Quotes from Harold G. Moore

Smith recalls: "Within a span of perhaps twenty minutes everyone around me was dead or wounded, except me.

The best leaders strive to create a "family environment" within their organization.

Now, this not only means seeing the troops are fed, clothed and housed properly (the easy part), but more importantly, training them to perfection, anticipating their problems and needs while actively anticipating and eliminating problems before they occur. Among other attributes

Don't automatically assume that someone is stupid or indifferent because they haven't mastered a particular task yet.

A leader is paid to do three things: Get the job done and get it done well. Plan ahead—be proactive, not reactive. Exercise good, sound judgment in doing all of the above.

Thus, a leader's task is to develop their subordinates' will along with their skill. This begins with realistic training with consistent standards.

If you can't justify the rationale of an order to yourself, don't make your subordinates do it. Re-evaluate your reasons and find another method.

The best leaders in any enterprise see problems coming and stack the deck to prevent negative "what ifs" from happening. They also have contingency plans to take advantage of positive openings which occur in fleeting windows of time.

Even in the midst of defeat, carry yourself professionally and maintain your discipline. That is the quickest way towards recovery.

When in charge, take charge, but treat your subordinates with respect, dignity, and common courtesy.

everyone deserves respect until they did something to lose it.

He must have smart, well-trained people to run day-to-day activities. He must check up on them and make sure the job is getting done while he stacks the deck for future success.

If you want something done, ask nicely. If a subordinate forgets to perform a task, don't take it personally; just remind them nicely. In any organization, everyone has a "to-do" list. While juggling these tasks, some things will inevitably fall through the cracks. When that happens, don't assume that the subordinate is lazy or stupid. Simply re-engage them on the task and, if necessary, emphasize why it's a priority.

Ho Chi Minn's dictum: "Nothing is more precious than freedom and independence.

If a subordinate performs a task and the outcome is not what you expected, don't attack their intelligence or their character. Politely explain the deficiencies and offer an idea for a solution. Subordinates quickly lose respect for any leader who is "all problem and no solution.

Leaders stay informed of current events, and they should anticipate challenges based on those events.

there's doubt in your mind, there's no doubt at all." In other words, if you know in your heart that an action is wrong, don't do it.

An outfit does well the things the boss checks up on.

1) He must be competent, (2) he must exercise good judgment, and (3) he must have character.

At an official reception, or dinner party, the real purpose of the event is to socialize, to talk with the other guests and participants—eating and drinking is secondary.

Dulce bellum inexpertis. ("War is delightful to those who have no experience of it.") —ERASMUS

Don't complain to your boss. He wants solutions; not just problems.

share this experience with you because to believe that you will prevail, in any endeavor, means everything.

Good leaders don't wait for official permission to try out a new idea. In any organization, if you go looking for permission, you will inevitably find the one person who thinks his job is to say "No!" It's easier to get forgiveness than permission.