Plan backwards as well as forward. Set objectives and trace back to see how to achieve them. You may find that no path can get you there. Plan forward to see where your steps will take you, which may not be clear or intuitive.

It is easier to get into something than to get out of it.

There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don't know. But there are also unknown unknowns. There are things we don't know we don't know.

Don't say "the White House wants." Buildings can't want.

Preserve the President's options. He may need them.

Our task, your task... is to try to connect the dots before something happens. People say, 'Well, where's the smoking gun?' Well, we don't want to see a smoking gun from a weapon of mass destruction.

Don't be a bottleneck. If a matter is not a decision for the President or you, delegate it. Force responsibility down and out. Find problem areas, add structure and delegate. The pressure is to do the reverse. Resist it.

First rule of politics: you can't win unless you're on the ballot. Second rule: If you run, you may lose. And, if you tie, you do not win.

If you are not criticized, you may not be doing much.

Public servants are paid to serve the American people. Do it well.

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.

When cutting staff at the Pentagon, don't eliminate the thin layer that assures civilian control.

I don't do quagmires.

Secretary Powell and I agree on every single issue that has ever been before this administration except for those instances where Colin's still learning.

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.

Work continuously to trim the White House staff from your first day to your last. All the pressures are to the contrary.

If in doubt, move decisions up to the President.

The way to do well is to do well.

Don't automatically obey Presidential directives if you disagree or if you suspect he hasn't considered key aspects of the issue.

Politics is human beings; it's addition rather than subtraction.

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

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.

Remember where you came from.

Amidst all the clutter, beyond all the obstacles, aside from all the static, are the goals set. Put your head down, do the best job possible, let the flak pass, and work towards those goals.

Reduce the number of lawyers. They are like beavers - they get in the middle of the stream and dam it up.

When asked for your views, by the press or others, remember that what they really want to know is the President's views.

Don't divide the world into "them" and "us." Avoid infatuation with or resentment of the press, the Congress, rivals, or opponents. Accept them as facts. They have their jobs and you have yours.

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.

Be precise. A lack of precision is dangerous when the margin of error is small.

Don't speak ill of your predecessors or successors. You didn't walk in their shoes.

If you develop rules, never have more than ten.

Be yourself. Follow your instincts. Success depends, at least in part, on the ability to "carry it off."

Be able to resign. It will improve your value to the President and do wonders for your performance.

Imagine, a September 11 with weapons of mass destruction. It's not 3,000. It's tens of thousands of innocent men, women and children.

Your performance depends on your people. Select the best, train them and back them. When errors occur, give sharper guidance. If errors persist or if the fit feels wrong, help them move on. The country cannot afford amateur hour in the White House.

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.

There are a lot of people who lie and get away with it, and that's just a fact.

It isn't making mistakes that's critical; it's correcting them and getting on with the principal task.

Arguments of convenience lack integrity and inevitably trip you up.

In politics, every day is filled with numerous opportunities for serious error. Enjoy it.

If the staff lacks policy guidance against which to test decisions, their decisions will be random.

Don't necessarily avoid sharp edges. Occasionally they are necessary to leadership.

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.

If a prospective Presidential approach can't be explained clearly enough to be understood well, it probably hasn't been thought through well enough. If not well understood by the American people, it probably won't "sail" anyway. Send it back for further thought.

Treat each federal dollar as if it was hard earned; it was - by a taxpayer.

Enjoy your time in public service. It may well be one of the most interesting and challenging times of your life.

Leave the President's family business to him. You will have plenty to do without trying to manage the First Family. They are likely to do fine without your help.

Congress, the press, and the bureaucracy too often focus on how much money or effort is spent, rather than whether the money or effort actually achieves the announced goal.

Reduce the layers of management. They put distance between the top of an organization and the customers.