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“Upon assuming command, I received no special instructions or guidance from my military superiors in Washington other than an expression of strong interest on the part of General Eisenhower in the maintenance of the Honor System and in the improvement of the teaching of military leadership. Throughout my tour, I was allowed to conduct the affairs of the Academy with minimum official interference so that, if things went wrong, I had only myself to blame.”

“The Army which I joined in 1922 was drab and unexhilarating after West Point. Most of our citizens assumed that World War I had ended all wars and hence regarded a standing army as useful as "a chimney in summer," to use an old English phrase. Promotion was strictly by seniority, and a large bloc of contemporary officrs taken into the Regular Army at the end of the war constituted a discouraging "hump" in the promotion list just ahead of my contemporaries and me. As a result it took me thirteen years to become a captain, and such distinguished officers as Generals Gruenther, McAuliffe, Palmer, and Wedemeyer, who graduated a few years before me, took seventeen years. Under such conditions of stagnation, many of the most promising officers resigned and sought their fortune in civil life. But for some unaccountable reason a remarkable number stayed in the service to become the military leaders of World War II.”

“When the sergeant had finally got his rounds on target and I had commended to him a thorough review of the mortar manual, I climbed down the ladder and into the courtyard just in time to rendezvous with a small German shell which exploded a few yards away, raising a cloud of dust and sending me rolling with a small fragment lodged in the sitzplatz. When I opened my eyes, there was my bug-eyed sergeant hanging out the window of the belfry calling to his radio operator, "Joe, I think the Krauts got the old man in the tail."”

“When President Kennedy sounded me out about becoming Chairman, I was of course pleased to be considered but, at the same time, felt a certain depression at the thought of returning to the bear pit of the Pentagon where I spent four less-than-happy years as Army Chief of Staff. However, I recognized that the atmosphere had changed and that the strategic heresy of Flexible Response which I had advocated to little avail had become the orthodoxy of the Kennedy Administration. Also, I had gotten to know Secretary McNamara and, in spite of the occasional differences of view, had a high regard for him as a man of decision who tackled fearlessly the tough problems of defense and refuse to yield to the temptation to sweep them under the rug.”

“Elements of the information media contributed to prolonging the war by their manner of reporting the news. It required only selective reporting, not deliberate fabrication, to create the impression that we Americans were the prime aggressors bent on expanding the war to avoid impending defeat, and that our alleged successes were really defeats which officials were trying to hide from the American public. Biased reporters found no good to say about our Vietnamese allies, whom they held up to scorn in a way which led the American people to believe that our allies were not worth the sacrifices we were making in their behalf. Such selective and slanted reporting spread defeatism among the tender-minded at home and provided enormous encouragement for Hanoi to hold fast and concede nothing.”

“Market-Garden was the biggest airborne operation of World War II, which is to say of all time. The D-day assault included 20,000 parachutists, some 1,500 transport planes, and about 500 gliders, and was protected by over 1,000 Allied fighters. In this D-day landing the 101st had over 400 C-47 transport aircraft and 70 gliders carrying nearly 7,000 officers and men. The remainder of the division arrived progressively by air and ship over the next six days. Our initial mission was to secure fifteen miles of highway extending from Eindhoven to Veghel and to seize and hold the bridges in the area for use of the spearhead units of the British Second Army advancing from the south. Although our objectives were scattered, I insisted on putting all the troops arriving the first day into a compact area between Zon and Veghel in order to have them within supporting distance of each other at the outset.”

“In such a postwar climate, it was probably natural for the U. S. to do most of its defense spending for air power and atomic weapon systems. It is true that current events, such as the Communist-led civil war in Greece, the Communist coup in Czechoslovakia and the Russian blockade of Berlin, should have been reminders of the need to meet challenges to which the Atomic bomb would be no reply. However, the lesson, if perceived, was not effective and conventional forces were sacrificed to the needs of atomic power.”

“My family and I left Yokohoma in June, 1939, in time for me to enter the Army War College in what turned out to be the last class before the school closed for World War II. As we left Japan, I would have said that war between the two countries was certainly possible but I had no premonition that it was only two years away. On the opening day of the war college, a number of senior officers from the War Department attended to welcome the new class. The first man to speak I had never seen before, but he was just as impressive at first glance as he remained in my eyes in later life- George Marshall, the new Army Chief of Staff. What he said that day I do not remember, but the way he said it, I do. General Marshall never spoke anywhere without receiving the undivided attention of every listener to the words of a man who obviously knew what he was talking about. One could never imagine questioning the accuracy of his facts or challenging the soundness of his conclusions on any subject he undertook to discuss. He did not give the impression of great brilliance of mind, as General MacArthur did, but of calm strength and unshakeable will. I was to owe much to him- my service on his staff at the outbreak of the war, later the command of a division in Europe, and assignment as the Superintendent of West Point following the war. Bu my greatest privilege was the opportunity to see General Marshall in action at close range at the outbreak of World War II.”

“To Diddy, The Best Taylor Soldier”

“A reflective reading of history will show that no man ever rose to military greatness who could not convince his troops that he put them first, above all else.”