People From Texas

"When I argue with reality, I lose—but only 100% of the time."

"The Work is merely four questions; it's not even a thing. It has no motive, no strings. It's nothing without your answers. These four questions will join any program you've got and enhance it. Any religion you have - they'll enhance it. If you have no religion, they will bring you joy. And they'll burn up anything that isn't true for you. They'll burn through to the reality that has always been waiting."

"Is it true? Can you absolutely know that it's true? How do you react when you believe that thought? Who would you be without the thought?"

"We are entering the dimension where we have control - the inside."

"Until you look forward to criticism, your Work’s not done."

"What is is. You don’t get a vote. Haven’t you noticed?"

"“I don’t know” is my favorite position."

"Everyone is a mirror image of yourself—your own thinking coming back at you."

"I’m a lover of what is, not because I’m a spiritual person, but because it hurts when I argue with reality."

"You are what exists before all stories. You are what remains when the story is understood."

"Personalities don’t love—they want something."

"For me, reality is God, because it rules."

"When I walk into a room, I know that everyone in it loves me. I just don’t expect them to realize it yet."

"Gratitude is what we are without a story."

"Death is the only inescapable unavoidable sure thing. We are sentenced to die the day we were born."

"Let's do it."

"Once there was an old man who lived in a tiny village. Although poor, he was envied by all, for he owned a beautiful white horse. Even the king coveted his treasure. A horse like this had never been seen before — such was its splendor, its majesty, its strength."

"Would you treat this world like home? It isn’t. The greatest calamity is not to feel far from home when you are, but to feel right at home when you are not. Don’t squelch, but rather, stir this longing for heaven."

"You have a God who hears you, the power of love behind you, the Holy Spirit within you, and all of heaven ahead of you. If you have the Shepherd, you have grace for every sin, direction for every turn, a candle for every corner, and an anchor for every storm. You have everything you need."

"You cannot be anything you want to be. But you can be everything God wants you to be."

"Conflict is inevitable, but combat is optional"

"It is impossible to talk with you. You always draw conclusions. No one knows. Say only this. Your sons had to go to war, and mine did not. No one knows if it is a blessing or a curse. No one is wise enough to know. Only God knows."

"All I know is that the stable is empty, and the horse is gone. The rest I don’t know. Whether it be a curse or a blessing, I can’t say. All we can see is a fragment. Who can say what will come next?"

"A strongly antiagency ambassador can make problems for the CIA chief of station."

"Case officers most fear the US ambassador and his staff, then restrictive headquarters cables, then curious gossipy neighbours in the local community, as potential threats to the operation. Next would come the local police, then the press. Last of all is the KGB."

"I once watched an angry Zairian official very nearly strip and search the person of a CIA GS 17 who had forgotten to speak politely"

"Customs and immigrations officials are trained to detect the unusual. In some countries they are especially alert to CIA officers"

"Case officers are subject to the same embarassments any tourist suffers-snarled schedules, lost passports, lost money and luggage, and getting off the plane at the wrong destination"

"The men who control the CIA are of an older, conservative generation which has kept the agency fifteen or twenty years behind the progress of the nation at large."

"Kissinger was, as always, preoccupied with other matters of state and his rather complicated social life."

"The CIA maintains prepackaged stocks of foreign weapons for instant shipment anywhere in the world."

"The KGB is by far the world's largest, the Israeli probably the best, and the Iranian and the South Korean the deadliest."

"While MacArthur was a forceful and colorful personality, a man of dramatic gestures and rhetoric, Nimitz was soft-spoken and relaxed, a team player, a leader by example rather than exhortation. "The Admiral was frequently the despair of his public relations men," wrote correspondent Robert Sherrod; "it simply was not in him to make sweeping statements or give out colorful interviews." An officer recalled that during tense moments, while awaiting word of the outcome of important operations or battles, Nimitz would joke with his staff "while he calmly practised on his pistol range or tossed ringers with horseshoes just outside his office." By contrast, at such moments MacArthur "would as a rule sit stonily in his chair, chewing on the stem of a corncob pipe.""

"Admiral Nimitz was a very perceptive officer who recognized logic when he saw it."

"In the U.S. Navy of 1942, ever admiral knew every other admiral, at least by name and face. But King and Nimitz had never been close, either personally or professionally. King's overbearing domination drew a sharp contrast to Nimitz's soft-spoken collegiality, and if it had been up to the new COMINCH to name Kimmel's replacement, it is safe to assume he would have chosen someone else. In letters to his wife, the Texan confided that he and King had not yet established trust or rapport. He would have to tread lightly, for when the COMINCH lost confidence in a man, the consequences were felt immediately."

"Nimitz crossed the dock to the headquarters and climbed the stairs to his office. He called the senior staff into the room. Having been stationed at Pearl Harbor before the Japanese attack, and having witnessed the craven recall of the Wake relief force, many of those officers carried an enervating burden of guilt, akin to a feeling of personal disgrace. They expected to be shunted off into dead-end billets for the remainder of the war, and many hoped only to be sent to sea, with a chance to redeem themselves in combat. Nimitz saw the problem clearly and understood what had to be done. "These were all fine men," he later said, "but they had just undergone a terrible shock, and it was my first duty to restore morale and to salvage these fine officers for future use, and this I proceeded to do." He spoke briefly, in a low tone. "I know most of you here," he said, "and I have complete confidence in your ability and judgment. We've taken a whale of a wallop, but I have no doubt of the ultimate outcome." December 7 would not be held against them. They were needed, and must remain, at their posts. He would listen to requests for seagoing assignments, but "certain key members of the staff I insist I want to keep." "In a very few minutes of speaking softly," one such officer recalled, "Admiral Nimitz convinced all hands of his ability to lead us out of this.""

"William Ewing, a reporter with the Honolulu Star-Bulletin, thought Nimitz seemed too "kindly," too "fatherly," and his khaki uniform seemed at least one size too large. "I thought Admiral Nimitz looked more like a retired banker than the kind of hell-for-leather leader we needed to pull us out of the worst hole the country had ever been in." The remark anticipated Samuel Eliot Morison's observation that "war correspondents who expected admirals to pound the table and bellow as in the movies, were apt to wonder 'Is this the man?'" It was true that Nimitz was not a cinematic naval hero in the mold of Nelson, Decatur or Jones. Like most American officers of his vintage, he had no experience of combat. He had never even seen a shot fired in anger. But the fleet did not need a show of blood and thunder after the beating it had suffered; there was plenty of the real stuff to go around. Nimitz was an executive, a strategist, and a leader. He was a gentleman of the old school. It was not in him to shout or abuse the furniture or let a word of profanity fall from his lips. Holmes took comfort in the admiral's "aura of calm confidence" while Edwin Layton thought "the incisive thrust of his questions... made it clear that he was steeled for the tremendous task he was to assume.""

"Nimitz did not take command of the fleet immediately. He spent his first week getting to know the lay of the land, with Pye often at his side. Rising each day at 6:30 a.m., he did some exercises, dressed, had breakfast, and arrived at the fleet headquarters at eight. The admiral had a phenomenally good memory for faces, and surprised old colleagues and subordinates by remembering their names. Lieutenant Commander Jasper Holmes had once served as an obscure junior engineering officer in a submarine division commanded by Nimitz. "He had little reason to remember me," wrote Holmes, but when the two men came face to face in a corridor, the new C-in-C not only greeted the younger man by name but evidently knew details of his subsequent service record."

"Like King, Nimitz did well at the academy. A midshipman company commander, he graduated seventh in a class of 114 and pulled stroke on the varsity crew. And like King, he came close to disaster in his first-class year. At its beginning, his class was moved into the completed wing of Bancroft Hall. Nimitz was assigned a room on the third floor, from which he and his friends discovered a way to reach the roof of one of the wings still under construction. There they held moonlight beer parties, dropping their empties to explode with a gratifying crash on the blocks of granite piled below. One day it fell to Nimitz to pick up the beer from the back room of an obliging Maryland Avenue tailor. Also present at the tailor's was a distinguished-looking stranger in civilian clothes. At the next meeting of his navigation class, Nimitz was aghast to find the distinguished stranger at its head, this time in uniform. He was Lieutenant Commander Levi C. Bertolette, '87, who had just joined the academy staff. Certain that he was recognized, Nimitz awaited the summons that might herald his dismissal from the academy. It never came. Although it may have been simply that Bertolette did not place him, Nimitz was convinced that he had decided to give him another chance. years later, he commented, "This escapade taught me a lesson on how to behave for the remainder of my stay at the academy.""

"Nimitz came the academy in 1901, the year one of its texts provoked the notorious Sampson-Schley controversy. The book as the third volume of Edgar S. Maclay's History of the United States Navy, which covered the Spanish-American War. Maclay charged that Commodore Schley, who with Dewey and Sampson had emerged as one of the war's naval heroes, had bungled the search for Cervera and lost his nerve at the Battle of Santiago. The outraged Schley demanded that the work be withdrawn from the academy, which it was. Unfortunately, Schley did not stop there. He also demanded a court of inquiry to investigate his conduct throughout the entire war. This had the effect of polarizing naval opinion into two hostile camps, one of which agreed with Macley's interpretation and held that Sampson deserved all the credit for Santiago, while the other supported Schley. The court did not help matters by turning in a majority report condemning Schley and a majority report exonerating him. The publicity attracted by this unseemly squabble proved an embarrassment to the navy as a whole, and the episode seems to have left a lasting impression on the minds of the midshipmen of Nimitz's generation. The extreme tact most of them later observed in discussing the command decisions they made as admirals in World War Two proceeded in part from a determination to avoid any more Sampson-Schley controversies."

"Nimitz decided to apply for admission to West Point after talking to two young army officers who stopped at the Kerrville hotel. Informed by his congressman that no appointments were available at the Military Academy, he accepted the offer of one to the Naval Academy, of which until that moment he had never even heard."

"Chester Nimitz, Commander in Chief of the Pacific Fleet, was a mild-mannered Texan promoted past 28 officers to take over after Pearl Harbor."

"Nimitz and MacArthur differed radically in style of command. Whereas Nimitz came to Pearl Harbor virtually alone, retaining many of the members of Kimmel's staff, MacArthur brought with him from the Philippines a group of loyal and deferential- critics said sycophantic- subordinates who served as his key staff officers and assistants throughout the war. In the course of his campaigns MacArthur later developed other close personal relationships, with General Robert Eichelberger, Admiral Thomas Kinkaid, General George C. Kenney- even to some extent with Admiral Halsey- but the ascendancy of "the Bataan gang" was never challenged."

"There were contrasts as well in the two men's relations with Washington. According to one of King's biographers, Thomas Buell, the Chief of Naval Operations "never entirely trusted Nimitz's judgment," believing him to be too susceptible to bad advice and too ready to compromise with the Army. Throughout the war, King held frequent personal meetings with Nimitz, usually in San Francisco or Hawaii. By contrast, Marshall saw Army theater commanders in Europe infrequently, and MacArthur only once. King's numerous conferences with Nimitz may indeed "indicate the extent of King's anxiety to keep Nimitz under his thumb; they may also have reflected King's special interest in directing Pacific strategy."

"The Admiral was frequently the despair of his public relations men; it simply was not in him to make sweeping statements or to give out colorful interviews."

"Tell Nimitz to get the hell out to Pearl and stay there till the war is won."

"Superficially, Nimitz promised little in the way of picturesque "copy," for he was no exhibitionist and never raised his voice. If he had an eccentricity, it was a mild addiction to the homely pastime of pitching horseshoes. Nor did he look in the least like the popular conception of a gruff old sea dog. In fact, he appeared startlingly youthful, although his once incredibly blond hair had turned so white that some, behind his back, nicknamed him "Cottontail." He had a fresh, fine-textured complexion, and only the lines which experience and humor had etched at his nostrils and candid, steel-blue eyes, gave any hint of his fifty-seven years."

"He graduated seventh- that mystic, lucky number- in the Annapolis Class of 1905. Already his classmates had him fairly well pegged. "Possesses that calm and steady-going Dutch way that gets to the bottom of things," read the Naval Academy's class book, Lucky Bag. He brought to his new command in Hawaii a solid if unspectacular background in submarines, battleships, cruisers, and Navy headquarters positions. Infinitely more important, he brought a mind, heart and spirit equal to the task. The thundering challenges, the crushing responsibilities of the Pacific command were to prove over the years that here was one of America's great men in the tradition of Robert E. Lee, whom he resembled in temperament, character, and ability."

"Among the assets the United States could count was one which Nimitz would never dream of listing- the man himself. Neither President Franklin D. Roosevelt nor Secretary Knox ever served his country better than when they passed over an impressive seniority list to select this gentle, courtly and highly respected Texan to command the U.S. Pacific Fleet in a desperate hour. Nimitz became a rear admiral in 1938, and had served as chief of the Bureau of Navigation in Navy Headquarters since June 15, 1939. There he gained a reputation for hard work, zealous attention to detail, efficient organization, strict conformity to official form, as well as mature and ethical judgments. He had hoped for a sea command, but perforce accepted another desk job with no complaint."

"As he prepared to leave office, Admiral Nimitz was sick at heart to see the national defense being endangered by political considerations- for such appeared to him to be the case. He was almost equally disturbed by an apparent change in the character of the U.S. Navy. He had expected that in wartime, with the great influx of reservists, the Navy would undergo change. But somehow he expected that, after the war, it would again become the almost intimate association of friends he had known in, say, his Augusta days. He gradually realized that, so far as he was concerned, the Old Navy had gone forever. The Navy Department seemed to him now less like an association than like a corporation. In his own class of 1905, 144 midshipmen had been graduated. Even the immediate prewar classes never produced as many as 500 graduates. By 1947 the Naval Academy was turning out graduates by the thousand, and to these was added an increasing influx of officers from the NROTCs. The Navy was acquiring more potential commanders than there were ships to command. Nimitz, walking the corridors of the Navy Department building, was continually encountering officers he had never seen before. Above all, Nimitz was tired. For six years he had been carrying heavy burdens and had had no leave to speak of. There had been times when he regretted and rather resented Secretary Forrestal's having cut his tenure as Chief of Naval Operations from the usual four years to two. But, as December 1947 approached, he could hardly wait to lay down his burdens and get out of Washington."