Patton Best Quotes

If a man does his best, what else is there?

Every man is scared in his first battle. If he says he s not he s a liar. Some men are cowards but they fight the same as the brave men or they get the hell slammed out of them watching men fight who are just as scared as they are. The real hero is the man who fights even though he is scared. Some men get over their fright in a minute under fire. For some it takes an hour. For some it takes days. But a real man will never let his fear of death overpower his honor his sense of duty to his country and his innate manhood. Battle is the most magnificent competition in which a human being can indulge. It brings out all that is best and it removes all that is base.

Battle is the most magnificent competition in which a human being can indulge. It brings out all that is best; it removes all that is base. All men are afraid in battle. The coward is the one who lets his fear overcome his sense of duty. Duty is the essence of manhood.

Striving to 'be the best' is overrated & not smart. Grow to become only 1% better than your top competitor in your chosen field(s) of expertise.

The best ‘apologia’ (defense) of Jesus Following is your life ...not talking religion!” http://diigo.com/0odk2 ~ gfp '42©

The best solutions come from collaboration between the people with the problems to solve and the people who can solve them.

But perhaps the best and most memorable way to explain the conflict that arose between honoring traditional honor, and honoring one’s individual psyche, can be conveyed in a story from World War II. In 1943, coming off his dazzling victories in the Sicily campaign, George S. Patton stopped by a medical tent to visit with the wounded. He enjoyed these visits, and so did the soldiers and staff. He would hand out Purple Hearts, pump the men full of encouragement, and offer rousing speeches to the nurses, interns, and their patients that were so touching in nature they sometimes brought tears to many of the eyes in the room. On this particular occasion, as Patton entered the tent all the men jumped to attention except for one, Private Charles H. Kuhl, who sat slouched on a stool. Kuhl, who showed no outward injuries, was asked by Patton how he was wounded, to which the private replied, “I guess I just can’t take it.” Patton did not believe “battle fatigue” or “shell-shock” was a real condition nor an excuse to be given medical treatment, and had recently been told by one of the commanders of Kuhl’s division that, “The front lines seem to be thinning out. There seems to be a very large number of ‘malingerers’ at the hospitals, feigning illness in order to avoid combat duty.” He became livid. Patton slapped Kuhl across the face with his gloves, grabbed him by his collar, and led him outside the tent. Kicking him in the backside, Patton demanded that this “gutless bastard” not be admitted and instead be sent back to the front to fight. A week later, Patton slapped another soldier at a hospital, who, in tears, told the general he was there because of “his nerves,” and that he simply couldn’t “stand the shelling anymore.” Enraged, Patton brandished his white-handled, single-action Colt revolver and bellowed: Your nerves, Hell, you are just a goddamned coward, you yellow son of a bitch. Shut up that goddamned crying. I won’t have these brave men here who have been shot seeing a yellow bastard sitting here crying…You’re a disgrace to the Army and you’re going back to the front lines and you may get shot and killed, but you’re going to fight. If you don’t I’ll stand you up against a wall and have a firing squad kill you on purpose. In fact I ought to shoot you myself, you God-damned whimpering coward.

And so, when I tell stories today about digital transformation and organizational agility and customer centricity, I use a vocabulary that is very consistent and very refined. It is one of the tools I have available to tell my story effectively. I talk about assumptions. I talk about hypotheses. I talk about outcomes as a measure of customer success. I talk about outcomes as a measurable change in customer behavior. I talk about outcomes over outputs, experimentation, continuous learning, and ship, sense, and respond. The more you tell your story, the more you can refine your language into your trademark or brand—what you’re most known for. For example, baseball great Yogi Berra was famous for his Yogi-isms—sayings like “You can observe a lot by watching” and “When you come to a fork in the road, take it.” It’s not just a hook or catchphrase, it helps tell the story as well. For Lean Startup, a best-selling book on corporate innovation written by Eric Ries, the words were “build,” “measure,” “learn.” Jeff Patton, a colleague of mine, uses the phrase “the differences that make a difference.” And he talks about bets as a way of testing confidence levels. He’ll ask, “What will you bet me that your idea is good? Will you bet me lunch? A day’s pay? Your 401(k)?” These words are not only their vocabulary. They are their brand. That’s one of the benefits of storytelling and telling those stories continuously. As you refine your language, the people who are beginning to pay attention to you start adopting that language, and then that becomes your thing.

Monday, September 17, 1945 We all drove to the airfield in the morning to see Gay and Murnane off in the C-47 /belonging to the Army. Then General Eisenhower and I drove to Munich where we inspected in conjunction with Colonel Dalferes a Baltic displaced persons camp. The Baltic people are the best of the displaced persons and the camp was extremely clean in all respects. Many of the people were in costume and did some folk dances and athletic contest for our benefit. We were both, I think, very much pleased with conditions here. The camp was situated in an old German regular army barracks and they were using German field kitchens for cooking. From the Baltic camp, we drove for about 45 minutes to a Jewish camp in the area of the XX Corps. This camp was established in what had been a German hospital. The buildings were therefore in a good state of repair when the Jews arrived but were in a bad state of repair when we arrived, because these Jewish DP's, or at least a majority of them, have no sense of human relationships. They decline, when practicable, to use latrines, preferring to relive themselves on the floor. The hospital which we investigated was fairly good. They also had a number of sewing machines and cobbler instruments which they had collected, but since they had not collected the necessary parts, they had least fifty sewing machines they could not use, and which could not be used by anyone else because they were holding them. This happened to be the feast of Yom Kippur, so they were all collected in a large wooden building which they called a synagogue. It behooved General Eisenhower to make a speech to them. We entered the synagogue, which was packed with the greatest stinking bunch of humanity I have ever seen. When we got about half way up, the head rabbi, who was dressed in a fur hat similar to that worn by Henry VIII of England, and in a surplice heavily embroidered and very filthy, came down and met the General. A copy of Talmud, I think it is called, written on a sheet and rolled around a stick, was carried by one of the attending physicians. First, a Jewish civilian made a very long speech which nobody seemed inclined to translate. Then General Eisenhower mounted the platform and I went up behind him and he made a short and excellent speech, which was translated paragraph by paragraph. The smell was so terrible that I almost fainted, and actually about three hours later, lost my lunch as the result of remembering it. From here we went to the Headquarters of the XX Corps, where General Craig gave us an excellent lunch which I, however, was unable to partake of, owing to my nausea.

—General George S. Patton A kiss on the hand may be quite continental, but diamonds are a girl’s best friend.

Conservative estimates place the Persian casualties at some two thousand in less than twenty minutes, victims of the unforgiving geometry of the battlefield. Because of the limitations of anatomy, humans are evolved to act effectively only in the direction that evolution has pointed eyes and hands. The consequences of this simple fact for military tactics, from Caesar to Napoleon to Patton, are always the same: Troops are more vulnerable on either side than they are in their front, and terribly so in their rear. Virtually the entire library of tactics, as set down in classics from Sun Tzu to Liddell Hart, consists of ornate descriptions of the best way to apply force—clubs, arrows, or .50 caliber machine-gun bullets—from your front to your enemies’ flank. And, obedient to the Golden Rule of Soldiering, to do so to him before he does so to you.

Man of Controversy “Say what you mean, and mean what you say.” —General George S. Patton General George S. Patton was a man that spoke his mind and usually invited much controversy upon himself in the process. Many viewed his capacity as a so-called “straight shooter” to be his best asset and also his worst detriment. There can be no doubt the worst of Patton’s tirades came when he belittled the very people he worked so hard to save - the Nazi Holocaust survivors.

He had scribbled a note in pencil giving Patton authority to assume command of the four American divisions in Tunisia the moment he landed there, and Patton had taken off again directly for the front. Eisenhower had followed up his note with a memorandum of instructions. Patton was not to keep ' for one instant' any officer who was not up to the mark. 'We cannot afford to throw away soldiers and equipment ... and effectiveness' out of unwillingness to injure 'the feelings of old friends,' Eisenhower had written. Ruthlessness of this kind toward acquaintances often required difficult moral courage, Eisenhower continued, but he expected Patton 'to be perfectly cold-blooded about it.' The first old acquaintance to go had been the general who had commanded at Kasserine, a man whom Eisenhower had rated, prior to the start of the serious shooting, as his best combat leader after Patton. This general had been shipped home to spend the rest of the war excercising his top-notch paper qualifications as an elevated drill instructor.

Your biggest source of power in any negotiation comes from your Best Alternative to Negotiated Agreement (BATNA) (Fisher, Ury, & Patton, 1981). Your BATNA is your best outside option; it is Plan B. Your BATNA reveals what are you going to do if you do not get an agreement with the other side. Your BATNA has nothing to do with the deal on the table; it is the other deal you will do if you do not complete this deal.

Basically, action is, and always will be, faster than reaction. Thus, the attacker is the one that dictates the fight. They are forcing the encounter with technique after technique that are designed to overcome any defensive techniques initiated by the defender. Much of this exchange, and determining which of the adversaries is victorious, is all a matter of split seconds. That is the gap between action and reaction. That attacker acts; the defender reacts. Military history is saturated with an uneven amount of victorious attackers compared to victorious defenders. It is common to observe the same phenomenon in popular sports, fighting competitions, in the corporate world of big business. The list goes on and on. So, how do we effectively defend ourselves when we can easily arrive at the conclusion that the defender statistically loses? It is by developing the mentality that once attacked that you immediately counter-attack. That counter-attack has to be ferocious and unrelenting. If someone throws a punch, or otherwise initiates battle with you, putting you, for a split second, on the wrong side of the action versus reaction gap. Your best chance of victory is to deflect, smoother, parry, or otherwise negate their attack and then immediately launch into a vicious counter-attack. Done properly, this forces your adversary into a reactive state, rather than an action one. You turn the table on them and become the aggressor. That is how to effectively conceptualizes being in a defensive situation. Utilizing this method will place you in a greater position to be victorious. Dempsey, Sun Tzu and General Patton would agree. Humans are very violent animals. As a species, we are capable of high levels of extreme violence. In fact, approaching the subject of unarmed combatives, or any form of combatives, involves the immersion into a field that is inherently violent to the extreme of those extremes. It is one thing to find yourself facing an opponent across a field, or ring, during a sporting match. Those contests still pit skill verses skill, but lack the survival aspects of an unarmed combative encounter. The average person rarely, if ever, ponders any of this and many consider various sporting contests as the apex of human competition. It is not. Finding yourself in a life-or-death struggle against an opponent that is completely intent on ending your life is the greatest of all human competitions. Understanding that and acknowledging that takes some degree of courage in today’s society.

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The battle plans and tactics of the Fifth Panzer Army, more than those of any other German army that took part in the Ardennes counteroffensive, bore the very strong personal imprint of its commander, General Manteuffel. As a junior officer in the prewar panzer troops, Manteuffel had made a mark as an armored specialist. His record in North Africa and Russia, where he achieved a reputation for energetic leadership and personal bravery, brought him to Hitler's attention and promotion directly from a division to an army command. Despite the failure of his Fifth Panzer Army in the Lorraine campaign against Patton's Third Army, Manteuffel was listed by Hitler for command in the Ardennes. His staff, carefully selected and personally devoted to the little general, was probably the best German staff on the Western Front.

We are not trying to make the best of these days. It is our job to make the most of them.

The best way to defend is to attack and the best way to attack is to attack. At Chancellorsville, Lee was asked why he attacked when he was outnumbered three to one. He said he was too weak to defend. —GEORGE PATTON

Be A DBF! (dog's best friend)

The best way to balance running and family life is to give it your all and then let it go. Running is part of life. It isn’t life. In other words, leave your disappointments and frustrations on the track when you take off your spikes.

Watch what people are cynical about, and one can often discover what they lack.”—George S. Patton

What fears are propelling me to work so compulsively? and, What is being sacrificed as I pursue this goal? As you answer, remember to do so in a loving and nonjudgmental way. You are doing the best you can, and are now in the process of making some new choices.

If everyone is thinking alike, then somebody isn't thinking. ― George S. Patton

Martin Luther called the church building the “Mundhaus” (lit. “mouth house” or "speech house”) because he believed that the Graeco-Roman “pagan lecture” of the sophist entertainers who took over the Catholic church should be the focus of “the service”. Sermons might have been helpful in the later Middle Ages when even many Catholic priests couldn't read. However, modern research has repeatedly proven that lecturing is the worst possible way to educate others because it’s so boring. Might traditional, so-called-inspired preaching still be the best way to communicate God’s Word?” ~ © gfp '42™

If a man does his best, what else is there? — General George Patton Jr. (1885-1945)

We must march together, all out for God. The soldier who “cracks up” does not need sympathy or comfort as much as he needs strength. We are not trying to make the best of these days. It is our job to make the most of them. Now is not the time to follow God from “afar off.” This Army needs the assurance and the faith that God is with us. With prayer, we cannot fail. Be assured that this message on prayer has the approval, the encouragement, and the enthusiastic support of the Third United States Army Commander. With every good wish to each of you for a very Happy Christmas, and my personal congratulations for your splendid and courageous work since landing on the beach, I am G. S. Patton, Jr, Lieutenant General, Commanding Third United States Army.

Rick Hertzberg noted that Americans admire ruthlessness in the waging of war but not peace. Carter was "a Patton of peace," Hertzberg said, referring to General George S. Patton, whose single-minded devotion to achieving his objectives during World War II was remembered longer than the harsh criticism he received from many contemporaries for improper behavior.