Troop Leader Quotes

Therefore the skillful leader subdues the enemy's troops without any fighting; he captures their cities without laying siege to them; he overthrows their kingdom without lengthy operations in the field.

Trench fighting is the bloodiest, wildest, most brutal of all ... Of all the war's exciting moments none is so powerful as the meeting of two storm troop leaders between narrow trench walls. There's no mercy there, no going back, the blood speaks from a shrill cry of recognition that tears itself from one's breast like a nightmare.

any general who isn’t connected spiritually to his troops is not a combat leader.

I wonder of what you must daily endure in America, having no government to protect you, no one to tell you what to do. Is it true you're given no ration card, that you must find food for yourself? Is it true that you labor for no higher purpose than paper money? What is California, this place you come from? I have never seen a picture. What plays over the American loudspeakers, when is your curfew, what is taught at your child-rearing collectives? Where does a woman go with her children on Sunday afternoons, and if a woman loses her husband, how does she know the government will assign her a good replacement? With whom would she curry favor to ensure her children got the best Youth Troop leader?

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove. APPLICATION

One of the great Confederate combat leaders, General John B. Gordon, had sat at his horse and spoken farewell to his men. Some he had seen weeping as they folded burnt and shot-pierced battle flags and laid them on the stacked arms of surrender. As he told his troops his own grief he tried to give them hope to rebuild out of the poverty and ashes to which many would return. Gordon would never forget a Kentucky father who lost two sons, one dying for the North, the other for the South. Over the two graves of his soldier boys the father set up a joint monument inscribed "God knows which was right.

You are all soldiers of Christ," he said, "and now is an opportunity given to you to show that you are worthy soldiers. When the troops of a worldly monarch go into battle they do so with head erect, with proud and resolute bearing, with flashing eye, and with high courage, determined to bear aloft his banner and to crown it with victory, even though it cost them their lives. Such is the mien that soldiers of Christ should bear in the mortal strife now raging round us. Let them show the same fearlessness of death, the same high courage, the same unlimited confidence in their Leader. What matter if they die in His service? He has told them what their work should be. He has bidden them visit the sick and comfort the sorrowing. What if there be danger in the work? Did He shrink from the Cross which was to end His work of love, and is it for His followers to do so? 'Though you go down into the pit,' He has said, 'I am there also'; and with His companionship one must be craven indeed to tremble. This is a noble opportunity for holding high the banner of Christ. There is work to be done for all, and as the work is done, men should see by the calm courage, the cheerfulness, and the patience of those that do it, that they know that they are doing His work, and that they are content to leave the issue, whatever it be, in His hands.

The boy was in the Hitler Youth, he says, and he was reading a book one day, he was really enjoying it, until his troop leader found him reading it and gave him a severe warning because it was by a, a Jewish writer, it was a banned book. And the boy was so incensed that this really good book he’d been reading had been banned—was the wrong kind of book, the wrong kind of art, if you like, written by the wrong kind of writer—that he thought twice, he began to ask questions about what was happening, and then, it turns out, he went on with his sister, Sophie Scholl, their name was Scholl, to do this stellar work, to try to change things, make it possible for people to think, I mean differently. And they fought back, and they did change things. They did a lot of good before they were caught. And they were killed for it.

At the first ever Girl Scout training event Hesselbein attended, she heard another new troop leader complain that she was getting nothing from the session. Hesselbein mentioned it to a dress-factory worker who was also volunteering, and the woman told her, “You have to carry a big basket to bring something home.” She repeats that phrase today, to mean that a mind kept wide open will take something from every new experience. It is a natural philosophy for someone who was sixty when she attempted to turn down an interview for the job that became her calling. She had no long-term plan, only a plan to do what was interesting or needed at the moment. “I never envisioned” is her most popular preamble. Hesselbein’s professional career, which started in her midfifties, was extraordinary. The meandering path, however, was not.

The genes supply the motivation for warfare, [E. O.] Wilson is saying, in humans as they do in chimps, but people, blessed with the power of language, look for some objective cause of war. A society psychs itself up to go to war by agreeing that their neighbors have wronged them, whether by seizing property or failing to deliver on some promise. Religious leaders confirm that the local deity favors their cause and off go the troops.

Guys who get their name splashed all over history and folklore don’t tend to be Boy Scout troop leaders.

The troop commander's name was Rich...[and] he was one of the best leaders I've ever known. His motto, which I've stolen from him, is, 'Nobody ever worked for me. They worked with me.

A leader must care about the troops, but at the same time the leader must complete the mission, and in doing so there will be risk and sometimes unavoidable consequences to the troops.

I have often been criticized for being an 'emotional' leader, for not being macho enough, but even during this early stage in my career, I believed that the magic of command lies in openness, in being both sympathetic to the troops and at the same time being apart, in always projecting supreme confidence in my own ability and in theirs to accomplish whatever task is set for us.

Since both Eliza and Angelica were pregnant, sister Peggy crept downstairs to retrieve the endangered child. The leader of the raiding party barred her way with a musket. “Wench, wench! Where is your master?” he demanded. “Gone to alarm the town,” the coolheaded Peggy said. The intruder, fearing that Schuyler would return with troops, fled in alarm.

For over two weeks, the defenders of Wake Island held off a vastly superior force of Japanese ships and troops, inspiring the whole nation with their plucky spirit and sacrifice. Unfortunately, Navy leaders at Pearl Harbor, struggling to protect what was left of the shattered Pacific Fleet, canceled a relief mission, allowing the island and its defenders to fall without support. Wake damaged the long-standing trust between the Corps and the Navy, a memory that still rankles Marines and shames sailors.

thought then that decent, intelligent, and experienced managers would automatically make rational business decisions. But I learned over time that isn’t so. Instead, rationality frequently wilts when the institutional imperative comes into play. For example: (1) As if governed by Newton’s First Law of Motion, an institution will resist any change in its current direction; (2) Just as work expands to fill available time, corporate projects or acquisitions will materialize to soak up available funds; (3) Any business craving of the leader, however foolish, will be quickly supported by detailed rate-of-return and strategic studies prepared by his troops; and (4) The behavior of peer companies, whether they are expanding, acquiring, setting executive compensation or whatever, will be mindlessly imitated.

And yet these Americans, with their helicopters and laser-guided weapons and shock-troop Rangers were going to somehow sort it out in a few weeks? Arrest Aidid and make it all better? They were trying to take down a clan, the most ancient and efficient social organization known to man. Didn’t the Americans realize that for every leader they arrested there were dozens of brothers, cousins, sons, and nephews to take his place? Setbacks just strengthened the clan’s resolve. Even if the Habr Gidr were somehow crippled or destroyed, wouldn’t that just elevate the next most powerful clan? Or did the Americans expect Somalia to suddenly sprout full-fledged Jeffersonian democracy?

Those who were called skillful leaders of old knew how to drive a wedge between the enemy's front and rear; [More literally, "cause the front and rear to lose touch with each other."] to prevent co-operation between his large and small divisions; to hinder the good troops from rescuing the bad, the officers from rallying their men. 16. When the enemy's men were united, they managed to keep them in disorder.

If the only way you can inspire the troops is by a regimen of exhaustion, it’s time to look for some deeper substance. Because what trickles down is less likely to be admiration but dread and fear instead. A leader who sets an example of self-sacrifice can’t help but ask self-sacrifice of others.

The skillful leader subdues the enemy's troops without any fighting; he captures their cities without laying siege to them; he overthrows their kingdom without lengthy operations in the field. With his forces intact he will dispute the mastery of the Empire, and thus, without losing a man, his triumph will be complete.

I learned in WW II,” he said, “that the slightest bit of excitement in a leader is transmitted to the men. You might be afraid, but the fear gets magnified in the troops. Somebody has to keep his cool. If you’re a decent leader, you don’t dare lose it—for your own good. You’ve got to keep your unit up there doing its job.

Leaders have always found it useful to have an enemy at their gates in times of trouble, distracting the public from their difficulties. In using your enemies to rally your troops, polarize them as far as possible: they will fight the more fiercely when they feel a little hatred. So exaggerate the differences between you and the enemy—draw the lines clearly.

A leader is most effective when people barely know he exists. When his work is done, his aim fulfilled, his troops will feel they did it themselves.

it is paramount that senior leaders explain to their junior leaders and troops executing the mission how their role contributes to big picture success.

You are the leader and the troops will reflect your emotions.

The conservatives had started bringing demagoguery to the table on the [Afghan] war issue the previous fall [fall 2006]. Whenever opposition members criticized the war policy, assorted Tories accused them of being disloyal and of failing to support the troops....[Harper] was gaining the reputation of a leader who couldn't see a belt without wanting to hit below it.

A few words in defense of military scientists. I agree that squad leaders are in the best position to know what and how much their men and women need to bring on a given mission. But you want those squad leaders to be armed with knowledge, and not all knowledge comes from experience. Sometimes it comes from a pogue at USUHS who’s been investigating the specific and potentially deadly consequences of a bodybuilding supplement. Or an army physiologist who puts men adrift in life rafts off the dock at a Florida air base and discovers that wetting your uniform cools you enough to conserve 74 percent more of your body fluids per hour. Or the Navy researcher who comes up with a way to speed the recovery time from travelers’ diarrhea. These things matter when it’s 115 degrees and you’re trying to keep your troops from dehydrating to the point of collapse. There’s no glory in the work. No one wins a medal. And maybe someone should.

Nothing breeds arrogance like success—a string of victories on the battlefield or business initiatives. Combat leaders must never forget just how much is at stake: the lives of their troops.

The skillful leader subdues the enemy's troops without any fighting; he captures their cities without laying siege to them; he overthrows their kingdom without lengthy operations in the field.

It is I, indeed; and if ever true knight gave proof I am that man,’ replied the leader of the second troop; ‘for who would not rather face giants, sorcerers, or pagans, than this pinching cold?

Napoléon Bonaparte. The new leader had no immediate fight to pick with America; some thought he might actually bring peace to Europe. Hamilton’s endless demands for more funding and troops were beginning to look foolish.

Getting ahead of the next curve requires courage and communication: Courage to determine the next bold move, and communication to keep the troops committed to the value of moving forward. Rallying stakeholders to move together in a common course of action is all part of the innovation and survival process. Leaders at every level in an organization need to be skillful at creating resonance if that organization is to control its own destiny.

The State Department received detailed reports of the extent and nature of the Army operations as killings began in Java. A “Moslem Youth Leader” reported that “assistants” were accompanying troops on sweeps that led to killings.

Among the admirable achievements of Hannibal is included in this: that although he led a huge army, made up of countless different races, on foreign campaigns, there was never any dissension, either among the troops themselves or against their leader, whether things were going well or badly. For this, inhuman cruelty was wholly responsible. It was this, along with his countless other qualities, which made him feared and respected by his soldiers. If it had not been for his cruelty, his other qualities would not have been enough. The historians, having given little thought to this, on the one hand admire what Hannibal achieved, and on the other condemn what made his achievements possible.

Strive to do small things well. Be a doer and a self-starter—aggressiveness and initiative are two most admired qualities in a leader—but you must also put your feet up and think. Strive for self-improvement through constant self-evaluation. Never be satisfied. Ask of any project, How can it be done better? Don’t overinspect or oversupervise. Allow your leaders to make mistakes in training, so they can profit from the errors and not make them in combat. Keep the troops informed; telling them “what, how, and why” builds their confidence. The harder the training, the more troops will brag. Enthusiasm, fairness, and moral and physical courage—four of the most important aspects of leadership. Showmanship—a vital technique of leadership. The ability to speak and write well—two essential tools of leadership. There is a salient difference between profanity and obscenity; while a leader employs profanity (tempered with discretion), he never uses obscenities. Have consideration for others. Yelling detracts from your dignity; take men aside to counsel them. Understand and use judgment; know when to stop fighting for something you believe is right. Discuss and argue your point of view until a decision is made, and then support the decision wholeheartedly. Stay ahead of your boss.

In earlier history when groups of people declared war on each other the leaders always led their troops into battle. It is a great pity we do not have the same system today; perhaps our politicians would think twice before they gambled with the lives of their people.

...the slightest bit of excitement in a leader is transmitted to the men. You might be afraid, but the fear gets magnified in the troops. Somebody has to keep his cool. If you’re a decent leader, you don’t dare lose it— for your own good. You’ve got to keep your unit up there doing its job.

When General Pikalov, commander of the chemical warfare troops, gave his initial situation report on the thirty-kilometer zone to the visiting leaders of the Politburo Operations Group, he forecast that decontamination work would take up to seven years to complete.54 Upon hearing this, the hardline Politburo member Yegor Ligachev exploded in fury. He told Pikalov he could have seven months. “And if you haven’t done it by then, we’ll relieve you of your Party card!” “Esteemed Yegor Kuzmich,” the general replied, “if that is the situation, you needn’t wait seven months to take my Party card. You can have it now.

These leaders cast no blame. They made no excuses. Instead of complaining about challenges or setbacks, they developed solutions and solved problems. They leveraged assets, relationships, and resources to get the job done. Their own egos took a back seat to the mission and their troops. These leaders truly led.

The Dichotomy of Leadership A good leader must be: • confident but not cocky; • courageous but not foolhardy; • competitive but a gracious loser; • attentive to details but not obsessed by them; • strong but have endurance; • a leader and follower; • humble not passive; • aggressive not overbearing; • quiet not silent; • calm but not robotic, logical but not devoid of emotions; • close with the troops but not so close that one becomes more important than another or more important than the good of the team; not so close that they forget who is in charge. • able to execute Extreme Ownership, while exercising Decentralized Command. A good leader has nothing to prove, but everything to prove.

There have been ample opportunities since 1945 to show that material superiority in war is not enough if the will to fight is lacking. In Algeria, Vietnam and Afghanistan the balance of economic and military strength lay overwhelmingly on the side of France, the United States, and the Soviet Union, but the will to win was slowly eroded. Troops became demoralised and brutalised. Even a political solution was abandoned. In all three cases the greater power withdrew. The Second World War was an altogether different conflict, but the will to win was every bit as important - indeed it was more so. The contest was popularly perceived to be about issues of life and death of whole communities rather than for their fighting forces alone. They were issues, wrote one American observer in 1939, 'worth dying for'. If, he continued, 'the will-to-destruction triumphs, our resolution to preserve civilisation must become more implacable...our courage must mount'. Words like 'will' and 'courage' are difficult for historians to use as instruments of cold analysis. They cannot be quantified; they are elusive of definition; they are products of a moral language that is regarded sceptically today, even tainted by its association with fascist rhetoric. German and Japanese leaders believed that the spiritual strength of their soldiers and workers in some indefinable way compensate for their technical inferiority. When asked after the war why Japan lost, one senior naval officer replied that the Japanese 'were short on spirit, the military spirit was weak...' and put this explanation ahead of any material cause. Within Germany, belief that spiritual strength or willpower was worth more than generous supplies of weapons was not confined to Hitler by any means, though it was certainly a central element in the way he looked at the world. The irony was that Hitler's ambition to impose his will on others did perhaps more than anything to ensure that his enemies' will to win burned brighter still. The Allies were united by nothing so much as a fundamental desire to smash Hitlerism and Japanese militarism and to use any weapon to achieve it. The primal drive for victory at all costs nourished Allied fighting power and assuaged the thirst for vengeance. They fought not only because the sum of their resources added up to victory, but because they wanted to win and were certain that their cause was just. The Allies won the Second World War because they turned their economic strength into effective fighting power, and turned the moral energies of their people into an effective will to win. The mobilisation of national resources in this broad sense never worked perfectly, but worked well enough to prevail. Materially rich, but divided, demoralised, and poorly led, the Allied coalition would have lost the war, however exaggerated Axis ambitions, however flawed their moral outlook. The war made exceptional demands on the Allied peoples. Half a century later the level of cruelty, destruction and sacrifice that it engendered is hard to comprehend, let alone recapture. Fifty years of security and prosperity have opened up a gulf between our own age and the age of crisis and violence that propelled the world into war. Though from today's perspective Allied victory might seem somehow inevitable, the conflict was poised on a knife-edge in the middle years of the war. This period must surely rank as the most significant turning point in the history of the modern age.

Praise be to Allah, who revealed the Book, controls the clouds, defeats factionalism, and says in His Book: 'But when the forbidden months are past, then fight and slay the pagans wherever ye find them, seize them, beleaguer them, and lie in wait for them in every stratagem (of war)'; and peace be upon our Prophet, Muhammad Bin-'Abdallah, who said: I have been sent with the sword between my hands to ensure that no one but Allah is worshipped, Allah who put my livelihood under the shadow of my spear and who inflicts humiliation and scorn on those who disobey my orders. ...All these crimes and sins committed by the Americans are a clear declaration of war on Allah, his messenger, and Muslims. And ulema have throughout Islamic history unanimously agreed that the jihad is an individual duty if the enemy destroys the Muslim countries. This was revealed by Imam Bin-Qadamah in 'Al- Mughni,' Imam al-Kisa'i in 'Al-Bada'i,' al-Qurtubi in his interpretation, and the shaykh of al-Islam in his books, where he said: 'As for the fighting to repulse [an enemy], it is aimed at defending sanctity and religion, and it is a duty as agreed [by the ulema]. Nothing is more sacred than belief except repulsing an enemy who is attacking religion and life.' On that basis, and in compliance with Allah's order, we issue the following fatwa to all Muslims: The ruling to kill the Americans and their allies -- civilians and military -- is an individual duty for every Muslim who can do it in any country in which it is possible to do it, in order to liberate the al-Aqsa Mosque and the holy mosque [Mecca] from their grip, and in order for their armies to move out of all the lands of Islam, defeated and unable to threaten any Muslim. This is in accordance with the words of Almighty Allah, 'and fight the pagans all together as they fight you all together,' and 'fight them until there is no more tumult or oppression, and there prevail justice and faith in Allah.' ...We -- with Allah's help -- call on every Muslim who believes in Allah and wishes to be rewarded to comply with Allah's order to kill the Americans and plunder their money wherever and whenever they find it. We also call on Muslim ulema, leaders, youths, and soldiers to launch the raid on Satan's U.S. troops and the devil's supporters allying with them, and to displace those who are behind them so that they may learn a lesson. ...Almighty Allah also says: 'O ye who believe, what is the matter with you, that when ye are asked to go forth in the cause of Allah, ye cling so heavily to the earth! Do ye prefer the life of this world to the hereafter? But little is the comfort of this life, as compared with the hereafter. Unless ye go forth, He will punish you with a grievous penalty, and put others in your place; but Him ye would not harm in the least. For Allah hath power over all things.' Almighty Allah also says: 'So lose no heart, nor fall into despair. For ye must gain mastery if ye are true in faith.' [World Islamic Front Statement, 23 February 1998]

It was on 7 March 1936 that Hitler comprehensivelyviolated the Versailles Treaty by sending troops intothe industrial region of the Rhineland, which under Article 180 had been specifically designated ademilitarized zone. Had the German Army beenopposed by the French and British forces stationednear by, it had orders to retire back to base and sucha reverse would almost certainly have cost Hitler thechancellorship. Yet the Western powers, riven withguilt about having imposed what was described as a‘Carthaginian peace’ on Germany in 1919, allowedthe Germans to enter the Rhineland unopposed. ‘After all,’ said the influential Liberal politician andnewspaper director the Marquis of Lothian, who hadbeen Chancellor of the Duchy of Lancaster in RamsayMacDonald’s National Government, ‘they are onlygoing into their own back garden.’ When Hitler assured the Western powers in March 1936 thatGermany wished only for peace, Arthur Greenwood,the deputy leader of the Labour Party, told the Houseof Commons: ‘Herr Hitler has made a statement…holding out the olive branch… which ought to be takenat face value… It is idle to say that those statementsare insincere.’ That August Germany adopted compulsory two-year military service

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.

The CIA found in Laos a country where it already had amassed influence, in the heart of a Cold War battlefield, and which had been largely ignored by the American military. These CIA leaders saw that an inexpensive—in American money and lives, at least—proxy war could be a template for fights in other places around the world, at a time when presidents were looking for ways to continue the Cold War without going through Congress or committing ground troops.

13.  He wins his battles by making no mistakes. [Ch’en Hao says: “He plans no superfluous marches, he devises no futile attacks.” The connection of ideas is thus explained by Chang Yu: “One who seeks to conquer by sheer strength, clever though he may be at winning pitched battles, is also liable on occasion to be vanquished; whereas he who can look into the future and discern conditions that are not yet manifest, will never make a blunder and therefore invariably win.”] Making no mistakes is what establishes the certainty of victory, for it means conquering an enemy that is already defeated. 14.  Hence the skillful fighter puts himself into a position which makes defeat impossible, and does not miss the moment for defeating the enemy. [A “counsel of perfection” as Tu Mu truly observes. “Position” need not be confined to the actual ground occupied by the troops. It includes all the arrangements and preparations which a wise general will make to increase the safety of his army.] 15.  Thus it is that in war the victorious strategist only seeks battle after the victory has been won, whereas he who is destined to defeat first fights and afterwards looks for victory. [Ho Shih thus expounds the paradox: “In warfare, first lay plans which will ensure victory, and then lead your army to battle; if you will not begin with stratagem but rely on brute strength alone, victory will no longer be assured.”] 16.  The consummate leader cultivates the moral law, and strictly adheres to method and discipline; thus it is in his power to control success. 17.  In respect of military method, we have, firstly, Measurement; secondly, Estimation of quantity; thirdly, Calculation; fourthly, Balancing of chances; fifthly, Victory. 18.  Measurement owes its existence to Earth; Estimation of quantity to Measurement; Calculation to Estimation of quantity; Balancing of chances to Calculation; and Victory to Balancing of chances. [It is not easy to distinguish the four terms very clearly in the Chinese. The

For generations the official U.S. policy had been to support these regimes against any threat from their own citizens, who were branded automatically as Communists. When necessary, U.S. troops had been deployed in Latin America for decades to defend our military allies, many of whom were graduates of the U.S. Military Academy, spoke English, and sent their children to be educated in our country. They were often involved in lucrative trade agreements involving pineapples, bananas, bauxite, copper and iron ore, and other valuable commodities. When I became president, military juntas ruled in Argentina, Bolivia, Brazil, Chile, Ecuador, El Salvador, Guatemala, Haiti, Honduras, Nicaragua, Panama, Paraguay, Peru, and Uruguay. I decided to support peaceful moves toward freedom and democracy throughout the hemisphere. In addition, our government used its influence through public statements and our votes in financial institutions to put special pressure on the regimes that were most abusive to their own people, including Chile, Argentina, Paraguay, Nicaragua, and El Salvador. On visits to the region Rosalynn and I met with religious and other leaders who were seeking political change through peaceful means, and we refused requests from dictators to defend their regimes from armed revolutionaries, most of whom were poor, indigenous Indians or descendants of former African slaves. Within ten years all the Latin American countries I named here had become democracies, and The Carter Center had observed early elections in Panama, Nicaragua, Peru, Haiti, and Paraguay.

JFK asked his brother, Attorney General Robert Kennedy, to break up organized crime. Nobody high-up in government has tangled the Mafia. J. E. Hoover, the hired hands of FBI and CIA, ran the assassination teams. They have been used since World War II. JFK was attempting to end the oil-tax depletion rip-offs, to get tax money from oil companies. JFK instituted the nuclear test ban treaty, often called “the kiss of death,” to oppose the Pentagon. JFK called off the Invasion of Cuba. He allowed Castro to live, antagonized narcotics and gambling, oil and sugar interests, formerly in Cuba. JFK asked his brother, Attorney General Robert Kennedy, to break up the CIA, the “hidden government behind my back.” Allen Dulles was fired. Dulles, the attorney for international multinationals, was angry. JFK planned to withdraw troops from Vietnam after the 1964 elections. Nov. 24, 1963, two days after JFK’s burial, the Pentagon escalated the Vietnam war … with no known provocations, after JFK was gone. There was no chance Kennedy could survive antagonizing the CIA, oil companies, Pentagon, organized crime. He was not their man. The assassination of JFK employed people from the Texas-Southwest. It was not a Southern plot. Upstarts could not have controlled the northern CIA, FBI, Kennedy family connections. This was a more detailed, sophisticated conspiracy that was to set the pattern for future murders to take place. The murder was funded by Permindex, with headquarters in Montreal and Switzerland. Their stated purpose was to encourage trade between nations in the Western world. Their actual purpose was fourfold: 1) To fund and direct assassinations of European, Mid-East and world leaders considered threats to the western world, and to Petroleum Interests of their backers. 2) Provide couriers, agents for transporting and depositing funds through Swiss Banks for Vegas, Miami and the international gambling syndicate. 3) Coordinate the espionage activities of White Russian Solidarists and Division V of the FBI, headed by William Sullivan. 4) Build, acquire and operate hotels and gambling casinos. See: Nomenclature of an Assassination Cabal, by William Torbitt.

What’s the mission? Planning begins with mission analysis. Leaders must identify clear directives for the team. Once they themselves understand the mission, they can impart this knowledge to their key leaders and frontline troops tasked with executing the mission. A broad and ambiguous mission results in lack of focus, ineffective execution, and mission creep. To prevent this, the mission must be carefully refined and simplified so that it is explicitly clear and specifically focused to achieve the greater strategic vision for which that mission is a part.

Jill’s words reminded me of a concept I learned in the Army: the 80 percent solution. As Army leaders, we were trained to recognize that the 100 percent solution—absolute perfection—isn’t realistic, so the 80 percent solution was our goal: Get most things right, and get your butt moving to accomplish the mission. If you have 80 percent handled and a well-trained team, you’ll be able to deal with whatever contingencies arise. But if you spend all your time planning to create the 100 percent perfect solution, the troops won’t have time to prepare, train, and actually execute the mission.

Teaching leaders at all levels to live with friction. Friction is the inherent condition of war. It is caused by the enemy, by terrain and weather, and by the foul-ups that occur in your own force. The only way to learn how to deal with it is to train with it. Again, this means conducting aggressed, free-play exercises. And it means taking the whole unit to the field. CPXs have great value, but whenever troops are not involved, the level of friction is unrealistically low. Units must get plenty of time in the field as units if they are to learn how to accomplish their missions despite friction.

When [Ivan] Ilyin wrote that the art of politics was “identifying and neutralizing the enemy,” he did not mean that statesmen should ascertain which foreign power actually posed a threat. He meant that politics began with a leader’s decision about which foreign enmity will consolidate a dictatorship. Russia’s real geopolitical problem was China. But precisely because Chinese power was real and proximate, considering Russia’s actual geopolitics might lead to depressing conclusions. The West was chosen as an enemy precisely because it represented no threat to Russia. Unlike China, the EU had no army and no long border with Russia. The United States did have an army, but had withdrawn the vast majority of its troops from the European continent: from about 300,000 in 1991 to about 60,000 in 2012. NATO still existed and had admitted former communist countries of eastern Europe. But President Barack Obama had cancelled an American plan to build a missile defense system in eastern Europe in 2009, and in 2010 Russia was allowing American planes to fly through Russian airspace to supply American forces in Afghanistan. No Russian leader feared a NATO invasion in 2011 or 2012, or even pretended to.

Of the many exceptional leaders we served alongside throughout our military careers, the consistent attribute that made them great was that they took absolute ownership—Extreme Ownership—not just of those things for which they were responsible, but for everything that impacted their mission. These leaders cast no blame. They made no excuses. Instead of complaining about challenges or setbacks, they developed solutions and solved problems. They leveraged assets, relationships, and resources to get the job done. Their own egos took a back seat to the mission and their troops. These leaders truly led.

But the most ironic thing, in those bitter days of December 1950, was that the commentators who cried havoc the loudest were the very men who had done most to change and destroy the old 1945 Army. These were the men who had shouted for the boys to be brought home, who had urged the troops to exert civil rights. They were the ones who had hinted that leaders trying to delay the frenetic demobilization, or the reform of the Army, were no better than the Fascists. And these were the men who screamed most shrilly when some young Americans on the field of battle behaved more like citizens than like soldiers.

but does it serve any useful purpose to know that Pompey was the first to exhibit the slaughter of eighteen elephants in the Circus, pitting criminals against them in a mimic battle? He, a leader of the state and one who, according to report, was conspicuous among the leaders28 of old for the kindness of his heart, thought it a notable kind of spectacle to kill human beings after a new fashion. Do they fight to the death? That is not enough! Are they torn to pieces? That is not enough! Let them be crushed by animals of monstrous bulk! Better would it be that these things pass into oblivion lest hereafter some all-powerful man should learn them and be jealous of an act that was nowise human.29 O, what blindness does great prosperity cast upon our minds! When he was casting so many troops of wretched human beings to wild beasts born under a different sky, when he was proclaiming war between creatures so ill matched, when he was shedding so much blood before the eyes of the Roman people, who itself was soon to be forced to shed more. he then believed that he was beyond the power of Nature. But later this same man, betrayed by Alexandrine treachery, offered himself to the dagger of the vilest slave, and then at last discovered what an empty boast his surname30 was.

The member of the Nazi hierarchy most gifted at solving problems of conscience was Himmler. He coined slogans, like the famous watchword of the S.S., taken from a Hitler speech before the S.S. in 1931, “My Honor is my Loyalty”—catch phrases which Eichmann called “winged words” and the judges “empty talk”—and issued them, as Eichmann recalled, “around the turn of the year,” presumably along with a Christmas bonus. Eichmann remembered only one of them and kept repeating it: “These are battles which future generations will not have to fight again,” alluding to the “battles” against women, children, old people, and other “useless mouths.” Other such phrases, taken from speeches Himmler made to the commanders of the Einsatzgruppen and the Higher S.S. and Police Leaders, were: “To have stuck it out and, apart from exceptions caused by human weakness, to have remained decent, that is what has made us hard. This is a page of glory in our history which has never been written and is never to be written.” Or: “The order to solve the Jewish question, this was the most frightening order an organization could ever receive.” Or: We realize that what we are expecting from you is “superhuman,” to be “superhumanly inhuman.” All one can say is that their expectations were not disappointed. It is noteworthy, however, that Himmler hardly ever attempted to justify in ideological terms, and if he did, it was apparently quickly forgotten. What stuck in the minds of these men who had become murderers was simply the notion of being involved in something historic, grandiose, unique (“a great task that occurs once in two thousand years”), which must therefore be difficult to bear. This was important, because the murderers were not sadists or killers by nature; on the contrary, a systematic effort was made to weed out all those who derived physical pleasure from what they did. The troops of the Einsatzgruppen had been drafted

Who were these leaders? What was the strength of the storm troops they were throwing into the streets? And what exactly were they up to? I worked long hours those first weeks in Paris to try to find out. It was not easy. Even the government and the police, as the rioting grew day after day, seemed to be ignorant and confused about the forces opposing them. The origins of these forces went back much farther than I had suspected. As early as 1926, when the franc had fallen to new lows and the government was facing bankruptcy, Ernest Mercier, the electricity magnate, had founded an antiparliamentarian movement called Redressement Français (French Resurgence). Its message was that a parliament of politicians was incompetent to handle the affairs of state in the complicated postwar world, where the intricacies of national and international business and finance called for specialized knowledge. It wanted a parliament and government of “technicians” who knew how modern capitalist society functioned, and it assured the country that the great business and financial enterprises could furnish these trained men. In other words, it wanted its own men to control directly what up to now they controlled only indirectly. Mercier saw in Mussolini’s corporate state a form in which his aims could be realized. Gradually he built up a following among his fellow magnates. Together they dispensed millions propagating their ideas.

[Tolstoy] denounced [many historians'] lamentable tendency to simplify. The experts stumble onto a battlefield, into a parliament or public square, and demand, "Where is he? Where is he?" "Where is who?" "The hero, of course! The leader, the creator, the great man!" And having found him, they promptly ignore all his peers and troops and advisors. They close their eyes and abstract their Napoleon from the mud and the smoke and the masses on either side, and marvel at how such a figure could possibly have prevailed in so many battles and commanded the destiny of an entire continent. "There was an eye to see in this man," wrote Thomas Carlyle about Napoleon in 1840, "a soul to dare and do. He rose naturally to be the King. All men saw that he was such." But Tolstoy saw differently. "Kings are the slaves of history," he declared. "The unconscious swarmlike life of mankind uses every moment of a king's life as an instrument for its purposes." Kings and commanders and presidents did not interest Tolstoy. History, his history, looks elsewhere: it is the study of infinitely incremental, imperceptible change from one state of being (peace) to another (war). The experts claimed that the decisions of exceptional men could explain all of history's great events. For the novelist, this belief was evidence of their failure to grasp the reality of an incremental change brought about by the multitude's infinitely small actions.

For possession of a single bullet, Shaykh Farhan al-Sa‘di, an eighty-one-year-old rebel leader, was put to death in 1937. Under the martial law in force at the time, that single bullet was sufficient to merit capital punishment, particularly for an accomplished guerrilla fighter like al-Sa‘di.57 Well over a hundred such sentences of execution were handed down after summary trials by military tribunals, with many more Palestinians executed on the spot by British troops.58 Infuriated by rebels ambushing their convoys and blowing up their trains, the British resorted to tying Palestinian prisoners to the front of armored cars and locomotives to prevent rebel attack, a tactic they had pioneered in a futile effort to crush resistance of the Irish during their war of independence from 1919 to 1921.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

Nazi aggression, one might think, should have lent support to Winston’s candidacy. At this, of all times, it seems inconceivable that Baldwin would pick a weak man to supervise the defense of England. Nevertheless, that was what he did. Baldwin said outright: “If I pick Winston, Hitler will be cross.” In his biography of Chamberlain, Keith Feiling writes that the Rhineland was “decisive against Winston’s appointment”; it was “obvious that Hitler would not like it.” As the prime minister’s heir apparent, Chamberlain encouraged Baldwin to think along these lines. He suggested that Baldwin choose a man “who would excite no enthusiasm” and “create no jealousies.” The prime minister agreed. On Saturday, March 14—exactly a week since German troops had crossed the Rhine—he announced that he was establishing, not a ministry of defense, but a ministry for coordination of defense. Its leader, the new cabinet member, would be Sir Thomas Inskip.

With extraordinary bravery, civil rights leaders, activists, and progressive clergy launched boycotts, marches, and sit-ins protesting the Jim Crow system. They endured fire hoses, police dogs, bombings, and beatings by white mobs, as well as by the police. Once again, federal troops were sent to the South to provide protection for blacks attempting to exercise their civil rights, and the violent reaction of white racists was met with horror in the North. The dramatic high point of the Civil Rights Movement occurred in 1963. The Southern struggle had grown from a modest group of black students demonstrating peacefully at one lunch counter to the largest mass movement for racial reform and civil rights in the twentieth century. Between autumn 1961 and the spring of 1963, twenty thousand men, women, and children had been arrested. In 1963 alone, another fifteen thousand were imprisoned, and one thousand desegregation protests occurred across the region, in more than one hundred cities.32

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

My family is a classic American-dream story. My great-grandparents fled Russia to avoid being murdered for their religion. Just two generations later, my parents fled New York City weekends for their country house. I never felt guilty about this. I was raised to believe America rewards hard work. But I was also raised to understand that luck plays a role in even the bootstrappiest success story. The cost of living the dream, I was taught, is the responsibility to expand it for others. It’s a more than fair price. Yet the people running the country didn’t see it that way. With George W. Bush in the White House, millionaires and billionaires were showered with tax cuts. Meanwhile, schools went underfunded. Roads and bridges deteriorated. Household incomes languished. Deficits ballooned. And America went to war. President Bush invaded Iraq to destroy weapons of mass destruction, a campaign which hit a snag when it turned out those weapons didn’t exist. But by then it was too late. We had broken a country and owned the resulting mess. Colin Powell called this “the Pottery Barn rule,” which, admittedly, was cute. Still, it’s hard to imagine a visit to Pottery Barn that costs trillions of dollars and thousands of American lives. Our leaders, in other words, had made bad choices. They would therefore be replaced with better ones. That’s how AP Government told me the system worked. In the real world, however, the invasion of Iraq became an excuse for a dark and antidemocratic turn. Those who questioned the war, the torture of prisoners—or even just the tax cuts—found themselves accused of something barely short of treason. No longer was a distinction made between supporting the president’s policies and America’s troops. As an electoral strategy, this was dangerous and cynical. Also, it worked. So no, I didn’t grow up with a high opinion of politicians. But I did grow up in the kind of environment where people constantly told me I could change the world. In 2004, eager to prove them right, I volunteered for John Kerry’s presidential campaign.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

Treaty and the reparations Germany was obliged to pay were ‘malignant and silly to an extent that made them obviously futile’. This was the theme of the young economist Maynard Keynes in his philippic The Economic Consequences of the Peace, which began a myth which has never died. In reality, the real disaster wasn’t the way the war had begun or who was responsible, but how it had ended; not the claim that Germany had started the war, but the Germans’ belief that they hadn’t lost it, a belief encouraged by both German generals and politicians. When returning troops marched through Berlin in December, they were told, by Ebert of all people, the Social Democratic leader, ‘No army has overcome you.’ With that belief implanted, when the Treaty was published it was easy for demagogues to offer an answer. If the army had been ‘im Feld unbesiegt’, undefeated in battle, it must have been betrayed by the ‘November criminals’, the treacherous politicians who had taken over, and then betrayed Germany, and then ‘stabbed in the back’ by civilians, and Jews. Thus was the seed planted that would bring forth a frightful blossom.

Close to forty thousand Germans gathered in front of Berlin’s opera house on May 10, 1933, as a parade of swastika-wearing students and beer-hall thugs carrying torches tossed books into a huge bonfire. Ordinary citizens poured forth carrying volumes looted from libraries and private homes. “Jewish intellectualism is dead,” propaganda minister Joseph Goebbels, his face fiery, yelled from the podium. “The German soul can again express itself.” What happened in Germany in 1933 was not just a brutality perpetrated by thuggish leaders and abetted by ignorant mobs. It was also, as Einstein described, “the utter failure of the so-called intellectual aristocracy.” Einstein and other Jews were ousted from what had been among the world’s greatest citadels of open-minded inquiry, and those who remained did little to resist. It represented the triumph of the ilk of Philipp Lenard, Einstein’s longtime anti-Semitic baiter, who was named by Hitler to be the new chief of Aryan science. “We must recognize that it is unworthy of a German to be the intellectual follower of a Jew,” Lenard exulted that May. “Heil Hitler!” It would be a dozen years before Allied troops would fight their way in and oust him from that role.41 Le

By 1949, both the United States and the Soviet Union had withdrawn their troops and turned the peninsula over to the new puppet leaders. It did not go well. Kim Il Sung was a Stalinist and an ultranationalist dictator who decided to reunify the country in the summer of 1950 by invading the South with Russian tanks and thousands of troops. In North Korea, we were taught that the Yankee imperialists started the war, and our soldiers gallantly fought off their evil invasion. In fact, the United States military returned to Korea for the express purpose of defending the South—bolstered by an official United Nations force—and quickly drove Kim Il Sung’s army all the way to the Yalu River, nearly taking over the country. They were stopped only when Chinese soldiers surged across the border and fought the Americans back to the 38th parallel. By the end of this senseless war, at least three million Koreans had been killed or wounded, millions were refugees, and most of the country was in ruins. In 1953, both sides agreed to end the fighting, but they never signed a peace treaty. To this day we are still officially at war, and both the governments of the North and South believe that they are the legitimate representatives of all Koreans.

4. The general who thoroughly understands the advantages that accompany variation of tactics knows how to handle his troops. 5. The general who does not understand these, may be well acquainted with the configuration of the country, yet he will not be able to turn his knowledge to practical account. 6. So, the student of war who is unversed in the art of war of varying his plans, even though he be acquainted with the Five Advantages, will fail to make the best use of his men. 7. Hence in the wise leader’s plans, considerations of advantage and of disadvantage will be blended together. 8. If our expectation of advantage be tempered in this way, we may succeed in accomplishing the essential part of our schemes. 9. If, on the other hand, in the midst of difficulties we are always ready to seize an advantage, we may extricate ourselves from misfortune. 10. Reduce the hostile chiefs by inflicting damage on them; and make trouble for them, and keep them constantly engaged; hold out specious allurements, and make them rush to any given point. 11. The art of war teaches us to rely not on the likelihood of the enemy’s not coming, but on our own readiness to receive him; not on the chance of his not attacking, but rather on the fact that we have made our position unassailable.

And while the most desperate hours of the men within the Perimeter were passing, a second battle had been raging in their rear, back in the continental United States. When American soldiers went into action, it had become customary to provide them with a free issue of candy, cigarettes—and beer. In the places American troops fought, there were rarely any handy taverns or supermarkets. Reported to the home front, the “beer issue” rapidly became a national controversy. Temperance, church, and various civic groups bombarded the Pentagon and Congress with howls of protest against the corruption of American youth. One legislator, himself a man who took a brew now and then, tried a flanking attack against the complainers, saying on the floor of the House, “Water in Korea is more deadly than bullets!” But no one either polled the troops for their opinion or said openly that a man who was old enough to kill and be killed was also old enough to have a beer if he wanted it. Unable to shake the habit of acquiescence, the Army leaders bowed to the storm of public wrath. On 12 September the day the 3rd Battalion, 7th Cavalry, lost half its strength securing Hill 314, Far East Command cut off its beer ration. The troops could still buy beer, but only when and if the PX caught up with them.

Firstly, the Azerbaijanian struggle for a measure of autonomy and self-government is genuine and is locally inspired. The facts of history and existing conditions show that Azerbaijan has always been struggling to overthrow the feudal conditions imposed upon it (and upon the rest of Iran) by corrupt Iranian Governments. Secondly, the extent of Russian interference appeared to be negligible. In our travels we saw few Russian troops, and in Kurdistan we saw none at all. The leaders of the Azerbaijanian Government are not Russians but Azerbaijanians, and with few exceptions their sole aim seems to be the recovery and improvement and economic reform of Azerbaijan. There may be some Russian influence by indirect means, but I would suggest that it is less than our own influence in Iran which we exercise by direct control of ministers, political parties, state financiers, and by petty bribery. As for Kurdish Independence. The Kurds ask for an independence of their own making, not an independence sponsored by the British Government. Like the Azerbaijanians the Kurds are seeking real autonomy, and more than that, self-determination. Our present scheme to take them over and use them as a balancing factor in the political affairs of the Middle East is a reflection upon the honest of our intentions, and a direct blow at the spirit of all good men.

During Bill Clinton’s presidency, the Palestinian terrorist Yasser Arafat was invited to spend more time in the White House than any other foreign leader—thirteen invitations.303 Clinton was dead set on helping the Israelis and Palestinians achieve a lasting peace. He pushed the Israelis to grant ever-greater concessions until the Israelis were willing to grant the Palestinians up to 98 percent of all the territory they requested. And what was the Palestinian response? They walked away from the bargaining table and launched the wave of suicide bombings and other terrorist attacks known as the Second Intifada. And what of Osama bin Laden? Even while America was granting concessions to Palestinians—and thereby theoretically easing the conditions that provided much of the pretext for Muslim terror—bin Laden was bombing U.S. embassies in Africa, almost sank the USS Cole in Yemen, and was well into the planning stages of the catastrophic attacks of September 11, 2001. After President George W. Bush ordered U.S. forces to invade Afghanistan and Iraq in 2001 and 2003, respectively, bringing American troops into direct ground combat with jihadists half a world away, many Americans quickly forgot the recent past and blamed American acts of self-defense for “inflaming” jihad. One of those Americans was Barack Obama. Soon after his election, Obama traveled to Cairo, Egypt, where he delivered a now-infamous speech that signaled America’s massive policy shifts. The United States pulled entirely out of Iraq despite the pleas of “all the major Iraqi parties.”304 In Egypt, the United States actually backed the Muslim Brotherhood government, going so far as agreeing to give it advanced F-16 fighters and M1 Abrams main battle tanks, even as the Muslim Brotherhood government was violating its peace treaty with Israel and persecuting Egypt’s ancient Coptic Christian community. The Obama administration continued supporting the Brotherhood, even when it stood aside and allowed jihadists to storm the American embassy, raising the black flag of jihad over an American diplomatic facility. In Libya, the United States persuaded its allies to come to the aid of a motley group of rebels, including jihadists. Then many of these same jihadists promptly turned their anger on the United States, attacking our diplomatic compound in Benghazi the afternoon and evening of September 11, 2012—killing the American ambassador and three more brave Americans. Compounding this disaster, the administration had steadfastly refused to reinforce the American security presence in spite of a deteriorating security situation, afraid that it would anger the local population. This naïve and foolish administration decision cost American lives.

The historian Michael Walzer has argued that modern revolution was a task for the kind of ascetic, single-minded, self-denying personality that Calvinism sought to inculcate, and certainly some of the successful revolutionaries of the West would seem to fill the bill. As we have seen, the English revolutionary leader Oliver Cromwell, a Calvinist himself, railed perpetually against the festive inclinations of his troops. The Jacobin leader Robespierre despised disorderly gatherings, including “any group in which there is a tumult”—a hard thing to avoid during the French Revolution, one might think.73 His fellow revolutionary Louis de Saint-Just described the ideal “revolutionary man” in terms that would have been acceptable to any Puritan: “inflexible, but sensible; he is frugal; he is simple … honorable, he is sober, but not mawkish.”74 Lenin inveighed against “slovenliness … carelessness, untidiness, unpunctuality” as well as “dissoluteness in sexual life,”75 seeing himself as a “manager” and “controller” as well as a leader.76 For men like Robespierre and Lenin, the central revolutionary rite was the meeting—experienced in a sitting position, requiring no form of participation other than an occasional speech, and conducted according to strict rules of procedure. Dancing, singing, trances—these could only be distractions from the weighty business at hand.

when someone is not leading you, then you lead them. You pick up the slack for their weakness. My leader doesn’t want to come up with a plan? That’s okay. I will. My leader doesn’t want to give a brief? That’s fine. I will. My leader doesn’t want to mentor the younger troops? That’s okay. I will do it. My leader doesn’t want to take the blame when something goes wrong? That’s fine with me. I’m going to take the blame. And you have to think about that one. That one can be tricky because you think to yourself, “If I take the blame, I’m going to look bad. I’m going to look bad in front of the team and in front of the more senior boss—my weak boss’s boss.” But think about it from a leader’s perspective. Let’s say the mission was a failure, and the boss comes in to find out what happened. Listen to the way this situation plays out: I’m the guy that was in charge of the mission and I say, “Sorry, boss, we failed. But it wasn’t my fault. It was his fault,” and I point the finger at someone else. Now imagine that the guy I pointed the finger at says, “Yes. It was my fault. Here’s what happened. Here are the mistakes I made. And here is what I am going to do to fix the situation next time.” Who does the senior boss respect more? The guy who blamed someone or the guy who took responsibility—the guy that took ownership? Of course, it is the guy that takes ownership of

In the earliest strand of the conquest narratives, Joshua's violence was associated with an ancient Canaanite custom called the "ban" (herem). Before a battle, a military leader would strike a deal with his god: if this deity undertook to give him the city, the commander promised to "devote" (HRM) all valuable loot to his temple and offer the conquered people to him in a human sacrifice. Joshua had made such a pact with Yahweh before attacking Jericho, and Yahweh responded by delivering the town to Israel in a specular miracle, causing its famous walls to collapse when the priests blew their rams' horns. Before allowing his troops to storm the city, Joshua explained the terms of the ban and stipulated that no one in the city should be spared, since everybody and everything in the town had been "devoted" to Yahweh. Accordingly, the Israelites "enforced the ban on everything in the town, men, and women, young and old, even the oxen and sheep and donkeys, massacring them all." But the ban had been violated when one of the soldiers kept booty for himself, and consequently the Israelites failed to take the town of Ai the following day. After the culprit had been found and executed, the Israelites attached Ai again, this time successfully, setting fire to the city so that it became a sacrificial pyre and slaughtering anybody who tried to escape: "The number of those who fell that day, men and women together, were twelve thousand all (the) people of Ai." Finally Joshua hanged the king from a tree, built a monumental cairn over his body, and reduced the city to "a ruin for ever more, a desolate place, even today.

His first decision was to return to Rome without knowing who was in charge or how he’d be received. The stakes skyrocketed when he learned, after landing near Brundisium, that Caesar’s will had made him an heir and—by adoption—a son. He reached the capital as Caius Julius Caesar Octavianus, 9 and out of respect for their martyred leader the legions he encountered took his new status seriously. Octavian could have blown the opportunity by coming across as a twerp. But he saw the difference, even then, between inheriting a title and mastering the art of command. The first can happen overnight. The second can take a lifetime. Octavian never explained how he learned this, but with the privilege of closely observing the greatest of all commanders, he’d had to have been a blockhead not to pick up something. Sun Tzu, untranslated in Europe for another eighteen centuries, suggests what it might have been: If wise, a commander is able to recognize changing circumstances and to act expediently. If sincere, his men will have no doubt of the certainty of rewards and punishments. If humane, he loves mankind, sympathizes with others, and appreciates their industry and toil. If courageous, he gains victory by seizing opportunity without hesitation. If strict, his troops are disciplined because they are in awe of him and are afraid of punishment. 10 Caesar, in turn, appears never to have explained to Octavian why he was being taught. 11 That spared him the hang-ups of knowing he’d be son, heir, and commander. Rome’s Chiron tethered a student who had little sense of being tethered. The constraint conveyed instruction and liberation.

[T]hat afternoon, Sergei Lavrov called me for the second time during the crisis. [...] “We have three demands,” he said. “What are they?” I asked. “The first two are that the Georgians sign the no-use-of-force pledge and that their troops return to barracks,” he told me. “Done,” I answered. [...] But then Sergei said, “The other demand is just between us. Misha Saakashvili has to go.” I couldn’t believe my ears and I reacted out of instinct, not analysis. “Sergei, the secretary of state of the United States does not have a conversation with the Russian foreign minister about overthrowing a democratically elected president,” I said. “The third condition has just become public because I’m going to call everyone I can and tell them that Russia is demanding the overthrow of the Georgian president.” “I said it was between us,” he repeated. “No, it’s not between us. Everyone is going to know.” The conversation ended. I called Steve Hadley to tell him about the Russian demand. Then I called the British, the French, and several others. That afternoon the UN Security Council was meeting. I asked our representative to inform the Council as well. Lavrov was furious, saying that he’d never had a colleague divulge the contents of a diplomatic conversation. I felt I had no choice. If the Georgians wanted to punish Saakashvili for the war, they would have a chance to do it through their own constitutional processes. But the Russians had no right to insist on his removal. The whole thing had an air of the Soviet period, when Moscow had controlled the fate of leaders throughout Eastern Europe. I was certainly not going to be party to a return to those days [688].

Patton had been a reflective man, an extraordinarily well-read student of wars and military leaders, ancient and modern, with a curiosity about his war to match his energy. No detail had been too minor or too dull for him, nor any task too humble. Everything from infantry squad tactics to tank armor plate and chassis and engines had interested him. To keep his mind occupied while he was driving through a countryside, he would study the terrain and imagine how he might attack this hill or defend that ridge. He would stop at an infantry position and look down the barrel of a machine gun to see whether the weapon was properly sited to kill counterattacking Germans. If it was not, he would give the officers and men a lesson in how to emplace the gun. He had been a military tailor’s delight of creased cloth and shined leather, and he had worn an ivory-handled pistol too because he thought he was a cavalier who needed these trappings for panache. But if he came upon a truck stuck in the mud with soldiers shirking in the back, he would jump from his jeep, berate the men for their laziness, and then help them push their truck free and move them forward again to battle. By dint of such lesson and example, Patton had formed his Third Army into his ideal of a fighting force. In the process he had come to understand the capabilities of his troops and he had become more knowledgeable about the German enemy than any other Allied general on the Western Front. Patton had been able to command with certainty, overcoming the mistakes that are inevitable in the practice of the deadly art as well as personal eccentricities and public gaffes that would have ruined a lesser general, because he had always stayed in touch with the realities of his war.

He made a costly error in judgement and sent an entire regiment into a virtual slaughterhouse. It happens frequently. Officers risk their troops' lives for the sake of a promotion. Not my father. He valued the life of every man under his command, from his officers to the humblest fresh recruit. When he realized what had happened, he was devastated. He couldn't ever forget that his error had cost the lives of so many men, created so many widows and orphans..." "But, Lyon, measured against his valor, one mistake is forgivable." "To us, yes. Not to him. He was sickened that the battle was hailed as one of the turning points of the war. He was decorated for it. It was considered a great victory, but it defeated him as a soldier, as a man. When he came home and was hailed a hero, he couldn't stand the conflict within himself. He didn't feel like a hero. He felt like a traitor." "That can't be!" "Not a traitor to his country, but to the men who had trusted his judgement and leadership. It was a conflict he never could reconcile, so he retired from the Army and came here and shut out the world and all reminders of the lie he was living." They were quiet for a moment before she said,"No one would have thrown stones at him, Lyon. he was a respected man, a hero, a leader at a time in history when America needed heroes and leaders. It was a battleground that spread out for miles. Admist all the chaos he may have thought he made a mistake when he actually didn't." "I know that, Andy, and you know that, but since the time I was old enough to understand his reclusiveness, I was never able to convince him of it. He died still regretting that one day in his life as though he had live no other. It didn't matter what the public would have thought if they had known. He judged himself more severely than anyone else could have." "How tragic for him. He was such a lovely man, Lyon. Such a lovely man.

These include: 1.Do the Right Thing—the principle of integrity. We see in George Marshall the endless determination to tell the truth and never to curry favor by thought, word, or deed. Every one of General Marshall’s actions was grounded in the highest sense of integrity, honesty, and fair play. 2.Master the Situation—the principle of action. Here we see the classic “know your stuff and take appropriate action” principle of leadership coupled with a determination to drive events and not be driven by them. Marshall knew that given the enormous challenges of World War II followed by the turbulent postwar era, action would be the heart of his remit. And he was right. 3.Serve the Greater Good—the principle of selflessness. In George Marshall we see a leader who always asked himself, “What is the morally correct course of action that does the greatest good for the greatest number?” as opposed to the careerist leader who asks “What’s in it for me?” and shades recommendations in a way that creates self-benefit. 4.Speak Your Mind—the principle of candor. Always happiest when speaking simple truth to power, General and Secretary Marshall never sugarcoated the message to the global leaders he served so well. 5.Lay the Groundwork—the principle of preparation. As is often said at the nation’s service academies, know the six Ps: Prior Preparation Prevents Particularly Poor Performance. 6.Share Knowledge—the principle of learning and teaching. Like Larry Bird on a basketball court, George Marshall made everyone on his team look better by collaborating and sharing information. 7.Choose and Reward the Right People—the principle of fairness. Unbiased, color- and religion-blind, George Marshall simply picked the very best people. 8.Focus on the Big Picture—the principle of vision. Marshall always kept himself at the strategic level, content to delegate to subordinates when necessary. 9.Support the Troops—the principle of caring. Deeply involved in ensuring that the men and women under his command prospered, General and Secretary Marshall taught that if we are loyal down the chain of command, that loyalty will be repaid not only in kind but in operational outcomes as well.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Damn It Feels Good To Be A Gangsta Verse 1 Damn it feels good to be a gangsta A real gangsta-ass nigga plays his cards right A real gangsta-ass nigga never runs his f**kin mouth Cuz real gangsta-ass niggas don't start fights And niggas always gotta high cap Showin' all his boys how he shot em But real gangsta-ass niggas don't flex nuts Cuz real gangsta-ass niggas know they got em And everythings cool in the mind of a gangsta Cuz gangsta-ass niggas think deep Up three-sixty-five a year 24/7 Cuz real gangsta ass niggas don't sleep And all I gotta say to you Wannabe, gonnabe, cocksuckin', pussy-eatin' prankstas 'Cause when the fire dies down what the f**k you gonna do Damn it feels good to be a gangsta Verse 2 Damn it feels good to be a gangsta Feedin' the poor and helpin out with their bills Although I was born in Jamaica Now I'm in the US makin' deals Damn it feels good to be a gangsta I mean one that you don't really know Ridin' around town in a drop-top Benz Hittin' switches in my black six-fo' Now gangsta-ass niggas come in all shapes and colors Some got killed in the past But this gangtsa here is a smart one Started living for the lord and I last Now all I gotta say to you Wannabe, gonnabe, pussy-eatin' cocksuckin' prankstas When the sh*t jumps off what the f**k you gonna do Damn it feels good to be a gangsta Verse 3 Damn it feels good to be a gangsta A real gangta-ass nigga knows the play Real gangsta-ass niggas get the flyest of the b**ches Ask that gangsta-ass nigga Little Jake Now b**ches look at gangsta-ass niggas like a stop sign And play the role of Little Miss Sweet But catch the b**ch all alone get the digit take her out and then dump-hittin' the ass with the meat Cuz gangsta-ass niggas be the gang playas And everythings quiet in the clique A gangsta-ass nigga pulls the trigger And his partners in the posse ain't tellin' off sh*t Real gangsta-ass niggas don't talk much All ya hear is the black from the gun blast And real gangsta-ass niggas don't run for sh*t Cuz real gangsta-ass niggas can't run fast Now when you in the free world talkin' sh*t do the sh*t Hit the pen and let the mothaf**kas shank ya But niggas like myself kick back and peep game Cuz damn it feels good to be a gangsta Verse 4 And now, a word from the President! Damn it feels good to be a gangsta Gettin voted into the White House Everything lookin good to the people of the world But the Mafia family is my boss So every now and then I owe a favor gettin' down like lettin' a big drug shipment through And send 'em to the poor community So we can bust you know who So voters of the world keep supportin' me And I promise to take you very far Other leaders better not upset me Or I'll send a million troops to die at war To all you Republicans, that helped me win I sincerely like to thank you Cuz now I got the world swingin' from my nuts And damn it feels good to be a gangsta

Here is my six step process for how we will first start with ISIS and then build an international force that will fight terrorism and corruption wherever it appears. “First, in dedication to Lieutenant Commander McKay, Operation Crapshoot commenced at six o’clock this morning. I’ve directed a handpicked team currently deployed in Iraq to coordinate a tenfold increase in aerial bombing and close air support. In addition to aerial support, fifteen civilian security companies, including delegations from our international allies, are flying special operations veterans into Iraq. Those forces will be tasked with finding and annihilating ISIS, wherever they walk, eat or sleep. I’ve been told that they can’t wait to get started. “Second, going forward, our military will be a major component in our battle against evil. Militaries need training. I’ve been assured by General McMillan and his staff that there is no better final training test than live combat. So without much more expenditure, we will do two things, train our troops of the future, and wipe out international threats. “Third, I have a message for our allies. If you need us, we will be there. If evil raises its ugly head, we will be with you, arm in arm, fighting for what is right. But that aid comes with a caveat. Our allies must be dedicated to the common global ideals of personal and religious freedom. Any supposed ally who ignores these terms will find themselves without impunity. A criminal is a criminal. A thief is a thief. Decide which side you’re on, because our side carries a big stick. “Fourth, to the religious leaders of the world, especially those of Islam, though we live with differing traditions, we are still one people on this Earth. What one person does always has the possibility of affecting others. If you want to be part of our community, it is time to do your part. Denounce the criminals who besmirch your faith. Tell your followers the true meaning of the Koran. Do not let the money and influence of hypocrites taint your religion or your people. We request that you do this now, respectfully, or face the scrutiny of America and our allies. “Fifth, starting today, an unprecedented coalition of three former American presidents, my predecessor included, will travel around the globe to strengthen our alliances. Much like our brave military leaders, we will lead from the front, go where we are needed. We will go toe to toe with any who would seek to undermine our good intentions, and who trample the freedoms of our citizens. In the coming days you will find out how great our resolve truly is. “Sixth, my staff is in the process of drafting a proposal for the members of the United Nations. The proposal will outline our recommendations for the formation of an international terrorism strike force along with an international tax that will fund ongoing anti-terrorism operations. Only the countries that contribute to this fund will be supported by the strike force. You pay to play.

At every significant point in the four centuries since English settlers laid the foundations for the nation we know—at every significant point—American leaders and the great majority of the American people have explicitly said or acted as though they understood history in terms of this public religion. As King George III’s British troops moved toward New York City in the summer of 1776, Gershom Seixas, leader of the first Jewish synagogue in America, Shearith Israel, led his people into what they called their “exile.” Armed with the Torah scrolls, the congregation linked the ancient story of its forbears with the young country’s, referring to the Revolution as “the sacred cause of America.” Once victory was won, the congregation prayed in thanksgiving: “We cried unto the Lord from our straits and from our troubles He brought us forth.” The Lord delivered Israel; now he had delivered the United States.

However I was out of touch with Titch because of the distance, although at one point in the afternoon I heard him call for all echelons to return. I kept this news to myself, as I decided that it didn’t apply to us. The regiment would certainly need to be refuelled and as we were the only echelon in the area I stayed where I was.

Later that month, my tank driver, Chamberlain, was badly burned when, having primed the stove with petrol, he took the half empty jerrycan and laid it down behind him. Unbeknownst to him, a trail of petrol led from the stove to the jerrican, and when he threw a match on to the stove, the jerrycan blew up. His resultant injuries were so severe that he had to be evacuated and didn’t return to the crew until September.

I often found during the war that I was able to stand back and look at the scene around me as if I was not actually a participant but that it was all a dream. This was one of those occasions, when a sense of unreality pervaded and I felt out of touch with self, a sort of ‘sugary’ feeling came over me as if I was being manipulated gently into doing something which I wanted to do, but over which I had no control.

By April 23, 2014, thirty-four cases and six deaths from Ebola in Liberia were recorded. By mid-June, 16 more people died. At the time it was thought to be malaria but when seven more people died the following month tests showed that was the Ebola virus. The primary reason for the spreading of the Ebola virus was the direct contact from one person to the next and the ingesting of bush meat. Soon doctors and nurses also became infected. On July 2, 2014, the head surgeon of Redemption Hospital was treated at the JFK Medical Center in Monrovia, where he died from the disease. His death was followed by four nurses at Phebe Hospital in Bong County. At about the same time two U.S. health care workers, Dr. Kent Brantly and a nurse were also infected with the disease. However, they were medically evacuated from Liberia to the United States for treatment where they made a full recovery. Another doctor from Uganda was not so lucky and died from the disease. Arik Air suspended all flights between Nigeria and Liberia and checkpoints were set up at all the ports and border crossings. In August of 2014, the impoverished slum area of West Point was cordoned off. Riots ensued as protesters turned violent. The looting of a clinic of its supplies, including blood-stained bed sheets and mattresses caused the military to shoot into the crowds. Still more patients became infected, causing a shortage of staff and logistics. By September there had been a total of 3,458 cases of which there were 1,830 deaths according to the World Health Organization. Hospitals and clinics could no longer handle this crisis and patients who were treated outside died before they could get help. There were cases where the bodies were just dumped into the Mesurado River. The Ivory Coast out of compassion, opened carefully restricted humanitarian routes and resumed the previously suspended flights to Liberia. Ellen Johnson Sirleaf the president of Libera sent a letter to President Barack Obama concerning the outbreak of Ebola that was on the verge of overrunning her country. The message was desperate, “I am being honest with you when I say that at this rate, we will never break the transmission chain and the virus will overwhelm us.” Having been a former finance minister and World Bank official, Johnson Sirleaf was not one for histrionics however she recognized the pandemic as extremely dangerous. The United States responded to her request and American troops came in and opened a new 60-bed clinic in the Sierra Leone town of Kenema, but by then the outbreak was described as being out of control. Still not understanding the dangerous contagious aspects of this epidemic at least eight Liberian soldiers died after contracting the disease from a single female camp follower. In spite of being a relatively poor country, Cuba is one of the most committed in deploying doctors to crisis zones. It sent more than 460 Cuban doctors and nurses to West Africa. In October Germany sent medical supplies and later that month a hundred additional U.S. troops arrived in Liberia, bringing the total to 565 to assist in the fight against the deadly disease. To understand the severity of the disease, a supply order was placed on October 15th for a 6 month supply of 80,000 body bags and 1 million protective suits. At that time it was reported that 223 health care workers had been infected with Ebola, and 103 of them had died in Liberia. Fear of the disease also slowed down the functioning of the Liberian government. President Sirleaf, had in an emergency announcement informed absent government ministers and civil service leaders to return to their duties. She fired 10 government officials, including deputy ministers in the central government who failed to return to work.

One of the most important jobs of any leader is to support your own boss—your immediate leadership. In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization.

Look. He's handing out little cards," said Brother. "Maybe he'll give me one," said Sister, scurrying off through the crowd. "Hey, wait!" said Brother, who was always nervous about Sister's bold ways. Not that there was much anybody could do about it. That's the way it was with the Bear Scouts. Each scout brought something special to the troop. Sister was bold. Brother was a natural leader. Super-smart Fred read the dictionary and encyclopedia just for fun. Lizzy was so in tune with nature that she could pet a skunk without getting skunked.

Every leader must be able to detach from the immediate tactical mission and understand how it fits into strategic goals. When leaders receive an order that they themselves question and do not understand, they must ask the question: why? Why are we being asked to do this? Those leaders must take a step back, deconstruct the situation, analyze the strategic picture, and then come to a conclusion. If they cannot determine a satisfactory answer themselves, they must ask questions up the chain of command until they understand why. If frontline leaders and troops understand why, they can move forward, fully believing in what they are doing.

If I ran the world--and God knows I could do a better job of it than the yahoos doing it now--any leader who sent troops off to fight would have to march at the head of the ranks. That would bring about world peace in four weeks.

Tomás Estrada Palma was a Cuban-born American citizen, who was a moderate and had worked with José Martí in New York. He became the leader of the Cuban Revolutionary Party after Marti’s death. On December 31, 1901, Tomás Estrada Palma was duly elected to become the first President of Cuba. Estrada Palma and the Cuban Congress assumed governance on May 20, 1902, which then became the official birthdate of the Cuban Republic. In 1906, Estrada Palma appealed to the United States to intervene in the revolt that threatened his second term. As Secretary of War during the Roosevelt administration, William Howard Taft was sent to Cuba, after having been the first civilian Governor-General of the Philippines. For the short period of time from September 29, 1906, until October 13, 1906, Taft was the Provisional Governor of Cuba. During this time, 5,600 U.S. Army troops were sent to Cuba to reassert American authority, giving Taft the muscle to set up another provisional government. Later, on March 4, 1909, Taft was elected the 27th President of the United States.

The name Camp Columbia came from a historic and rather poetic name for the United States. It was founded in 1898, for the purpose of housing U.S. Army troops during the provisional American protectorate over Cuba. It was also considered “the First American occupation of Cuba,” established in the aftermath of the Spanish-American War. After the withdrawal of American troops, the military establishment was turned over to the Cuban government and became the largest Cuban army base on the island. On September 4, 1933, at Camp Columbia, an army base in Havana, Batista with his inner circle of conspirators took over power as he forced a military coup. Labor leaders who had opposed Machado’s re-election, along with “The Student Directory” comprised of teachers as well as students, joined the sergeants in assuming control of the government. In this way, Batista turned the revolt within the military into the full-blown “Revolution of 1933.

Intelligence is the decisive factor in planning guerrilla operations. Where is the enemy? In what strength? What does he propose to do? What is the state of his equipment, his supply, his morale? Are his leaders intelligent, bold, and imaginative or stupid and impetuous? Are his troops tough, efficient, and well disciplined, or poorly trained and soft? Guerrillas expect the members of their intelligence service to provide the answers to these and dozens more detailed questions. “Guerrilla intelligence nets are tightly organized and pervasive. In a guerrilla area, every person without exception must be considered an agent — old men and women, boys driving ox carts, girls tending goats, farm laborers, storekeepers, schoolteachers, priests, boatmen, scavengers. The local cadres “put the heat” on everyone, without regard to age or sex, to produce all conceivable information. And produce it they do.

By the beginning of 1946, there were plenty of indications that Stalin was not going to cooperate with the Anglo-Americans, however, and not just with regard to Germany. Russia was refusing, for instance, to carry out its part of the post-war agreement when it came to Iran. The country had been occupied by British, American and Russian troops during the war years, with an agreement that all would withdraw as soon as peace came. The British and American forces duly complied within the time agreed, but the Soviets did not, and, moreover, showed signs of trying to expand their area of occupation. Two ethnically based ‘soviet republics’ were set up by Soviet agents on Iranian territory during early 1946. These were liquidated by the Iranian army, with American encouragement, and their leaders either executed or put to flight, but the crisis atmosphere lingered on for months before Stalin quietly withdrew. The Iran crisis was a key factor in the deteriorating relationship between the Anglo-American axis and its former Soviet allies. While it was still simmering, President Truman reinforced his case by sending the US battleship Missouri to the Mediterranean. The Missouri came to form the core of the Sixth Fleet, which is still there.2 At