In the military we also learn principles of war which also work in a corporate setting: How do you concentrate as much of your force as possible on a critical point and take a risk elsewhere? In business that translates into focusing your investment on marketing, sales, or R&D, whichever will give you the greatest return.

The commander in the field is always right and the rear echelon is wrong, unless proved otherwise. In my experience, the people closest to the problems are often in the best position to see the solutions. The key here is to empower and not be the bottleneck.

I'll tell you what they're all going to face, whichever one of them becomes president on January 21st of 2009. They will face a military force - a United States military force that cannot sustain - continually sustain 140,000 people deployed in Iraq and the 20-odd or 25,000 people we have deployed in Afghanistan and our other deployments.

We would like to see new leaders come forward who would be accountable and responsible, who would succeed in ending the terror and the violence. And it is up to the Palestinian people to judge who those new leaders should be.

Being kind doesn't mean being soft or a wuss. Kindness is not a sign of weakness. It is a sign of confidence. If you have developed a reputation for kindness and consideration, then even the most unpleasant decisions will go down easier because everyone will understand why you are doing what you are doing. They will realize that your decision must be necessary, and is not arbitrary or without empathy. As the old saying puts it, 'To the world, you may be one person, but to one person you may be the world.'

Nobody is ready to leave Iraq to be interviewed.

You have to create circumstances where your first-tier leader knows what you are trying to accomplish, because he is the one who's going to get it done.