Don't get me wrong. I don't look down on intelligence gatherers, and I don't mean to condemn any specific intelligence staff or the intelligence comm… - Colin Powell

During my career I’ve worked with intelligence agencies and experts of every kind, from a young lieutenant, battalion-level intelligence officer to all sixteen branches of the U.S. intelligence community. With rare exceptions, intelligence analysts do all they can to give you the information and facts you need to understand the enemy and the situation and come up with the best decision.

Three Envelopes Construct.” The outgoing leader gives the new leader three envelopes — labeled “Envelope 1,” “Envelope 2,” and “Envelope 3” — and tells him to open them in order if he runs into trouble. The new leader launches in a blaze of glory. But after a month or so, troubles start landing on him. He opens the first envelope, and the note inside says: “Blame me.” So he goes around complaining about the mess he inherited. Things settle down, but a couple of months later he is back in trouble. He opens the second envelope: “Reorganize.” He immediately starts a major study to determine the kind of reorganization that would improve the situation. For months, the reorganization study moves all the boxes and people around and creates a new paradigm. Everyone is distracted. The new paradigm looks exciting, but nothing is solved and everyone is confused. The now no longer new commander is in dire straits and beside himself with worry. In desperation he opens the third envelope. The note says: “Prepare three envelopes.

But leaders are not gods. Their understanding is never totally clear, totally accurate, totally certain. Every leader is human... imperfectly human. Water-walkers sometimes fail, and quiet walkers sometimes end up on top. Leaders need to watch all their subordinate; work with all of them, encourage the hotshots, but invest in the others. Always be prepared to change your mind, however firmly made up, when dealing with those infinitely faceted beings we call people. The leader must never forget that he may end up working for one of them.

we’d practiced the ceremony to perfection, the day came. As we stood there in the sun waiting for it to begin, the Gunfighter signaled me to come up to the reviewing stand for new instructions. He directed me to return to the formation and order all the officers to do an about-face and gaze at their troops. I was then to order the officers to salute their soldiers. We conducted the ceremony, and the officers turned as he had directed and saluted the troops. It was a deeply moving moment. The gesture was the only way he could truly show that credit for his success belonged to the soldiers who had served under him.