U.s. Navy Quotes

You can't do a blocking spell, and you've never heard of L'Occhio di Dio? Man, what kind of witch are you?" I had an incredibly nasty retort ready that involved his mother and the U.S. Navy, but before I could get it out....

Discipline equals freedom.

It’s not what you preach, it’s what you tolerate.

the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.

Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.

Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.

Relax. Look around. Make a call.

The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life.

When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.

I had an incredibly nasty retort ready that involved his mother and the U.S. Navy.

Our freedom to operate and maneuver had increased substantially through disciplined procedures. Discipline equals freedom.

Thank goodness for the U.S. Navy. I can at least put off telling Logan. The last thing I need is for my boyfriend to pick a fight with an international crime syndicate.

Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful.” I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.

After all, there can be no leadership where there is no team.

Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They

You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.

But, in fact, discipline is the pathway to freedom.

A good leader does not get bogged down in the minutia of a tactical problem at the expense of strategic success.

Remember the philosophy of the U.S. Navy SEALs: “I will never quit...My Nation expects me to be physically harder and mentally stronger than my enemies. If knocked down, I will get back up, every time. I will draw on every remaining ounce of strength to protect my teammates...I am never out of the fight.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible. As

Instead of letting the situation dictate our decisions, we must dictate the situation.

Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.

Belief in the mission ties in with the fourth Law of Combat: Decentralized Command (chapter 8). The leader must explain not just what to do, but why. It is the responsibility of the subordinate leader to reach out and ask if they do not understand. Only when leaders at all levels understand and believe in the mission can they pass that understanding and belief to their teams so that they can persevere through challenges, execute and win.

Waiting for the 100 percent right and certain solution leads to delay, indecision, and an inability to execute.

A good leader has nothing to prove, but everything to prove.

He walked straight out of college into the waiting arms of the Navy. They gave him an intelligence test. The first question on the math part had to do with boats on a river: Port Smith is 100 miles upstream of Port Jones. The river flows at 5 miles per hour. The boat goes through water at 10 miles per hour. How long does it take to go from Port Smith to Port Jones? How long to come back? Lawrence immediately saw that it was a trick question. You would have to be some kind of idiot to make the facile assumption that the current would add or subtract 5 miles per hour to or from the speed of the boat. Clearly, 5 miles per hour was nothing more than the average speed. The current would be faster in the middle of the river and slower at the banks. More complicated variations could be expected at bends in the river. Basically it was a question of hydrodynamics, which could be tackled using certain well-known systems of differential equations. Lawrence dove into the problem, rapidly (or so he thought) covering both sides of ten sheets of paper with calculations. Along the way, he realized that one of his assumptions, in combination with the simplified Navier Stokes equations, had led him into an exploration of a particularly interesting family of partial differential equations. Before he knew it, he had proved a new theorem. If that didn't prove his intelligence, what would? Then the time bell rang and the papers were collected. Lawrence managed to hang onto his scratch paper. He took it back to his dorm, typed it up, and mailed it to one of the more approachable math professors at Princeton, who promptly arranged for it to be published in a Parisian mathematics journal. Lawrence received two free, freshly printed copies of the journal a few months later, in San Diego, California, during mail call on board a large ship called the U.S.S. Nevada. The ship had a band, and the Navy had given Lawrence the job of playing the glockenspiel in it, because their testing procedures had proven that he was not intelligent enough to do anything else.

It has been written that so much of life is preparation, so much is routine, and so much is retrospect that the purest essence of anyone's genius contracts itself to a precious few hours.

The true test for a good brief,” Jocko continued, “is not whether the senior officers are impressed. It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bullshit. Does

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

There are no bad units, only bad officers.”3 This captures the essence of what Extreme Ownership is all about.

Although discipline demands control and asceticism, it actually results in freedom. When you have the discipline to get up early, you are rewarded with more free time.

We learned that leadership requires belief in the mission and unyielding perseverance to achieve victory, particularly when doubters question whether victory is even possible.

Cover and Move, Simple, Prioritize and Execute, and Decentralized Command.

leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities, between one extreme and another. The

Generally, when a leader struggles, the root cause behind the problem is that the leader has leaned too far in one direction and steered off course. Awareness

On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

I take a nap after supper and dream of the U.S. Navy, a ship anchored near a war scene, at an island, but everything is drowsy as two sailors go up the trail with fishing poles and a dog between them to go make love quietly in the hills: the captain and everybody know they're queer and rather than being infuriated however they're all drowsily enchanted by such gentle love... (p. 119)

any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

The U.S. Navy SEAL Teams were at the forefront of this leadership transformation, emerging from the triumphs and tragedies of war with a crystallized understanding of what it takes to succeed in the most challenging environments that combat presents.

Anxieties,” wrote Alfred Thayer Mahan, “are the test and penalty of greatness.

calm but not robotic, logical but not devoid of emotions;

Oldendorf’s fleet would hold its position astride the northern end of the strait and devour Nishimura’s column like a log thrust into the business end of a U.S. Navy wood chipper.

Author says the ineffectual U.S. Navy of two centuries ago lost two thirds as many men to duelist bullets as to sea hazards.

I had an incredibly nasty retort ready that involved his mother and the U.S. Navy,

But we can’t ever think we are too good to fail or that our enemies are not capable, deadly, and eager to exploit our weaknesses. We must never get complacent. This is where controlling the ego is most important.

Since much of the ocean floor remains unexplored (except perhaps for still-classified data acquired by the U.S. and Soviet navies), we may know more about the surface topography of Venus than about any other planet, Earth included.

Leadership is simple, but not easy.

People do not follow robots.

Leadership isn’t one person leading a team. It is a group of leaders working together, up and down the chain of command, to lead. If

Don’t ask your leader what you should do, tell them what you are going to do.

PRINCIPLE Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism. It can even stifle someone’s sense of self-preservation. Often, the most difficult ego to deal with is your own.

A leader must lead but also be ready to follow. Sometimes, another member of the team—perhaps a subordinate or direct report—might be in a better position to develop a plan, make a decision, or lead through a specific situation.

The Galvanick Lucipher is of antique design. Ghnxh, who is about a hundred years old, can only smile in condescension at Waterhouse's U.S Navy flashlight. In the sotto voce one might use to correct an enourmous social gaffe, he explains that the galvanic lucifer is of such a superior design as to make any further reference to the Navy model a grating embarrassment for everyone concerned.

The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. The

In separate meetings, Army, Air Force, and Navy commanders each insisted that outer space was their service’s domain. To the Army, the moon was simply “the high ground,” and therefore part of its domain. Air Force generals, claiming that space was “just a little higher up” than the area they already controlled, tried to get Secretary McElroy interested in their plans for “creating a new Aerospace Force.” The admirals and vice admirals of the U.S. Navy argued that “outer space over the oceans” was a natural extension of the “underwater, surface and air regime in which [the Navy] operated” and should therefore be considered the Navy’s domain.

There were no more questions. The most important question had been answered: Why? Once I analyzed the mission and understood for myself that critical piece of information, I could then believe in the mission. If I didn’t believe in it, there was no way I could possibly convince the SEALs in my task unit to believe in it. If

As SEALs, we operate as a team of high-caliber, multitalented individuals who have been through perhaps the toughest military training and most rigorous screening process anywhere. But in the SEAL program, it is all about the Team. The sum is far greater than the parts.

The infamous they.

There are no great men. There are only great challenges which ordinary men are forced by circumstances to meet.

The french Captain tells me, I have caused a War with France,” Truxtun wrote Stoddert. “If so I am glad of it, for I detest Things being done by Halves.” The

Kurita knew that heavenly influences could be counted upon to trump human planning. In war, events seldom cooperate with expectation. Given

The difficult we do immediately; the impossible takes -- eh -- a little bit longer.

Our egos don’t like to take blame.

Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems.

Relax, look around, make a call.

I had to take ownership of everything that went wrong. Despite the tremendous blow to my reputation and to my ego, it was the right thing to do—the only thing to do. I

remember: the enemy gets a vote.

all animals, including humans, need to see the connection between action and consequence in order to learn or react appropriately.

The focus must always be on how to best accomplish the mission.

It is critical for leaders to act decisively amid uncertainty; to make the best decisions they can based on only the immediate information available.

...But besides the danger of a direct mixture of Religion & civil Government, there is an evil which ought to be guarded agst in the indefinite accumulation of property from the capacity of holding it in perpetuity by ecclesiastical corporations. ...Is the appointment of Chaplains to the two Houses of Congress consistent with the Constitution, and with the pure principle of religious freedom? In strictness the answer on both points must be in the negative. The Constitution of the U. S. forbids everything like an establishment of a national religion. The law appointing Chaplains establishes a religious worship for the national representatives, to be performed by Ministers of religion, elected by a majority of them; and these are to be paid out of the national taxes. Does not this involve the principle of a national establishment, applicable to a provision for a religious worship for the Constituent as well as of the representative Body, approved by the majority, and conducted by Ministers of religion paid by the entire nation. The establishment of the chaplainship to Congs is a palpable violation of equal rights, as well as of Constitutional principles: The tenets of the chaplains elected [by the majority] shut the door of worship agst the members whose creeds & consciences forbid a participation in that of the majority. ...Better also to disarm in the same way, the precedent of Chaplainships for the army and navy, than erect them into a political authority in matters of religion. [Detached Memoranda, ca. 1817 W. & M. Q., 3d ser., 3:554--60 1946]

The moment the alarm goes off is the first test; it sets the tone for the rest of the day. The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test.

His realistic assessment, acknowledgment of failure, and ownership of the problem were key to developing a plan to improve performance and ultimately win. Most important of all, he believed winning was possible.

Captain Copeland picked up the intercom mike and addressed the Roberts’s crew. That he was speaking for himself struck Ens. Jack Moore as unusual and urgent. Normally seaman Jack Roberts was the public address voice of his namesake warship. His southern drawl was all but unintelligible to anyone not acquainted with Dixie’s rhythms and diphthongs. But the skipper’s diction was as crisp as a litigator’s. He was talking fast and sounding more than a little nervous. “A large Japanese fleet has been contacted. They are fifteen miles away and headed in our direction. They are believed to have four battleships, eight cruisers, and a number of destroyers. “This will be a fight against overwhelming odds from which survival cannot be expected. We will do what damage we can.

when it comes to standards, as a leader, it’s not what you preach, it’s what you tolerate. When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if

During discussions in his office, Bradlee frequently picked up an undersize sponge-rubber basketball from the table and tossed it toward a hoop attached by suction cups to the picture window. The gesture was indicative both of the editor's short attention span and of a studied informality. There was an alluring combination of aristocrat and commoner about Bradlee: Boston Brahmin, Harvard, the World War II Navy, press attaché at the U.S. Embassy in Paris, police-beat reporter, news-magazine political reporter and Washington bureau chief of Newsweek. -- Carl Bernstein, Bob Woodward

We wrote this so that the leadership lessons can continue to impact teams beyond the battlefield in all leadership situations—any company, team, or organization in which a group of people strives to achieve a goal and accomplish a mission.

For leaders, the humility to admit and own mistakes and develop a plan to overcome them is essential to success. The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it.

If you don’t understand or believe in the decisions coming down from your leadership, it is up to you to ask questions until you understand how and why those decisions are being made. Not knowing the why prohibits you from believing in the mission. When you are in a leadership position, that is a recipe for failure, and it is unacceptable. As a leader, you must believe.

As a leader, if you are down in the weeds planning the details with your guys,” said Jocko, “you will have the same perspective as them, which adds little value. But if you let them plan the details, it allows them to own their piece of the plan. And it allows you to stand back and see everything with a different perspective, which adds tremendous value. You can then see the plan from a greater distance, a higher altitude, and you will see more. As a result, you will catch mistakes and discover aspects of the plan that need to be tightened up, which enables you to look like a tactical genius, just because you have a broader view.

If the plan is simple enough, everyone understands it, which means each person can rapidly adjust and modify what he or she is doing. If the plan is too complex, the team can’t make rapid adjustments to it, because there is no baseline understanding of it.

By any measure the mathematics of the engagement were preposterously against them. The Yamato displaced nearly seventy thousand tons. She alone matched almost exactly in weight all thirteen ships of Taffy 3. Each of her three main gun turrets weighed more than an entire Fletcher-class destroyer.

The grenade hit him in the chest and bounced onto the deck [here, the Navy term for floor]. He immediately leapt to his feet and yelled “grenade” to alert his teammates of impending danger, but they could not evacuate the sniper hide-sight in time to escape harm. Without hesitation and showing no regard for his own life, he threw himself onto the grenade, smothering it to protect his teammates who were lying in close proximity. The grenade detonated as he came down on top of it, mortally wounding him. Petty Officer Monsoor’s actions could not have been more selfless or clearly intentional. Of the three SEALs on that rooftop corner, he had the only avenue of escape away from the blast, and if he had so chosen, he could have easily escaped. Instead, Monsoor chose to protect his comrades by the sacrifice of his own life. By his courageous and selfless actions, he saved the lives of his two fellow SEALs.

Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems. They are better leaders, better followers, more dependable and actively contributing team members, and more skilled in aggressively driving toward mission accomplishment. But they’re also humble—able to keep their egos from damaging relationships and adversely impacting the mission and the team.

When a ship sinks, the battlefield goes away. Currents move, thermal layers mix, and by the time the surveyors and rescuers arrive, the water that more witness to the slaughter is nowhere to be found. The dead disappear, carried under with their ruined vehicles. No wreckage remains for tacticians to study. There are no corpses for stretcher bearers to spirit away, no remains to shovel, bad, and bury. On the sea there is no place to anchor a memorial flagpole or headstone. It is a vanishing graveyard.

leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.

The previous day, December 6, Sprague had upbraided his crew for their sloppy performance during an intensive series of drills. He broke with his nature and let them have it. Gathering his officers in the Tangier's wardroom, Sprague said, “We're not prepared. We can't trust the Japanese. How do you know the Japanese won't attack tomorrow?” The next morning the Combined Fleet struck.

The goal of all leaders should be to work themselves out of a job. This means leaders must be heavily engaged in training and mentoring their junior leaders to prepare them to step up and assume greater responsibilities. When mentored and coached properly, the junior leader can eventually replace the senior leader, allowing the senior leader to move on to the next level of leadership.

Boldness is superior to timidity in every instance although boldness does not always equate to immediate aggressive action. A nervy, calculating patience that allows the enemy to commit himself irrevocably before we strike him can also be a form of boldness. Boldness is based on strong situation awareness: We weigh the situation, then act. In other words, boldness must be tempered with judgment lest it border on recklessness.

ESCORT CARRIERS HAD MANY nicknames, only a few tinged with anything resembling affection: jeep carriers, Woolworth flattops, Kaiser coffins, one-torpedo ships. Wags in the fleet deadpanned that the acronym CVE stood for the escort carrier’s three most salient characteristics: combustible, vulnerable, expendable. That most everyone seemed to get the joke—laughing in that grim, nervous way—was probably the surest sign that it was rooted in truth.

Archer kept his course toward the battleship. He opened his bomb bay doors for show, hoping to persuade the dreadnought to veer from its course. Then, as he began to pull up over the ship, Archer rolled his Avenger over on its back and took his .38-caliber service revolver from its holster. Running on anger born of pain and not a little adrenaline, he squeezed the trigger repeatedly, sending six rounds into the dark superstructure of the battleship.

I was on duty when our submarine went into port in Nassau and tied up at the Prince George Wharf, and I was the officer who accepted an invitation from the governor-general of the Bahamas for our officers and crewmen to attend an official ball to honor the U.S. Navy. There was a more private comment that a number of young ladies would be present with their chaperones. All of us were pleased and excited, and Captain Andrews responded affirmatively. We received a notice the next day that, of course, the nonwhite crewmen would not be included. When I brought this message to the captain, he had the crew assemble in the mess hall and asked for their guidance in drafting a response. After multiple expletives were censored from the message, we unanimously declined to participate. The decision by the crew of the K-1 was an indication of how equal racial treatment had been accepted—and relished. I was very proud of my ship. On leave

If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

The portly Italian chief never talked much. Though he had played the royal baby at the crossing-the-line ceremony, he was the oldest man on the ship at forty-three and had little in common with boys twenty and more years his junior. Serafini was an immigrant from the Old Country whose Navy service dated to World War I. When Pearl Harbor was attacked, he had left a well-paying job in the Philadelphia Navy Yard and reenlisted despite both exceeding the age limit and his status as father of two. Serafini felt that he owed a debt of gratitude to the United States.

There was also the matter of four dead Americans at the U.S. compound in Benghazi, Libya: Ambassador Chris Stevens, the first U.S. ambassador killed on duty since the Carter years; foreign service officer Sean Smith; and retired Navy SEALs Tyrone Woods and Glen Doherty. The September 11, 2012, attack on the Benghazi compound was coordinated and carried out by radical Islamic terrorists. Secretary of Defense Leon Panetta testified to the Senate that he knew “immediately” that it was a terrorist attack. And yet for weeks President Obama and Secretary Clinton insisted instead that it was a spontaneous protest over an Internet video.

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.

I have to tell you, Major, if we don't get these bombs and stop this Jap fleet, they're gonna come in here and bomb the hell out of this place and maybe recapture it. Then their planes will be dropping these bombs on you. I've gotta have these bombs, sir, or we'll have a disaster on our hands.' Lupo asked who the major's superior was. The Army officer mentioned a colonel who stationed out toward the front. 'He's out fighting a war, and I'm not going to bother him." 'Well," Lupo said, "that's just too bad." The pilot pulled out his service revolver and pointed it at the major. Then Lupo handed the pistol to his radioman, Earl Gifford, instructing the flabbergasted aircrewman to hold the Army officer at bay. Lupo climbed into the cockpit of his plane and hailed the Fanshaw Bay on the radio. His fellow pilots from VC-68 and other Taffy 3 squadrons were already inbound

Stoddert named Joshua Humphreys Chief Naval Constructor of the United States, and authorized him to oversee naval shipbuilding operations throughout the country. But Humphreys’s efforts to impose his authority on shipwrights in other cities met with strong resistance. Different techniques, styles, and designs prevailed in the various seaports, and much of the terminology had evolved into regional dialects that outsiders found unintelligible. To ask a master builder to take direction from another master builder, in another region, was contrary to every tradition of the profession. Humphreys now proposed to bring openness and transparency to an enterprise that had always been shrouded in the medieval secrecy of the craftsmen’s guild. Shipbuilding is a “noble art,” he told a colleague. “I consider it my duty to convey to my brother builders every information in my power.

At that time I found that many of the citizens had been living under ground. The ridges upon which Vicksburg is built, and those back to the Big Black, are composed of a deep yellow clay of great tenacity. Where roads and streets are cut through, perpendicular banks are left and stand as well as if composed of stone. The magazines of the enemy were made by running passage-ways into this clay at places where there were deep cuts. Many citizens secured places of safety for their families by carving out rooms in these embankments. A door-way in these cases would be cut in a high bank, starting from the level of the road or street, and after running in a few feet a room of the size required was carved out of the clay, the dirt being removed by the door-way. In some instances I saw where two rooms were cut out, for a single family, with a door-way in the clay wall separating them. Some of these were carpeted and furnished with considerable elaboration. In these the occupants were fully secure from the shells of the navy,

When Adolf Hitler heard of the Japanese attack on Pearl Harbor, he slapped his hands together in glee and exclaimed, “Now it is impossible to lose the war. We now have an ally, Japan, who has never been vanquished in three thousand years.” Germany and Japan were threatening the world with massive land armies. But Hitler and Hirohito had never taken the measure of the man in the White House. A former assistant secretary of the navy, Franklin D. Roosevelt had his own ideas about the shape and size of the military juggernaut he would wield. FDR’s military experts told him that only huge American ground forces could meet the threat. But Roosevelt turned aside their requests to conscript tens of millions of Americans to fight a traditional war. The Dutchman would have no part in the mass WWI-type carnage of American boys on European or Asian killing fields. Billy Mitchell was gone, but Roosevelt remembered his words. Now, as Japan and Germany invested in yesterday, FDR invested in tomorrow. He slashed his military planners’ dreams of a vast 35-million-man force by more than half. He shrunk the dollars available for battle in the first and second dimensions and put his money on the third. When the commander in chief called for the production of four thousand airplanes per month, his advisers wondered if he meant per year. After all, the U.S. had produced only eight hundred airplanes just two years earlier. FDR was quick to correct them. The