Positive Marine Corps Quotes

He ran as he'd never run before, with neither hope nor despair. He ran because the world was divided into opposites and his side had already been chosen for him, his only choice being whether or not to play his part with heart and courage. He ran because fate had placed him in a position of responsibility and he had accepted the burden. He ran because his self-respect required it. He ran because he loved his friends and this was the only thing he could do to end the madness that was killing and maiming them.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

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the value of continual training and personal skill development, straightforward and honest speech, and a pride in their mission which had come to be defined for the first time in official manuals: “To support combat operations by delivering precise fire on selected targets from concealed positions.

A leader expresses loyalty to his subordinates by supporting their needs and ensuring their welfare in a number of ways. Subordinates express loyalty to that sort of caring leadership by positively and efficiently carrying out the leader’s orders or instructions.

Frank Fiorini, better known as Frank Sturgis, had an interesting career that started when he quit high school during his senior year to join the United States Marine Corps as an enlisted man. During World War II he served in the Pacific Theater of Operations with Edson’s Raiders, of the First Marine Raiders Battalion under Colonel “Red Mike.” In 1945 at the end of World War II, he received an honorable discharge and the following year joined the Norfolk, Virginia Police Department. Getting involved in an altercation with his sergeant, he resigned and found employment as the manager of the local Havana-Madrid Tavern, known to have had a clientele consisting primarily of Cuban seamen. In 1947 while still working at the tavern, he joined the U.S. Navy’s Flight Program. A year later, he received an honorable discharge and joined the U.S. Army as an Intelligence Officer. Again, in 1949, he received an honorable discharge, this time from the U.S. Army. Then in 1957, he moved to Miami where he met former Cuban President Carlos Prío, following which he joined a Cuban group opposing the Cuban dictator Batista. After this, Frank Sturgis went to Cuba and set up a training camp in the Sierra Maestra Mountains, teaching guerrilla warfare to Castro’s forces. He was appointed a Captain in Castro’s M 26 7 Brigade, and as such, he made use of some CIA connections that he apparently had cultivated, to supply Castro with weapons and ammunition. After they entered Havana as victors of the revolution, Sturgis was appointed to a high security, intelligence position within the reorganized Cuban air force. Strangely, Frank Sturgis returned to the United States after the Cuban Revolution, and mysteriously turned up as one of the Watergate burglars who were caught installing listening devices in the National Democratic Campaign offices. In 1973 Frank A. Sturgis, E. Howard Hunt, Eugenio R. Martínez, G. Gordon Liddy, Virgilio R. “Villo” González, Bernard L. Barker and James W. McCord, Jr. were convicted of conspiracy. While in prison, Sturgis feared for his life if anything he had done, regarding his associations and contacts, became public knowledge. In 1975, Sturgis admitted to being a spy, stating that he was involved in assassinations and plots to overthrow undisclosed foreign governments. However, at the Rockefeller Commission hearings in 1975, their concluding report stated that he was never a part of the CIA…. Go figure! In 1979, Sturgis surfaced in Angola where he trained and helped the rebels fight the Cuban-supported communists. Following this, he went to Honduras to train the Contras in their fight against the communist-supported Sandinista government. He also met with Yasser Arafat in Tunis, following which he was debriefed by the CIA. Furthermore, it is documented that he met and talked to the Venezuelan terrorist Ilich Ramírez Sánchez, or Carlos the Jackal, who is now serving a life sentence for murdering two French counter intelligence agents. On December 4, 1993, Sturgis suddenly died of lung cancer at the Veterans Hospital in Miami, Florida. He was buried in an unmarked grave south of Miami…. Or was he? In this murky underworld, anything is possible.

The Marine Corps in particular was very vocal in its opposition to opening infantry positions to women. This affair will be a major test for civilian control on both the civilian and military side. Will the military simply acquiesce in establishing double standards, violating a key component of military culture—fairness? Will officers either salute and obey or leave the service,

while the U.S. Marines Corps were well known for being the people to call if you absolutely, positively wanted something destroyed overnight…when it had to be taken out in an hour or your money back, you called the Archangels.

My dad was always tough to please. He thought pushing me would make me a man, but I was never man enough. All I ever wanted from him was a word of praise, a proud smile.” “What about your mother?” He smiled tenderly. “God, she was incredible. She always loved him, no matter what. And I didn’t have to do anything to make her think I was a hero. If I fell flat on my face she’d just beam and say, ‘Did you see that great routine of Ian’s? What a genius!’ When I was in that musical, she thought I was the best thing to hit Chico, but my dad asked me if I was gay.” He chuckled. “My mom was the best-natured, kindest, most generous woman who ever lived. Always positive. And faithful?” He laughed, shaking his head. “My dad could be in one of his negative moods where nothing was right—the dinner sucked, the ball game wasn’t coming in clear on the TV, the battery on the car was giving out, he hated work, the neighbors were too loud… And my mom, instead of saying, ‘Why don’t you grow the fuck up, you old turd,’ she would just say, ‘John, I bet I have something that will turn your mood around—I made a German chocolate cake.’” Marcie smiled. “She sounds wonderful.” “She was. Wonderful. Even while she was fighting cancer, she was so strong, so awesome that I kept thinking it was going to be all right, that she’d make it. As for my dad, he was always impossible to please, impossible to impress. I really thought I’d grown through it, you know? I got to the point real early where I finally understood that that’s just the kind of guy he was. He never beat me, he hardly even yelled at me. He didn’t get drunk, break up the furniture, miss work or—” “But what did he do, Ian?” she asked gently. He blinked a couple of times. “Did you know I got medals for getting Bobby out of Fallujah?” She nodded. “He got medals, too.” “My old man was there when I was decorated. He stood nice and tall, polite, and told everyone he knew about the medals. But he never said jack to me. Then when I told him I was getting out of the Marine Corps, he told me I was a fuckup. That I didn’t know a good thing when I had it. And he said…” He paused for a second. “He said he’d never been so ashamed of me in his whole goddamn life and if I did that—got out—I wasn’t his son.” Instead of crumbling into tears on his behalf, she leaned against him, stroked his cheek a little and smiled. “So—he was the same guy his whole stupid life.” Ian felt a slight, melancholy smile tug at his lips. “The same guy. One miserable son of a bitch.” “There’s

The MCWW’s maneuver warfare and its legacy has positioned the Corps and its warriors/ scholars into the future as the nation’s “Force in Readiness” worldwide. No other branch of service in the United States can make that claim. More than lip service has been paid to a transition to Boyd’s maneuver warfare and the advantages derived from this type of thought and engagement by a small amphibious fighting force.