Commander Ian Shag is and that is an idiot of the British Navy and that means even with the ladies. To start with, two women are in love with the same man. Darline Simon and Florence Waters are in love with the Commander and it is a battle between love for the same man and wait and see who gets him at the end.

In 1950, when he commissioned the first edition of The Armed Forces Officer, Secretary of Defense George C. Marshall told its author, S.L.A. Marshall, that "American military officers, of whatever service, should share common ground ethically and morally." In this new edition, the authors methodically explore that common ground, reflecting on the basics of the Profession of Arms, and the officer's special place and distinctive obligations within that profession and especially to the Constitution.

Featured on The Jocko Podcast “The finest little handbook on leadership and training ever written.” --Col. David Hackworth, author of the bestseller About Face Guidelines for the Leader and the Commander is an enduring classic. Written by the Army’s premier trainer of the twentieth century, this is a wide-ranging collection of principles and maxims to guide the building, training, and leading of any organization, with a focus on the individuals who make up that organization. Clarke intended the book to enlighten and instruct leaders, and those who aspire to leadership, in every profession and every walk of life. Thoughtful as well as concrete, pithy and often conversational, Clarke’s book resonates today.

In this work, Fred Drogula studies the development of Roman provincial command using the terms and concepts of the Romans themselves as reference points. Beginning in the earliest years of the republic, Drogula argues, provincial command was not a uniform concept fixed in positive law but rather a dynamic set of ideas shaped by traditional practice. Therefore, as the Roman state grew, concepts of authority, control over territory, and military power underwent continual transformation. This adaptability was a tremendous resource for the Romans since it enabled them to respond to new military challenges in effective ways. But it was also a source of conflict over the roles and definitions of power. The rise of popular politics in the late republic enabled men like Pompey and Caesar to use their considerable influence to manipulate the flexible traditions of military command for their own advantage. Later, Augustus used nominal provincial commands to appease the senate even as he concentrated military and governing power under his own control by claiming supreme rule. In doing so, he laid the groundwork for the early empire's rules of command.

"Love Your Enemies..." This is one of the few statements Jesus made that is readily accepted by believers and skeptics alike. Its authenticity is not seriously questioned and yet it is a revolutionary command. Giving attention to various critical theories, John Piper presents evidence that the early church earnestly advocated for non-retaliatory love, extending it to those who practiced evil in the world. Such love was key to the church's own ethical tradition or paraenesis. Piper illuminates the Synoptics and passages in Romans, as well as 1 Thessalonians and 1 Peter, with non-canonical evidence, investigating the theological significance of Jesus's love command. Originally published as #38 in the Society for New Testament Studies Monograph Series, this is John Piper's doctoral dissertation from the University of Munich. It is a serious work of Christian scholarship by a long-time respected author and pastor. This repackaged edition features a new, extensive introduction and will be of interest to scholars, students, and lay people who have training in New Testament studies.

In September 2010, James G. Pierce, a retired U.S. Army colonel with the Strategic Studies Institute at the U.S. Army War College in Carlisle Barracks, Pennsylvania, published a study on Army organizational culture. Pierce postulated that "the ability of a professional organization to develop future leaders in a manner that perpetuates readiness to cope with future environmental and internal uncertainty depends on organizational culture." He found that today's U.S. Army leadership "may be inadequately prepared to lead the profession toward future success." The need to prepare for future success dovetails with the use of the concepts of mission command. This book offers up a set of recommendations, based on those mission command concepts, for adopting a superior command culture through education and training. Donald E. Vandergriff believes by implementing these recommendations across the Army, that other necessary and long-awaited reforms will take place.