He is the “grey eminence” within the Army whose influence helped to shape the careers of George Patton, George Marshall, and, most notably, President Eisenhower. What little is known about Conner comes primarily through stories about his relationship with Eisenhower, but little is known about Fox Conner himself.After a career that spanned four decades, this master strategist ordered all of his papers and journals burned. Because of this, most of what is known about Conner is oblique, as a passing reference in the memoirs of other great men. This book combines existing scholarship with long-forgotten references and unpublished original sources to achieve a more comprehensive picture of this dedicated public servant. The portrait that emerges provides a four-step model for developing strategic leaders that still holds true today. First and foremost, Conner was a master of his craft. Secondly, he recognized and recruited talented subordinates. Then he encouraged and challenged these protégés to develop their strengths and overcome their weaknesses. Finally he wasn’t afraid to break the rules of the organization to do it. Here, for the first time ever, is the story of Major General Fox Conner.

    Gen. George S. PattonHere is a unique book that emphasizes the attainment of military excellence through reading and field experience. Written to help men and women prepare for positions of command in the American Armed Forces, it is a product of the author’s years of discussions with military commanders about their roles as decision-makers, moral standard bearers, and energizers of military organizations.In his commentary on the problems of the commander as tactician, strategist, warrior, trainer, mentor, disciplinarian, and moral leader, the author analyzes and recommends both classical and current readings that are available for those who seek an expanded vision of their potential as commanders. This book is designed to raise new challenges to conventional thinking about the art of military command.

    In "Partners in Command," acclaimed historian and journalist Mark Perry gets to the heart of arguably the most fateful partnership in American military history, a union of two very different men bound by an epic common purpose. He follows Marshall and Eisenhower's collaboration from the major battles in North Africa and Italy to the planning and execution of the D-Day invasion, the crisis of the Battle of the Bulge, and the postwar implementation of the Marshall Plan, and the establishment of Eisenhower's leadership of NATO. erry shows that Marshall and Eisenhower were remarkably close colleagues who brilliantly combined strengths and offset each other's weaknesses in their strategic planning, on the battlefields, and in their mutual struggle to overcome the bungling, political sniping, and careerism of both British and American commanders that infected nearly every battle and campaign. Finally, Marshall and Eisenhower collaborated in crafting the foreign policy and military infrastructure that became the foundation for winning the Cold War. From their first meeting after Pearl Harbor in 1941, Marshall and Eisenhower recognized in each other an invaluable military partner-by February 1942, Marshall, who was Army chief of staff, had promoted Eisenhower to head the War Plans Division, where his first job was to write the initial plan to win the war against Japan. Within a few months, Marshall selected Eisenhower as commander of all U.S. forces in the European theater. By early 1944, however, a subtle but major shift had occurred: Marshall the teacher had become Eisenhower's student, Eisenhower having developed the superior grasp of command challenges. "Partners in Command" is an extraordinary portrait of an often ignored alliance between two iconic military figures and the ways in which their unusual collaboration would ultimately shape fifty years of successful American foreign policy.

    From his first combat duty in the Philippines at the turn of the century, through both World Wars, into the cold war and the Korea conflict, Marshall was a key figure in devising and implementing U.S. military strategies and foreign policies. Stoler emphasizes the years 1939-1951, while Marshall served as World War II army chief of staff, special presidential representative to China, secretary of state at the beginning of the cold war, and Korean War secretary of defense.

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    He explores the army's forgotten heritage of deterrence, it's long experience with counter-guerrilla operations, and it's successive efforts to transform itself.

    After the attack on Pearl Harbor, Nimitz assembled the forces, selected the leaders, and - as commander of all U.S. and Allied air, land, and sea forces in the Pacific Ocean - led the charge one island at a time, one battle at a time, toward victory. A brilliant strategist, he astounded contemporaries by achieving military victories against fantastic odds, outpacing more flamboyant luminaries like General Douglas MacArthur and Admiral "Bull" Halsey. And he was there to accept, on behalf of the United States, the surrender of the Japanese aboard the battleship USS Missouri in August 1945. In this first biography in over three decades, Brayton Harris uses long-overlooked files and recently declassified documents to bring to life one of America’s greatest wartime heroes.

    Along the way, Mattis recounts his foundational experiences as a leader, extracting the lessons he has learned about the nature of warfighting and peacemaking, the importance of allies, and the strategic dilemmas--and short-sighted thinking--now facing our nation. He makes it clear why America must return to a strategic footing so as not to continue winning battles but fighting inconclusive wars.Mattis divides his book into three parts: Direct Leadership, Executive Leadership, and Strategic Leadership. In the first part, Mattis recalls his early experiences leading Marines into battle, when he knew his troops as well as his own brothers. In the second part, he explores what it means to command thousands of troops and how to adapt your leadership style to ensure your intent is understood by your most junior troops so that they can own their mission. In the third part, Mattis describes the challenges and techniques of leadership at the strategic level, where military leaders reconcile war's grim realities with political leaders' human aspirations, where complexity reigns and the consequences of imprudence are severe, even catastrophic.Call Sign Chaos is a memoir of a life of warfighting and lifelong learning, following along as Mattis rises from Marine recruit to four-star general. It is a journey about learning to lead and a story about how he, through constant study and action, developed a unique leadership philosophy, one relevant to us all.

    MacArthur, the public figure, the private man, the soldier-hero whose mystery and appeal created a uniquely American legend, portrayed in a biography that will challenge the cherished myths of admirers and critics alike.IllustrationsPreamble: ReveilleFirst Call Ruffles & Flourishes (1880-1917)Charge (1917-1918) Call to Quarters (1919-1935)To the Colors (1935-1941)Retreat (1941-1942) The Green War (1942-1944)At High Port (1944-1945)Last Post (1945-1950) Sunset Gun (1950-1951) Recall (1951) Taps (1951-1964)AcknowledgmentsNotesBibliographyCopyright AcknowledgmentsIndex

    Faced with conciliating or disagreeing with such stormy figures as Churchill, Roosevelt, and DeGaulle, and generals like Montgomery and Patton, General Eisenhower showed himself to be as skillful a diplomat as he was a strategist.Stephen E. Ambrose, associate editor of the General's official papers, analyzes his subject's decisions in The Supreme Commander, which Doubleday first published in 1970. Throughout the book Ambrose traces the steady development of Eisenhower's generalcy--from its dramatic beginnings through his time at the top post of Allied command.The New York Times Book Review said of The Supreme Commander, "It is Mr. Ambrose's special triumph that he has been able to fight through the memoranda, the directives, plans, reports, and official self-serving pieties of the World War II establishment to uncover the idiosyncratic people at its center. ... General Dwight Eisenhower comes remarkably alive. ...[Ambrose's] angle of sight is so fresh and lively that one reads as if one did not know what was coming next. It is better than that: One does know what's coming next--not only the winning of a war but the making of a general--but the interest is in seeing how."This study of Eisenhower's role in the world's biggest war is absorbing as reading and invaluable as a reference.Stephen E. Ambrose was Director Emeritus of the Eisenhower Center, Boyd Professor of History at the University of New Orleans, and president of the National D- Day Museum. He was the author of many books, most recently The Mississippi and the Making of a Nation: From the Louisana Purchase to Today. His compilation of 1,400 oral histories from American veterans and authorship of over 20 books established him as one of the foremost historians of the Second World War in Europe. He died October 13, 2002, in Bay St. Louis, Mississippi.

    Patton (1885-1945) fought in North Africa and Sicily, as commander of the Third Army, spearheaded the Allies' spectacular 1944-1945 sweep through France, Belgium, and Germany. Martin Blumenson is the only historian to enjoy unlimited access to the vast Patton papers.This is the second volume, covering the war years 1940 to 1945, of General George S. Patton’s papers. The material includes private diaries, letters, speeches, reports, and orders. This provides own uncensored view of his remarkable life.

    In The Generals, Thomas E. Ricks sets out to explain why that is. In part it is the story of a widening gulf between performance and accountability. During the Second World War, scores of American generals were relieved of command simply for not being good enough. Today, as one American colonel said bitterly during the Iraq War, “As matters stand now, a private who loses a rifle suffers far greater consequences than a general who loses a war.”In The Generals we meet great leaders and suspect ones, generals who rose to the occasion and those who failed themselves and their soldiers. Marshall and Eisenhower cast long shadows over this story, as does the less familiar Marine General O. P. Smith, whose fighting retreat from the Chinese onslaught into Korea in the winter of 1950 snatched a kind of victory from the jaws of annihilation.But Korea also showed the first signs of an army leadership culture that neither punished mediocrity nor particularly rewarded daring. In the Vietnam War, the problem grew worse until, finally, American military leadership bottomed out. The My Lai massacre, Ricks shows us, is the emblematic event of this dark chapter of our history. In the wake of Vietnam a battle for the soul of the U.S. Army was waged with impressive success. It became a transformed institution, reinvigorated from the bottom up. But if the body was highly toned, its head still suffered from familiar problems, resulting in tactically savvy but strategically obtuse leadership that would win battles but end wars badly from the first Iraq War of 1990 through to the present.Ricks has made a close study of America’s military leaders for three decades, and in his hands this story resounds with larger meaning: about the transmission of values, about strategic thinking, and about the difference between an organization that learns and one that fails.

    Hirshson creates the most balanced portrait of Patton ever written. General Patton: A Soldier’s Life reveals Patton as a complex soldier capable of brilliant military maneuvers but also of inspiring horrendous acts with fiery speeches. It explains Patton’s belief in a soldier’s Valhalla, connects the family’s wealth to one of America’s bitterest labor strikes, and disputes the usual interpretation of Patton’s relief from command of the Third Army.While investigating this complex man, Hirshson has uncovered surprising material about a series of civilian and military massacres in Sicily, attempts to exploit Patton’s diary after his death, and Patton’s relations with top Allied generals. In this meticulously documented volume, Patton comes to life.

    On May 27, 1943, his B–24 crashed into the Pacific Ocean. Louis and two other survivors found a raft amid the flaming wreckage and waited for rescue. Instead, they drifted two thousand miles for forty–seven days. Their only food: two shark livers and three raw albatross. Their only water: sporadic rainfall. Their only companions: hope and faith–and the ever–present sharks. On the forty–seventh day, mere skeletons close to death, Zamperini and pilot Russell Phillips spotted land–and were captured by the Japanese. Thus began more than two years of torture and humiliation as a prisoner of war.Zamperini was threatened with beheading, subject to medical experiments, routinely beaten, hidden in a secret interrogation facility, starved and forced into slave labour, and was the constant victim of a brutal prison guard nicknamed the Bird–a man so vicious that the other guards feared him and called him a psychopath. Meanwhile, the Army Air Corps declared Zamperini dead and President Roosevelt sends official condolences to his family, who never gave up hope that he was alive.Somehow, Zamperini survived and he returned home a hero. The celebration was short–lived. He plunged into drinking and brawling and the depths of rage and despair. Nightly, the Bird's face leered at him in his dreams. It would take years, but with the love of his wife and the power of faith, he was able to stop the nightmares and the drinking.A stirring memoir from one of the greatest of the "Greatest Generation," DEVIL AT MY HEELS is a living document about the brutality of war, the tenacity of the human spirit, and the power of forgiveness.

    At its heart are Powell's "Thirteen Rules"—notes he gathered over the years and that now form the basis of his leadership presentations given throughout the world. Powell's short but sweet rules—among them, "Get mad, then get over it" and "Share credit"—are illustrated by revealing personal stories that introduce and expand upon his principles for effective leadership: conviction, hard work, and, above all, respect for others. In work and in life, Powell writes, "it's about how we touch and are touched by the people we meet. It's all about the people."A natural storyteller, Powell offers warm and engaging parables with wise advice on succeeding in the workplace and beyond. "Trust your people," he counsels as he delegates presidential briefing responsibilities to two junior State Department desk officers. "Do your best—someone is watching," he advises those just starting out, recalling his own teenage summer job mopping floors in a soda-bottling factory.Powell combines the insights he has gained serving in the top ranks of the military and in four presidential administrations with the lessons he's learned from his immigrant-family upbringing in the Bronx, his training in the ROTC, and his growth as an Army officer. The result is a powerful portrait of a leader who is reflective, self-effacing, and grateful for the contributions of everyone he works with.Colin Powell's It Worked for Me is bound to inspire, move, and surprise readers. Thoughtful and revealing, it is a brilliant and original blueprint for leadership.