Quotes from Colin Powell

Never let your ego get so close to your position that when your position goes, your ego goes with it." Those words stayed with me.

I believe that when you first take over a new outfit, start out trusting the people there unless you have real evidence not to. If you trust them, they will trust you, and those bonds will strengthen over time. They will work hard to make sure you do well. They will protect you and cover you. They will take care of you.

The other lawyer looked at him and said, "Never let your ego get so close to your position that when your position falls, your ego goes with it." In short, accept that your position was faulty, not your ego. This doesn't mean you don't argue with passion and intensity.

Even on factory assembly lines respect and trust between leaders and followers may inspire line workers to exceed design expectations and motivate them not to slack off. Respect for leaders by followers can't be mandated; it must be earned. It has to be given to leaders by their followers.

What drove my final choice was the reality that I did not wake up a single morning wanting to be president or with the fire and passion needed for a successful campaign. I was not a political figure. It was not me. Once I accepted what that instinct was telling me, the choice was clear, the decision easy. I get asked almost daily if I have any regrets. The answer is no.

All work is honorable. Always do your best, because someone is watching.

One way is to leave the top floor and its grand accoutrements and get down into the bowels for real. Don't tell anyone you are coming. Avoid advance notices that produce crash cleanups, frantic preparations, and PowerPoint presentations.

A maintenance shop with dirty mechanics, parts strewn around, and no senior officers lurking told me more about the state of maintenance than any formal quarterly reports.

I also made a beeline for the latrine. Not just to see if it was clean. Was there a shortage of toilet paper, were any mirrors cracked, were there any missing showerheads? Finding any of these situations immediately told me one of several things—the unit is running short of upkeep money, no one is checking on these things to get them fixed, or the troops are not being supervised well enough. Find out which and fix it.

Leaders need to know ground truth and not just what they get from reports and staffs.

Leaders must embed their own sense of purpose into the heart and soul of every follower. The purpose starts from the leader at the top, and through infectious, dynamic, passionate leadership, it is driven down throughout the organization. Every follower has his own organizational purpose that connects with the leader's overall purpose.

Butch knew before he walked in that he was entering the lion's den, and he wasn't surprised when he got thrown out. Word quickly spread around the Pentagon, as it always does when things like that happen. Not long after I heard about it I ran into Butch in a hallway. As we walked along, I offered him comforting words. "Hey," he said quietly, "he don't pay me to give him happy talk.

To achieve his purpose, a successful leader must set demanding standards and make sure they are met. Followers want to be "in a good outfit," as we say in the Army. I never saw a good unit that wasn't always stretching to meet a higher standard. The stretching was often accompanied by complaints about the effort required. But when the new standard was met, the followers celebrated with high-fives, pride, and playful gloating.

Perpetual optimism, believing in yourself, believing in your purpose, believing you will prevail, and demonstrating passion and confidence is a force multiplier. If you believe and have prepared your followers, the followers will believe.

During my career I've worked with intelligence agencies and experts of every kind, from a young lieutenant, battalion-level intelligence officer to all sixteen branches of the U.S. intelligence community. With rare exceptions, intelligence analysts do all they can to give you the information and facts you need to understand the enemy and the situation and come up with the best decision.

These experiences established a pattern for all the years and careers that came afterward. Always do your best, no matter how difficult the job, or how much you dislike it, your bosses, the work environment, or your fellow workers. As the old expression goes, if you take the king's coin, you give the king his due.

The infantry's mission was "to close with and destroy the enemy." No questions asked. No ambiguity. No gray areas. The infantry officer was to go into battle up front, demonstrating courage, determination, strength, proficiency, and selfless sacrifice.

that solving problems is what leaders do. The day you are not solving problems or are not up to your butt in problems is probably a day you are no longer leading.

As the old expression goes, if you take the king's coin, you give the king his due.

We have been married to the French for more than 230 years . . . and in marriage counseling with them for more than 230 years;

Never let your ego get so close to your position that when your position falls, your ego goes with it." In short, accept that your position was faulty, not your ego.

Loyalty is disagreeing strongly, and loyalty is executing faithfully. The decision is not about you or your ego; it is about gathering all the information, analyzing it, and trying to get the right answer. I still love you, so get mad and get over it.

But the wonderful thing about our democratic system is that anyone can jump in regardless of qualifications and present himself or herself to the American people, whether you are a former general, a former politician, a fool, or whatever. Quoted in The NPR Interviews 1996, edited by Robert Siegal

As the saying goes, "Good judgment comes from experience, and experience comes from bad judgment.