Military Instructors Quotes

If a military life was long periods of boredom punctuated by moments of stark terror—as one of her instructors had said—then civilian life seemed to be long periods of boredom interrupted by moments of dismal reflection.

Glaring, Kai leaned back against the headrest. "I'm already uncomfortable with you piloting this ship and being in control of my life. Try not to make it worse." "Why does everyone think I'm such a bad pilot?" "Cinder told me as much." "Well, tell Cinder I'm perfectly capable of flying a blasted podship without killing anyone. My flight instructor at the Andromeda - which is a very prestigious military academy in the Republic, I will have you know-" "I know what Andromeda Academy is." "Yeah, well, my flight instructor said I was a natural." "Right," Kai drawled. "Was that the same flight instructor who wrote in you official report about your inattentiveness, refusal to take safety precautions seriously, and overconfident attitude that often bordered on ... what was the word she used>? 'Fool-hardy', I think?" "Oh, yeah. Commander Reid. She had a thing for me." The radar blinked, picking up a cruiser in the far distance, and Thorne deftly changed directions to keep them out of its course. "I didn't realize I had a royal stalker. I'm flattered, Your Majesty." "Even better - you had an entire government team assigned to digging up information on you. They reported twice daily for over a week. You did run off with the most-wanted criminal in the world, after all.

In what, then, can those engaged in this kind of warfare place their hope? The Nakano Military School answered this question with a simple sentence: “In secret warfare, there is integrity.” And this is right, for integrity is the greatest necessity when a man must deceive not only his enemies but his friends. With integrity—and I include in this sincerity, loyalty, devotion to duty and a sense of morality—one can withstand all hardships and ultimately turn hardship itself into victory. This was the lesson that the instructors at Futamata were constantly trying to instill in us. One of them put it this way: “If you are genuinely pure in spirit, people will respond to you and cooperate with you.” This meant to me that so long as I remained pure inside, whatever measures I saw fit to take would eventually redound to the good of my country and my countrymen.

But the Viet-Minh had had about ten months in which to establish their administration, train their forces with Japanese and American weapons (and Japanese and Chinese instructors), and kill or terrorize into submission the genuine Vietnamese nationalists who wanted a Viet-Nam independent from France but equally free of Communist rule. The first round of the war for Indochina already had been lost for the West before it had even begun.

While military life was demanding, my efforts paid off. Many people say that to do something difficult and worthwhile, they need to be “motivated.” Or that the reason they are not sticking to their goals is because they “lack motivation.” But the military taught me that people don’t need motivation; they need self-discipline. Motivation is just a feeling. Self-discipline is: “I’m going to do this regardless of how I feel.” Seldom do people relish doing something hard. Often, what divides successful from unsuccessful people is doing what you don’t feel motivated to do. Back in basic training, our instructor announced that there are only two reasons new recruits don’t fulfill their duties: “Either you don’t know what’s expected of you, or you don’t care to do it. That’s it.

The officer argued that even if they managed to find “a desert island,” they would certainly perish from starvation or thirst. Emory pointed out that Polynesians had been managing just fine for hundreds, if not thousands, of years and that there was food and water to be had on even the smallest islands if you knew where to look. Coconuts alone provided food, water, containers, and fuel for a fire; the problem was that most American servicemen had no idea how to husk one. Asked if he could teach them, Emory replied, Of course—all that was needed was a pointed stick. And so began his stint as survival instructor to the U.S. military in the Pacific theater. Emory compiled a little manual of the basics, entitled South Sea Lore (known in its first incarnation as the Castaway’s Baedeker to the South Seas).

With one final flip the quarter flew high into the air and came down on the mattress with a light bounce. It jumped several inches off the bed, high enough for the instructor to catch it in his hand. Swinging around to face me, the instructor looked me in the eye and nodded. He never said a word. Making my bed correctly was not going to be an opportunity for praise. It was expected of me. It was my first task of the day, and doing it right was important. It demonstrated my discipline. It showed my attention to detail, and at the end of the day it would be a reminder that I had done something well, something to be proud of, no matter how small the task. Throughout my life in the Navy, making my bed was the one constant that I could count on every day. As a young SEAL ensign aboard the USS Grayback, a special operation submarine, I was berthed in sick bay, where the beds were stacked four high. The salty old doctor who ran sick bay insisted that I make my rack every morning. He often remarked that if the beds were not made and the room was not clean, how could the sailors expect the best medical care? As I later found out, this sentiment of cleanliness and order applied to every aspect of military life. Thirty years later, the Twin Towers came down in New York City. The Pentagon was struck, and brave Americans died in an airplane over Pennsylvania. At the time of the attacks, I was recuperating in my home from a serious parachute accident. A hospital bed had been wheeled into my government quarters, and I spent most of the day lying on my back, trying to recover. I wanted out of that bed more than anything else. Like every SEAL I longed to be with my fellow warriors in the fight. When I was finally well enough to lift myself unaided from the bed, the first thing I did was pull the sheets up tight, adjust the pillow, and make sure the hospital bed looked presentable to all those who entered my home. It was my way of showing that I had conquered the injury and was moving forward with my life. Within four weeks of 9/11, I was transferred to the White House, where I spent the next two years in the newly formed Office of Combatting Terrorism. By October 2003, I was in Iraq at our makeshift headquarters on the Baghdad airfield. For the first few months we slept on Army cots. Nevertheless, I would wake every morning, roll up my sleeping bag, place the pillow at the head of the cot, and get ready for the day.

The distinguished delegate from Obregon had even wanted to allocate funds to develop a new non drill sergeant–based boot camp, replacing the fundamental training overseer since time immemorial with a new kind of instructor called a “military lifestyle and career coach.

wrote to Fidel Castro that Neto would allow SWAPO, the African National Congress of South Africa (ANC), and the Zimbabwe African People’s Union (ZAPU) to have military camps in Angola and that he would grant them “every facility” to receive help from other countries, especially Cuba and the Soviet Union.97 Castro was eager to help. “The struggle for liberation is the most righteous endeavor,” he said.98 Helping SWAPO, the ANC, and ZAPU became a tripartite effort: the Cubans provided most of the instructors, the Soviets the weapons, and the Angolans the land.

Unhappy with these posts, Jackson was exuberant when he was reassigned as an instructor at the Virginia Military Institute (VMI) in Lexington. On March 27, 1851 he assumed the position of Professor of Natural and Experimental Philosophy and Artillery Tactics.[4]

Once a country is included on the “counterinsurgency” list, or any other such category, a move is made to develop a CIA echelon, usually within the structure of whatever U.S. military organization exists there at the time. Then the CIA operation begins Phase I by proposing the introduction of some rather conventional aircraft. No developing country can resist such an offer, and this serves to create a base of operations, usually in a remote and potentially hostile area. While the aircraft program is getting started the Agency will set up a high frequency radio network, using radios positioned in villages throughout the host country. The local inhabitants are told that these radios will provide a warning of guerrilla activity. Phase II of such a project calls for the introduction of medium transport type aircraft that meet anti-guerrilla warfare support requirements. The crew training program continues, and every effort is made to develop an in-house maintenance capability. As the level of this activity increases, more and more Americans are brought in, ostensibly as instructors and advisers; at this phase many of the Americans are Army Special Forces personnel who begin civic action programs. The country is sold the idea that it is the Army in most developing nations that is the usual stabilizing influence and that it is the Army that can be trusted. This is the American doctrine; promoting the same idea, but in other words, it is a near paraphrase of the words of Chairman Mao. In the final phase of this effort, light transports and liaison type aircraft are introduced to be used for border surveillance, landing in remote areas, and for resupplying small groups of anti-guerrilla warfare troops who are operating away from fixed bases. These small specialized aircraft are usually augmented by helicopters. When the plan has developed this far, efforts are made to spread the program throughout the frontier area of the country. Villagers are encouraged to clear off small runways or helicopter landing pads, and more warning network radios are brought into remote areas. While this work is continuing, the government is told that these activities will develop their own military capability and that there will be a bonus economic benefit from such development, each complementing the other. It also makes the central government able to contact areas in which it may never have been able to operate before, and it will serve as a tripwire warning system for any real guerrilla activities that may arise in the area. There is no question that this whole political economic social program sounds very nice, and most host governments have taken the bait eagerly. What they do not realize, and in many cases what most of the U.S. Government does not realize, is that this is a CIA program, and it exists to develop intelligence. If it stopped there, it might be acceptable but intelligence serves as its own propellant, and before long the agents working on this type of project see, or perhaps are a factor in creating, internal dissension.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

closely guarded secret in this country's military history. The function of SOE is to help facilitate that invasion and contribute towards its success.” It was quite a rousing little speech, and we all responded with a cheer of approval. I realised I hadn’t reasoned it through before. I thought agents worked individually to cause disruption and hinder the German war machine. I didn’t realise we were to be part of a coordinated invasion of Europe. Quite what my role might be, I hadn’t worked out yet. I suspect if I’d seriously thought about it, my confidence would have been dented enormously. Everything we had learned so far required fluent French, and try as I might, that was not going to be me. In the afternoon, we moved back outside again and quickly found ourselves standing in the firing range. Here we were introduced to weapons and explosives. If I tried to imagine a weapons expert, he wouldn’t have looked remotely like the instructor who met us. A grey-haired bespectacled man in his late fifties greeted us with a warm smile and a kind word. His soft voice belied the fact that anything he didn’t know about weapons, was not something worth knowing. He introduced us to the MK II Sten Gun. “Should any of you find yourself in a serious confrontation with the enemy, this is your weapon of choice. This is the MK II Sten Gun. This is a submachine gun, it fires a 9mm cartridge, and in the right hands it can fire 500 rounds a minute. As you can see, it is not a sophisticated weapon; it comes with many advantages as well as some disadvantages. Its light, compact design combined with the folding stock, make it ideal for subversive activities. It is also very cheap to produce, this

Gritty, timely, and packed with action, The Instructor is a pulse-pounding thriller and a fabulous start to the Derek Harrington series. T.R. Hendricks delivers on all cylinders!

Thrumming with action and authenticity, Hendricks knocks it out of the park with his debut. The Instructor is not to be missed!

Contemporary doctrine continues to espouse a procedure for decision-making, which cognitive psychologists have told us for a half-century has limited utility. Each service and the joint community have a slightly different model of this procedure, but all models have as their foundation the rules of systems analysis; identify a problem, determine criteria that relate to the problem, assign weights to those criteria; develop and compare alternative solutions (courses of action) based on those criteria; and decide on the “optimal” solution. A systems analysis procedure works well when determining how to degrade an integrated air defense or disrupt an electrical power grid or similar man-made systems. It is of no value when it comes to designing the concepts that drive campaign or operational plans. Instructors at the Naval War College’s Command and Staff course and at the Army War College taught me the intricacies of this formula. It proved inadequate on nearly every occasion I tried to use it. Yet, this was the only procedure the US military acknowledged until the late 1980s when officers began to learn of emerging research on decision-making. Literature on this research explained how recognizing patterns of activity enabled people to make decisions intuitively.[xvii] In essence, as people perceive a problem they tell themselves stories of how to respond to those problems and then they “act out” their stories. (Excerpt from article “From Grand Strategy to Operational Design: Getting it Right”)

He set down the coffee and placed another log for splitting. Another biting cold wind blew through the trees, and he pulled his red stocking cap down more over his ears, and pulled up the collar of his wool-lined denim jacket. He had neglected to shave for a few weeks now, and was sporting a beard; and his light brown hair was even beginning to grow over his collar. If my old drill instructor from Parris Island could see me now, he’d kick my ass across the barracks, Jeff mused.

Having won the Cross of St. George as a dashing young cavalry officer in the war of 1877 against the Turks, Sukhomlinov believed that military knowledge acquired in that campaign was permanent truth. As Minister of War he scolded a meeting of Staff College instructors for interest in such “innovations” as the factor of firepower against the saber, lance and the bayonet charge. He could not hear the phrase “modern war,” he said, without a sense of annoyance. “As war was, so it has remained … all these things are merely vicious innovations. Look at me, for instance; I have not read a military manual for the last twenty-five years.

I’m going to get attacked any second.” Naturally, I had trouble getting to sleep. I kept thinking the instructors were going to burst in and start whipping my ass. I was excited, and a little worried at the same time.

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