A Quote by William G. Bainbridge
The good NCO has never been short in confidence, either to perform the mission or to inform the superior that he or she was interfering with traditional NCO business.
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We cannot keep gapping units where we need a good strong NCO or staff NCO and he's not there. They've got to have the right technical, the right leadership qualifications for the billet.
If you talk to a British officer or NCO about the strategic objectives of the end state, you'll often get a spirited discussion that's very well informed.
Always, always lead by example. Those whom you lead will be quick to grasp the true identity of a truly professional NCO and will be more willing to follow, obey and persevere.
Soldiers expect the noncommissioned officer to be technically proficient, up front, and honest with them. Soldiers must know that NCOs care, that they can approach the NCO for guidance and direction, and that NCOs can make things happen when a difficult situation arises.
Professional courage is the steel fiber that makes an NCO unafraid and willing to tell it like it is. The concept of professional courage does not always mean being as tough as nails, either. It also suggests a willingness to listen to the soldiers' problems, to go to bat for them in a tough situation and it means knowing just how far they can go. It also means being willing to tell the boss when he is wrong.
I think it was around the time of doing those shorts. [Producer] Christine Vachon, I had a meeting with her, and she mentioned the short, this AOL short, and asked if I wanted to do one. And then the next step was the "30 for 30," and again that boosted my confidence enough to decide I'm going to do a feature narrative. And I was supported by my agency, and [producer] Jane Rosenthal has been an exceptional friend, and she produced "All We Had," she encouraged me to do the "30 for 30."
Some people confuse confidence with arrogance. There's no doubt in the business world there are a few big egos and I think arrogance can get in the way. But if you have the confidence to go to your higher superior and say this is wrong, it can make a difference.
We started our company out of a need to survive, but we've built it based on a mission not only to help others survive but to prosper. In fact, we view ourselves as a mission with a business, rather than a business with a mission.
There's never been a civilization, ever in history, that has embraced homosexuality and turned away from traditional fidelity and traditional marriage, traditional child rearing, and has survived.
Social business lies in the spectrum of possibility between the traditional, profit-maximizing business, which directs little to no profit to doing good, and the traditional charity, which relies mostly on donations to sustain itself.
We have plenty of Confidence in this country, but we are a little short of good men to place our Confidence in.
She lay down and never stirred. To move hand or foot, or even so much as one finger, would have been an exertion beyond the powers of either volition or motion. She was so tired, so stunned, that she thought she never slept at all; her feverish thoughts passed and repassed the boundary between sleeping and waking, and kept their own miserable identity.
My grandma has never been impressed with the TV show [Desperate Housewives]. She was so angry because I was on television kissing a boy naked; she's very traditional. She said: "If I ever see you kissing that boy again...".
Margarita was never short of money. She could buy whatever she liked. Her husband had plenty of interesting friends. Margarita never had to cook. Margarita knew nothing of the horrors of living in a shared flat. In short... was she happy? Not for a moment.
My mother, Mary, has been a guiding force for as long as I can remember through the examples she's set as a single mother. She demonstrated her confidence and faith in me by investing everything in me and the business at a time when she had just lost everything.
although she went home that night feeling happier than she had ever been in her short life, she did not confuse the golf course party with a good party, and she did not tell herself she had a pleasant time. it had been, she felt, a dumb event preceded by excellent invitations. what frankie did that was unusual was to imagine herself in control. the drinks, the clothes, the instructions, the food (there had been none), the location, everything. she asked herself: if i were in charge, how could i have done it better?
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