Being able to know when to make quick decisions is an important skill.

That’s what they’re very good at — making decisions. I thought it was very remarkable how a problem of whether or not information as to how the bomb works should be in the Oak Ridge plant had to be decided and could be decided in five minutes. So I have a great deal of respect for these military guys, because I never can decide anything very important in any length of time at all. In five minutes he said, “All right, Mr. Feynman, go ahead.

It is by no means enough that an officer should be capable. . . . He should be as well a gentleman of liberal education, refined manners, punctilious courtesy, and the nicest sense of personal honor. . . . No meritorious act of a subordinate should escape his attention, even if the reward be only one word of approval. Conversely, he should not be blind to a single fault in any subordinate.

An executive is a man who makes quick decisions and is sometimes right.

How good people's decisions are under the fast-moving, high-stress conditions of rapid cognition is a function of training and rules and rehearsal.

Those who have a system for making better decisions win. Some decisions are quick, while others take time.

An organized mind leads effortlessly to good decision-making.

Always nice to have an officer who can see past the end of his beard

These are some of the qualities that make for a good company commander. Lewis had them in abundance, plus some special touches that made him a much-loved commander. He had a sense, a feel, for how his family was doing. He knew exactly when to take a break, when to issue a gill, when to push for more, when to encourage, when to inspire, when to tell a joke, when to be tough. He knew how to keep a distance between himself and the men, and just how big it should be. He knew his profession and was proud of it and one of the very best at it.

Who makes quick use of the moment is a genius of prudence.

In everyone’s life there are crossroads, moments of decision, however insignificant. To spot the crucial moments in his life, and act, makes a great soldier. To spot the crucial moments on a larger scale, a grand scale—that’s the work of a general.

# Great promptness in the report of all derelictions of duty, that evils may be at once corrected.

Any man facing a major decision acts, consciously or otherwise, upon the training and beliefs of a lifetime. This is no less true of a military commander than of a surgeon who, while operating, suddenly encounters an unsuspected complication. In both instances, the men must act immediately, with little time for reflection, and if they are successful in dealing with the unexpected it is upon the basis of past experience and training. As any decisions that I made during World War II sprang from the forty-four years' service that were behind me in 1941, I wish to acquaint the reader with the background of my professional life so that he may better understand their origins.

More than almost all his peers, he became able to study a situation, evaluate its facts, decide which ones were meaningful, develop a course of action in response to work toward a desired outcome, and verbalize the orders that needed to be issued.