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Once they had proven themselves to him, Moses took pains with their training. They were, most of them, engineers and architects, and he was constantly distressed with their weakness in the use of the English language. So he taught them to write. … “The first thing you’ve got to learn,” he said, “is that no one is interested in plans. No one is interested in details. The first thing you’ve got to learn is so keep your presentation simple.”

Moses taught his men not to waste time. …

He even taught them social graces so that they could dine with men in positions of power. …

But those who didn’t break were rewarded. Advancement was rapid. And he had the knack, the knack of the great executive, of delegating authority completely. …

In rewarding his men financially, Moses was hampered by civil service limits on pay and promotion schedules, but his ingenuity found a hundred ways around those strictures. …

The rewards Moses offered his men were not only power and money. If they gave him loyalty, he returned it manyfold. Moses might criticize his men himself, but if an outsider tried it - even if the outsider was right, and Moses privately told his aide so - Moses would publicly defend him without qualification …

And the most valued reward - the thread that bound his men most closely to him - was still more intangible. “We were caught up in his sense of purpose,” Latham explained. “He made you feel that what we were doing together was tremendously important for the public, for the welfare of the people. … Moses’ men feared him, but they also admired and respected him - many of them seemed to love him.


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He was fond of proclaiming, as he did in 1948, “the ancient truth that it is not knowledge but action which is the great end and objective in life, and that for every dozen men with bright ideas there is at most one who can execute them.”