Benny Gantz Quotes

I am a general. My soldiers are the keys and I have to command them.

As a Marine officer in combat, I was responsible for the lives and safety of all the Marines who served with me.

As an infantry officer who served in Iraq, Afghanistan, and Guantanamo Bay, I have led men in combat and trained them on tactics and strategy. The mission of the infantry is to 'close with, and destroy, the enemy.' Our job, in a direct way, is to fight and win wars.

I am an armor officer.

I submit that those who run the American military at the top, and those whose boots are on the ground and who run the machinery and equipment, are sending a signal: You asked us to do something. Give us some time and we will solve the problems and we will do it.

I've never met a general yet who could milk a cow.

The responsibility of commanding the invasion fell to me, and the task was assigned to my Army Group.

I worked for the troops my entire time in the United States Armed Forces because we know in the United States Armed Forces that it's not the generals and the colonels that win battles, it's the soldiers: it's the people at the front, the mechanics with their wrenches, the drivers moving the logistics back in the rear.

There were many military officers more senior to George C. Marshall when Franklin Delano Roosevelt selected him as the Chief of Staff for WWII.

There is not a military commander alive today who is genetically predisposed to say that he has enough ISR and assets, and particularly not in the Central Command theater.

Having too many layers of approval in a dynamic battlefield environment delays our ability to fight and win, especially when troops are engaged in combat.

You have to give the soldiers, the Army, a clear vision.

I started my career in the U.S. military. Traditionally, in the military... you either start with a technical background or a more leadership-focused one. I took the leadership path.

The position of General Banks leaves his position exposed. You are hereby directed by the President to immediately attack …

“… we can’t ignore the fact that ahead of us is a great war and this war is going to need significant preparation …

Generals do not always run wars the way they would like to, nor the troops under them.

We have good soldiers but crummy generals.

Military decisions are much more difficult and more often wrong than civilian decisions.

I have a very firm limitation in mind, but I don’t think the Joint Chiefs do. I know they don’t.

Morale is the greatest single factor in successful wars.

The military executes policy decisions.

Fighting forces, particularly ground forces, have to operate on the basis of unit cohesion.

As a company commander you have absolute definitions: the mission, the people.

My father was executive officer, which is second-in-command, on a ship called the Hull, one of three ordered into a typhoon by Admiral Halsey - an insane and sadistic decision.

Leading the coalition military effort during the surge in Iraq in 2007 and 2008 was the most important endeavor - and greatest challenge - of my 37 years in uniform.