United States Military Academy Alumni

"Outstanding physical fitness is vital; as a combat Infantryman, you're nothing if you're not in superb physical condition. Outstanding physical fitness helps every Soldier perform regardless of his job- whether in combat, combat support, or combat service support. Stamina is the most important facet of physical fitness."

"Strive for excellence in every activity. "Good enough" is never good enough until it is the best you can do. Whenever you settle for anything less than your best, you're cheating yourself, your Soldiers, our Army, and this great country."

"Integrity must be the core value in everything a Soldier does. Integrity is the unflinching adherence to high standards of duty and honor no matter what the physical risk, the emotional stress, or the ridicule of others. Integrity requires you to do your best, to do your duty. Remember: Winston Churchill once said that duty is the noblest word in the English language."

"On May 21, 2021, I attend the ceremony with my wife, two children, and six grandchildren. A granddaughter is an Army captain and an artillery officer. I'm ninety-four then, and seventy-plus years ago when I joined, women weren't even allowed in the regular Army. Now women serve in combat branches. In 2015, the first wmen start to attend the elite US Army Ranger School. I'm all for it- and have said so to anyone who asks. We need them. They'll do a good job. And most will be outstanding because they've measured up to the Army's highest standards."

"As Presidents Biden and Moon talk about the battle on Hill 205, my service in Vietnam and, after my retirement from active duty, serving as the Honorary Colonel of the 75th Ranger Regiment, menoring new generations of Rangers and soldiers, my mind keeps going back to those seventy-five Rangers I selected, trained, and served with in Korea. I'm proud, very proud, of these Rangers. They were trained to be physically, mentally, and morally tough. They were highly skilled as a small combat unit and they made me believe that ours was the best company in the Army, a fact clearly demonstrated by them against overwhelming odds, under the most adverse conditions, deep within enemy territory that cold night on Hill 205."

"Ralph Puckett was, in my experience, truly unique in his commitment to serve those in the ranks of the organizations he treasured. He was also unique in the way in which he inspired each of us he touched to truly strive to be all that we could be. Despite the praise and compliments that he frequently offered, he was, at heart, a leader who was never fully satisfied with anyone's level of performance, including his own, no matter how exceptional; rather, his approach could best be characterized by a phrase familiar to many of us who served: "One more, Ranger"- whether it was one more push-up, one more pull-up, one more iteration of a tough training exercise, or better performance in any aspect of our profession as soldiers and leaders. But he managed to provide his exhortation in such a positive, encouraging manner that we did everything humanly possible not to fail him; indeed, we did all that we could do to live up to his expectations, to enable him to "confirm our excellence," as he put it. And when some of us did stumble or fail im, his response was supportive, encouraging us to recognize our mistake, learn from it, and take action to avoid it in the future. He truly cared about people and genuinely sought to help them achieve their fullest potential. That technique of leadership- affirmative, positive, motivating- is what truy set Ranger Puckett apart, and that is what made him such a tremendous addition to any organization he led or supported. He truly embraced the greeting Rangers render to superior officers, "Rangers lead the way!" And he wanted to be sure that every Ranger would, indeed, do just that."

"Colonel Puckett's retirement at the end of June 1971 marked the end of his time in uniform, and the beginning of an important chapter of his life. He decided to retire because he had been invited to take a position that appealed enormously to him, that of national programs coordinator for Outward Bound. As always, he threw himself into the new endeavor, giving energy and direction to a superb organization, and spurring a number of initiatives that made a superb organization even better. Following that experience, he became the executive vice president of MicroBilt, a soft-and-hardware computer company, learning considerably about the revolution beginning in the IT sector and enjoying the new challenges immensely. In each of his civilian capacities, he brought what he'd always provided to the military units he had led: clear vision, dedication, integrity, and inspirational leadership."

"When we spoke in his apartment that October day, he mentioned that he was looking forward to "getting back to post" to visit the next generation of Army leaders. At age ninety, he was slowing down a little, but when we finished the interview, he stood and shook my hand. The Pucketts invited me to stay for lunch- barbeque from a local place- and more lively conversation. We debated the best hot sauce and enjoyed cookies, shaped like Ranger tabs, of course, for dessert. Throughout the visit we spoke as if we had known each other forever. That's the man Ralph Puckett, Jr. was: a decorated soldier, a selfless servant, a gentleman. You'll read about that battle during the Korean War, and his story, like every story in this book, will leave you in awe. When I think about the order he gave to his men to leave him on the hill, I know without a doubt that he was a man who would unhesitatingly give such an order. Maybe for that exact reason, his Rangers disobeyed the order and brought their commander and Ranger Buddy to safety. He was a treasure then and a treasure now. We all were blessed to have known him. Rest in Peace, Sir. Rangers Lead the Way."

"The 1960s might be called the burnt-over decade; strife over civil rights set American cities alight; women demanding greater rights torched their bras; and the draft cards of many antiwar protestors went up in flames. The youth revolt assaulted all the bastions of tradition; the sense of innocence that pervaded American culture gave way to a cynicism that polarized- and still does- American society. While West Point appeared as an oasis of order and discipline, it could not entirely escape the turmoil and demands for change. The cadets, after all, were products of that same overindulged baby boomer generation."

"While a conservative, I was no troglodyte- a claim some of my charges might contest. West Point is a kind of monastery tucked away on a bluff overlooking the Hudson, far removed from the hustle and tussles of modern life (ironically within an hour's drive of Manhattan). Tradition was its bedrock. Cadets still wore the gray uniforms of the Battle of Chippewa in the War of 1812, and many of the practices dated back at least that far. For decades, adherence to hoary teaching practices- rote memorization, daily recitations, arcane grading methods- left the Military Academy trailing the best civilian universities. West Point was in the midst of changing its pedagogic methods and modernizing the curriculum, but that, too, widened old fault lines. I agreed with those who wanted to make tempered adjustments when called for but also believed in preserving the best of the old system and enforcing the rules as written, which applied equally to officers and cadets. The tactical officers bore responsibility for the discipline and military training of cadets; the former demanded most of our energies."

"Other than my father, George Washington influenced me most. Washington remains a timeless national icon because of his republican rectitude and for always keeping his word. As a battlefield commander, he had a losing record. His greatness as a general rested in his personal intangibles; and he was at his best when the chips were down. His bold riposte across the Delaware kept alive the flickering embers of American hopes in the war. After the drubbings at Brandywine and Germantown, with his beaten and demoralized army wintering in Valley Forge, he did not return to Mount Vernon and the comforts of home. He stayed with his men, endured the privations, and with the help of General von Steuben, trained his troops and restored their morale and combat efficiency as proven the next time the Continental Army faced the British at Monmouth. It was a different army. He established his reputation based entirely on the way he conducted his life. Earlier, in a conference with Native Americans, he said, "Brothers, I am a warrior. My words are few and plain; but I will make good what I say." I would like to be remembered that way."

"Be there. That has always been my personal standard. Be there for my soldiers, and if a soldier is undergoing adversity, be there by his side."

"I've conducted hundreds of interviews for our books but only one in person: Colonel Ralph Puckett, Jr., an icon in the Army and especially the Ranger world. As luck would have it, I was in Highlands, North Carolina, when he and his beloved wife, Jeannie, invited me to visit their lovely home in Columbus, Georgia. I couldn't say no. No Ranger would even dream of saying no. It was a cool October morning and I was nervous. I was actually going to sit in Colonel Ralph Puckett's living room and ask him questions about his brilliant career and, specifically, about the battle in Korea, for which he received the Medal of Honor. Back in the 1990s, when I first met the then-Honorary Colonel of the Ranger Regiment, it was a pretty big deal to listen to him speak- not in a lecture hall, but in the field, on the rifle range, in the middle of the night, after a parachute jump or a long road march. Colonel Puckett was right there, witnessing the training and giving guidance on what he saw. More importantly, he talked with less experienced soldiers. His words weren't saccharine chatter spoken out of kindness. They were instructive and informative and made every one of us- the young Ranger privates and sergeants and lieutenants- feel like his peer. He took a personal interest in everyone- soldiers and Rangers- the warriors of America. Always."

"When once asked by a friend in uniform to describe Col. Ralph Puckett in one word, I replied with emphasis, "Inspirational!" That word best captures what "Ranger" Puckett was to countless soldiers over his decades in uniform and best captures what he has been during his subsequent decades supporting those in uniform, especially those in the U.S. Army's Ranger Regiment, Ranger School, and Infantry School. Indeed, Ranger Puckett has given countless hours of service- evn after taking off the uniform following some twenty-two years of active duty- as the honorary colonel of the Ranger Regiment (for some twelve years), as an honorary instructor for a variety of courses at the Infantry School, and as a member of the boards of various organizations supporting the Rangers and the Infantry School, as well as in a variety of positions with the Boy Scouts and other civic organizations. In each capacity, he invariably inspired those with whom he had contact to strive to be the very best soldier and leader they could be."

"My Rangers deserve this award. They did the training. They did the fighting. They did the dying. Two of them carried me off the battlefield. Those men are the ones who should get the credit. They're the ones who earned this Medal of Honor. RLTW. Rangers Lead the Way."

"For conspicuous gallantry and intrepidity at the risk of his life above and beyond the call of duty: First Lieutenant Ralph Puckett, Jr. distinguished himself by acts of gallantry and intrepidity above and beyond the call of duty, while serving as the Commander, 8th U.S. Army Ranger Company during the period of 25 November 1950 through 26 November 1950, in Korea. As his unit commenced a daylight attack on Hill 205, the enemy directed mortar, machine gun, and small arms fire against the advancing force. To obtain supporting fire, First Lieutenant Puckett mounted the closest tank, exposing himself to the deadly enemy fire. Leaping from the tank, he shouted words of encouragement to his men and began to lead the Rangers in the attack. Almost immediately, enemy fire threatened the success of the attack by pinning down one platoon. Leaving the safety of his position with full knowledge of the danger, First Lieutenant Puckett intentionally ran across an open area three times to draw enemy fire, thereby allowing the Rangers to locate and destroy the enemy positions and to seize Hill 205. During the night, the enemy launched a counterattack that lasted four hours. Over the course of the counterattack, the Rangers were inspired and motivated by the extraordinary leadership and courageous example exhibited by First Lieutenant Puckett. As a result, five human wave attacks by a battalion strength enemy element were repulsed. During the first attack, First Lieutenant Puckett was wounded by grenade fragments, but refused evacuation and continually directed artillery support that decimated attacking enemy formations, repeatedly abandoned positions of relative safety to make his way from foxhole to foxhole to check the company’s perimeter, and distribute ammunition amongst the Rangers. When the enemy launched a sixth attack, it became clear to First Lieutenant Puckett that the position was untenable due to the unavailability of supporting artillery fire. During this attack, two enemy mortar rounds landed in his foxhole, inflicting grievous wounds which limited his mobility. Knowing his men were in a precarious situation, First Lieutenant Puckett commanded the Rangers to leave him behind and evacuate the area. Feeling a sense of duty to aid him, the Rangers refused the order and staged an effort to retrieve him from the foxhole while still under fire from the enemy. Ultimately, the Rangers succeeded in retrieving First Lieutenant Puckett and they moved to the bottom of the hill, where First Lieutenant Puckett called for devastating artillery fire on the top of the enemy controlled hill. First Lieutenant Puckett’s extraordinary heroism and selflessness above and beyond the call of duty were in keeping with the highest traditions of military service and reflect great credit upon himself, his unit, and the United States Army."

"Upon return from Columbia, Ranger Puckett attended the Infantry Officer Advanced Course, had various additional assignments, and completed the Command and General Staff College, before joining the Tenth Special Forces Group in Germany, where he commanded two units and solidified his reputation as a leader committed to the toughest, most realistic training imaginable. That training would stand him in good stead when he deployed to Vietnam to command a battalion and serve as a brigade executive officer. Leading from the front once again, he was wounded twice more. And, once again, he earned a Distinguished Service Cross during a night-long defense, this time in a fierce battle near Chu Lai, inspiring his soldiers to rally and repel a significant North Vietnamese Army force. Indeed, his very presence helped galvanize the unit's paratroopers, for after he linked up with the unit, one of them recalled later, "We all stiffened... and felt that nothing bad could happen now, because 'the Ranger' was with us." Yet another chapter was added to the Ranger Puckett legend."

"It takes courage and strength to admit you are broken, to get help, and to walk the road to recovery. Be strong and get help for yourself, your family member, your friend, or your comrade. It's okay to admit that you're not okay. There is no real shame except to not get the help you need and become a statistic. Rather than stigma, our people who battle bipolar disorder and other mental or brain conditions should be viewed as fighting a heroic battle, much like our heroic women battling breast cancer. They are heroes, not stigmatized victims. Take it from me, the Bipolar General, who is fighting- and winning- my own forever war with mental illness."

"Prior to one becoming a general officer, the Army's short assignments often result in people being able to mask shortcomings and get a fresh start. For someone who has bipolar disorder or is displaying hypomanic behaviors, the supervisors may only see the high-performance phase and miss the subsequent depression, or perhaps the depression is masked. Maybe a newly arrived supervisor is briefed that he has a superstar and gives that person the benefit of the doubt until departing for the next assignment, when the person goes through the depression before arriving at the next post. This pattern might continue until the person is promoted and placed in a general-officer position."

"The birthday of General Lee is not, I take it, for us an occasion of mourning or of sadness, but rather of pride and glorifying. His career ended in defeat, but it was not failure. His life is not a subject of sadness, but of inspiration. Before it I feel myself utterly unable to do justice to this occasion. I can add nothing to what has been said, but may touch a few points that to me loom as the highest in General Lee and the cause for which he stood. First, as a man. Above all who took part in that great struggle, Lee best represented his cause. In the field and in battle his soldiers were content, loved simply to look at him in silent admiration and reverence. His own people and the whole world, even his late enemies, now do the same. I say late enemies, for he has no more. They look, I say, largely in silence, because no man has yet been found equal to the expression of this man's character. All who have tried it have come away feeling that they have fallen far short and that silence would almost have been better. The man has found no interpreter; all that has been interpreted he has interpreted in himself, his own figure. This, it seems to me, is his wonderful characteristic as a man in history. Again, as a soldier and a leader. To him alone of all the leaders that the war produced on both sides the word 'matchless' has applied. That is true, but he is matchless among more than the leaders of his time; he is matchless, unique among the military leaders of all time. Alexander, Hannibal, Napoleon, Gustavus Adolphus, Frederick the Great, Von Moltke- all had their systems of warfare that have been expounded and followed by succeeding generations of soldiers. Lee had his system; military men see and study it in his campaigns, but he alone has practiced it, he alone has dared to practice it. He stands thus in the annals of great soldier leaders, as Colonel Swift says, 'without apostles and with imitators,' matchless, unique. Third, as an American. Of an old, distinguished, aristocratic family, he was yet a democrat, the outstanding characteristic of an American. The proof is that he went with his people, he was guided by his people, and to the very best of his ability he executed the will of the people. An aristocrat, and yet a democrat; a paradox, but a fact. At the battle of the Wilderness, as leader of a trained, and, for its size, perhaps the most effective army ever created, he tries to fight in person beside his soldiers. I have seen the spot, marked by a little stone which wisely repeats only the words of his soldiers: 'Lee to the rear.' In all his capacities- as man, as leader, as American- he is to be regarded as you soldiers regard him, in reverent and mainly silent admiration."

"You are there, stay there."

"None of our soldiers would understand not being asked to do whatever is necessary to reestablish a situation which is humiliating to us and unacceptable to our country's honor.—We are going to counter-attack."

"The American flag has been forced to retire. This is intolerable."

"To effectively accomplish its full range of missions, our Army needs agile and adaptive leaders who are culturally astute, creative and morally grounded. Today, a leader's character is more important than ever. In the complex, multi-dimensional security environment of the 21st Century, our Army is asking leaders at all levels- platoon to the highest headquarters- to exercise judgement and solve difficult and complex issues, many with strategic consequences. It's a challenge that our Army and Soldiers and leaders are meeting. Today's graduates of West Point are meeting that challenge. No less than their predecessors in the Long Gray Line, they embrace the Spirit of the Cadet Honor Code and see its value living among those who are of like beliefs at West Point. They also see the necessity to continue to perform their duties with Honor after they are commissioned as Officers. Thus, their concept of Honor includes not lying, cheating, or stealing, and not tolerating those who do, but also embraces the broader concept of honorable duty in treating all with dignity and respect as well as living up to the expectations of the Soldier's Creed, Warrior Ethos, and the ideals of West Point as included in Duty, Honor, Country. This generation's broader and more inclusive concept of honorable duty is both commendable and inspiring. They understand the expectations of Honor among the seven Army values: "Live up to all the Army Values.""

"The United States Military Academy was born of necessity. In its earliest days our Nation found itself reliant on Armed Forces to first establish and then maintain itself in the face of external military challenges. Lacking experience and expertise in that realm, we were often obliged to look abroad for examples and guidance. Fortunately, men of genius and dedication came forward such as Lafayette, von Steuben, and Kosciusko, yet America clearly needed her own school for professional officers. General George Washington had been advocating establishment of such an institution for many years, as had other senior officers of the Continental Army. Events in his presidency convinced Thomas Jefferson of the necessity, leading him on 16 March 1802 to sign a bill establishing the United States Military Academy at West Point, New York. Developing and commissioning leaders of character for the United States Army has been West Point's mission ever since, with the inspiration and the challenge of its Cadet Honor Code setting a high standard for those who would choose to earn the right to lead America's Soldiers."

"Developed and refined over two centuries, the Cadet Honor Code is a foundation for a lifelong commitment to doing what's right."

"For conspicuous gallantry and intrepidity in action at the risk of his life above and beyond the call of duty. Capt. Foley's company was ordered to extricate another company of the battalion. Moving through the dense jungle to aid the besieged unit, Company A encountered a strong enemy force occupying well-concealed, defensive positions, and the company's leading element quickly sustained several casualties. Capt. Foley immediately ran forward to the scene of the most intense action to direct the company's efforts. Deploying one platoon on the flank, he led the other two platoons in an attack on the enemy in the face of intense fire. During this action both radio operators accompanying him were wounded. At grave risk to himself, he defied the enemy's murderous fire and helped the wounded operators to a position where they could receive medical care. As he moved forward again one of his machine-gun crews was wounded. Seizing the weapon, he charged forward firing the machine gun, shouting orders, and rallying his men, thus maintaining the momentum of the attack. Under increasingly heavy enemy fire he ordered his assistant to take cover and, alone, Capt. Foley continued to advance firing the machine gun until the wounded had been evacuated and the attack in this area could be resumed. When movement on the other flank was halted by the enemy's fanatical defense, Capt. Foley moved to personally direct this critical phase of the battle. Leading the renewed effort he was blown off his feet and wounded by an enemy grenade. Despite his painful wounds he refused medical aid and persevered in the forefront of the attack on the enemy redoubt. He led the assault on several enemy gun emplacements and, singlehandedly, destroyed three such positions. His outstanding personal leadership under intense enemy fire during the fierce battle which lasted for several hours inspired his men to heroic efforts and was instrumental in the ultimate success of the operation. Capt. Foley's magnificent courage, selfless concern for his men, and professional skill reflect the utmost credit upon himself and the U.S. Army."

"But a positive command environment doesn't just magically show up. It is created by the people in the organization reaching out to their fellow soldiers or employees who pursue excellence in all that they do every day. In the final analysis, leaders instill the values, courtesies, consideration, and standards that establish and sustain a positive command climate. Soldiers and civilian employees take pride in the camaraderie of a professional, upbeat organization in which they can feel good about who they are, where they are, and where they are headed in life."

"Lieutenant General Robert F. Foley graduated in 1963 from the U.S. Military Academy. He was a company commander during the War in Vietnam, a battalion and brigade commander with the 3rd Infantry Division in Germany, assistant division commander, 2nd Infantry Division in Korea, West Point's commandant of cadets, and commanding general, Fifth U.S. Army. His awards include the Medal of Honor, the Farleigh-Dickinson University Pinnacle Award, and the U.S. Military Academy Distinguished Graduate Award. General Foley and his wife, Julie, reside in Alexandria, VA and have two sons, a daughter and seven grandchildren."

"Before my introduction, the master of ceremonies asked all graduates to stand. The colonel then told all those who graduated in the top 10 percent of their class to be seated- expecting me to sit. But I remained standing. He then asked all who graduated in the top 25 percent and then top 50 percent of their class to be seated. I continued to stand. After going to the top 75 percent of the class, I was the only one left standing. Finding himself in an awkward position the colonel decided that a protocol along the lines of discipline instead of academics would be more appropriate for the commandant of cadets. He again directed the graduates to stand and asked all who had never walked the area to take a seat. (Walking the area was punishment for misconduct violations and conducted in dress gray uniform with rifle in front of the central area guard room.) The great majority of the graduates sat down- but not me. He then went to less than 25 hours, fully expecting me to sit, but I remained on my feet. Visibly sweating, he then decided to clear up the predicament by jumping to less than 75 hours on the area. I was the only one in the banquet hall left standing. With no credibility left as the commandant of cadets, I was introduced to a standing ovation."

"I have been asked if the Medal of Honor helped me advance throughout my career. When U.S. Army centralized selection boards meet to consider a soldier's qualifications for schools, commands, and promotion, awards and decorations are certainly considered. My philosophy has been straightforward- I paid little attention to where my officers went to college or what awards they have received in the past. Instead, I focused on what they could do today, tomorrow, and the next day in leading their soldiers and enhancing unit readiness. I am convinced that my superiors have, for the most part, exercised a similar outlook."

"On the other hand, there have been incidents in the past where Medal of Honor recipients expected special treatment. On one occasion, I received a phone call from the Fort Benning garrison commander requesting my advice about a newly arrived Medal of Honor recipient who complained that he was not being saluted as he wore his award around post and wanted to know when his welcome parade would be scheduled. I took very little time to straighten this soldier out. I see no evidence of expectations from today's recipients, but I have witnessed disdain from a few leaders with preconceived notions about the self-aggrandizing nature of Medal of Honor recipients. For example, one time a general officer and senior rater of my officer efficiency report said to me, "The blue ribbon you wear is an albatross around your neck." I am convinced that I have earned respect from others not due to past awards but because of who I am and the leadership attributes I possess that can help accomplish the mission and make a difference in leading soldiers."

"The most dangerous threat in combat is not the enemy- it's complacency. Stop everything when you hear the terms "routine mission" or "all is going well." Continuous threat analysis is vital. A patrol that leaves at the same time at night, using the same path, and returns on the same route at the same time subjects the patrol and the parent unit to ambush and infiltration. The same is true for commercial enterprises that are competing in the marketplace every day- embracing new ideas and securing proprietary technology is key to corporate longevity."

"Mans can't make moons"

"With the military forces that remained in NATO we took our show on the road."

"We were devoid of a fundamental understanding of Afghanistan — we didn't know what we were doing. ... What are we trying to do here? We didn't have the foggiest notion of what we were undertaking."

"Even in the United States and in other free nations, some journalists, academics, public officials, and saddest of all young people have developed and promulgated idealized, warped views of tyrannical regimes."

"I think we’re always going to have to operate as part of a multinational force. To do so, we have to understand the history and the culture of each of these conflicts and of the microconflicts in each subregion. Obviously, our multinational partners are invaluable for their perspectives, but we also need strong partnerships with indigenous leaders. As in business, we need negotiation competencies and the ability to map stakeholder interests in particular. When we’re partnering with somebody we need to understand several things: their interests, how they align with our interests, how to build relationships based on mutual trust and common purpose, and how to use those relationships to work together to accomplish the mission."

"Some of his ancestors were surely Irish, for he possesses the love of horse and hunting, the ready spirit, highly developed sense of humor, and deep-rooted romanticism that are the heritage of every son of Erin. Polo is his forte and the Cavalry his metier. No man in the class knows more about the tactics of his chosen branch. In polo, what Bruce lacked in size he made up in determination, and many a heavier and better-mounted opponent will attest to Butch's skill in riding off. The gold on his collar more than compensated for its absence on his sleeve. He wore stars four years with an ease that filled his fellow stellarites with envy. His friends are legion."

"Palmer essentially confirms the futility of the American commitment in Vietnam. He stresses, for example, that air power failed either to stop the North Vietnamese from moving south or to destroy the Vietcong units. He points out as well that, by Americanizing the war, the United States disconcerted and discouraged its South Vietnamese allies."

"Both Abrams and Westmoreland would have been judged as authentic military "heroes" at a different time in history. Both men were outstanding leaders in their own right and in their own way. They offered sharply contrasting examples of military leadership, something akin to the distinct differences between Robert E. Lee and Ulysses S. Grant of our Civil War period. They entered the United States Military Academy at the same time in 1932- Westmoreland from a distinguished South Carolina family, and Abrams from a simpler family background in Massachusetts- and graduated together with the Class of 1936. Whereas Westmoreland became the First Captain (the senior cadet in the corps) during their senior year, Abrams was a somewhat nondescript cadet whose major claim to fame was as a loud, boisterous guard on the second-string varsity football squad. Both rose to high rank through outstanding performance in combat command jobs in World War II and the Korean War, as well as through equally commendable work in various staff positions. But as leaders they were vastly different. Abrams was the bold, flamboyant charger who wanted to cut to the heart of the matter quickly and decisively, while Westmoreland was the more shrewdly calculating, prudent commander who chose the more conservative course. Faultlessly attired, Westmoreland constantly worried about his public image and assiduously courted the press. Abrams, on the other hand, usually looked rumpled, as though he might have slept in his uniform, and was indifferent about his appearance, acting as though he could care less about the press. The sharply differing results were startling; Abrams rarely receiving a bad press report, Westmoreland struggling to get a favorable one."

"I have often reflected that General Abrams, who had worked so hard to make the South Vietnamese armed forces capable of defending their country, at least had been spared the agony of seeing the death of the Republic of Vietnam. Westmoreland, on the other hand, was not spared that trauma, but seems over the years since the war to have become a national scapegoat, blamed for everything that went wrong in Vietnam, large or small, regardless of whether he had even a remote connection with the matter. It is a singularly fair and unsupported judgement. Many scores of senior American officials, civilian and military, including the author, contributed to our Vietnam mistakes, most of which have been so judged in hindsight. The real "blame", of course, must be laid squarely on the Hanoi regime and the North Vietnamese people, who demonstrated to the world that they had the will to prevail. Although it is a small comfort to Westmoreland, history is replete with the examples of one native son's being singled out, rightly or wrongly, as the person responsible for a national disaster."

"Even when heavy enemy battle losses are substantiated, one must be careful not to judge their psychological effect on the bassis of occidental values. Indeed, American military professionals who fought in the Pacific during World War II or in Korea became acutely aware of differing oriental values with respect to human life, and knew the pitfalls of putting too much store in the impact of heavy casualties on the morale of a determined foe or on the will of a ruthless totalitarian government."

"Eventually the decision was reached to accept the armed chopper as an essential part of the air mobility concept but not to allow the Army to use the Mohawk as an attack aircraft, confining it to a reconnaissance role. Both were wise decisions. But prior to these decisions there were some hot and emotional sessions of the JCS. One concerned the armed Huey, which as then being used successfully in Vietnam to support ARVN operations, but which was considered by the Air Force as illegal poaching on their roles and missions. This was in the midsummer of 1964. General LeMay suddenly took his cigar out of his mouth and, gesticulating wildly, challenged General Johnson to an aerial duel. He screamed, "Johnson, you fly one of those damned Huey's and I'll fly an F-105, and we'll see who survives. I'll shoot you down and scatter your peashooter all over the goddamn ground." I was eager to defend my chief, both verbally and physically (LeMay would have made two Johnsons in body weight, if not in mental poundage) but Johnson motioned to me to keep quiet and responded quietly: "I'm not a flier, but I will be happy to get qualified and take you on- we can agree on a time and place later. But let's not waste the valuable time of our colleagues on such a trivial matter.""

"In the late 1950s, when Taylor was the Army chief under the Eisenhower administration, I served in his office as the deputy secretary of the General Staff and made several official trips overseas with him. (The secretary of the General Staff at the time, then Major General William Westmoreland, coordinated the activities of the Army staff and in effect was chief of staff to the Army Chief.) General Taylor was an impressive figure, known as an intellectual, a soldier statesman, and a talented linguist. But it was an unhappy period for Taylor, who did not see eye-to-eye with the commander-in-chief or the other military chiefs as to the proper role of the Army. After he left the Army, Taylor laid out his deep misgivings about the national military establishment in a highly critical book, The Uncertain Trumpet, which caught the attention of many prominent people, including John F. Kennedy. Particularly intense and somewhat aloof during this period, Taylor appeared to those who did not know him as cold, humorless, and unbending. But he had another side- he could be friendly, a genial host, and a witty conversationalist with a well developed sense of humor. For many people, however, these more endearing qualities were not revealed until after he had retired from public life at the end of Johnson's presidency."

"Looking back at this period (1965-1967), I have often wondered why General Taylor was seemingly unable to convince President Johnson that the U.S. strategy was a losing one. Taylor had been successively President Kennedy's special adviser, chairman of the JCS, U.S. ambassador to Saigon, and President Johnson's special consultant. (Taylor calls this latter position a "lame duck" consultant, partially answering my question.) Clearly Taylor not only knew the problems and pitfalls but also was in a position to wield great influence. The nagging question, though, remains- why was he not more successful in bringing about a sounder strategic approach to the war?"

"Some years ago when I visited the British Army Museum in London, I was impressed by the way in which the history of the British Army was presented. Basically the display briefly and succinctly gave for each war involving the British Army the immediate and more remote causes of the war, British casualties, and the outcome, politically, territorially, economically, and the like. As I went through the display covering centuries of English history in a few minutes, I was struck by what perhaps should have been obvious from the outset. The history of the British Army also chronicles the history of Great Britain. And so it is in our own case- the history of the U.S. Army is inseparable from the history of the United States. We who have been or are privileged now to serve in the American Army should keep that fact in mind."

"To my wife, Kay Sibert, and our children, Robin Helen, Maurene Elizabeth, and Bruce III, who knew full well the life of a military family- And to the men and women who served in Indochina on the side of the Free World."

"Exactly twenty-five years from 1 May 1950- the day President Truman authorized the first U.S. military assistance to Indochina- Saigon and the South Vietnamese government fell to the communist regime of North Vietnam, on 30 April 1975. Thus ended the longest conflict in American history. After every prolonged conflict in its experience, the United States has plunged into a period of assessment, trying to sift out the meaning of the memorable events of the recent past while searching for the key to a conflict-free future. This happened in the 1870s after our Civil War, in the 1920s after World War I, and for a relatively brief period in the late 1940s after World War II. But with the advent of the Cold War in 1947, followed by the Korean War in 1950- our first experience with limited war- we lived through over a quarter of a century during which the United States was continuously involved in some sort of emergency, contingency, or actual hostilities somewhere in the world. And so, after our agonizing experience in Vietnam, the first clear failure in our history, it is not surprising to find the United States of the 1970s and 1980s brooding over its frustrations and reevaluating its role in the world."

"Although each of our armed services is unique and different, the U.S. Army holds a special position of significance and trust. Its ranks come from the people, the country's roots, and it is closest to the people. In foreign confrontations the United States is not committed until its land forces- its Army- is committed. And in the event of hostilities, the Army historically has borne the brunt of war, the human cost, taking the great bulk of the casualties. The Army as an institution knows this and has been traditionally reluctant to go to war, its leaders seeking to insure that war is truly necessary and that our civilian leaders exploit all other avenues before taking that final step."