Hal Moore Quotes
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It’s a key responsibility of the leader, in any field of endeavor (athletic team, military, or business) to assure the successful continuity or ability of his organization to carry on should he die or become incapacitated. It’s his duty to plan for such a contingency out of loyalty to his people and, if in a business endeavor, loyalty to his customers and, clients.
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When in charge, take charge, but treat your subordinates with respect, dignity, and common courtesy.
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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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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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Never say no to yourself. Make the other guy say no.
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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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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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Ignore their heathen prayers and help us blow those little bastards straight to Hell. Amen.
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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.
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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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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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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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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.
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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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The discipline that makes an effective leader begins in the home.
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Most importantly, a leader proves himself by demonstrating his concern for and relationship with the people under him. The old adage: “Take care of your people and they will take care of you.
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A leader must realize his subordinate leaders will be killed or wounded. He must prepare and train other leaders to step up and take over. He, himself, must train his next-in-line to take command in event he is killed, wounded, or evacuated.
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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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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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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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From that visit I took away one lesson: Death is the price you pay for underestimating this tenacious enemy.
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Nothing is more precious than freedom and independence.
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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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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.