Battalion Commander Quotes

Howell was a calm, collected leader, able to cope with losing men to death and wounds far more steadily than his battalion commander could and better able to keep his cool with the Korengali elders

In the World War nothing was more dreadful to witness than a chain of men starting with a battalion commander and ending with an army commander sitting in telephone boxes, improvised or actual, talking, talking, talking, in place of leading, leading, leading.

He was presumably a lover. They did things like commanding battalions. And worse!

In the American Civil War it was a matter of principle that a good officer rode his horse as little as possible. There were sound reasons for this. If you are riding and your soldiers are marching, how can you judge how tired they are, how thirsty, how heavy their packs weigh on their shoulders? I applied the same philosophy in Vietnam, where every battalion commander had his own command-and-control helicopter. Some commanders used their helicopter as their personal mount. I never believed in that. You had to get on the ground with your troops to see and hear what was happening. You have to soak up firsthand information for your instincts to operate accurately. Besides, it’s too easy to be crisp, cool, and detached at 1, 500 feet; too easy to demand the impossible of your troops; too easy to make mistakes that are fatal only to those souls far below in the mud, the blood, and the confusion.

As a battalion commander in France, it was said, he had once pulled a pistol on a hesitant junior officer and shot him in the buttocks. “There,” Allen said. “You’re out. You’re wounded.” Such gestures would be unnecessary here.

Murmuring London flowed up to her, and her hand, lying on the sofa back, curled upon some imaginary baton such as her grandfathers might have held, holding which she seemed, drowsy and heavy, to be commanding battalions marching to Canada, and those good fellows walking across London, that territory of theirs, that little bit of carpet, Mayfair.

Having never commanded a company, battalion, regiment, brigade, division or corps of infantry or cavalry in battle, and trusting to his marshals’ experience and competence, Napoleon was generally content to leave logistics and battlefield tactics to them,

A French officer . . . felt that there was a reverse correlation between xenophobia and proximity to the enemy: Hatred of the enemy diminished as one passed from the interior to the front, where it tapered still more as one went from staffs to field headquarters, from headquarters to batteries, from batteries to the battalion command post, and finally from there to the infantryman in the trench and observation sap, where it reached its lowest ebb. Or, as C.E. Mentague put it, rather more tersely: "War hath no fury like a noncombatant.

The Place Faidherbe had the characteristic atmosphere, the overdone décor, the floral and verbal excess, of a subprefecture in southern France gone mad. The ten cars left the Place Faidherbe only to come back five minutes later, having once more completed the same circuit with their cargo of anemic Europeans, dressed in unbleached linen, fragile creatures as wobbly as melting sherbet. For weeks and years these colonials passed the same forms and faces until they were so sick of hating them that they didn’t even look at one another. The officers now and then would take their families out for a walk, paying close attention to military salutes and civilian greetings, the wives swaddled in their special sanitary napkins, the children, unbearably plump European maggots, wilted by the heat and constant diarrhea. To command, you need more than a kepi; you also need troops. In the climate of Fort-Gono the European cadres melted faster than butter. A battalion was like a lump of sugar in your coffee; the longer you looked the less you saw. Most of the white conscripts were permanently in the hospital, sleeping off their malaria, riddled with parasites made to order fo every nook and cranny of the body, whole squads stretched out flat between cigarettes and flies, masturbating under moldy sheets, spinning endless yarns between fits of painstakingly provoked and coddled fever.

And, indeed, once the first Intifada broke out in 1987, settler provocation against the people of the West Bank and the Gaza Strip increased and became more brutal by the day. At the time, the settlers were mercilessly using their own children to provoke aggression, as happened in the village of Beita, a few miles south-east of Nablus. There, in January 1988, a battalion commander rounded up a large number of youths from Beita and the nearby village of Hawara, tied their hands behind their backs and ordered his soldiers to ruthlessly beat them with sticks and rocks.

Towards the end of the Second World War, when I was sixteen years old, I was taken out of school and forced into the army. After a brief period of training at a base in Wüzburg, I arrived at the front, which by that time had already crossed the Rhine into Germany. There were well over a hundred in my company, all of whom were very young. One evening the company commander sent me with a message to battalion headquarters. I wandered all night long through destroyed, burning villages and farms, and when in the morning I returned to my company I found only the dead, nothing but dead, overrun by a combined bomber and tank assault. I could see only dead and empty faces, where the day before I had shared childhood fears and youthful laughter. I remember nothing but a wordless cry. Thus I see myself to this very day, and behind this memory all my childhood dreams crumble away.

The concept of surfaces and gaps demands leadership from the front as opposed to leadership from the rear. The commander must be where he can make swift decisions. He must be where the situation is developing. Obviously, leadership from the front had become a scarcity by World War I. J. F. C. Fuller, in his book, Generalship, wrote: In the World War, nothing was more dreadful to witness than a chain of men, starting with a battalion commander and ending with an army commander, sitting in telephone boxes, improvised or actual, talking, talking, talking, in place of leading, leading, leading. The result was unresponsive leadership and slow reactions.

And, caught in a Communist trap, the moral courage of some leaders grew less. The pressure on Tokyo to hold down the loss never ceased. In Korea, on tile ground, it intensified. It was no longer possible to permit juniors any latitude, or any possibility for error. What Boatner foresaw happened. Soon battalion commanders led platoons, and general officers directed company actions, for the loss of one patrol could ruin the career of a colonel. In one way, it was an efficient system. It worked, for the lines were stable, and no senior officer had enough to do. But the damage done to the Army command structure would be long in healing. If a new war came someday, there would be colonels and generals—who had been lieutenants and captains in Korea—who had their basic lessons still to learn.

By definition, a leader is “a person who rules or guides or inspires others.” But that’s not entirely true. A person “who rules” may or may not be a leader, even if he or she is the ruler or manager. You see, just because you’re in command of a company, a team, or an army battalion, that does not qualify you as a leader. Perhaps you attained that position by experience or success, or maybe you simply outlasted everyone else. Regardless, how you lead defines you as a leader.

The Saint-Domingue business was a great piece of folly on my part,’ Napoleon later admitted. ‘It was the greatest error that in all my government I ever committed. I ought to have treated with the black leaders, as I would have done the authorities in a province.’71 One lesson he did learn was that blacks could make excellent soldiers, and in November 1809 he set up a unit called the Black Pioneers, made up of men from Egypt and the Caribbean under a black battalion commander, Joseph ‘Hercules’ Domingue, to whom he gave a special award of 3,000 francs. By 1812 Napoleon didn’t believe any colonies could be held in perpetuity, predicting that they would all eventually ‘follow the example of the United States. You grow tired of waiting for orders from five thousand miles away; tired of obeying a government which seems foreign to you because it’s remote, and because of necessity it subordinates you to its own local interest, which it cannot sacrifice to yours.’72 The defeat in Saint-Domingue ended for ever Napoleon’s dreams of a French empire in the West.

Of those who have commanded battalions and squadrons, only the names remain. The human race has nothing to show for a hundred battles that have been waged. But the great men I speak to you about have prepared pure and lasting pleasures for men yet to be born. A canal lock uniting two seas, a painting by Poussin, a beautiful tragedy, a newly discovered truth-these are things a thousand times more precious than all the annals of the court or all the accounts of military campaigns. You know that, with me, great men come first and heroes last. I call great men all those who have excelled in creating what is useful or agreeable. The plunderers of the provinces are merely heroes.

ninety POWs from the 2nd Battalion, the Royal Warwickshire Regiment were executed by grenade and rifle-fire by the Liebstandarte Adolf Hitler Regiment in a crowded barn at Wormhout, near the Franco-Belgian border.39 On seeing two grenades tossed into the crowded barn, Sergeant Stanley Moore and Sergeant-Major Augustus Jennings leapt on top of them to shield their men from the blasts. These despicable, cold-blooded massacres give lie to the myth that it was desperation and fear of defeat towards the end of the war that led the SS to kill Allied POWs who had surrendered; in fact such inhumanity was there all along, even when Germany was on the eve of her greatest victory. Although the officer responsible for Le Paradis, Hauptsturmführer (Captain) Fritz Knochlein, was executed in 1949, Hauptsturmführer Wilhelm Mohnke, who commanded the unit that carried out the Wormhout atrocity, was never punished for this war crime and died in 2001 in a Hamburg retirement home.

And while the most desperate hours of the men within the Perimeter were passing, a second battle had been raging in their rear, back in the continental United States. When American soldiers went into action, it had become customary to provide them with a free issue of candy, cigarettes—and beer. In the places American troops fought, there were rarely any handy taverns or supermarkets. Reported to the home front, the “beer issue” rapidly became a national controversy. Temperance, church, and various civic groups bombarded the Pentagon and Congress with howls of protest against the corruption of American youth. One legislator, himself a man who took a brew now and then, tried a flanking attack against the complainers, saying on the floor of the House, “Water in Korea is more deadly than bullets!” But no one either polled the troops for their opinion or said openly that a man who was old enough to kill and be killed was also old enough to have a beer if he wanted it. Unable to shake the habit of acquiescence, the Army leaders bowed to the storm of public wrath. On 12 September the day the 3rd Battalion, 7th Cavalry, lost half its strength securing Hill 314, Far East Command cut off its beer ration. The troops could still buy beer, but only when and if the PX caught up with them.

Whenever I visited the forces, I frequently talked to individual paratroopers and discussed their interests, their personal relationships and concerns. I asked them about their point of view and was happy whenever I received open and honest answers. In that manner, my company and battalion commanders and I brought together the airborne forces to an ever larger family, and it was an exceptionally difficult punishment for a paratrooper whenever he was kicked out of the family and assigned to another arm. To a large extent, this basic attitude was the secret to success for the airborne forces.

could not overcome their fear of bullets and arrows and the scalping knife. Protect us,they hollered to the president and the Supreme Executive Council. Send more money, cried battalion colonels. Despite amendments to the Militia Act, Pennsylvania's Revolutionary government failed to win the hearts of Northampton's militiamen. The farmers had grown weary of their role as soldiers. Moreover, a byzantine relationship between Northampton's county lieutenant, a civilian commander of the militia who had been appointed by the president, and battalion officers, who had been elected by their men, foiled the dictates of the law. Isolated by natural boundaries, hampered by poor communications, red tape, and intramural disputes, each Northampton battalion became a fiefdom whose leaders distanced themselves from the county lieutenant, county officials, the president, and the Council. Apprized of mutinous rumblings in Northampton, the president pleaded with the militia: "Let there be one dispute:who shall serve his country best?"" But pep talks and patriotic slogans had lost their sizzle in Northampton. Fearing for his life, the sheriff refused to collect fines from 300 delinquent militiamen. "They wont suffer no sheriff, constable, or any other fit person to serve any executions on them,"he reported." Later, when Indians and Tories threatened to clear settlers from the frontier, the president promised battalion commanders ammunition and money for scouting parties and scalps,but he warned them that the militia could not be useful if "they meet at taverns and spend their time in amusement and frolick."'$ In the months ahead, the mutiny escalated.

By this time, around 0745, unknown others were doing the same, whether NCOs or junior officers or, in some cases, privates. Staying on the beach meant certain death; retreat was not possible; someone had to lead; men took the burden on themselves and did. Bingham put it this way: “The individual and small-unit initiative carried the day. Very little, if any, credit can be accorded company, battalion, or regimental commanders for their tactical prowess and/or their coordination of the action.

As a young cavalry officer out of St-Cyr, de Mun first became acquainted with the lives and problems of the poor through the charitable work of the Society of St-Vincent de Paul in his garrison town. During the Commune, as an aide to General Galliffet, who commanded the battalion that fired on the insurgent Communards, he saw a dying man brought in on a litter. The guard said he was an “insurgent,” whereupon the man, raising himself up, cried with his last strength, “No, it is you who are the insurgents!” and died. In the force of that cry directed at himself, his uniform, his family, his Church, de Mun had recognized the reason for civil war and vowed himself to heal the cleavage. He blamed the Commune on “the apathy of the bourgeois class and the ferocious hatred for society of the working class.” The responsible ones, he had been told by one of the St. Vincent brothers, were “you, the rich, the great, the happy ones of life who pass by the people without seeing them.” To

It was a source of income for the United Kingdom to have the German Panzer Battalions rent their ranges for training.      In fact Major Brown took it upon himself to increase those profits in any way he could.  As we were all gathering in the mess the first evening for drinks before dinner, he had champagne delivered to our little contingent of officers.  We made it very clear to him we didn’t order this and didn’t want the cost appearing on our mess bills.  With a quick wink and a smile he told us not to worry.     “The damn Panzer officers are drinking our beer dry, so I told them the Royal Navy pilots only drink champagne.  Not to be out done, the Panzer Battalion Commander has ordered that his officers shall drink champagne while you’re here.  I’m socking it to them on the cost, so yours is on the house.

Three generals galloped forward on their horses, each accompanied by an archangel. Each led a battalion of about seven hundred soldiers, Tubal-cain and Raphael commanded the left flank division, Jubal and Gabriel were over the right flank division, and Methuselah and Mikael led the center division. They met in the center to counsel. “Have you fought Nephilim?” Mikael asked Methuselah. Methuselah raised his eyebrow. “In my day, I was quite the giant killer. Now, I think I am just an archangel’s irritant.” Everyone knew he was talking about Uriel. They all smiled. Mikael said, “Well, then you should do well on this day.

A World War II battalion headquarters in combat is difficult to describe because they varied so much. Typically, the actual headquarters was where the commanding colonel set up his command post (CP). He might use a tent about twelve feet square or a log-covered bunker. Headquarters personnel might consist of the battalion commander (usually a lieutenant colonel), his executive officer (a major), and captains for administration (S-l), adjutant in charge of operations (S-3), and supply (S-4), with a first lieutenant for intelligence (S-2).

As a troop and battalion commander, Gen. (then Capt.) BUFORD was among the first of the cavalry officers of the “old army” to depart from the cast-iron rule of Martinetism, and to treat the soldier as a thinking, reasoning being. He took especial [sic.] pains, as a troop commander, to dignify and elevate the non-commissioned

Once in Korea, we got word that the admiral commanding Pacific forces would be visiting our post and would walk through my battalion area. I was delighted. We lived in ancient, disgusting Quonset huts; we couldn’t get parts for the stoves or paint for the outside. Because we were short of paint, I was told to paint the front but not the back of the mess hall the admiral would walk by. He walked by and saw the fresh paint. It was so fresh compared to everything else he saw that he wasn’t fooled. We should have sat down and told him our problems and not forced him to be a detective.

The commander of one army, or battalion if you’re all broken up over a distance, writes insulting letters to the enemy commander, and their messengers run them back and forth, and then they say, well, let's meet in two days on the hill with the big rock that looks like a nose. And then they get their troops to polish all their boots and armor, and everyone trots out in the morning two days later, and they have a fight. And someone goes home and someone doesn't. I mean I've read a lot of foriegn books about how to do war differently, but I don't see why you would, unless you were a dirty cheat. This way has rules and everyone knows how to play it, and you know who wins fair and square.

To burn the helicopters would be another act of great psychological value, and the battalion commander did not want to surrender the opportunity lightly.

Realizing he wouldn’t get more soldiers, Schoomaker told his subordinates to squeeze more out of what they had. Each of ten regular Army divisions raised a fourth maneuver brigade, adding ten more deployable BCTs to the pool. Divisions shut down long-established but now extraneous headquarters: the division engineer brigade, the division artillery, the division support command, the MI battalion, and the signal battalion. All of their subordinate battalions and companies got divvied up and assigned to the new BCTs. Short-range air-defense battalions converted to cavalry squadrons—every BCT got one, yet another reflection of the critical importance of finding the enemy in this war. Along with the new cavalry squadrons, brigades cut to two infantry or armor battalions, giving up their old third-maneuver battalions to help create the new BCTs. Inside the heavy battalions, the ones with tanks and Bradleys, the model became two tank and two Bradley companies, plus an armored engineer company, a formidable array. The light battalions (airborne, air assault, and light infantry) also kept four companies: three rifle units and a weapons company. Cold War air defense, heavy artillery, chemical defense, and headquarters went away, cashed in to create the new BCTs.

So after I got Jamie’s address, I wrote to her every day. Every night after I put the kids to bed, I would write. I would tell her about everything that had happened--what I did, what the kids did, something funny one of them said. I just wrote as much as I could for several pages. Every night I wrote her novels and every morning I mailed them to her. That was all well and good until I found out I’d addressed all of the envelopes incorrectly! I’d left out one digit of the zip code on every single letter I’d written. I was devastated. Even though I had put a return address on them, I was sure they were stuck in post office limbo. I had this realization the same day I got my first letter from Jamie. I ripped it open and read it through gripped fingers. She told me all about her first few days in basic training, and at the bottom she added the most heartbreaking line, “I wish you’d write me. I know you’re busy and I know you don’t like to write, but I wish you would.” I couldn’t believe it. She thought I hadn’t written at all. I called a buddy of mine who is now Command Sergeant Major Phil Blaisdell, a battalion sergeant major at Fort Jackson, South Carolina. “Phil, I’m in trouble. Man, I’ve been sending her letters and I was putting the wrong zip code on them and I got a letter from her and she thinks I’m not sending her letters and I know she needs that.” “All right, let me call you back.” A little while later my phone rang. “I’m Command Sergeant Major Duncan. I am the battalion sergeant major of Fort Leonard Wood, Missouri. First of all, I’d like to tell you that I know who you are and I appreciate your service and what you’ve done. I’ve seen your Men’s Health issue and you are an inspiration. I understand you know a Specialist Boyd,” she said. “Yes, Sergeant Major, I do.” “Well, I’ve got her standing in front of me right now. Would you like to talk to her?” “Yes, Sergeant Major, I would.” So she handed the phone to Jamie. Jamie was a little stressed out because she had been called to the sergeant major’s office and thought, What have I done? The conversation was rushed and she was speaking in a hushed tone. “Hey, I miss you, I love you.” “Hey, me, too, baby. Let me tell you real quick, I’ve been sending you letters--” “I got them all today. Thank you.” “I miss you, and I hope that you can tell.” “Look, I want to keep talking but they’re watching me.” “Okay, we’re good. Just wanted to make sure you got the letters. I love you and we’ll talk later.

What’s wrong, Mom?” Anna asked. Mom looked like she’d been crying, but she said, “Nothing, sweetie.” “Who is Dad talking to?” I asked. I knew she’d protect us from whatever was happening, so I went straight for facts. If I gathered enough facts I could figure it out on my own. “Some friends of his from work.” “Uncle Jack?” I asked. Jack wasn’t an uncle but we called him that. He was my dad’s foreman in the roofing business. “No, honey. From the Army. His old work.” It was September 11, 2001, and the call he’d made was to his commanding officer in the Reserve. I’d figure that out later. And I’d learn that he’d done ROTC through college, then served with the Fifth Special Forces Group in Desert Storm. I’d learn that his shoulder injury had come from shrapnel embedded in his rotator cuff. I’d learn, just from watching him, from listening to him talk to his buddies, about Ranger School. Jump school. The Ranger Battalions. The Scroll. The Creed. That Rangers lead the way. But I didn’t know any of that then. I knew my dad as a roofer. A fisherman. A lover of Pearl Jam and Giants baseball. He was the guy who launched me over the waves on the beach, and who bench-pressed Anna because it made her giggle in a way that nothing else did. He was my mom’s best friend, with some additional elements like kissing that seemed pretty gross because, you know, I was six. But I learned something new about him that morning. I learned that when bad things happened, my dad stepped forward first. I learned he was a hero. A real one. And that I wanted to be like him

They say the German soldiers fight blindly, with only such knowledge of their objectives as is absolutely necessary to send them forward. We believe in giving our men thorough orientation and a realization of just what is expected of them and what they are up against. I showed the battalion commanders my map, indicating the points to be held, and through them passed on to the men all the information available. I hold that men like ours fight none the worse for knowing just what they are fighting for.

Sir Winston Churchill was born into the respected family of the Dukes of Marlborough. His mother Jeanette, was an attractive American-born British socialite and a member of the well known Spencer family. Winston had a military background, having graduated from Sandhurst, the British Royal Military Academy. Upon graduating he served in the Army between 1805 and 1900 and again between 1915 and 1916. As a British military officer, he saw action in India, the Anglo–Sudan War, and the Second South African Boer War. Leaving the army as a major in 1899, he became a war correspondent covering the Boer War in the Natal Colony, during which time he wrote books about his experiences. Churchill was captured and treated as a prisoner of war. Churchill had only been a prisoner for four weeks before he escaped, prying open some of the flooring he crawled out under the building and ran through some of the neighborhoods back alleys and streets. On the evening of December 12, 1899, he jumped over a wall to a neighboring property, made his way to railroad tracks and caught a freight train heading north to Lourenco Marques, the capital of Portuguese Mozambique, which is located on the Indian Ocean and freedom. For the following years, he held many political and cabinet positions including the First Lord of the Admiralty. During the First World War Churchill resumed his active army service, for a short period of time, as the commander of the 6th Battalion of the Royal Scots Fusiliers. After the war he returned to his political career as a Conservative Member of Parliament, serving as the Chancellor of the Exchequer where in 1925, he returned the pound sterling to the gold standard. This move was considered a factor to the deflationary pressure on the British Pound Sterling, during the depression. During the 1930’s Churchill was one of the first to warn about the increasing, ruthless strength of Nazi Germany and campaigned for a speedy military rearmament. At the outbreak of the Second World War, he was appointed First Lord of the Admiralty for a second time, and in May of 1940, Churchill became the Prime Minister after Neville Chamberlain’s resignation. An inspirational leader during the difficult days of 1940–1941, he led Britain until victory had been secured. In 1955 Churchill suffered a serious of strokes. Stepping down as Prime Minister he however remained a Member of Parliament until 1964. In 1965, upon his death at ninety years of age, Queen Elizabeth II granted him a state funeral, which was one of the largest gatherings of representatives and statesmen in history.

In Vietnam, lying became so much part of the system that sometimes not lying seemed immoral...The teenage adrenaline-drained patrol leader has to call in the score so analysts, newspaper reporters, and politicians back in Washington have something to do. Never mind that Smithers and his squad may have stopped a developing attack planned to hit the company that night, saving scores of lives and maintaining control over a piece of ground. All they'll be judged on, and all their superiors have to be judged on, is the kill ratio. Smithers's best friend has just been killed. Two other friends are missing pieces of their bodies and are going into shock. No one in the squad knows if the enemy is 15 meters away waiting to open up again or running. Smithers is tired and has a lot of other things on his mind. With scorekeepers often 25 kilometers away, no one is going to check on the score. In short, Smithers has a great incentive to lie. He also has a great need to lie. His best friend is dead. "Why?" he asks himself. This is where the lying in Vietnam all began. It had to fill the long silence following Smithers's anguished "Why?" So it starts. "Nelson, how many did you get?" Smithers asks. PFC Nelson looks up from crying over the body of his friend Katz and says, "How the fuck do I know?" His friend Smithers says, "Well, did you get that bastard that came around the dogleg after Katz threw the Mike-26?" Nelson looks down at Katz's face, hardening and turning yellow like tallow. "You're goddamn right I got him," he almost whispers. It's all he can offer his dead friend. "There's no body." "They drug the fucker away. I tell you I got him!" Nelson is no longer whispering. … The patrol leader doesn't have a body, but what are the odds that he's going to call his friend a liar or, even more difficult, make Katz's death meaningless, given that the only meaning now lies in this one statistic? No one is congratulating him for exposing the enemy, keeping them screened from the main body, which is the purpose of security patrols. He calls in one confirmed kill. ... Just then PFC Schroeder comes crawling over with Kool-Aid stains all around his mouth and says, "I think I got one, right by the dogleg of the trail after Katz threw the grenade." "Yeah, we called that one in." "No, it ain't the one Nelson got. I tell you I got another one." Smithers thinks it was the same one but he's not about to have PFC Schroeder feeling bad, particularly after they've all seen their squad mate die. … the last thing on Smithers's mind is the integrity of meaningless numbers. The message gets relayed to the battalion commander. He's just taken two wounded and one dead. All he has to report is one confirmed, one probable. This won't look good. Bad ratio. He knows all sorts of bullets were flying all over the place. It was a point-to-point contact, so no ambush, so the stinkin' thinking' goes round and round, so the probable had to be a kill. But really if we got two confirmed kills, there was probably a probable. I mean, what's the definition of probable if it isn't probable to get one? What the hell, two kills, two probables. Our side is now ahead. Victory is just around the corner. … [then the artillery has to claim their own additional kills…] By the time all this shit piles up at the briefing in Saigon, we've won the war.

It must be remembered that Eisenhower had never even commanded a battalion in action when he found himself commanding a group of armies in North Africa! No wonder he was at a loss as to what to do, and allowed himself to be absorbed in the political situation at the expense of the tactical. I had little confidence in his having the ability to handle the military situation confronting him, and he caused me great anxiety.

Munson was a member of the unit to which Corporal Gault assigned me after I flew my tenth mission back home to Rampont, a unit that would soon be known throughout the world as part of the Lost Battalion. That summer it was still simply the 1st Battalion of the 308th Regiment of the United States Army’s 77th Infantry Division, under the command of newly minted Major Charles White Whittlesey.

Inside the building the Colonel and the battalion staff were eating breakfast. The sight startled me at first and I said a bad word to myself. The pursuit of the war could not wait long enough for the rifle companies to eat, but there was time for battalion headquarters to breakfast in the luxury of a house that the sweat of the rifle companies had taken. I passed it off as another of the injustices

At the time of Nautilus’s launching back in January, the Caribbean Sea Frontier, an area command with bases in San Juan, Trinidad, Guantánamo, and Aruba-Curaçao, had begun running air-sea patrols in the Gulf of Honduras after the leftist government of Guatemala requested arms from the Soviet bloc in reaction to a U.S. decision to give covert support to an antigovernment “liberation” movement. To protect Honduras from invasion and to monitor and regulate arms shipments into the region in violation of the Monroe Doctrine, which had since 1823 warned European powers against meddling in the Western Hemisphere, the United States airlifted arms to Honduras. On May 20, the first Soviet arms shipment arrived in Guatemala. A few days later, the commander in chief of the U.S. Atlantic Fleet ordered a contingency evacuation force into the area comprised of an antisubmarine carrier and five amphibious ships with a Marine battalion embarked. On June 18, the United States announced an arms embargo against Guatemala. The crisis ended eleven days later with a U.S.-backed coup that installed a new government under the dictator Carlos Castillo Armas.

There is one oft-told story, originating from Major Jimmy Roberts who had joined the 153rd Battalion from the 1st Gurkhas. Shortly after the formation of the battalion, three anxious-looking Gurkhas visited their company commander and told him that they considered 600 feet to be rather a height to jump from; they thought 300 feet would be more reasonable. The company commander pointed out that at 300 feet their parachutes might not have time to open. ‘Oh,’ said the Gurkhas, ‘then we have parachutes

achieved an outcome that he could call a victory by capturing fifty-three women and children. But in the process, he failed to support his detachment of scouts led by Major Joel Elliott. The detachment was killed and butchered by an army of warriors that Custer didn’t know was there. Benteen, for one, never forgave Custer for failing to make a stronger effort to save Elliott and the scouts. Now, Custer faced a similar problem. He believed the noncombatants were running north from the village. But to his south, Reno’s battalion was in danger of being destroyed. He couldn’t capture the noncombatants and save Reno at the same time. As Custer deliberated, his youngest brother, Boston, rode up. Boston had ridden back to the pack train to exchange his horse for a fresh mount. Along the way, he passed Benteen’s battalion, and now he told his brother that Benteen’s men were on the trail to the battlefield and the pack train was only a mile behind them. Custer decided he needed a better view of the landscape. He led his column farther north, across a wide ravine and up onto a high ridge. From there, he saw even more of the village and realized it was even larger than he’d previously believed. He also saw a dust cloud to the south that he thought was a sign of Benteen’s battalion. If Benteen hurried as ordered, he could reunite with Custer in less than half an hour. That thought solidified the decision in Custer’s mind, and Custer explained his plan to his senior officers. Custer split his command into two wings. He told his old friend Captain George Yates to lead the smaller wing, with two of the five companies, over the hills and down a ravine toward the river. Yates would make a big show of acting like he was going to charge across the river and into the village, but in reality, he would secure a place to cross for the rest of the column. Custer would stay with the larger wing—the three companies commanded by Captain Myles Keogh—and wait for Benteen. If Benteen arrived soon, his three companies would join with Keogh’s three companies and rush down to Yates’s position. Then all eight companies would cross the river together and storm the village. If Benteen was delayed, then Keogh’s companies would fire

Lt. Col. Creighton “Abe” Abrams commands the spearhead Thirty-Seventh Tank Battalion of the Fourth Armored Division. He chews on a long unlit cigar so enormous that his men compare it to the barrel of a gun. Abrams is thirty years old, a lantern-jawed Massachusetts native who graduated from West Point just eight years ago. Some day he will be chief of staff of the army, a four-star general so famous they will name a type of tank after him.

In dust, heat, and discouragement and fatigue beyond telling, the British retreat continued. Trailing through St. Quentin, the tired remnants of two battalions gave up, piled up their arms in the railroad station, sat down in the Place de la Gare, and refused to go farther. They told Major Bridges whose cavalry had orders to hold off the Germans until St. Quentin was clear of troops, that their commanding officers had given the mayor a written promise to surrender in order to save the town further bombardment. Not caring to confront the battalion colonels whom he knew and who were senior to him, Bridges wished desperately for a band to rouse the two hundred or three hundred dispirited men lying about in the square. “Why not? There was a toy shop handy which provided my trumpeter and myself with a tin whistle and a drum and we marched round and round the fountain where the men were lying like the dead playing the British Grenadiers and Tipperary and beating the drum like mad.” The men sat up, began to laugh, then cheer, then one by one stood up, fell in and “eventually we moved off slowly into the night to the music of our improvised band, now reinforced with a couple of mouth organs.

The new battalion commander had used his eyes but not his head: he’d seen overfamiliarity, but had not taken time to think, to realize that Barney K.’s easygoing attitude with his guys came from the platoon’s and its leader’s mutual understanding, respect, and trust. With one order, the CO had destroyed it all, and my friend was heartbroken.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

The new battalion commander had used his eyes but not his head: he’d seen overfamiliarity, but had not taken tome to think, to realize that Barney K.’s easygoing attitude with his guys came from the platoon’s and its leader’s mutual understanding, respect, and trust. With one order, the CO had destroyed it all, and my friend was heartbroken.

On the afternoon of 16 December Maj. Gen. Leonard T. Gerow, commanding the V Corps, concluded from the fragmentary reports coming out of the main battle area that the 2d Infantry Division might soon find itself in a difficult situation. He asked the First Army commander, General Hodges, for permission to call off the attack at Wahlerscheid and move the 2d Division to the natural defensive line offered by the ridge running north and south of Elsenborn. This was refused. Late in the evening the deputy corps commander (Maj. Gen. Clarence R. Huebner) cautioned General Robertson to keep the unengaged troops of his division in hand for a quick change of plan, despite the order to continue the attack.72 By this time the three battalions of the 9th Infantry and two of the 38th were committed. On the morning of the counteroffensive’s second day, with the American position in the 99th Division and VIII Corps sector rapidly deteriorating, Gerow renewed his request. The First Army commander was unwilling to give orders for a withdrawal but authorized the V Corps commander to act as he saw fit. Gerow phoned Robertson; it was now about 0730.

As commander of a battalion his trade had been to fight the enemy with steel. As a staff officer, it seemed, his role was to fight his own side with paper, more secretary than soldier. He felt like a man trying to push a huge stone up a hill. Straining and straining, getting nowhere, but unable to stop pushing in case the rock should fall and crush him. Meanwhile, arrogant bastards who were in just the same danger lazed on the slopes beside him saying, “Well, it’s not my rock.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

The same official commented that the Pakistani army response took approximately 48 hours to mount, consisted of a two-battalion sweep of the area, commanded by a full colonel, and found nothing—a further example of the uselessness of large-scale sweep operations in this type of environment.

They’re not shooting at us, they’re not shooting at us,” one infantry commander insisted, even as French artillery plastered his battalion.

K of the 18th Infantry killed an Arab civilian, who tumbled down a hillside with his robes flying about him. Soldiers from the 2nd Battalion of the 16th Infantry shuffled inland with their equipment piled onto a few commandeered mules and oxcarts until mortar fire forced them into a ditch. When some men moved back to reorganize as ordered, panic took hold, and troops fled down the road in disarray. Confusion

Never forgetting the involvement of military officers in the 1953 attempt to force him from his throne, the Shah took great pains to keep the three services well apart so that they were incapable of mounting a coup or undermining his regime. There was no joint chiefs-of-staff organisation, nor were the three services linked in any way except through the Shah, who was the Commander-in-Chief. Every officer above the rank of colonel (or equivalent) was personally appointed by the Shah, and all flying cadets were vetted by him. Finally, he used four different intelligence services to maintain surveillance of the officer corps. These precautionary measures were mirrored on the Iraqi side. Keenly aware that in non-democratic societies force constituted the main agent of political change, Saddam spared no effort to ensure the loyalty of the military to his personal rule. Scores of party commissars had been deployed within the armed forces down to the battalion level. Organised political activity had been banned; ‘unreliable’ elements had been forced to retire, or else purged and often executed; senior officers had constantly been reshuffled to prevent the creation of power bases. The social composition of the Republican Guard, the regime’s praetorian guard, had been fundamentally transformed to draw heavily on conscripts from Saddam’s home town of Tikrit and the surrounding region.

why it shou'd create more surprise, to see [a lady] preside in a council of war, than in a council of state. Why may she not be as capable of heading an army as a parliament; or of commanding at sea as of reigning at land? What shou'd hinder her from holding the helm of a fleet with the same safety and steadiness as that of a nation? And why may she not exercise her soldiers, draw up her troops in battle array, and divide her forces into battalions at land, squadrons at sea, &c. with the same pleasure she wou'd have in seeing or ordering it to be done? The military art has no mystery in it beyond others, which Women cannot attain to. A Woman is as capable as a Man of making herself, by means of a map, acquainted with the good and bad ways, the dangerous and safe passes, or the proper situations for encampment. And what shou'd hinder her from making herself mistress of all the strategems of war, of charging, retreating, surprising, laying ambushes, counterfeiting marches, feigning flights, giving false attacks, supporting real ones, animating the soldiery, and adding example to eloquence by being the first to mount a breach. Persuasion, heat, and example are the soul of victory: And Women can shew as much eloquence, intrepidity, and warmth, where their honour is at stake, as is requisite to attack or defend a town.

Adams held the position of Officer Commanding the 2nd Battalion, a total of 52 people were murdered, including soldiers, police and civilians.  As a result of those ‘successes’, Adams was promoted, becoming Commander of the IRA’s foremost operational command, the Provisional IRA Belfast Brigade, with three Battalions under his authority. I

I just wrote as much as I could for several pages. Every night I wrote her novels and every morning I mailed them to her. That was all well and good until I found out I’d addressed all of the envelopes incorrectly! I’d left out one digit of the zip code on every single letter I’d written. I was devastated. Even though I had put a return address on them, I was sure they were stuck in post office limbo. I had this realization the same day I got my first letter from Jamie. I ripped it open and read it through gripped fingers. She told me all about her first few days in basic training, and at the bottom she added the most heartbreaking line, “I wish you’d write me. I know you’re busy and I know you don’t like to write, but I wish you would.” I couldn’t believe it. She thought I hadn’t written at all. I called a buddy of mine who is now Command Sergeant Major Phil Blaisdell, a battalion sergeant major at Fort Jackson, South Carolina. “Phil, I’m in trouble. Man, I’ve been sending her letters and I was putting the wrong zip code on them and I got a letter from her and she thinks I’m not sending her letters and I know she needs that.” “All right, let me call you back.” A little while later my phone rang. “I’m Command Sergeant Major Duncan. I am the battalion sergeant major of Fort Leonard Wood, Missouri. First of all, I’d like to tell you that I know who you are and I appreciate your service and what you’ve done. I’ve seen your Men’s Health issue and you are an inspiration. I understand you know a Specialist Boyd,” she said. “Yes, Sergeant Major, I do.” “Well, I’ve got her standing in front of me right now. Would you like to talk to her?” “Yes, Sergeant Major, I would.” So she handed the phone to Jamie. Jamie was a little stressed out because she had been called to the sergeant major’s office and thought, What have I done? The conversation was rushed and she was speaking in a hushed tone. “Hey, I miss you, I love you.” “Hey, me too, baby. Let me tell you real quick, I’ve been sending you letters—” “I got them all today. Thank you.” “I miss you, and I hope that you can tell.” “Look, I want to keep talking but they’re watching me.” “Okay, we’re good. Just wanted to make sure you got the letters. I love you and we’ll talk later.

Underneath his battle armor, the man who commanded an armored battalion needed her. If he was wounded, she could bandage him. If he was hungry, she could feed him. If he wanted to talk to her, there she was.

I AM A creature of the British Army. My father served in the Second World War. My grandfather and his brother commanded battalions in the First World War; their

I think up through probably 35, I was very much a control freak, because the size of the organizations I commanded, and I was part of, were small enough where I could micromanage them. I had a fairly forceful personality, and if you worked hard and studied hard, you could just about move all the chess pieces, no problem. Around age 35 to 40, as you get up to battalion level, which is about 600 people, suddenly, you’re going to have to lead it a different way, and what you’re really going to have to do is develop people. The advice I’d give to anyone young is it’s really about developing people who are going to do the work. Unless you are going to go do the task yourself, then the development time you spend on the people who are going to do that task, whether they are going to lead people doing it or whether they are actually going to do it, every minute you spend on that is leveraged, is exponential return.

Efigenio Ameijeiras Delgado was born in 1931 in Puerto Padre, Las Tunas Province and was an ardent supporter of Fidel Castro. In 1955, Ameijeiras using the alias “Jomeguia,” was briefly jailed on moral charges. He was one of the guerrillas on board the yacht Granma, when Castro returned from Mexico in 1956. After the revolution, he served as the Head of the National Revolutionary Police. On April 19, 1961, during the Bay of Pigs Invasion, he commanded a battalion of about 200 police and militia. He later served in the Cuban Army with the rank of Brigadier General and then Major General. In 1966 Ameijeiras was expelled from the Communist Party of Cuba, again charged with moral offenses.

Raneen blinked at him. "It is the information we were meant to get. Of course that is why your battalion commander sent us to a girls' school so far away. Dora, as you said, is a bad neighborhood. The headmistress understands that in order to get a generator she must have very good information. You must know that also." She turned her face away as if insulted by Moge's ignorance. Her voice continued, so softly that Moge had to lean closer. "No one notices the women in this country, and therefore no one notices how much the women notice.

If conditions there are half as bad as I think they are,” his father had told him, while overseeing the loading of the mule, “the commander would lend you the services of half a battalion in exchange for this, let alone a surgeon.

The trenches', wrote Robert Kee fifty years later, 'were the concentration camps of the First World War'; and though the analogy is what an academic reviewer would call unhistorical, there is something Treblinka-like about almost all accounts of July 1st, about those long docile lines of young men, shoddily uniformed, heavily burdened, numbered about their necks, plodding forward across a featureless landscape to their own extermination inside the barbed wire. Accounts of the Somme produce in readers and audiences much the same emotions as do descriptions of the running of Auschwitz - guilty fascination, incredulity, horror, disgust, pity and anger - and not only from the pacific and tender-hearted; not only from the military historian, on whom, as he recounts the extinction of this brave effort or that, falls an awful lethargy, his typewriter keys tapping leadenly on the paper to drive the lines of print, like the waves of a Kitchener battalioon failing to take its objective, more and more slowly towards the foot of the page; but also from professional soldiers [...] Why did the commanders not do something about it? Why did they let the attack go on? why did they not stop one battalion following in the wake of another to join it in death?

Gen. Pendleton may lecture and create a sensation that will put money in his pocket, but he will never convince the fighting men who are left of Longstreet's corps that the grim commander at whose word they so often threw themselves against the battalions of the north, was a traitor to the cause he sacrificed for. No matter what his politics may be; no matter how much derided, vilified and abused, Longstreet's name will go sounding down the corridors of time as one of the best, bravest, and most unassuming officers the southern confederacy produced. -- 'One of Longstreet's Foot Cavalry,' Morning Republican (Little Rock, AR), May 14, 1873.