People From San Antonio

"If you think for a moment that your McCarthy-era tactics will suppress the voices of criticism, you are sadly mistaken."

"Unfortunately, over the millennnia there have been men and women who cloaked themselves in "honor" only to be as unscrupulous and as vile as any humans in history. But true honor- doing the right thing for the right reasons- is the foundation of great leadership. With it, your colleagues will follow you through the trials and hardships of your quest. But without honor, nothing you accomplish will be of lasting value. And if you dishonor your company, your family, your country, or your faith, then your legacy of leadership will be forever tainted."

"I often hear that it's hard to know the right thing to do. No, it's not! You always know what's right, but sometimes it's just very hard to do it. It's hard because you may have to admit failure. It's hard because the right decision may affect your friends and colleagues. It's hard because you may not personally benefit from doing what's right. Yeah, it's hard. That's called leadership."

"Before you can master any of the other axioms of wisdom, you must first strive to be men and women of honor and integrity. That is what sets the great leaders above the commonplace. It will not be easy. It never is. But it is also not complicated."

"1. Be fair and honorable in your business dealings. It's the only way that you and your employees can leave a legacy to be proud of. 2. Never lie, cheat, steal, or tolerate those who do. The culture of your organization starts with you. Own your lapses in judgment. It happens to everyone. Correct the problem and return to being a person of good character."

"Legend has it that during a conversation with Admiral "Bull" Halsey, Nimitz confessed his apprehension. The weight of the decision about Midway was overwhelming him. Halsey, blunt as ever, reminded the admiral of Nimitz's own personal conviction. "You once old me," Halsey began, "that when in command, command." It was the clarion call that Nimitz needed. He understood that commanders are expected to make the tough decision. To act with purpose. To be confident and lead from the front. To accept the challenge and steel yourself for the rough waters ahead. A commander must command. Command the situation. Command the troops. Command your fears. Take command."

"Being a leader, whether you are the CEO, the admiral, the general, the chairperson, or the director for an office or two, is difficult. As a leader you must always appear to be in command, even on those days when you struggle with the pressures of the job. You must be confident. You must be decisive. You must smile. You must laugh. You must engage with your employees and be thankful for their work. You must have the look of a person in charge. You must instill in your men and women a sense of pride that their leader can handle any problem. As a leader you can't have a bad day. You must never look beaten, no matter the circumstance. If you sulk, if you hang your head, if you whine or complain about the leaders above you or the followers below you, then you will lose the respect of your men and women, and the attitude of despair will spread like wildfire."

"Being a leader is an awesome responsibility. There are days when it can be frightening to know that the fate of the organization rests on your shoulders. But you must also realize that you were chosen to be the leader because you have proven yourself along the way. You have demonstrated that you know the business. You have shown that you can handle the pressures and be decisive. You have exhibited all the qualities necessary to lead. And even if none of the above holds true, now that you are the leader, you are in command. So, take the damn helm and command!"

"The day you longer believe you have something to prove, the day you no longer believe you must give it your all, the day you think you are entitled to special treatment, the day you think all your hard days are behind you, is the day you are no longer the right leader for the job. Leadership requires energy. It requires stamina. It requires resilience. It requires everything you have and then some. The men and women that work for you will feed off your energy. If you look unprepared to deal with the challenges of the day, they will see this. If you look beaten down because today was harder than yesterday, they will feel this. If you are not prepared to give it your all, they will know this. And if you think this is just about leaders in combat, you're mistaken. This is about every great leader who was given a difficult task and asked to inspire, motivate, and manage the people under their charge."

"But it doesn't mean that every day has to exhaust you. Being a great leader doesn't mean you have to have superhuman strength. It only means that you have to recognize that it will require effort, every day. And some days you just won't bring it. That's okay. That's normal. But then, bring it the next day. You will only fail as a leader when you think that today is going to be easier than yesterday."

"Paris in the fall is beautiful. The trees along the Champs-Élysées are just turning. The morning is crisp and the aroma of strong coffee and warm French pastries drifts through the air. At night they light up the Eiffel Tower, and the crowds of young and old alike snuggle under its large steel beams for both warmth and companionship. There is just something magical about Paris, particularly when you're thinking about it from Afghanistan."

"Why is there a reluctance to be the face of the solution? Because if you are going to be the face of the solution, it likely means you had a hand in the problem. Good leaders understand that organizations are going to have challenges. That's why you were hired to lead. Embrace the challenge. Accept the fact that you must attack each problem with vigor and that sometimes only you, the leader, can solve the most vexing of institutional crises. Never shy away. Never retreat from a difficult problem."

"1. Be aggressive. When you see a problem, do something about it. That's what is expected of leaders. 2. Move to a place where you can best assess the nature of the problem and provide guidance and resources to resolve it as quickly as possible. 3. Communicate your intent every step of the way."

"I saw this level of initiative time and again during the wars in Iraq and Afghanistan. The Army, Navy, Air Force, and Marine Corps understood that the nature of the fight required the generals and admirals allow the junior officers and enlisted to make tough combat decisions. We had to delegate responsibility because there just weren't enough senior officers to oversee all the tactical operations. We had to trust the rank and file to do the right thing. It is always difficult for senior leaders to trust their subordinates with important decisions, decisions that invariably affect the reputation of the unit and that of the senior leader. But if you don't create a culture that allows the rank and file to act on their own, they will be mired in indecisiveness and that will stall any forward momentum. However, leadership is not always defined by the man or the woman at the top of the chain of command, and you don't have to be in command to lead."

"1. Foster a culture of action, allowing the rank and file to take the initiative and fix problems that need addressing. 2. Accept the fact that this will lead to zealousness and the occasional screwup. This overenthusiasm is better than a culture of inaction. 3. Praise those who attempt to solve problems on their own, even if the results are not as expected."

"Death Before Dishonor (Be a person of integrity) You Can't Surge Trust (Be trustworthy) When In Command, Command (Be confident in yourself) We All Have Our Frog Floats (Have a little humility) The Only Easy Day Was Yesterday (Demonstrate that you have stamina) Run To The Sound Of The Guns (Be aggressive in solving problems) Sua Sponte (Encourage your employees to take the initiative) Who Dares Wins (Be prepared to take risks!) Hope Is Not A Strategy (Do the detailed planning necessary for success) No Plan Survives First Contact With The Enemy (Have a Plan B) It Pays To Be A Winner (Establish standards of conduct and performance A Shepherd Should Smell Like His Sheep (Spend time on the "factory floor") Troop The Line (Listen to your employees) Expect What You Inspect (The quality of your work will depend on the quality of your oversight) Communicate, Communicate, Communicate (Communicate your actions) When In Doubt, Overload (Work hard to covercome your shortfalls) Can You Stand Before The Long Green Table? (Be accountable for your actions) Always Have A Swim Buddy (Have a partner in your leadership journey)"

"Admiral William H. McRaven (U.S. Navy Retired) served with great distinction in the Navy. In his thirty-seven years as a Navy SEAL, he commanded at every level. As a Four-Star Admiral, his final assignment was as Commander of all U.S. Special Operations Forces. He is now Chancellor of the University of Texas System."

"Dark comedies are my favorite, because I love that feeling – being happy and scared at the same time. It's my favorite way to feel – when I'm on the edge of my seat but I'm happy, that sense of conflicting emotions. And there's a lot of that in the show, I think."

"If you're an aspiring show maker, and you have the means to sit around for a few months, you should be making funny cartoons and uploading them to the internet. I feel like I've discovered this secret about the entertainment industry it's that they're desperate. They're super, super desperate for new talent and constantly developing and canceling things all the time. It's the nature of the business, so if you're one of those people who can make a cartoon so funny that it gets a ton of hits on the internet then the industry is going to be all over your business."

"Primarily we write the show to entertain ourselves. Sometimes I recognize a joke that reminds me of something that I would've busted up at as a kid. I'm happy when I see those kinds of jokes. Because the show is for kids more than anyone else, but most of the time we are just trying to crack ourselves up and trying not to worry about much other than that."

"Any new property is always risky. And my show really didn’t have a strong hook to it. I couldn’t come up with a tag line for it. I just liked that it was friendly and nice, just two friends that hang out in a weird world. I think that’s what was risky. It was boring and you couldn’t see where it would go. I mean, I could. But I don’t think anyone else could see where it could go, in the beginning."

"Boris Karloff was one of the nicest guys you'd ever want to meet and he was always laughing and smiling. Mr. Karloff gave me this wooden box and inside was a metal water gun made in Germany and wow, did it work great, I wasn't allowed to have it right away, but when I was given it a couple years later, I got in trouble for squirting people with it while on the Disney Studio lot. The studio security took it away from me one day and 70 years later, I'm still waiting to get it back."

"I'm a sensitive man. When I had my first casualties as a lieutenant, I had a hard time controlling my emotions, but I had a strong sergeant with me who kept me from doing something stupid. I've been around some real tough guys, and I promise you on my honor: The strongest guys I've known in life would pick up a wounded baby kitty on the side of the road. Yet you wouldn't want to go against them in combat. That is not inconsistent. It is part of the same ethos."

"Wonderful. Not many would understand this, if they had a clue of even half of my teen and long adult life. The reality is, at age 77, it is pure joy that both children and 80 year-olds can enjoy the film together. I could be working in the White House and children could care less. But let someone say, “that dude over there was the face, or voice of Bambi,” and I am an immediate adopted grandfather to them. That is just an unmatchable joy, and a real responsibility."

"I think I could have been appointed as the aide-de camp in the White House, it wouldn't make any difference — it's Bambi that's so dear to people. But I love it now — when people realize, 'This old jerk, he's still alive and was Bambi.' And I wouldn't take anything for it, not a darn thing for it."

"I go in his office and he says, "Dunagan! I want you to audit the auditors." "General, when do you think I'm going to have time to do that? He looked at me, pulled his glasses down like some kind of college professor. There's a big, red, top-secret folder that he got out of some safe somewhere that had my name on it. He pats this folder, looks me in the eye and says, 'You will audit the auditors. Won't you, Maj. Bambi?"

"I was not a great match to be the little boy of the very British Basil Rathbone's character, I'm born and raised in San Antonio, Texas, and I had this southern accent. We were on these huge wide-open castle sets and they kept telling me how the microphones were 'way up there' and how I had to talk extra loud."

"In a world where everyone is a publisher, no one is an editor and that is the danger we face today."

"Fed up with the economy, Americans turn to Trump, giving him election sweep of swing states (November 10, 2o24)"

"In what year will the human population grow too large for the Earth to sustain? The answer is about 1970, according to research by the . In 1970, the planet's 3 and a half billion people were . But on this New Year's Day, the population is 8 billion. Today, wild plants and animals are running out of places to live."

"Making social media liable would mean Twitter, Facebook, even Wkipedia and Yelp couldn't exist as we know them"

"Is terrorism the greatest threat to our country, or a recession? I suggest to you today that the quickest, most direct way to ruin a democracy is to poison the information."

"It's the saddest moment of my life."

"People will do almost anything to not feel pain, including causing pain and abusing power"

"(What’s the last great book you read?) TA: “Daring Greatly,” by Brené Brown! I was really moved by her Netflix special, and listening to her audiobook came at the perfect time in my life. She has a way of perfectly describing some of the most intimate human emotions and experiences, and she provides concrete, actionable solutions. She gave me a new level of self-awareness that’s helped me navigate my life in a meaningful way, so I’m a big fan."

"We have to belong to ourselves as much as we need to belong to others. Any belonging that asks us to betray ourselves is not true belonging."

"just as healing physical pain requires describing it, talking about it, and sometimes getting professional help, we need to do the same thing with emotional pain."

"When we’re faced with information that challenges what we believe, our first instinct is to make the discomfort, irritation, and vulnerability go away by resolving the dissonance. We might do this by rejecting the new information, decreasing its importance, or avoiding it altogether. “The greater the magnitude of the dissonance, the greater is the pressure to reduce dissonance.” In these challenging moments of dissonance, we need to stay curious and resist choosing comfort over courage. It’s brave to invite new information to the table, to sit with it and hear it out."

"Worrying and anxiety go together, but worry is not an emotion; it’s the thinking part of anxiety."

"Vulnerability is not weakness; it's our greatest measure of courage."

"I’ve learned that power is not bad, but the abuse of power or using power over others is the opposite of courage; it’s a desperate attempt to maintain a very fragile ego."

"The near enemy of love is attachment...True love allows, honors, and appreciates; attachment grasps, demands, needs, and aims to possess."

"Avoidance will make you feel less vulnerable in the short run, but it will never make you less afraid."

"Science is not the truth. Science is finding the truth. When science changes its opinion, it didn’t lie to you. It learned more."

"Shame hates to have words wrapped around it. If we talk about it, it loses its grip on us."

"The thing that I have learned is that vulnerability is at the center of fear and shame, but it is also at the center of joy and gratitude and love and belonging...If we continue to wake up every day and put our game faces on and think that invulnerability is the way to be … then we pay the price, because I don't know that we would ever fully experience joy and love and belonging."

"Belonging is not fitting in...Belonging starts with self-acceptance. Your level of belonging, in fact, can never be greater than your level of self-acceptance, because believing that you're enough is what gives you the courage to be authentic, vulnerable and imperfect. When we don't have that, we shape-shift and turn into chameleons; we hustle for the worthiness we already possess."

"Healthy striving is about striving for internal goals, and wanting to be our best selves. Perfectionism is not motivated internally. Perfectionism is about what people will think. And you do not see effective leaders in corporations sitting on an email for three hours to make sure it’s worded just perfectly. You don’t. They have work to get done..You don’t see elite athletes letting themselves be discouraged by a bad workout or a single bad performance. It happens all the time. They’re accustomed to winning, they’re accustomed to losing. Once perfectionism becomes the goal, they’re out of the sport."

"...the biggest mistake people make is not acknowledging fear and uncertainty."

"‘Crazy-busy’ is a great armor, it’s a great way for numbing. What a lot of us do is that we stay so busy, and so out in front of our life, that the truth of how we’re feeling and what we really need can’t catch up with us."