We've learned how to destroy, but not to create; how to waste, but not to build; how to kill men, but not how to save them; how to die, but seldom how to live.
Omar N. BradleyRead
I am convinced that the best service a retired general can perform is to turn in his tongue along with his suit and to mothball his opinions.
Interpretation
Retired generals should refrain from sharing their opinions publicly to avoid influencing current affairs.
Omar N. Bradley's quote suggests that once a military leader retires, they should step back from public discourse, especially regarding their opinions on military and political matters. This implies that retired leaders may be less informed about the current situation and that their views could wrongly influence the ongoing strategies and decisions made by active leaders.
In practice
In a discussion about military strategy, one might quote Bradley to emphasize the importance of current active leaders maintaining authority.
We've learned how to destroy, but not to create; how to waste, but not to build; how to kill men, but not how to save them; how to die, but seldom how to live.
If you will help run our government in the American way, then there will never be any danger of our government running America in the wrong way.
Wars can be prevented just as surely as they can be provoked, and we who fail to prevent them must share the guilt for the dead.
The greatness of a leader is measured by the achievements of the led. This is the ultimate test of his effectiveness.
We have grasped the mystery of the atom and rejected the sermon on the mount.
We know more about war than we know about peace, more about killing than we know about living.
In most companies, the formal hierarchy is a matter of public record - it's easy to discover who's in charge of what. By contrast, natural leaders don't appear on any organization chart.
You can easily separate 'team guys' from 'me guys' by how they accept coaching. The guys that accept it are about winning
Jose [Mourinho] was one of those guys on a surfboard who can stay longer on the wave than anyone else.
Too often, when you are close to people in power, you're trying to make them happy; you're trying to tell them what they want to hear. But I find that really good leaders don't want that. They want the truth. And you do them a service, and yourself a service, by just being honest and straightforward.
The leader builds dispersed and diverse leadership - distributing leadership to the outermost edges of the circle to unleash the power of shared responsibility.
It is not making better people of others that management is about. It's about making a better person of self. Income, power, and titles have nothing to do with that.
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