I can't tell you if the use of force in Iraq today will last five days, five weeks or five months, but it won't last any longer than that.
Death has a tendency to encourage a depressing view of war.
When asked for your views, by the press or others, remember that what they really want to know is the President's views.
The Federal Government should be the last resort, not the first. Ask if a potential program is truly a federal responsibility or whether it can better be handled privately, by voluntary organizations, or by local or state governments.
The price of being close to the President is delivering bad news. You fail him if you don't tell him the truth. Others won't do it.
The Secretary of Defense is not a super General or Admiral. His task is to exercise civilian control over the Department for the Commander-in-Chief and the country.
There are a lot of people who lie and get away with it, and that's just a fact.
Look for what's missing. Many advisors can tell a President how to improve what's proposed or what's gone amiss. Few are able to see what isn't there.
Test ideas in the marketplace. You learn from hearing a range of perspectives. Consultation helps engender the support decisions need to be successfully implemented.
Visit with your predecessors from previous Administrations. They know the ropes and can help you see around some corners. Try to make original mistakes, rather than needlessly repeating theirs.
Think ahead. Don't let day-to-day operations drive out planning.
When cutting staff at the Pentagon, don't eliminate the thin layer that assures civilian control.
When you raise issues with the President, try to come away with both that decision and also a precedent. Pose issues so as to evoke broader policy guidance. This can help to answer a range of similar issues likely to arise later.
With the press there is no "off the record."
Work continuously to trim the White House staff from your first day to your last. All the pressures are to the contrary.