I discovered a folder with anecdotes and notes that were misplaced and didn't make it into my new book, "Executive Courage - Sometimes You Have to Walk Point."

- When I was a student at the U.S. Army War College in Carlisle, PA (circa 1987), a female cohort member asked the question, "Why is it in our 'joint force' environment' do the Marines get all the publicity?"  An obviously jealous Army colonel quickly retorted, "It's because of their unique organization of 6-man fire-teams - 2 to shoot, 2 to loot, and 2 to take pictures."

- U.S. Marine and famous author, William Manchester, wrote, "I can denounce the Corps, and frequently have.  But so can lovers quarrel, and to those who have fought in it, the Corps is like the memory of an old affair, tinged with sadness and bitterness, yet with the first enchantment lingering.  It is a mystique, wholly irrational; and right or wrong, a legion of folks bred to logic will lay down their lives for its intangible honor tomorrow."  Manchester's words will kick-start the emotions of any who ever wore the Eagle, Globe, and Anchor.

- Ample evidence supports the position that leaders with ethical values and a strong sense of right and wrong perform more effectively over the long haul.  However, unethical leaders also succeed over varying periods but eventually fail, and when they fall - it is a hard fall.  I just observed such a fall by a colleague and am saddened by it.

I will end with some humor:

- What good is happiness; you can't buy money with it!

- "Most Marines are temperamental - 90% temper and 10% mental."  This is another anecdote I heard, this one from a female Army officer.  Of all the nerve.