the fault was my own. I had either not put out clear, clean instructions or I had not trained that person sufficiently, or I had given him a task with little or no possibility of accomplishment.

A leader is paid to do three things: Get the job done and get it done well. Plan ahead—be proactive, not reactive. Exercise good, sound judgment in doing all of the above.

No job is ever “beneath” you. In whatever you do, do it to the best of your abilities.

To be a leader, you must be willing to be a lifelong learner.

When nothing is wrong, there's nothing wrong - except there's nothing wrong. That's when a leader has to be the most alert. Complacency kills.

A leader's behavior, poise, appearance, vision, demeanor, "pressure", aura, his manner of speaking and listening - all reflect the person within, his principles and values.

There's always one more thing you can do to influence any situation in your favor. And after that, there's one more thing.

The best leaders in any enterprise see problems coming and stack the deck to prevent negative “what ifs” from happening. They also have contingency plans to take advantage of positive openings which occur in fleeting windows of time.

There are two things a leader can do: he can either contaminate his environment (and his people) with his attitude and actions, or he can inspire confidence. A leader must be visible to the people he leads. He must be self-confident and always maintain a positive attitude. If a leader thinks he might lose in whatever crisis or situation; then he has already lost. He must exhibit a determination to prevail no matter what the odds or how difficult the situation. He must have and display the will to prevail by his actions, his words, his tone of voice, his appearance, his demeanor, his countenance, and the look in his eyes. He must never give off any hint or evidence that he is uncertain about a positive outcome.

When taking over an organization,” Moore said, “you’ve got to stand out in front of your people, and state clearly what your goals are; what you expect from them; and what they can expect from you. Then shut up and let everybody go to work.

A leader must realize his subordinate leaders will be killed or wounded. He must prepare and train other leaders to step up and take over. He, himself, must train his next-in-line to take command in event he is killed, wounded, or evacuated.

Good leaders don’t wait for official permission to try out a new idea. In any organization, if you go looking for permission, you will inevitably find the one person who thinks his job is to say “No!” It’s easier to get forgiveness than permission.

When a member of a unit (military or non-military) loses his life, or when a member has a death in the family, it’s the duty of the leader to take sincere action in expressing personal condolences, sympathy or any other appropriate steps considering the circumstances.

If a subordinate performs a task and the outcome is not what you expected, don’t attack their intelligence or their character. Politely explain the deficiencies and offer an idea for a solution. Subordinates quickly lose respect for any leader who is “all problem and no solution.

Now, this not only means seeing the troops are fed, clothed and housed properly (the easy part), but more importantly, training them to perfection, anticipating their problems and needs while actively anticipating and eliminating problems before they occur. Among other attributes,

A leader should surround himself with persons who fit his requirements and standards—and then turn them loose to do their jobs. When you identify a toxic subordinate leader within your ranks, remove them. If you cannot remove them, reassign them to a role where their toxicity can be minimized. Their duty at their level was just as important as my duty at my level. Leaders lead from the front; managers lead from the rear. When the battle is over, there must be plans (made in advance) for follow-on actions. A leader must have clearly defined objectives. He must ensure these objectives are clearly understood by his subordinate leaders.

Look at what the words start with W and E—meaning “WE.” If the Army approved and supplied the pins, and you were my battalion and we were going to war, I would have every soldier wear a pin with the letters “WE,” denoting “WE” as a family and “WE” as without equal. This is a war-winning theme that would not let us go down in any battle…ever!

The leader must have trust in the people he leads; trust that they will perform their duties well. The people in the ranks must have trust in their leaders; trust that they will perform their duties completely. The people in the ranks must have trust and confidence in one another; trust that each will perform their duties well as members of the team.

It’s a key responsibility of the leader, in any field of endeavor (athletic team, military, or business) to assure the successful continuity or ability of his organization to carry on should he die or become incapacitated. It’s his duty to plan for such a contingency out of loyalty to his people and, if in a business endeavor, loyalty to his customers and, clients.

If you want something done, ask nicely. If a subordinate forgets to perform a task, don’t take it personally; just remind them nicely. In any organization, everyone has a “to-do” list. While juggling these tasks, some things will inevitably fall through the cracks. When that happens, don’t assume that the subordinate is lazy or stupid. Simply re-engage them on the task and, if necessary, emphasize why it’s a priority.

Commanders are not always leaders. Commanders are appointed. Leaders are unofficially “elected” by the troops in the unit. Likewise in other fields of endeavor. Every leader is put through an informal process in the first few weeks wherein his people judge him and decide whether or not he is worthy of their trust. He must earn that trust. How? A leader must prove himself by his actions, appearance, demeanor, attitude, and decisions.

There are at least five activities that must be kept in balance through proper time management. This is not easy for a busy executive with significant responsibilities, especially in this world of “information overload.” These five activities are: the job, physical fitness, personal time alone, recreation, and social relationships. Also, if they apply, two others—religion and family. If any of these get out of balance, then life gets out of balance. From my own personal experience and observation of others, being a workaholic is the most common area of imbalance.

The first impression a speaker makes on his audience is by his appearance and demeanor. Well-groomed or not? Self-Confident or not? Nervous or not? Paper-shuffler or not? All this and more before he says a word. The next impression is how the speaker talks. Forceful or not? Correct diction or not? Too much use of hands? Walking around? If so, too much? Any distracting mannerisms (such as always shoving his spectacles back up his nose)? Speaks too loud? Too soft? “Talks down” to the audience?The next impression is about what he says—the content of his talk. Are the thoughts well-organized? Or is he just “winging it?

Hate war, love the American Solider" Modified from Hal Moore's, "...hate war, love the American warrior.

He must have smart, well-trained people to run day-to-day activities. He must check up on them and make sure the job is getting done while he stacks the deck for future success.

there’s doubt in your mind, there’s no doubt at all.” In other words, if you know in your heart that an action is wrong, don’t do it.

The best leaders strive to create a “family environment” within their organization.

Even in the midst of defeat, carry yourself professionally and maintain your discipline. That is the quickest way towards recovery.

When in charge, take charge, but treat your subordinates with respect, dignity, and common courtesy.

everyone deserves respect until they did something to lose it.

An outfit does well the things the boss checks up on.

Praise in public; punish in private.

At an official reception, or dinner party, the real purpose of the event is to socialize, to talk with the other guests and participants—eating and drinking is secondary.

Put the welfare of your troops above your own. They eat before you eat; they sleep before you sleep.

Most importantly, a leader proves himself by demonstrating his concern for and relationship with the people under him. The old adage: “Take care of your people and they will take care of you.

Don't let the case from 1995 fool you. Early Bill Gates Beige is just a color. Many wonders lurk therein." "Many wonders?" "A fast-as-hell processor. Shit-tons of memory. A hard drive that could crack nuts. And best of all, for our purposes, some very expensive audio editing software that I did not pay for." "Ah. And the rest of this stuff--over here on the bookcase?" "External drives. A CD burner. Extra parts. And that thing on the end that looks like a little hot plate is a mug-warmer my grandmother gave me for Christmas. So that's not part of FrankenHal.

De executie ontaardde in een zeer rommelige aangelegenheid. Het meisje werd door de knechten haastig de betimmering opgetrokken en met haar rug tegen de paal op de stoel geduwd en vastgebonden. Het ging allemaal zo ongeordend dat bijna niemand had opgemerkt hoe de beul zijn plaats al had ingenomen. Ineens was hij waar hij wezen moest, Chris Jansz, achter de rug van zijn patiente met het touw als een vingervlugge goochelaar klaar voor gebruik in zijn handen. Hoewel niemand uit het publiek er eenentwintig jaar geleden bij was geweest, wist iedereen hoe sereen, ja heilig Elsjes voorganger zich aan het doodmaken had onderworpen. Volkomen in de war gebracht door de opeenhoping van enorme gebeurtenissen in haar leven met daaropvolgend de cel en de zachte stem van de dominee, was de minderjarige moeder van de verdronken zuigeling voor haar rechters op de knieen gevallen. Niet om te smeken, maar om te bedanken voor de straf die ze haar oplegden. Op Justitiedag had ze uit zichzelf de verhoging beklommen en was met wijdopen ogen gaan zitten, glimlachend, zonder verwachting dus ook zonder angst, als iemand die thuisgekomen is. Uitstekend zichtbaar voor het ontroerde publiek had de beul het touw om de hals kunnen leggen, bedaard, vakkundig, en dan plotseling aantrekken met een typisch korte beweging die niets van zijn vervaarlijke kracht naar buiten bracht, wat de suggestie gaf dat dit wurgen niet noemenswaardig verschilde van de manier waarop veel huisvrouwen, gesteld op hun schone tegelvloer, bij voorkeur hun kippen en parelhoenderen doden. Nu ging het wel even anders. Omdat het meisje maar bleef tegenstribbelen stond vooral de logge knecht aan de Dampleinzijde maaiend met zijn armen in het zicht. Wat een geworstel om Elsje op de stoel met het lage rugleuninkje te krijgen.

Moore also realized that a good leader is also a good listener.

Don’t automatically assume that someone is stupid or indifferent because they haven’t mastered a particular task yet.

Thus, a leader’s task is to develop their subordinates’ will along with their skill. This begins with realistic training with consistent standards.

If you can’t justify the rationale of an order to yourself, don’t make your subordinates do it. Re-evaluate your reasons and find another method.

Leaders stay informed of current events, and they should anticipate challenges based on those events.

(1) He must be competent, (2) he must exercise good judgment, and (3) he must have character.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

So, are you going to come to a swim practice, put a smile on Hal’s face?” Lily shook her head. “No, I don’t think so. I’ll make time to visit Hal this week, but I prefer ocean swimming these days.” Sean looked out at the pouring rain. “In this muck?” His smile turned knowing. “Oh, right. I see.” “What? What are you talking about?” “Why you don’t want to come. It’d be embarrassing to swim with your old coach if you’re no longer . . .” He let the sentence trail off. “I’m just as fast as I used to be,” she retorted. “Hey, it’s okay, really,” he said in a soothing tone, one that he knew would infuriate her. He was, after all, blessed with a true talent when it came to pissing off Lily. “Lots of swimmers lose their edge—” “What time’s practice?” she demanded curtly. The annoyed glint in her crystalline eyes told Sean all he needed. He had her. “Eight to ten, every night,” he informed her easily. “So, you’ll come?” Lips pursed, refusing to give him the satisfaction of an answer, Lily swept past him, regal as a queen under a drenching rain. With a grin Sean called after her, “See you later tonight, Lily.

While Sean was pulling on his fins, Lily had pretended to be busy herself. She’d made a show of tugging on her goggles, just in case he happened to glance up, and saw her staring like an obsessed ninny. Through the tinted blue of her goggles, she watched him surface. Oh my god. Her knees went weak, threatened to buckle. Sean was doing a butterfly kick on his back. Her eyes traveled down the length of his torso, and stopped, transfixed. She swallowed convulsively. Yet she couldn’t have torn her eyes away from the sight of Sean’s narrow hips if someone had screamed, Fire! Encased in black Lycra, they moved in a suggestive rhythm, breaking the surface of the water, sinking, and then rising again, over and over. Unbearably erotic, an answering beat drummed deep inside Lily. Helplessly, she conjured endless hours of sex, Sean’s body driving into her with the same relentless, unbroken rhythm, each flex of his hips thrusting to her very womb. “Something wrong, Lily?” Hal’s impatient voice demanded. Lily nearly leaped out of her skin. She was the only one left on deck besides Hal. “No, nothing,” she said hurriedly, hyperconscious that her voice was reedy thin. “Just about to jump in.” To clear her mind of the sexual fog that lay thick and heavy, she blinked rapidly—only to mutter a soft curse when she realized what had happened. Yanking her goggles off, she dropped to a kneel and swished them viciously in the water. “What’s the problem now?” Hal’s patience was obviously wearing thin. Embarrassed, resentful, and praying Hal wouldn’t guess the real reason why, Lily ground out her explanation. “My glasses fogged.” “They broken? I’ve got—” “No, no . . .” she interrupted tersely, and felt immediately guilty. It wasn’t Hal’s fault her goggles had literally fogged from the heat of her aroused body. It was hers. That’s what she got from staring at Sean McDermott’s groin for too long: fogged mind, fogged goggles. Determined to ignore the sight of Sean moving like a bold lover through the water next to her, that incredible, muscled body within touching distance, Lily gritted her teeth and dove in.

Lily’s head fell back with her broken keen filling the air. “Holy shit!” Hal came running flat out, Lily’s cry still reverberating. He skidded to a halt on the slippery deck, his panicked rescue unfortunately bringing him quite near to where Sean and Lily were fused together. As comprehension dawned, embarrassment colored his face a flaming pink blush. Instinctively, Sean shoved Lily behind him, shielding her with his body. He could feel her tremble against him. Were her tremors the aftermath of blazing passion, or were they from horrified mortification? he wondered. He wished he could see her face. “Sorry we gave you a scare, Hal. I, uh, fell into the water. Then somehow, Lily and I got caught up in a water fight to the death. Guess I forgot how ticklish she is.” He coughed. It was a pathetic story, but the best he could do right now. At his words, Hal looked up from his seemingly rapt examination of the deck’s tiles. Although his face was still as pink as Evelyn Roemer’s dyed hair, his lips parted in a smile of relief. “Oh, yeah,” he nodded, more than willing to play along. “Everyone needs a good tickle now and again.” He cleared his throat and loudly said, “Sorry to break up the fun, but you two have probably had enough water sports for one night.” Hal’s gaze moved past Sean. “You okay there, Lily?” Behind Sean, Lily froze. What to say? That she’d been nanoseconds away from a soul-shattering orgasm when Hal came barreling poolside. Bereft of Sean’s intoxicating kisses to drug her senseless, Lily hardly recognized herself. Had she gone mad? Probably. She wondered whether she would ever recover from what was undoubtedly the most intensely erotic experience of her life. Oh, God! Of all the people to have interrupted her and Sean in the pool! Hal Storey was as close to a father as Lily would ever have. He’d always supported her, believed in her. . . “Lily?” “I’m fine, Hal. Just a bit achy.” She cringed, sure Hal would guess that the parts of her that ached and throbbed had nothing to do with swimming.

She didn’t look at me even once, Sean thought, feeling an icy chill of disappointment, far colder than the pool water. Abruptly aware that he was still standing in the pool, fully dressed, looking like an idiot, he hauled himself out. Hal’s obvious concern had transmuted into narrow-eyed disapproval. Sean pretended not to notice. He was too preoccupied to deal with Hal right now, too busy trying to figure out what might be going on in Lily’s head. Damn it, why couldn’t things ever be simple between Lily and him? With a grimace, he emptied his dripping pockets, dumping his wallet and ruined cell phone onto the deck. He grabbed his sodden towel and made a halfhearted attempt to blot his dripping clothes. Thank God his drenched clothing hid the evidence of his arousal. Fierce need still clawed, its talons deep. If Sean hadn’t been damned sure Hal would hurl himself in a flying tackle if he tried it, he would have marched right into the ladies’ locker room and dragged Lily back where she belonged: in his arms. Arms that ached from the loss of her.

Monitoring Sean’s progress with the towel, Hal gave a grunt of disgust. “Come on. I have an extra towel you can use in the office. No way you can drive home like that—you’ll ruin the car’s interior. ’Sides, we need to talk,” Hal added heavily. Turning on his heel, he headed back toward his office. Sean swallowed with a decided lack of enthusiasm. They entered Hal’s cramped cubicle of an office and Hal shut the door behind him. It closed with an ominous bang. He took a towel hanging from the hook on the door and tossed it at Sean, who grabbed it one-handed. “Thanks,” he said, as he bent to pat his khakis dry. “I hope you know what the hell you’re doing.” The warning tone in Hal’s voice had Sean pausing to glance up at his friend. He straightened, towel forgotten. “Hey, I didn’t plan what you saw back there, Hal. It just happened.” “What’d she do? Pull you into the pool?” Whatever he saw in Sean’s expression had Hal’s face shifting into a lopsided grin. “Thought so. Serves you right, McDermott. You were being a total SOB. You knew it, so did she. Christ, you would never pull that kind of stunt with Dave.” He gave a snort of disgust. “I was watching the two of you the entire workout. Don’t think I didn’t see when you finally took pity on her. Any slower, and you’d have been doing a dog paddle. Real shitty of you, McDermott.” I know, Sean admitted silently. “Right. If she ever agrees to swim with me again, I’ll let her swim her arms off. She got her revenge anyway.” “Good for her.” Sean’s gaze narrowed. Sometimes Hal was a pain in the ass. “Gee, thanks, Coach.” Unfazed by Sean’s sarcasm, Hal continued, “You know, I always suspected something would happen between you and Lily. Intense rivalry can’t come without intense passion. I figured the attraction was there, just waiting for the right moment.” He paused to glare at Sean, then said, “But I would have hoped you’d have a hell of a lot more smarts than to try to seduce a beautiful woman in my pool! Anybody could have walked in on you!” His voice was at a near shout.

Sean winced inwardly. “I don’t think that’s anyone’s business, Hal. Not even yours,” he added defensively. A colossal mistake. Hal’s temper exploded. “What do you mean, not my business? Okay, McDermott, we’ll skip over the political repercussions for you as mayor if someone other than me caught you and Lily. I guess the phrase conflict of interest doesn’t ring a bell. To tell you the truth, I don’t give a rat’s ass about politics. I’ll go straight to what I do care about: you breaking Lily’s heart.” “What?!” Sean exclaimed. “Yeah, I know. You’re gonna tell me that what I interrupted just a few minutes ago was just a casual romp in the pool. That’s a load of crap, McDermott. You know as well as I that Lily’s never been casual about anything in her life. Especially not you. ’Sides, what I witnessed back there was not casual. Shit, I’m surprised the water wasn’t boiling with the heat you two were making.” “Christ, Hal.” Sean spread his hands, his palms up. “Things kind of exploded between us. But Lily’s not a girl anymore—” “If you’re stupid enough to believe that, then you don’t understand dick about Lily—no matter how hard you were trying back in my pool!” Sean opened his mouth, but Hal was in full rant. “I’ve known Lily since she was a lonely, awkward kid. Of all people, you, Sean, should remember what she was like, how it was for her.” “She ended up fine—” “Yeah, she did. Because of her brains and her heart, she’s accomplished everything she’s dreamed of. But accomplished as she is, with all that beauty, she’s as lonely, as vulnerable as she was at thirteen. She needs a home, McDermott. She needs to know she belongs. That there’s a place for her to care about above sea level.” “Hal—” “I’m warning you, Sean. I’ll have your ass if you go and hurt Lily and make her run away. Now, get out of here before I get really pissed.” Hal was wrong, and his protective impulse was way overblown. Thoroughly misguided, too, Sean thought, as he slammed the office door behind him. It was he—not Lily—who was in need of protection. Sean had an awful feeling he’d lost his heart back there in the pool, and that when Lily discovered she had it, she’d toss it away.

Finally, concerning professionalism, I believe even now the clock is bringing us closer to some few seconds, minutes or hours in the future when the professionalism we will have, or will not have, will make a life or death difference for the men placed under our leadership and whose families can only trust, hope, and pray we know our business.

Three strikes and you're not out. Two things a leader can do: He can either contaminate his environment (and his people) with his attitude and actions, OR he can inspire confidence.

Op de begrafenis van haar man had Patricia Banner een kettinkje om haar hals gedragen met een sleutel met drie schildpadden eraan.

Don’t complain to your boss. He wants solutions; not just problems.

Their style emphasized four bedrock principles: Surprise Aggressiveness Deception The leader’s personal presence in the battle.

You've got to have a dream to move towards, or you're dead in the water. Once you've realized that dream and accomplished that goal, get another!

Never say "no" to yourself when you need to ask for something. Make the other guy say "no".

Find a way to turn every "minus" into a "plus".

If given a choice between taking over a good outfit or a bad outfit, I'll choose the bad outfit every time. They'll have nowhere to go but up.

Trust your instincts

The discipline that makes an effective leader begins in the home.

No job is "beneath" you. In whatever you do, do it to the best of your abilities.

The Challenge of leadership: inspiring people to work hard and to execute tasks willingly. To meet that challenge, a leader must demonstrate three things: 1. He must be competent. 2. He must exercise good judgement. 3. He must have character.

The best leaders strive to create a family "environment" within their organization.

Never Quit! When you take a big hit, get back up. It's a lot easier to go down than to crawl back up when your morale is down. Just do it! You can control your will to win!

if there's doubt in your mind, there's no doubt at all.

Praise in public, punish in private.

At times, life will hit you and teach you lessons you have no desire to learn. When the "hits" and setbacks come, a leader simply picks himself up and keeps moving forward.

He must remain calm and cool - No fear. He must ignore the dust, the noise, the smoke, the explosions, the screams of the wounded, the yells, or the dead lying around him - that is all normal. He must never give off any hint or evidence that he is uncertain about a positive outcome, even in the desperate situations.

Doing the right thing at the right time for the right reasons.

He must exhibit a determination to prevail no matter what the odds or difficult the situation.

share this experience with you because to believe that you will prevail, in any endeavor, means everything.

WITHOUT EQUAL. Think about it. These words are even more powerful than the “Will to Win” or “#1”…ponder the feeling one gets from these words. I suggest you, embrace these words forever within your institution. And as you enlarge your circles around the world, make these two words your everyday life breath.

A leader should surround himself with persons who fit his requirements and standards—and then turn them loose to do their jobs.

Look for and find the really good “horses” in your organization and run them hard. Push them and challenge them with greater levels of responsibility.

Leaders at all levels must know their stuff, be dead honest, have unquestioned personal integrity, set the example, and treat their people “fair and square.

Place emphasis on the importance physical exercise plays in improving mental acuity.

Conduct fun, family-oriented events to enhance unit cohesion.

Never take a subordinate to the woodshed in front of others; do that in private.

When you identify a toxic subordinate leader, remove them. If you cannot remove them, reassign them to a role where their toxicity can be minimized.

We Were Soldiers Once…and Young

good leadership revolves around good judgment. That is the defining characteristic of a good leader.