Hal Moore Quotes
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The discipline that makes an effective leader begins in the home.
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A leader should surround himself with persons who fit his requirements and standards—and then turn them loose to do their jobs. When you identify a toxic subordinate leader within your ranks, remove them. If you cannot remove them, reassign them to a role where their toxicity can be minimized. Their duty at their level was just as important as my duty at my level. Leaders lead from the front; managers lead from the rear. When the battle is over, there must be plans made in advance for follow-on actions. A leader must have clearly defined objectives. He must ensure these objectives are clearly understood by his subordinate leaders.
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Army intelligence said the French owners paid the Viet Cong a million piasters a year in protection money and paid the Saigon government three million piasters a year in taxes. The plantation billed the U.S. government $50 for each tea bush and $250 for each rubber tree damaged by combat operations. Just one more incongruity.
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Praise in public; punish in private.
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These times, indeed all times, demand national political leaders who know not only our history but the history of the world and its nations and peoples. We need leaders of principle, courage, character, wisdom, and discipline; and yet we seem trapped by a system of choosing our presidents that pushes those who possess those traits aside in favor of others who look good on television, are skilled at slandering and demonizing their opponents in a campaign, and are able to raise the hundreds of millions of dollars required to ensure election at any cost.
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Their orders were to draw the newly arrived Americans into battle and search for the flaws in their thinking that would allow a Third World army of peasant soldiers who traveled by foot and fought at the distant end of a two-month-long supply line of porters not only to survive and persevere, but ultimately to prevail in the war—which was, for them, entering a new phase.
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In the American Civil War it was a matter of principle that a good officer rode his horse as little as possible. There were sound reasons for this. If you are riding and your soldiers are marching, how can you judge how tired they are, how thirsty, how heavy their packs weigh on their shoulders? I applied the same philosophy in Vietnam, where every battalion commander had his own command-and-control helicopter. Some commanders used their helicopter as their personal mount. I never believed in that. You had to get on the ground with your troops to see and hear what was happening. You have to soak up firsthand information for your instincts to operate accurately. Besides, it’s too easy to be crisp, cool, and detached at 1, 500 feet; too easy to demand the impossible of your troops; too easy to make mistakes that are fatal only to those souls far below in the mud, the blood, and the confusion.
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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.
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If you seek to correct a subordinate’s overall behavior or performance, start by telling them what they do well, then tell them where they need to improve.
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Never take a subordinate to the woodshed in front of others; do that in private.
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A good wife is far more precious than jewels. The heart of her husband trusts in her and he will have no lack of gain. She brings him good and not harm, all the days of her life.
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From that visit I took away one lesson: Death is the price you pay for underestimating this tenacious enemy.
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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.
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On those occasions when one of my people did not perform as expected, I found that in many cases at least half the fault was my own. I had either not put out clear, clean instructions or I had not trained that person sufficiently, or I had given him a task with little or no possibility of accomplishment.
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We discovered in that depressing, hellish place, where death was our constant companion, that we loved each other. We killed for each other, we died for each other, and we wept for each other. And in time we came to love each other as brothers. In battle our world shrank to the man on our left and the man on our right and the enemy all around. We held each other’s lives in our hands and we learned to share our fears, our hopes, our dreams as readily as we shared what little else good came our way.
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You had to get on the ground with your troops to see and hear what was happening. You have to soak up firsthand information for your instincts to operate accurately. Besides, it’s too easy to be crisp, cool, and detached at 1, 500 feet; too easy to demand the impossible of your troops; too easy to make mistakes that are fatal only to those souls far below in the mud, the blood, and the confusion.
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Look for and find the really good horses in your organization and run them hard. Push them and challenge them with greater levels of responsibility.
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A quarter-century later, General Norm Schwarzkopf would date the birth of his famous hot temper to those days, when he begged and pleaded on the radio for someone to evacuate his wounded South Vietnamese soldiers, while American helicopters fluttered by without stopping.
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We went to war because our country asked us to go, because our new president, Lyndon B. Johnson, ordered us to go, but more importantly because we saw it as our duty to go. That is one kind of love.
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Nothing is more precious than freedom and independence.
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Hate war, but love the American Warrior.
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When a member of a unit military or non-military loses his life, or when a member has a death in the family, it’s the duty of the leader to take sincere action in expressing personal condolences, sympathy or any other appropriate steps considering the circumstances.
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When you identify a toxic subordinate leader, remove them. If you cannot remove them, reassign them to a role where their toxicity can be minimized.
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There is no such thing as closure for soldiers who have survived a war. They have an obligation, a sacred duty, to remember those who fell in battle beside them all their days and to bear witness to the insanity that is war.