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" "There was a certain comfort in returning to West Point after a month at home- not because I was back among those who universally supported the war, but quite the opposite: I was back among those who believed the Vietnam War would soon be theirs to wage and wanted earnestly to understand it. I was back among classmates and instructors who encouraged me to challenge both the idea that the war was a lost cause and the notion that it should not be questioned simply because it was the policy of the U.S. government. I was back in an institution that provided and promoted a liberal education as essential in the preparation for becoming a military officer. I didn't know it at the time, but those days were just the beginning of a journey in learning how to listen, to learn, to question, to communicate, to apply knowledge and skills to real-world problems honestly and with an open mind. Later, long after I had graduated from West Point, I would make sure those around me knew that I would always welcome, even expect, a bit of sensible skepticism.
Martin E. "Marty" Dempsey (born March 14, 1952) is a retired United States Army general and the 18th Chairman of the Joint Chiefs of Staff.
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In this era of ubiquitous information, complexity, and intense scrutiny, it is becoming routine to respond to reports of character flaws in business, athletics, and politics with an indifferent shrug and a "Yes, but..." It's becoming easier to rationalize a lack of character by emphasizing accomplishments, as though this were a binary choice. It's becoming commonplace that character flaws are greeted with skepticism. In this environment, character matters even more. Building teams requires bringing together individuals with the right credentials, commitment, and character. A lack of any one of these will eventually mean trouble. Our teams- both leaders and followers- will and should be judged not only by what they accomplish but also by how. Neither leading nor following will be effective if personal interactions and beliefs are considered mere differences in perception. Rather, both leading and following require conviction and character.