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.
A leader is someone who helps improve the lives of other people or improve the system they live under.
Leaders don't make excuses. They create results
I'm a control freak. If you're going to slap my name on something, I would like to control it.
When individual members of the team are highly disciplined, they can be trusted and, therefore, allowed to operate with very little oversight.
We know where most of the creativity, the innovation, the stuff that drives productivity lies-in the minds of those closest to the work. It's been there in front of our noses all along while we've been running around chasing robots and reading books on how to become Japanese-or at least manage like them.
You have to take ownership and leadership of tomorrow. For that to be possible, you have to strengthen your capacity and widen your vision as a global citizen.
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