“But the problem of a Chief of Staff in Washington is not that simple. In the military service, an officer is not hailed before an outside authority and therefore required to indicate the advice which he had originally given his commanding general and to explain his reasons therefore. This is the position of the Chief of Staff before a Congressional committee. No sooner has he read his prepared statement supporting the position of the Defense Department than he must face a battery of interrogators bent on bringing forth his original views and contrasting them with the ultimate position of the Secretary of Defense and of the President. Very shortly a Chief of Staff will find himself in the position either of appearing to oppose his civilian superiors or of withholding facts from the Congress. Personally, I have found no way of coping with the situation other than by replying frankly to questions and letting the chips fall where they may.”

— Maxwell D. Taylor

Source: The Uncertain Trumpet (1960), p. 112-113

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Maxwell D. Taylor 41

United States general 1901–1987

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“It is hard to suggest a remedy for this situation, which is one no military man enjoys. One alternative would be to refuse to permit military officers to appear before Congress and leave the defense of military matters to the civilian secretaries. This is the solution followed in Great Britain and many European countries. I doubt that it will ever be accepted in the United States, where the COngress wants to hear the facts from military men who presumably are without political motivation. A second alternative would be to take the position that the advice of the Chiefs of Staff to their civilian superiors is privileged and not to be revealed under Congressional interrogation. Thus far the Executive authority has not seen fit to raise the storm such a stand would create.”

Maxwell D. Taylor (1901–1987) United States general

Source: The Uncertain Trumpet (1960), p. 113

“Just as the chief executive is aided by staff officials in the carrying out of his program, so also do subordinate line executives establish normal and continuous relationships with staff officials in the development of their work. If the line official cannot satisfy the staff assistant as to the necessity of his proposal, then the door of the executive's office must be open to him and he should be free to state his recommendation, explain any points of difference he has with the staff assistant, and leave the decision to his superior. As a general proposition also, if the decision is close, the chief executive should decide in favor of the line official, since presumably he knows his own needs better than any staff assistant because he is closer to them and is responsible for results. If the chief executive fails to back him up then he is bound to feel that his judgment is in question. This injures his initiative and self-confidence-as well as his confidence in his superior-and is to be avoided if possible. Ordinarily, however, if both line and staff men are competent, they will be able to reach an agreement and make a unified recommendation. Close decisions are rare when all the facts are known.”

Marshall E. Dimock (1903–1991) American writer

Source: "The Meshing of Line and Staff", 1945, pp. 102-104, as cited in Albert Lepawsky (1949), Administration, p. 306-7

“In some organizations where staff assistance is overemphasized, from the standpoint of both the influence and the number of staff officials, the chief executive is likely to be cut off from his department heads. An executive should never lose sight of the fact that his closest contacts must be with the heads of the operating departments, and that it is upon them more than any others that the success of the program depends. If he permits himself to become cloistered because of the more favored position of the staff officials, the morale and driving force of the program will be impaired.”

Marshall E. Dimock (1903–1991) American writer

Source: "The Meshing of Line and Staff", 1945, pp. 102-104, as cited in Albert Lepawsky (1949), Administration, p. 306-7

“Your American admiral said that he held me in the highest esteem, and thought that I conducted my defense perfectly. He said through his chief of staff that my conduct was beyond reproach and he had the greatest admiration for me.”

Karl Dönitz (1891–1980) President of Germany; admiral in command of German submarine forces during World War II

To Leon Goldensohn, July 14, 1946, from "The Nuremberg Interviews" by Leon Goldensohn, Robert Gellately - History - 2004.

“In the late 1950s, when Taylor was the Army chief under the Eisenhower administration, I served in his office as the deputy secretary of the General Staff and made several official trips overseas with him. (The secretary of the General Staff at the time, then Major General William Westmoreland, coordinated the activities of the Army staff and in effect was chief of staff to the Army Chief.) General Taylor was an impressive figure, known as an intellectual, a soldier statesman, and a talented linguist. But it was an unhappy period for Taylor, who did not see eye-to-eye with the commander-in-chief or the other military chiefs as to the proper role of the Army. After he left the Army, Taylor laid out his deep misgivings about the national military establishment in a highly critical book, The Uncertain Trumpet, which caught the attention of many prominent people, including John F. Kennedy. Particularly intense and somewhat aloof during this period, Taylor appeared to those who did not know him as cold, humorless, and unbending. But he had another side- he could be friendly, a genial host, and a witty conversationalist with a well developed sense of humor. For many people, however, these more endearing qualities were not revealed until after he had retired from public life at the end of Johnson's presidency.”

Bruce Palmer Jr. (1913–2000) United States Army Chief of Staff

Source: The 25-Year War: America's Military Role in Vietnam (1984), p. 20

“Perhaps the chief requirement of [the conductor] is that he be humble before the composer; that he never interpose himself between the music and the audience; that all his efforts, however strenuous or glamorous, be made in the service of the composer's meaning - the music itself, which, after all, is the whole reason for the conductor's existence.”

Leonard Bernstein (1918–1990) American composer, conductor, author, music lecturer, and pianist

The Cambridge Companion to Conducting p. 16.

“A man who works under orders with other men must be without vanity. If he has too strong a will of his own and if his ideas are in conflict with those of his chief, the execution of orders will always be uncertain because of his efforts to interpret them in his own way. Faith in the chief must keep the gang together. Obviously deference must not turn into servility. A chief of staff or a departmental head should be able, if it seems to him (rightly or wrongly) that his superior is making a serious mistake, to tell him so courageously. But this sort of collaboration is really effective only if such frankness has true admiration and devotion behind it. If the lieutenant does not admit that his chief is more experienced and has better judgment than he himself, he will serve him badly. Criticism of the chief by a subordinate must be accidental and not habitual. What must an assistant do if he is sure he is right and if his chief refuses to accept his criticisms? He must obey the order after offering his objections. No collective work is possible without discipline. If the matter is so serious that it can have a permanent effect upon the future of a country, an army, or a commercial enterprise, the critic may hand in his resignation. But this must be done only as a last resort; as long as a man thinks he can be useful he must remain at his post.”

André Maurois (1885–1967) French writer

Un Art de Vivre (The Art of Living) (1939), The Art of Working

“Isn't it dreadful? Here we are, two officers of the German General Staff, discussing how best to murder our commander in chief. It must be done. This is our only chance… Hitler must be cut down like a rabid dog.”

Henning von Tresckow (1901–1944) German general

1943. Roger Moorhouse, Killing Hitler, p. 249.

“The staff function in organization means the service of advice or counsel, as distinguished from the function of authority or command. This service has three phases, which appear in a clearly integrated relationship. These phases ^ are the informative, the advisory, and the supervisory.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 60

“Feelings were running high, for the conviction of Esterhazy would inevitably lead to a retrial of Dreyfus, an eventuality that the General Staff wanted at all cost to avoid.
This must have led to a brief moment of psychological anguish. Note that, so far, General Billot was in no way compromised. Newly appointed to his position, he had the authority to bring out the truth. He did not dare, no doubt in terror of public opinion, certainly for fear of implicating the whole General Staff, General de Boisdeffre, and General Gonse, not to mention the subordinates. So he hesitated for a brief moment of struggle between his conscience and what he believed to be the interest of the military. Once that moment passed, it was already too late. He had committed himself and he was compromised. From that point on, his responsibility only grew, he took on the crimes of others, he became as guilty as they, if not more so, for he was in a position to bring about justice and did nothing. Can you understand this: for the last year General Billot, Generals Gonse and de Boisdeffre have known that Dreyfus is innocent, and they have kept this terrible knowledge to themselves?”

Emile Zola J’accuse…!

J'accuse! (1898)

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Maxwell D. Taylor 41

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