Part 30 (2/2)

2d. Now state what you are going to do. That is to say, give your plan.

3d. Next, how you are going to put that plan into effect. That is, the a.s.signment of duties to each subordinate.

4th. Give instructions for the ammunition trains, stations for the slightly wounded, etc.

5th. State where you can be found or where messages may be sent.

SOME GENERAL HINTS

Clear and decisive orders are the logical result of definite and sure decisions. To guage[B] a man's caliber read his orders.

You must not be hazy and indefinite in your order. You must be clear and definite. Be careful about your phrasing and expressions. An order should be like a cablegram: convey every idea but contain no unnecessary words.

Don't break up the squads or platoons or the companies. Keep the tactical units together as much as possible.

It is marvelous how many mistakes can occur on the battlefield. Attempt a complicated plan and its failure is reasonably a.s.sured. Have your plan simple. The enveloping attack is the best. That is to say, have your line longer than the enemy's so that you can attack one of his flanks.

He knows this quite as well as you and he will endeavor to perform the same operation upon you. The leader, all else being equal, who has the wit to out-manoeuver the other will win the engagement.

As a rule, an affirmative form of expression is used. Such an order as: ”The supply train will not accompany the division,” is defective, because the gist of the order depends upon the single word ”not.”

Write your order so it can be read. Don't go about it as though you were a doctor writing a prescription. Things will go wrong if you do. You will find some of your troops moving in the wrong direction when you need them badly.

Be brief. Short sentences are good. They are clear. Conjectures, expectations, and reasons for measures adopted are weak. They do not inspire confidence. They should be avoided.

Accept the entire responsibility of your command. If things go wrong, it's your fault. Correct them. A large number of military men make it their particular business to find faults in others, with scarcely a thought for their own. Don't join this club. Reverse the matter.

Avoid such expressions as ”attempt to capture,” ”try to hold,” ”as far as possible,” ”as well as you can,” etc. Tell a man what he is to do.

Don't divide any responsibility with any one.

Officers and men of all ranks and grades are given a certain independence in the execution of the tasks to which they are a.s.signed and are expected to show initiative in meeting the different situations as they arise. Every individual, from the highest commander to the lowest private, must always remember that inaction and neglect of opportunities will warrant severe censure. Do something that will help carry out the plans of your commander. The j.a.panese regulations caution their commanders to avoid inaction and hesitation.

If you were hunting tigers and permitted a wounded one to move to your rear and spring upon you, unaware of its presence, you would probably pay a heavy price for not being on the alert. For a military leader to be caught unawares is unpardonable.

Napoleon said in another of his maxims: ”if the enemy's army were to appear on my front, or on my right or left, what would I do?” If the question is difficult for the commander to answer, his troops are not only poorly placed but are poorly led.

Don't let your force be divided up into detachments and roam all over the country. This is a very common error with beginners. Avoid dispersion. Keep your troops together.

You cannot fire on the battlefield with the same accuracy as you do on the target range. Fear dilates the pupil of the eye. Men cannot shoot well when they are under great excitement. Don't count on killing too many of the enemy with a carload of ammunition.

Never forget that Fire Superiority is the thing that wins battles. If you let the other fellow get it and keep it, he's going to win, not you.

Don't trespa.s.s upon the province of a subordinate. He will handle his job if you will handle yours.

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