United States Presidential Candidates 1944

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"To a striking degree, the way the United States conducted World War II was a consequence of Roosevelt’s own experience as the assistant secretary of the Navy during World War I—a period that made him appreciate the benefits of overwhelming the enemy with machinery, as well as the risks of ground warfare. When he traveled to France in 1918 to tour the front lines, the battlefield disgusted him. The conditions for soldiers were too crowded, and he wrote in his diary that “the smell of dead horses” offended his “sensitive naval” nose. Instead, he fixated on logistics and material: the deployment of large naval guns, transported on land via train carriages, to batter German lines; a push for rapid advances in aircraft and bomb technology. He promoted a plan to thwart German U-boat attacks by creating a minefield across the entire North Sea rather than putting Allied ships at risk. (The scheme was not complete when the war ended.) Roosevelt’s work during this period also showed him the value of working closely with trusted international partners such as Britain and France. Strong alliances, he came to learn, were how modern wars were won. Unlike many Americans, Roosevelt did not become an isolationist after World War I. He understood that aggressive authoritarian regimes had to be stopped and believed that the U.S. could protect many of its own interests via machinery and alliances. He was so wedded to these two ideas that, during World War II, he provided Britain and the Soviet Union with massive amounts of aid without expecting any repayment. So much better, Roosevelt believed, to strengthen U.S. allies and let them do much of the land fighting. This approach led to one of his greatest successes as a war leader."

- Franklin D. Roosevelt

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"The success of the bank measure had a great deal to do with restoring national confidence. By his action, Roosevelt steadied the country’s finances. If he had not closed the banks and pushed through the Emergency Banking Act, there is little doubt that as far as money was concerned the country would have collapsed entirely. With this act began the most hectic legislative period in American history. A few days after President Roosevelt was inaugurated, and after I had recovered from the flu, he called me to the White House to discuss his program. I was then on the Senate Finance Committee, the Foreign Relations Committee, the Elections Committee and I was chairman of the Public Buildings and Grounds Committee. At that White House meeting, F.D.R. told me that he was not only interested in recovery measures, but also in long-overdue reforms. The Banking Act was to be just the first bill of a group opening the dam gates to a flood of legislative activities. Our immediate problems were to revive agriculture, business and industry, and save home and farm owners and feed and clothe the unemployed. But at the same time, we would reform the stock market, make better use of our natural resources, increase labor’s bargaining position, fight slums and bring about a social-security system for the aged, handicapped and unemployed. I was delighted now with his determination and leadership."

- Franklin D. Roosevelt

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"On the afternoon of 28 February 1939 King and Halsey went together on board Houston where some twenty or more flag officers of the United States Fleet had been summoned to pay their respects to the Commander in Chief of the Army and Navy. President Roosevelt was in high spirits, for he loved the Navy and always visibly expanded when at sea. As the admirals greeted him, he would have some pleasant, half-teasing personal message for each. King, when his turn came, shook hands and said that he hoped the President liked the manner in which naval aviation was improving month by month, if not day by day. Mr. Roosevelt seemed pleased by this, and, after a brief chat, admonished King, in his bantering way, to watch out for the Japanese and the Germans. King made no attempt to hold further conversation with the President, even though Admiral Bloch urged him to do so. He had never "greased" anyone during his forty-two years of service and did not propose to begin, particularly at a moment when many of the admirals were trying so hard to please Mr. Roosevelt that it was obvious. He had paid his respects civilly; he was in plain sight, and felt that the President could easily summon him if there were anything more to say. He believed that his record would speak for itself, and that it was not likely to be improved by anything that he might say at this moment. It seemed that the die was already cast, although the President's decision would not be made known for some weeks."

- Franklin D. Roosevelt

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"In the course of the Casablanca Conference, General de Gaulle, who was in London, had been invited by the Prime Minister to come to North Africa. De Gaulle was offended that he had not been invited further in advance, and in one way and another proved to be his usual difficult self. Mr. Eden, the Foreign Secretary, had to exert great pressure to induce him to leave London for Casablanca. When he arrived there the firmest treatment by Mr. Churchill was required to persuade him to call upon Giraud. Finally in the interests of at least good public feeling a "shot-gun marriage" was arranged. At a press conference on 24 January, De Gaulle and Giraud were made to sit in a row of chairs, alternating with Mr. Roosevelt and Mr. Churchill, and to be photographed shaking hands. As the newsreel cameras finished their work, each French general dropped the other's hand as though it were red hot. At the press conference following this remarkable photograph, the President first made publicly the often-quoted statement concerning "unconditional surrender." As the war continued, King became more and more convinced that this favorite slogan was a mistaken one. Slogans are popular in the United States; they are terse and sometimes they fit the situation. Like newspaper headlines, however, they are unduly rigid, and always discourage thought. King would have preferred to have had this one left unsaid."

- Franklin D. Roosevelt

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"Of Roosevelt's cultivation of bureaucratic disorder too much has probably been said. The observation was once made that it undeniably had a negative impact, in that succeeding generations of Washington power-managers were so shaken by exposure to it that they studiously tried to inculcate the opposite as soon as they had the chance, tried to eliminate the very possibility of a President with such debonair disregard for the organizational niceties. A standard of tidiness was later set against which Roosevelt is measured and found wanting. But we are permitted to inquire whether in terms of national policy-making the replacements for Roosevelt's "poor" administration have been all that satisfactory. The years since have witnessed catastrophic failures of coordination between politics and the military that his years in office did not. Perhaps there was more method to his maneuverings than appeared. Yet a price was paid. His determination to go his own way, his insistence on informing himself through his own idiosyncratic avenues of communication, his deliberate short-circuiting of the proper channels of responsibility- all these had defects of their virtues that now and then led him and the country astray. His two great failures were France and China. These historic civilizations of depth and pungent flavor, to which he was instinctively and without reluctance attracted, defeated his best efforts to incorporate them in an all-embracing view of the postwar world. In each instance he was badly advised, and there is no great artfulness needed to see where the bad advice came from and why he listened to it. But evidence was also available to him that de Gaulle was a far more powerful personage than he had imagined and Chiang Kai-shek was a far weaker one: he chose not to act on it. He wanted a revived but malleable France that would be willing to give up its empire and a united but nationalist China that would be a "great nation," able to fill the vacuum left by Japanese defeat. He got neither."

- Franklin D. Roosevelt

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"I did not see the President again until July 18. That morning he informed me that he had directed the Secretary of the Navy to recall me to active duty as "Chief of Staff to the Commander-in-Chief of the Army and Navy of the United States." That same day I submitted my resignation as Ambassador to France. The President announced my new appointment on July 21. I was not present. There was a barrage of questions from the newsmen as to the scope of my authority and activities. The President was cagey, as he always was in dealing with the newsmen, and did not tell them very much. He said that I would be a sort of "leg man" who would help him digest, analyze, and summarize a mass of material with which he had been trying to cope singlehandedly. There was considerable pressure at that time for the naming of a supreme commander of all the American forces. Asked if I was to be that commander, the President replied that he still was the Commander-in-Chief. And he was. Asked what kind of staff his military adviser would assemble, he replied that he did not have "the foggiest idea." Actually, at no time did my staff number more than two aides and two or three civilian secretaries. Someone suggested I should have a public relations man. To me such an officer could only have been a nuisance! Since I was representing the President at all times, I felt that any talking should be done by Mr. Roosevelt. He was much better at that than I was, anyway."

- Franklin D. Roosevelt

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