If you develop rules, never have more than ten.

There are things that we know, and there are things that we don't know. Then there are the things that we don't even know that we don't know. Those are the things that are the hardest.

Those who made the decisions with imperfect knowledge will be judged in hindsight by those with considerably more information at their disposal and time for reflection.

One of your tasks is to separate the 'personal' from the 'substantive.' The two can become confused, especially if someone rubs the President wrong.

Success tends to go not to the person who is error-free, because he also tends to be risk-averse. Rather it goes to the person who recognizes that life is pretty much a percentage business. It isn't making mistakes that's critical; it's correcting them and getting on with the principal task.

Is it likely that an aircraft carrier or a cruise missile is going to find a person?

In our system leadership is by consent, not command. To lead a President must persuade. Personal contacts and experiences help shape his thinking. They can be critical to his persuasiveness and thus to his leadership.