"Those of us in the military may have even underestimated the degree of support the American people still afforded the military, for a recent public opinion survey revealed that the military services are among the public institutions that the people trust most. For one looking back on thirty-six years of service in the United States Army, that is a rewarding thought. So, too, I am struck, upon reflection, by the unprecedented changes that occurred during those thirty-six years. From the World War I Stokes mortar and the Model 1897 French 75 artillery piece to sophisticated guided missiles; from the model 1902 rifle to the M-16; from carrier pigeons and Morse code telegraphy to walkie-talkies, computers, and sensors; from a private's pay of $21 a month and a second lieutenant's of $125 to today's private's pay of $344 a month and today's second lieutenant's of $634; through three wars and a number of police actions; from volunteer army back to volunteer army; and from isolationism to multiple international commitments. As one in the middle of the changes at various levels of command responsibility, I have always been impressed by the loyalty, flexibility, durability, and overall effectiveness of the United States Army. The traumatic experience of Vietnam was no exception."

“Ignoring the restrictions which the United States imposed upon itself in conducting the war in Indochina, some observers have seen in the outcome some special military genius on the side of North Vietnam. They have in large measure attributed that alleged genius to my apparent counterpart, Vo Nyugen Giap. In reality, Giap was hardly my counterpart, for my position was never so exalted as Giap's. While he was apparently an influential member of his country's government, I was a field commander restricted to decisions and actions within the boundaries of South Vietnam, subject to the dictates of my country's government, and influential in policy matters only to the extent that Washington chose to act on my recommendations. Yet since Giap was for long his own field commander, there was enough direct confrontation between the two of us to enable me to some degree to analyze and judge his military performance.”

“Among a stream of visitors to the 9th Division in England, while it was preparing for D-Day in the early months of 1944, was Prime Minister Winston Churchill. When he arrived to address the assembled troops, he went at first not to the speaker's stand but behind a small outbuilding. He reappeared minutes later buttoning his fly, making sure no one missed the reason for the delay. The troops loved it.”

“Soon after the war- Jim Gavin told me to our amusement- the commandant of the Air War College, Major General Orvil A. Anderson, introduced him as a guest speaker. Anderson was a pioneer flier and balloonist, later fired from the Air Force by President Truman for preaching preventative war. "We were never more privileged," General Anderson intoned, "than we are today to have this distinguished speaker, one of America's great soldiers, one of the greatest since Lee, Grant, Pershing, a man who is going down in history as a tactician and strategist, one of the great soldiers of all time." Then General Anderson began to slow down. "One of the great soldiers of all time," he repeated. By that time it was apparent he was stalling. "One of the great soldiers of all time," he said again. Turning to Gavin, he asked in exasperation: "What the hell is your name anyway?”

“To Kitsy, Stevie, Rip, and Margaret, and to the valiant men and women of the United States and other nations who served the cause of freedom in South Vietnam.”

“The enemy had achieved in South Vietnam neither military nor psychological victory. For the South Vietnamese the Tet offensive served as a unifying catalyst, a Pearl Harbor. Had it been the same for the American people, had President Johnson discerned the same support behind him that Thieu did behind him, and had he acted with forcefulness, the enemy could have been induced to engage in serious and meaningful negotiations. Unfortunately, the enemy scored in the United States the psychological victory that eluded him in Vietnam, so influencing President Johnson and his civilian advisors that they ignored the maxim that when the enemy is hurting, you don't diminish the pressure, you increase it.”

“I first met George S. Patton, Jr., before World War II when he was a lieutenant colonel at Fort Sill, and in North Africa, when he was a general, I saw him often. Almost every day he would head for the front, standing erect in his jeep, helmet and brass shining, a pistol on each hip, a siren blaring. For the return trip, either a light plane would pick him up or he would sit huddled, unrecognizable, in the jeep in his raincoat. His image with the troops was foremost with General Patton, and that meant always going forward, never backward. General Patton had two fetishes that to my mind did little for his image with the troops. First, he apparently loathed the olive drab wool cap that the soldier wore under his helmet for warmth and insisted that it be covered; woe be the soldier whom the general caught wearing the cap without the helmet. Second, he insisted that every soldier under his command always wear a necktie with shirt collar buttoned, even in combat action.”