Part 33 (1/2)
The average American makes a first-rate soldier. He wants his officers to be efficient and high-toned leaders. It thrills him to have their actions pitched in a high key. He wants to be well instructed. He wants to be led with tact and diplomacy. He wants them to be neat, to dress immaculately, and to be military in bearing. He wants to feel that there is no favoritism; that justice prevails.
Be stern in discipline. Exact nothing less than the best in a man.
Tolerate no slovenliness. Deal laziness a sharp rebuke. The great majority of your men are doing their level best. Let them know that this is what you expect, but at the same time you appreciate them for it.
When a thing is wrong, say so. Explain the correct method. Do so calmly and efficiently. You have made worse mistakes yourself. Your men did not want to make the mistake. They did so from ignorance. It is possible that you have not made the matter clear to them, or the fault is yours not theirs.
Don't be too intimate with your men. Experience has proven that you cannot fraternize with an enlisted man one minute and then punish him for misconduct the next.
When you discipline a man, first make him see his error from your point of view, and then, reprimand him or decide on his punishment in an absolutely impersonal manner.
Grow impatient, become excited, and irritable, rebuke too severely an uninstructed man who has made a small, unintentional mistake, use any words unworthy of your position--and you demonstrate clearly to your men your unworthiness to hold your office.
When there is peace and harmony and efficiency in your organization, you are responsible for it. When there are grumblings, lack of enthusiasm and esprit-de-corps, be honest and sensible and see if you are also not responsible for it. No matter how badly things are going at drill, never lose your temper with the company.
When things are going well, let your men feel that you are proud of them. A company should be like a good football team: every man in it right behind the captain.
A FINAL WORD
Now it is proper to consider your relation to your immediate superiors.
You have no business commanding unless you have first learned how to obey. The finer the training and caliber of an officer, the more sensitive is he to the wishes of his commanding officer, however, informally they may be expressed.
The ideal officer is a Christian gentleman who has no task too small to faithfully perform, whose country's welfare is above his own, ready for any sacrifice great or small; whose thoughtfulness and efficiency last twenty-four hours a day, whose relations with his superiors are based on modesty, cheerfulness, and loyalty.
A message from the Father and Mother whose son is to serve under you:
”I want my boy to do his bit. I want him to willingly submit to all sacrifices. I don't limit them. I expect him to become efficient. I expect him to obey orders. That means all orders. Wrong orders as well as right orders.
But I want him to have a fighting chance. I don't want him to serve under an inefficient officer who is playing to the galleries; who is in the habit of doing things wrong instead of right. If the worst should come, I want my boy to perish for a good cause. I don't want there to be any blunders about it.
In willingly placing my boy under your orders, I charge you with a sacred task. I charge you to lead him efficiently.”
SUPPLEMENT
ADVANCE WORK
SUPPLEMENT
CHAPTER I
THE THEORY OF SECURITY
(Copied from the Field Service Regulations)