Part 22 (1/2)

358. The art of leaders.h.i.+p consists of applying sound tactical principles to concrete cases on the battle field.

Self-reliance, initiative, aggressiveness, and a conception of teamwork are the fundamental characteristics of successful leaders.h.i.+p.

359. A correct grasp of the situation and a definite plan of action form the soundest basis for a successful combat.

A good plan once adopted and put into execution should not be abandoned unless it becomes clear that it can not succeed.

Afterthoughts are dangerous, except as they aid in the execution of details in the original plan.

360. Combats that do not promise success or some real advantage to the general issue should be avoided; they cause unnecessary losses, impair the morale of one's own troops, and raise that of the enemy.

361. Complicated maneuvers are not likely to succeed in war. All plans and the methods adopted for carrying them into effect must be simple and direct.

362. Order and cohesion must be maintained within the units if success is to be expected.

363. Officers must show themselves to be true leaders. They must act in accordance with the spirit of their orders and must require of their troops the strictest discipline on the field of battle.

364. The best results are obtained when leaders know the capacity and traits of those whom they command; hence in making detachments units should not be broken up, and a deployment that would cause an intermingling of the larger units in the firing line should be avoided.

365. Leading is difficult when troops are deployed. A high degree of training and discipline and the use of close order formations to the fullest extent possible are therefore required.

366. In order to lighten the severe physical strain inseparable from infantry service in campaign, constant efforts must be made to spare the troops unnecessary hards.h.i.+p and fatigue; but when necessity arises, the limit of endurance must be exacted.

367. When officers or men belonging to fighting troops leave their proper places to carry back, or to care for, wounded during the progress of the action, they are guilty of skulking. This offense must be repressed with the utmost vigor.

368. The complete equipment of the soldier is carried into action unless the weather or the physical condition of the men renders such measure a severe hards.h.i.+p. In any event, only the pack[2] will be laid aside. The determination of this question rests with the regimental commander. The complete equipment affords to men lying p.r.o.ne considerable protection against shrapnel.

[Footnote 2: The ”pack” includes blanket, poncho, and shelter tent.]

369. The post of the commander must be such as will enable him to observe the progress of events and to communicate his orders.

Subordinate commanders, in addition, must be in position to transmit the orders of superiors.

Before entering an action the commander should be as far to the front as possible in order that he personally may see the situation, order the deployment, and begin the action strictly in accordance with his own wishes.

During the action, he must, as a rule, leave to the local leaders the detailed conduct of the firing line, posting himself either with his own reserve or in such a position that he is in constant, direct, and easy communication with it.

A commander takes full and direct charge of his firing line only when the line has absorbed his whole command.

When their troops are victorious, all commanders should press forward in order to clinch the advantage gained and to use their reserves to the best advantage.

370. The lat.i.tude allowed to officers is in direct proportion to the size of their commands. Each should see to the general execution of his task, leaving to the proper subordinates the supervision of details, and interfering only when mistakes are made that threaten to seriously prejudice the general plan.

_Teamwork._

371. The comparatively wide fronts of deployed units increase the difficulties of control. Subordinates must therefore be given great lat.i.tude in the execution of their tasks. The success of the whole depends largely upon how well each subordinate coordinates his work with the general plan.

A great responsibility is necessarily thrown upon subordinates, but responsibility stimulates the right kind of an officer.

372. In a given situation it is far better _to do any intelligent thing_ consistent with the aggressive execution of the general plan, than to search hesitatingly for the ideal. This is the true rule of conduct for subordinates who are required to act upon their own initiative.