The Minute Book
Wednesday, 27 August 2014

Wellington and Nelson
Topic: Officers

Wellington and Nelson

The Duke, Philip Guedalla, 1931 (Wordsworth Military Library Edition 1997)

One day [the Duke of Wellington] had a strange encounter in "the little waiting-room on the right hand" of the old Colonial Office in Downing Street. Another visitor was waiting there already—a sad-eyed little man, "whom from his likeness to his pictures and the loss of an arm" Sir Arthur promptly recognised as Nelson, home from the sea … The Admiral began to talk and, as Wellesley recollected drily, "entered at once into conversation with me, if I can call it conversation, for it was almost all on his side and all about himself, and in, really, a style so vain and so silly as to surprise and almost disgust me" (Sir Arthur was unlikely to be captivated by the manner which, when expressed in an excess of stars and ribbons, had elicited from John Moore the pained comment that their wearer seemed "more like the Prince of an Opera than the Conqueror of the Nile.") Then, suspecting something, the sailor left the room, learnt the identity of the spare military man, and came back transformed. All that the General "had thought a charlatan style had vanished, and he talked of the state of this country and of the aspect and probabilities of affairs on the Continent with a good sense, and a knowledge of subjects both at home and abroad, that surprised me equally and more agreeably than the first part of our interview had done; in fact, he talked like an officer and a statesman." … they talked above half an hour. The talk stayed in Sir Arthur's memory; and after thirty years he judged that "I don't know that I ever had a conversation that interested me more," adding the shrewd reflection that "if the Secretary of State had been punctual, and admitted Lord Nelson in the first quarter of an hour, I should have had the same impression of a light and trivial character that other people have had, but luckily I saw enough to be satisfied that he was really a very superior man; but certainly a more sudden and complete metamorphosis I never saw." They never met again.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EDT
Monday, 18 August 2014

Characteristics Required in a Staff Officer
Topic: Officers

Ford Manor - a.k.a. Greathed Manor

Characteristics Required in a Staff Officer:

The following extract is from speaking notes of Brigadier C.R. Turner for a speech to the staff and candidates of the Canadian Junior War Staff Course, Ford Manor, 12 April 1941. Appended to the CMHQ report on the Closing Exercises, Canadian Junior War Staff Course. Published under the Canadian Military Headquarters (CMHQ) Reports 1940-1948.

Co-operation with other branches of the staff. All branches are important so don't think you are a notch above your opposite number just because he is in another branch.

Characteristics Required in a Staff Officer:

  • General Military Knowledge
  • Personal characteristics such as:
    • ability,
    • reliability,
    • initiative,
    • energy,
    • capacity for work,
    • loyalty,
    • personality,
    • physical fitness,
    • etc.

Also General Odlum's remarks that all officers must have character, intelligence and spirit.

Must always be ready to advise your Commander or Senior Staff Officer but once decision is given, even if you disagree, carry it our loyally. LOYALTY most important virtue, loyalty to your Commander, your senior staff officer and your fellow staff officers. Don't try to advance yourself by running down the other fellow.

Co-operation with other branches of the staff. All branches are important so don't think you are a notch above your opposite number just because he is in another branch.

Co-operation with the troops. Staff is there to serve them within the limits of prescribed policy. Get out with them, find out what they want, and let them see that you take an interest in them. Be human.

Orders. When preparing them put yourself in the position of the recipient, and ask yourself if essentials are included and non-essentials eliminated.

Keep fit. Only by doing so can you maintain the alert mind so necessary in a staff officer. Take your leave when your turn comes if operational circumstances permit and don't get stale.

Whether you go to a staff appointment immediately or subsequently after a period of regimental employments remember that if you are determined to profit from your period at Ford manor you are certain to make a worthy contribution to the great cause in which we are all engaged, particularly as one of the things you have been taught is that a staff officer must keep up-to-date in military thought and practice if he is to be efficient. A staff appointment demands hard work, initiative and ready acceptance of responsibility; these, however, are features which make any job worthwhile.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EDT
Tuesday, 8 July 2014

Duties of Officers in Action
Topic: Officers

Infantryman, Canadian Volunteer Militia, 1863-1870

This volunteer wears the full dress uniform authorized for the Canadian Volunteer Militia in 1863. Few units would have worn the shako shown in this image, substituting the inexpensive (and far more comfortable) forage cap. The style is generally similar to that worn by British regular infantry, with the white-metal buttons and badges commonly used by militia units within the British empire. Reconstruction by Ron Volstad. (Canadian Department of National Defence)

Source page.

Canadian Military History Gateway

Duties of Officers in Action

Regulations and Orders for the Active Militia, The Schools of Military Instruction, and the Reserve Militia (in the cases therein mentioned) of the Dominion of Canada; 4th March 1870

367.     When in action, almost everything depends on the example shewn to the men by their Officers, the latter should bear this constantly in mind and endeavour to exhibit the greatest cheerfulness, courage and determination, under all circumstances; in battle, neither the hop of reward nor the fear of punishment has so much effect as the power of example; the leader who cries forward may see his men fly disgracefully, but he who, sword in hand, rushes on the enemy will generally be followed.

368.     When a battalion is fighting in line in close order, it is the duty of the Officers and N. C. Officers in the Supernumerary Rank, to prevent any break occurring in the rear rank, and they are not to allow any man to leave the ranks without orders under any pretense whatever.

369.     Officers must aid in controlling and directing the fire of the men, in checking any waste or unnecessary expenditure of ammunition, and in distributing fresh supplies of the same. No one fighting in the ranks should be permitted to fall out to assist the wounded, but men should be specially appointed to this duty. If in a serious engagement this cannot be observed, the wounded must remain where they lie until the conclusion of the action.

370.     When a Battalion is fighting in extended order, the Officers must be on alert to pass the word of command along the line, as the use of the bugles on such occasions is objectionable.

371.     When a Battalion or Corps has become broken or disordered, the consequence either of a successful advance or sudden reverse, it is the duty of Officers to exert themselves to the utmost to rally and reform the men as rapidly as possible, and when directed, to lead them on again to the attack.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EDT
Updated: Sunday, 22 June 2014 12:57 PM EDT
Monday, 16 June 2014

Captain is Cashiered (1933)
Topic: Officers

Captain is Cashiered

Fellow Officer Reprimanded by Court Martial

The Montreal Gazette, 14 February 1933

Lord Strathcona's Horse (Royal Canadians)

Regimental Website

Battle Honours

Wikipedia


Capt H.R. Rebbitt, M.C., D.C.M.

Citation for the Distinguished Conduct Medal

15295 Sjt. H.R. Rebbitt, Cav."For conspicuous gallantry and devotion to duty. During a raid he formed one of the covering party, and in order to avoid giving the alarm whilst our party was approaching the wire he allowed himself to be completely surrounded by an enemy patrol. On the torpedo exploding, he dashed at the enemy, killing some and dispersing the remainder into our barrage. He displayed great courage, judgment and skill."

Rebbitt was appointed Temp. Lieut. on 10 Apr 1918.

Citation for the Military Cross

Lt. Henry Rivers Rebitt, D.C.M., Cav."For conspicuous gallantry and devotion to duty during an advance. He led the leading troops of an advance guard squadron through the tanks, and went on and brought back twenty-five prisoners. A few hours later he led his troops on a special reconnaissance, and under very heavy rifle and machine-gun fire entered a village and took twenty-five prisoners, also inflicting great loss on the enemy who tried to surround him . He did fine work."

Winnipeg, Feb. 13—Captain Charles Graham Brown, of Lord Strathcona's Horse, today was dismissed from military service for his "scandalous conduct" in connection with an affair at Fort Osborne barracks last Hallowe'en night.

Captain Henry Rivers Rebbitt, fellow officer who was charged with firing a gun at Brown, after his wife said that Brown had molested her re reprimanded in the findings of a court martial made public today.

Both men faced trial before the military tribunal held in the barracks, where the offences were alleged to have occurred.

Findings of the court sentenced Brown to be cashiered but also expressed a plea for leniency because of his long service and gallant action in the field. It also was recommended that the convicted officer be granted his pension. Both recommendations were concurred in by the Privy Council and the Governor-General.

elipsis graphic

Further details of the case, and a more lenient conclusion for Captain Brown are revealed in a later news article:

The Winnipeg Tribune, 20 March 1933

Capt. Brown gets Medals, Rank and Is Retired From Army on Pension

Action By Ottawa Meets Demand That Case Be Reviewed

Capt. H. R. Rebbitt, One of Chief Witnesses Against Brown at Recent General Court Martial, is Retiring From Service on Pension Departmental Action Will be Officially Gazetted.

It is officially learned today that Capt. Brown has been reinstated in the army and retired on service pension, and that Capt Rebbitt will also retire. They were the principals in the court martial case In the Fort Osborne barracks here in January.

Captain C.G. Brown, Lord Strathcona Horse, recently dismissed from His Majesty's service following a general court martial, has been re-appointed and is now retired with rank, medals and service pension. The departmental action which brought this about is being officially gazetted and the decision of the militia department has been forwarded to Brigadier T. C. Anderson, officer commanding M.D. 10. Captain H.R. Rebbitt also Lord Strathcona Horse, who was one of the principal witnesses against Captain Brown, and whose conduct was also the subject of inquiry before the general court martial, Is retiring on pension. On the charge on which he was found guilty by th military court, he was sentenced to reprimand. Under the finding of the court- martial there was no alternative except dismissing Brown from the service. There was, however, a recommendation for mercy toward the accused, and In making the recommendation the military court pointed out his fine military service. He had passed through all ranks up to regimental sergeant-major of the Lord Strathcona Horse. He had received his commission on the Held, and his previous record had been wholly good. Recommended Mercy Further, In view of the accused's health (Captain Brown suffers from diabetes), and in view of the fact that it had no discretionary powers under the Army Act in passing sentence, the Court Martial "unanimously, and strongly and respectfully urged that mercy be shown." The return of his war and service medals to Captain Brown was a simple yet pleasant event between him and his commanding officer, Major C. W. Devey, which took place about ten days ago and fore shadowed the exercise of depart mental clemency toward the accused. Major Devey arrived at Captain Brown's residence with the medals and returned them. Since the war a new section of the British Army King's Rules and Orders permits the retention of war and service medals, at discretion, to a dismissed officer. The old practice had been to take them away. "I was very delighted to have this task of returning to Captain Brown his medals." declared Major Devey, In commenting on the event to The Tribune today. He explained that he had heard that the medical papers permitting Captain Brown to appear for medical examination for disability pension had come through. This will also give Captain Brown an opportunity for examination to decide whether he is entitled to disability pension also.

Public Indignation

Seldom has there been such a spontaneous outburst of public indignation as occurred In Winnipeg when it was learned that Captain Brown had been found guilty and discharged without pension, or hope of pension, since the recommendation that the pension be granted was rejected by the department. Every veterans' organization in the province passed resolutions praying the government to reconsider the case. Many friends of Capt. Brown came to his assistance, helping him along until his rights to pension for service as well as for disability, were vindicated by the reinstatement and retirement on pension announced today. The verdict of the court martial declared Captain Brown guilty on the first charge against him. It read, "that on Oct. 31. through the use of force he caused the wife of a brother officer, to wit. Captain H. R. Rebbitt, to accompany him to a single officer's room in the mess building, such room not being intended for any purpose connected with the dance, and there and then remained alone for an undetermined period of time during which he attempted to molest her. The second charge against him was that "he had alone with him In a single officer's room a lady, to wit, Mrs. H. R. Rebbitt," was cancelled by the guilty verdict on the first count. Charges Against Rebbitt The charge on which Captain Rebbitt was found guilty was that "to the prejudice of good order and military discipline he entered and quarters occupied by Captain Brown and then and there did display a firearm and make use of menacing language, namely 'stick 'em up; I have you covered' or words to that effect." A more serious charge against Captain Rebbitt, that of "offering violence to Captain Charles George Brown, his superior officer," was thrown out by the court martial.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EDT
Updated: Saturday, 14 June 2014 2:02 PM EDT
Friday, 11 April 2014

Quetta: The Indian Staff College
Topic: Officers

Quetta: The Indian Staff College

The Road Past Mandalay, John Masters, 1961, pp. 75-77.- quoted in Sword of the Raj, Roger Beaumont, 1977

… The capital of Baluchistan, the encyclopedia informed anyone who wanted to know. A variation of the word kwat-kot, signifying "fortress." (Come now, mind your language there, Britannica.) … 536 miles by rail north of Karachi; 5,500 feet above sea level. Pop.: 60,000 odd. (Not so damned odd, Britannica; just Baluchi tribesmen and army types.) Largely destroyed by earthquake May 31, 1935. Ringed by mountains. Standing eighty miles back from the Afghan frontier. A garrison town. Probably very hot in summer and very cold in winter. A dull place, the encyclopedia hinted.

It was right and wrong. The physical description was correct enough, especially the bit about the cold. The pass leading to Afghanistan is called the Khojak, and a diabolically cold, dry wind often blew in over it, chapping lips and freezing ears and drying the skin so that women poured olive oil into their bath water; and I had seen men and girls in Saint-Moritz clothes skiing down the wide avenues, and a string of camels coming slowly up in the opposite direction, snow on their heavy, supercilious eyelids, and the dark mountains towering out of the slanting snow above them all.

But Quetta was not dull. It was electric. Something in the air produced pregnancy in the childless, nymphomania in the frigid, larceny in the respectable, and scandals of wonderful variety…

There was the Musical Beds Scandal of the mid-1930s, when four officers in a remote outpost had passed three wives around in a year-long orgy—the odd man out, a week at a time, doing all the military work.

There was the Bhoosa Scandal. Bhoosa is chopped, dried straw, usually baled, used for fodder for the army's mules and horses, and the scandal was too complicated to explain here, but it involved two sets of scales, one accurate and one inaccurate, and midnight openings and illegal substitutions among the bhoosa stacks. And the Coal Scandal, when a quartermaster sergeant sold government coal to the local cinema proprietors (what they did with it I cannot imagine; they certainly didn't heat their movie houses), and pocketed the proceeds. And the Car Scandal, involving a chap who registered and insured an old heap as the military vehicle he was entitled to, and got a receipt for a new car, and bought a race horse, and won many races and much money with it. And a girl with unruly hair and disposition, known as the Passionate Haystack; and another as the Lilo (a form of inflatable rubber mattress); and another as the Sofa Cobra. There was a Vice Queen who collected other ladies' husbands and cut a notch in her bedstead for every conquest. No one knew why the bed was still standing.

And a major who leaned forward with a choked grunt at a ceremonial dinner party and hauled out of its shell the left breast of the lady sitting across the table from him. And another who applied for short leave, paid his debts, handed over his job to a brother officer, and shot himself. (His colonel had twice warned him about homosexual advances toward the troops, and told him that the next time he'd go to court martial. The third time had arrived.)

And there were hailstorms of stunning violence, when donkeys lay dead in the streets and camels lay stunned at the edge of the surrounding desert. And flash floods that swept away trucks, guns, and men, if they were caught in the usually dry river beds. And frequent earthquakes. And tremendous chukar shoots on the mountains, duck shoots far to the west, skiing, jackal hunts with the pack of foxhounds, point-to-point races, a race course with regular meetings. And the Staff College.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EDT
Friday, 4 April 2014

Combat Arms School Graduation Address 1976
Topic: Officers


Image from the magazine of the Canadian Armed Forces: Sentinel, Vol. 6, No. 2, February, 1970.

Graduating Ceremony
Combat Arms School August 1976

Address By Major General Bruce F. Macdonald, DSO, CD
Colonel Commandant RCAC
At Graduating Ceremony, Combat Arms School August 1976

Armour Newsletter, No 7, January 1977

Your Honour, (The Lieutenant Governor), General McGregor, Colonel Nicholson, Distinguished Guests, Visitors, Officer Candidates, Ladies and Gentlemen.

You young gentlemen by your presence and your performance here today do credit and honour to Canada, to the Armed Forces and to yourselves. I congratulate you.

I am sure your training program has been vigorous and difficult. Indeed I hope this is the case for you are all embarked on a difficult, hazardous and demanding profession. Those who aspire to lead Canadians in combat must be stressed and tested in their training. If the training is easy then it is not good.

You are fortunate to be getting your training here. This Combat Arms School is unique. For here you train as you will fight — not as Infantry, Armour or Artillery but as members of the ground team of combined arms.

Let me, for a moment, address myself to those of you who will join the Regular Forces:

a.     You have not chosen an easy profession.

b.     Your effectiveness rests on three bases, namely moral, mental, and physical fitness. Guard them well.

c.     You walk in the steps of some giants of history; men of the category of Wavell, Eisenhower, Marshall and Montgomery.

d.     Indeed, in a Canadian context we are all honoured today to have here with us General Jean Victor Allard. It might interest you to know that General Allard started his military career as a Second Lieutenant in the Three Rivers Regiment. Following a most distinguished wartime career he remained in the Regular Forces and became Chief of the Defence Staff.

If you are going to be professional soldiers you should expect to face some criticism and misunderstanding. Let me suggest what some of the charges may be and what your reply might be:

a.     People may charge that you, as a soldier, like war. This is like suggesting that the doctor who spends his life in the study and cure of cancer likes cancer.

b.     Some people may comment upon the futility of armed forces and allege that they contribute to the danger of war. May I suggest that you quote to them the following maxim "Love without power exposes the world to the frightening hazards of power without love".

c.     Thirdly, people may comment on how expensive the military are. I urge you to ask how expensive is unpreparedness? I think the record of history is entirely clear. It indicates that had the Allies been prepared to fight in 1914 or 1939 both of these wars could have been avoided — at a vast saving in lives and treasure.

d.     Last Spring I heard an address by Dr. Luns, the Secretary General of NATO. He made the point that the greatest act of provocation is to be unprepared for war. This is a very great truth. It should be remembered by all.

Finally, I wish to address a few words to those of you who upon graduation are proposing to enter Canada's militia:

a.     You also have chosen a challenging avocation.

b.     You are citizen soldiers who walk hand in hand with your Regular Force colleagues who are the soldier citizens.

c.     Your greatest enemies are frustration and public apathy. Remember that all the problems you confront have been experienced before. They happened in the days before 1914 and again in the days before 1939.

You who choose to serve in Canada's Reserve Forces are the present day embodiment of some one and one quarter million Canadians, living and dead, who proudly wore the uniform of the Armed Forces of Canada in World War II. You can serve proudly for you fill a great and fundamental need; though at any point in history this may not be recognized by some.

God forbid that there should be either war or revolution but the lesson of history is terribly clear. Heretofore there has always been war and revolution; there is nothing to suggest that the nature of man has changed.

In closing let me offer you this final thought. Sometimes it is suggested that Canada does not need armed forces in peacetime because if war comes we will be able to find the necessary experts. It is true that we can recruit doctors, engineers and the logisticians from civilian life. However, what is not understood is that we cannot find and we cannot hire from any civilian profession men who are skilled in the art of leading and training men for war. This is the special expertise possessed only by those of you who are trained in the art of military leadership. Men like you cannot be hired, they must be grown and educated in Canada, in peacetime.

Yours is an honourable profession that bears great responsibility. You must be proud of your task, you must be worthy of your great responsibility. I salute you for what you have done, for what you are doing and for what you will do.

Good fortune to all of you.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EDT
Saturday, 29 March 2014

The Positive Command Climate
Topic: Officers


The United States Military Academy (USMA), Color Guard on Parade. (Source: Wikipedia)

The Positive Command Climate

Duty, Honor, Company; West Point Fundamentals for Business Success, Gil Dorland and John Dorland, 1992


Duty Honor Company:
West Point Fundamentals for Business Success

, Gil Dorland and John Dorland
1992

The [Positive Command Climate] program … details specific actions a leader can take to build a positive command climate. These concepts, noted in Manual of Common Tasks, are not altogether new; they are very similar to the leadership fundamentals that were ingrained in us as cadets.

1.     Communicate a sense of vision or focus.

2.     Maintain a proper focus in all training activities.

3.     Establish high, attainable, clearly understood standards.

4.     Encourage competition against standards rather than each other.

5.     Allow subordinates the freedom to exercise initiative.

6.     Establish accountability at the proper level.

7.     Show confidence in subordinates.

8.     Encourage and reward prudent risk taking.

9.     Achieve high performance through positive motivation and rewards.

10.     Underwrite honest mistakes.

11.     Share decision making with subordinates when appropriate.

12.     Give clear missions and indicate where subordinates have discretion and where they do not.

13.     Listen to your subordinates and seek their ideas.

14.     Demonstrate concern about the welfare of subordinates.

15.     Establish and model high standards.

16.     Practice what you preach.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EDT
Saturday, 22 March 2014

Cowan's Six Tips on Etiquette
Topic: Officers

Major General James Cowan's Six Tips on Etiquette

In March 2014, Major General James Cowan, General Officer Commanding 3 UK Division, issued a letter to his formation on his opinion and expectations of his officers in their messes. In his comments, he reflects back on traditional practices that would have been in place in his early carreer, but have since been eroded by changing social habits. Maj-Gen Cowan directs a return to traditional expectations with his Six Rules of Etiquette. Perhaps more changes will follow as his staff and subordinate commanders latch onto this trend as way to remain in the General's good graces.

Sandwiches

"Quite a few officers in the divisional mess seem to be under the impression that they can eat their food with their hands. The practice of serving rolls and sandwiches in the mess is to stop. A gentleman or lady always uses a knife and fork."

Dinner party

"A good party relies on good conversation. This requires you to come prepared to be free, funny and entertaining.Thank you letters are an art form not a chore. It is generally considered better manners if the spouse is the person who writes."

Knife and fork

"The fork always goes in the left hand and the knife in the right. Holding either like a pen is unacceptable, as are stabbing techniques. The knife and fork should remain in the bottom third of the plate and never be laid down in the top half."

Officers

"Ten years ago, officers would stand up when the commanding officer walked into the room. This doesn’t happen any more. I expect a junior officer to make an effort at conversation. Start by introducing yourself and talk on any civilised subject outside work."

Successful marriage

"I recently went to a Burns night, spoilt only by a curious decision to sit husbands next to wives. The secret of a successful marriage is never to sit next to your spouse at dinner, except when dining alone at home. It displays a marked degree of insecurity."

Grammar

"In common with officialdom the world over, military writers love to use pompous words over simpler language. Combined with underlining and italics, the wanton use of capitals, abbreviations and acronyms assaults the eye and leaves the reader exhausted."



Posted by regimentalrogue at 12:01 AM EDT
Updated: Wednesday, 5 March 2014 9:59 PM EST
Tuesday, 18 March 2014

The Social Side of Warrior Training
Topic: Officers

The Social Side of Warrior Training

A Rumor of War, Philip Caputo, 1977

A Rumor of WarNot all the training dealt in lethal practicalities. In those pre-Vietnam days, the course proceeded leisurely, with plenty of time devoted to the ceremonial side of military life. We learned to put on reviews, the proper way to flourish a sword, how to behave at social functions; in brief, all that spit-and-polish nonsense which is totally divorced from the messy realities of twentieth-century warfare.

In spite of its uselessness, I cannot say that I found it unattractive. The romantic in me responded to the pageantry of a parade, to the tribal ritualism of ceremonies that marked anniversaries or comradeships formed long ago on distant battlefields. In the summer it was Mess Night, which had obscure and ancient origins in the British Army. To the roll of a solitary drum, officers in dress whites filed into the mess. Lit only by candles, it looked as dim and secretive as the dining hall in a monastery. Silver trophies from our ancestors, the Royal Marines, and other English regiments gleamed in a corner case. To THE U.S. MARINE CORPS, read the inscription on one, FROM THE 1ST BATTALION, ROYAL WELCH FUSILEERS. PEKING 1900. Toasts were made, and wineglasses raised, lowered, raised again, like chalices at some strange Mass.

In the winter it was the Marine Corps birthday ball, which commemorated the Corps' nativity in a Philadelphia tavern on November 10, 1775. The observance of this rite was the cause of my first offense against the Uniform Code of Military Justice. I went AWOL from the Quantico Naval Hospital, where I was recovering from mononucleosis, to attend the celebration. I thought it would be a night of beer-swilling camaraderie, something like the gatherings of Beowulf's warriors in the mead hall, and I was determined not to spend it in the aseptic confines of the isolation ward.

Earlier that day, two classmates had smuggled my dress blues and a bottle of Jack Daniel's into my room. After eight o'clock bedcheck, I made a dummy out of my baggy pajamas. stuffed it under the covers, put on my blues, wrapped the whisky in a paper bag, and walked freely past the guards. A short taxi ride through the town of Quantico—a few bars, half a dozen laundromats, and twice that many uniform shops fronting the brown Potomac—brought me to Little Hall, where the party was being held.

I walked inside and into the nineteenth century. Junior officers wore white gloves and Prussian-blue, Prussian-collared tunics. Majors and colonels whom I was accustomed to seeing in functional khakis strutted around in waist-length dinner jackets with shoulder boards that advertised their rank in gold and red. A couple of generals swooped toward the bar, capes billowing behind them. Off to one side. Like a row of cardinals perched on a branch, scarlet-clad bandsmen sat stiffly on a row of folding chairs. Through all this military plumage, wives and girl friends glided with a rustle of expensive gowns. "Good evenin', majuh," one of these creatures said in her honey soft, flirtatious-but- chaste, Tidewater-aristocracy accent. "It's sooo nahce to see you again, suh. It cuhtainly is a luhvly pahty…" A full-dress ball. I could not make up my mind what it looked like—a scene from The Student Prince, a costume party, or the senior prom at a military academy.

I felt disappointment. The atmosphere was more one of a debutante cotillion than of Beowulf's mead hall. And perhaps because there was so much brass around, including the Marine Corps commandant, General Wallace Greene, everyone behaved. The band stuck to a vapid repertoire of Broadway musical scores, and General Greene made a slightly slurred speech which drew some polite applause.

Inconsequential though the ball was, that night in November 1964 holds a special significance for me. I see the hall, crowded with officers in baroque uniforms, filled with fashionably dressed women. Some are dancing; some are filing past a buffet, spearing hors d'oeuvres with toothpicks; some, holding drinks, are engaged in light conversation; all are without forebodings of what awaits them: fear, disfigurement, sudden death, the pain of long separation, widowhood. And I feel that I am looking at a period piece, a tableau of that innocent time before Vietnam.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EDT
Friday, 14 March 2014

The Qualities Of A Good Officer
Topic: Officers

The Qualities Of A Good Officer

Field Marshal William Joseph "Bill" Slim,
1st Viscount Slim,
KG, GCB, GCMG, GCVO, GBE, DSO, MC, KStJ
(6 August 1891 – 14 December 1970)

Canadian Army Journal, Vol 5, No 6, September 1951
Speech by Field Marshal Sir William Slim, GCB, GBE, DSO, MC, Chief of the Imperial General Staff, at the Sovereign's Parade at the Royal Military Academy, Sandhurst, on 15 December 1949

Officer Cadets of The Royal Military Academy. Many of you become officers today; all of you will become officers in the near future. That means that your Sovereign has selected you to lead your fellow countrymen in battle, and than that there is no greater honour that your King and Country can do you. In return for that honour, when you go from here, you will maintain those standards of conduct which have always been the glory of the officers of the British Army. You will show the qualities of leadership which are particularly required of you at a time like this. Remember, the be-all and end-all of an officer is to be a leader. The qualities that distinguish an officer from other men are courage, initiative, will-power and knowledge. To take these qualities in turn. The kind of courage required is the courage that endures. Anybody can be brave for a little while, but the officer goes on being brave when others falter. He has a moral courage which makes him do his duty - do what is right without any thought of the consequences to himself. Initiative means that you don't sit down and wait for something to happen. If, in war, you wait for something to happen it will happen all right and it will be damned unpleasant when it does. Initiative, for the officer, means that he thinks ahead, that he is always two or three jumps ahead of the men he leads and of the enemy. Keep your brains bright and flexible. Will-power means that you will force through what you consider it to be your duty to do, against not only the opposition of the King's enemies, but against the opposition of well-meaning friends and of all the doubts and difficulties of men and nature which will assail you. Knowledge means that you have no business to be an officer unless you know how to do the job in hand better than those you lead. When you leave here you won't have finished learning. You will never finish learning. The officer is always learning. If you have these qualities of courage, initiative, will-power and knowledge you will be a leader, but you won't necessarily be a good leader, or a leader for good, and you won't have that grip you must have on men when things go wrong. When a man's heart sinks into his empty belly with fear; when ammunition doesn't come through; when there are no rations, and your air force is being shot out of the skies; when the enemy is beating the living daylight out of you - then you will want one other quality, and unless you have got it you will not be a leader. That quality is self-sacrifice, and as far as you are concerned it means simply this, that you will put first the honour and the interest of your King and Country, that next you will put the safety, the well-being and the security of the men under your command; and that last, and last all the time, you will put your own interest, your own safety and your own comfort. Then you will be a good officer. I would like you to carry away from this Parade one thought, and that is this. In the British Army there are no good battalions and no bad battalions, no good regiments and no bad regiments. There are only good and bad officers. See to it that you are good officers. And good luck to you.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EDT
Saturday, 15 February 2014

Dinner in a Dug-Out
Topic: Officers


A modern mess table laid for formal dining an an Officers' Mess.

An Officers' Mess

Dinner in a Dug-Out

The Glasgow Herald, 25 June 1915

The Press Association's special correspondent at British Headquarters in France sends the following despatch, dated June 22:—

The ingenuity displayed in making the dugout that served for the officers' mess as comfortable and home-like as possible was remarkable. The apartment was comparatively roomy and some six feet high. The window boasted an uncracked pane of glass, before which stood a table covered with the latest papers and bearing a jug of wild flowers gathered from the fields behind. In one corner stood a well-made bookcase, constructed from a packing case, filled with novels. The dining table in the centre was amply sufficient for eight of us who sat down to dinner, which was served by two orderlies. Though the dinner service was somewhat of a rough nature, the food was of the best. Soup was followed by chops, with beans and potatoes, while tinned fruit and cream were succeeded by coffee and some excellent Benedictine. The company was of a most varied description. The chaplain was seated next to the medical officer, while the commanding officer of the battalion was engaged in earnest conversation with the machine-gun officer, a keen-faced young soldier with the eternal eye-glass. They were discussing new schemes for worrying the enemy, the main object of those in the trenches when there is a lull in the actual fighting.

Dinner over, we went for a stroll round the lines. The moon had risen by this time, and by its clear light everything could be seen with great clearness. The sentries were still at the parapet, ever on the watch for a human target, while a dozen rifles with gleaming bayonets, rounds of ammunition lying beside each, stood leaning against the parapet, ready to be grasped at an instant's notice by the men resting in their dug-outs. The far-away splutter of a machine gun somewhere down the line showed that some movement in the enemy's line had been detected, or perhaps it was some German working party that had been discovered digging a saphead under the cover of darkness. At the back of the trenches stood some shattered cottages and farmhouses, the moonlight making strange shadows through the gaping holes and jagged crevices in the masonry. In one corner we came across a large pool, the result of a heavy German shell some weeks ago, Occasionally during our round a flare rocket was sent up from the German trench. For a minute or so the whole area between the trenches was brilliantly lit up—the tangle of grass and weeds, the few dead bodies lying out in the open, the long stretch of the enemy's parapet—then the flare fell and burnt itself out in the grass.


Posted by regimentalrogue at 12:01 AM EST
Saturday, 18 January 2014

The Subaltern's Experience; Early Days
Topic: Officers

The Subaltern's Experience:
Early Days with a Regiment

Excerpted from The Subaltern Officer: A Narrative
By: Captain James Wood, of the Line
(1825)

The Subaltern Officer: A NarrativeWe set off on our march for Derby, where we were stationed some time. Here I still practised the same extravagance as before—spending "half a crown out of sixpence a-day;" but this excess could not last long. I had been in this town only about a month, when an order arrived for a Captain, two Subalterns, and one hundred men, to join the first Battalion, which, was then at Cork, forthwith.

I must here notice a circumstance which had nearly blasted my future prospects in the Army. Some malicious person, by way, I suppose, of ingratiating himself with the Commanding Officer, informed him I had designated him an old fool; and, to my great astonishment, being quite innocent of the charge, I was summoned before a Court of Inquiry, to have this weighty matter investigated; when, by the state ment of the gentlemen who were present at the time this improper expression was said to have been uttered, I was fully cleared from the imputation. The occur rence, however, was of service to me; as I learned, that had the epithet been used, however justly applied, the consequences to me would have been serious.

To return to the subject: among the Officers ap pointed to accompany this detachment, I was included —and a very pleasant situation I was in, truly: a march of about two hundred miles before me, without any money in my purse, and about thirty pounds in debt to the tradesmen of the town:—but there was now no time to lose, and upon informing my creditors that they should be paid as soon as I arrived at my destination, they very kindly agreed to this arrangement. We set off the next morning, with only sixpence between my brother Sub and myself, which we shared in a glass of ale on the march, wishing each other better luck and more prudence in future. We trudged on, meditating and moralizing on our late extravagance; for in general ot it only necessity that reminds us of our folly.

For the sake of some of my young military readers, I hope to be excused for pursuing for pursuing this topic a little farther. On a young gentleman's joining a regiment, he is too apt to be dazzled by the new life of apparent pleasure that he is about to lead but, if his fortune be limited, the greatest care and economy are requisite. The utmost circumspection, too, is required in his conduct, especially at the mess-table, where the want of politeness, good address, and propriety of speaking on his first appearance, is often lastingly attended with the most unpleasant consequences. A deficiency in these qualifications will not fail to impress his asso ciates with an unfavourable opinion of him; and according to the impression made, will he be subject to be treated till that impression is removed, which, in many instances, is not the case during the time of his remaining in the regiment. It may be supposed that no gentlemen enter the Army without these previous acquirements; but admitting this to be the case, they cannot have that experience which their seniors have gained by long habits of military decorum and observation. It is, therefore, particularly displeasing to see these young men officious, talkative, presump tuous, and conceited, which, unfortunately, is too often the case. They should have the modesty, how ever clever they may be, to keep reserved ; and for two or three years employ themselves in the study of men and manners, which they will find one of incalculable benefit. Be it observed, that I am not one of those tyrants who say that Subalterns should not be allowed even to think; nor do I mean to insinuate that they are not to join in the convivial conversation and merriment of the jovial companions with whom they associate — I only prescribe moderation and economy. Had I myself observed these prudent maxims on my entrance into the Army, I should not, at the time of which I am narrating, have found myself pennyless ; neither should I have fallen asleep on the highway from inebriety, and run the risk of being crushed to death by the wheel of a mail coach.

 

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EST
Updated: Saturday, 18 January 2014 12:24 AM EST
Thursday, 16 January 2014

On Joining the Battalion
Topic: Officers

On Joining the Battalion

A General's Letters to His Son on Obtaining a Commission
By: Major-General Thomas David Pilcher, CB
Published anonymously, 1917

Maj-Gen Thomas David PILCHER
(1858-1928)

Service biography

Joined 5 Fusiliers 1879; Northumberland Fusiliers 1881-1897; West African Frontier Force 1897-1899; operations on the Niger 1897-1898; Commander, 2 Bedfordshire Regt 1899; South African War 1899-1902; Commander, 3 Mounted Infantry Regt 1900-1902; Commander, 3 Bde, 2 Div, Aldershot 1904-1907; Commander, Bangalore Bde, India 1907-1908; Commander, Sirhind Bde, India 1908-1912; Commander, Burma Div, Southern Army, India 1912-1914; World War I 1914-1918; Inspector of Infantry 1914; Commander, 17 Div, British Expeditionary Force (BEF), England and France 1915-1916; Commandant, Eastern Reserve Centre, St Albans 1916; retired 1919

August 1st, 1916.

My dear Dick,

I hear that you have received orders to join your Battalion. I remember distinctly the day on which I joined mine and my first day in the Mess.

Like most things we have to face, the idea is much more terrible than the actuality; and to you, who have been at a Public School, the ordeal ought not to be so trying as to another who has not had this advantage. You are sure to find that you are kindly received as long as you are modest in your behaviour, and err on the side of diffidence rather than find that on that of self-assertion.

I will tell you one or two stories, about men who joined when I was a subaltern. One day a very carefully dressed youngster walked into the Mess with a self-satisfied air. As several cadets had been gazetted, and we did not know which of them he was, the Senior Subaltern asked him his name, to which he replied in a rather la-de-da manner, "My name is Raymond Vere de Vere Grosvenor." The Senior Subaltern said, "All right, we will call you you Buggins," and Buggins he was called as long as ever he remained in the Regiment, and although he eventually turned out quite a good fellow, he had not a very rosy time to begin with. I also remember a nervous, callow youngster, whom we afterwards called "Boy" Brown, joining in India. He had had a very rough passage, was a bad sailor, and two nights in the train had not freshened him up. He was so shy and nervous when he walked into the Mess that as we one after the other shook hands with him we could hardly help laughing in his face.

The next day there was a steeplechase meeting, and a jockey was wanted for a brute that nobody cared to ride, when Boy Brown came up and shyly asked for the mount, got the brute round the course, and came in a good third. He was made quite a hero of that night at Mess, and at once became a favourite with us all.

In the years immediately preceding the war a great deal was heard about "ragging," and there is no doubt that the means taken to teach young officers manners were often reprehensible but, take it all round, the education they used to get from the Senior Subaltern was excellent, and in many cases badly needed. The Senior Subalterns were hardly ever men who could be accused of snobbery, and I have never known an officer, promoted from the ranks, to have had anything but a good reception, though youngsters with swollen heads were always put into their proper places.

You ask me how you should address your senior officers. It is the custom of the Service for all officers of the rank of Captain or under to call one another by their surnames without prefix. The Colonel you should always address as "Colonel" or "Sir," and a youngster should also always address a Major as "Major" or "Sir," unless he is especially told not to do so. I have lately received several letters from officers, addressing me as "Dear Sir," instead of "Dear General," or "Dear General Z___" if the writer did not know me well. Of course, you know that you should reserve "Dear Sir" for your business letters.

In some regiments in the old army a great deal of familiarity of address used to be allowed in the Mess, but these were regiments in which the discipline was always above suspicion, and it is unlikely in battalions of to-day, constituted as they are mostly of officers who had not joined when war commenced, that any liberties in this respect would be wise. On parade you should invariably address your senior as "Sir."

You must endeavour to be on good terms with everybody. It is only natural that you will find that some spirits are more kindred to you than others ; but whenever you can do so by little acts of kindness, try to ingratiate yourself with all if can be done without this loss of principle or self-respect.

Be very chary with your confidence, only give it to those of whom you feel a certain as you can be that they are worthy of it. Avoid making enemies, especially of making them among men who are likely to hit below the belt. It a true saying that we should choose enemies as carefully as we choose our friends. A Bayard may be a more formidable antagonist than a Hun, but he is a pleasanter man to deal with, either in peace or war, and you are placed at a great disadvantage in having in your antagonist one who will condescend to means to which you cannot stoop.

Whatever the conduct of the enemy, it should be no excuse for lowering your own standard. There is a good story, which is also true, of one of our officers in the North Sea, who, when a German officer on was brought on board after having been rescued from drowning, entertained him in his cabin, gave him a new rig-out, and a good cigar. As a reward this disciple of Kultur spat in his face. When he was asked what he did in return, he only remarked, "Poor devil! I pitied him for being such an unmitigated cad, but I suppose he was born like that, and a leopard can't change his spots." You are nonplussed in dealing with a man who spits if you have been brought up not to spit back.

There is a very necessary and hard-and-fast rule that ladies' names should never be mentioned in the Mess, and however junior you may be, should you hear officers transgressing this rule, you should either call their attention to it or yourself get up and go away.

Avoid extravagance, either with your money, in your dress, or in anything else. Remember that the best dressed man is the one who you know is well dressed, but whose clothes are so unnoticeable that you cannot remember what he had on; and you should have no ambition to be known by the shape of your hat or the colour of your tie.

There is no petty vice which disliked among men of arms as meanness. Never be led away by the idea that generosity and extravagance are in any way akin. I have known the man who would put a "monkey" on a race, or lose a couple of "ponies" on a game of poker, and who would try to avoid giving the gamekeeper the tip he had the right to expect, or would under-pay his cabman if nobody were looking. I have also known men wallow in champagne, and refuse a "fiver" to an old friend who had got down in in the world; and I have, on the contrary, known the man who would stint himself the glass of port he liked so much after dinner, in order either to keep a hunter or to be able to tip the waiter. These men killed two birds with one stone, for they achieved their direct purpose, and also by practising restraint strengthened by their characters.

I don't want you to think that I am lecturing you, nor do I expect you will avoid getting into scrapes any more often than I did. The four-year-old which never will of its own seldom turns out a really good hunter, and the puppy which never runs wild seldom becomes a first-class dog; so with the human subject, the young must have their fling, and this in ordinary times must be forgiven as long as a man never does anything that is ungentlemanly.

In the old days a good deal used to be drunk the Mess, and I can recollect big guest nights when chargers were brought into the dining-room and jumped over the tables but those days have; gone for ever, and a good thing too, though their memories are associated with some of the best of fellows who were, however, the best of fellows in spite of, and not by reason of, such escapades. Now it is considered bad form for an officer to exceed in the least, even inside the precincts of the Mess, and there can be no doubt that the less a man drinks the fitter he keeps. Alcohol does a little good sometimes, and a great deal of harm very often. If the whole nation were moderate, no restrictions with regard to consumption would be advisable. As a restorative on rare occasions there is nothing like a pint of champagne, and the tot of rum sometimes given to the men puts new vigour into them; it but if taken as a daily ration, alcohol loses its potency as a pick-me-up. To put it in another way, I consider that, trenches if the good that alcohol does is represented by the figure 5, the harm it does is represented by 95; and this being so, I very much regret that we did not follow the Russian lead when they prohibited the sale of vodka during the war. If I had thought that there were any chances of drink having much attraction for you, I should urge you to become a teetotaller; but as things are I do not do this, though ; I think that the less you drink the better, and you will find that if you are very abstemious in your habits there are sure to be others in your Mess who are equally so, and you will not be looked on with suspicion as would have been the case in the old days.

Always remember that you are joining your Regiment during the greatest crisis which your country has ever found itself, that it is your bounden duty to do in everything in your power to make yourself a fit instrument in her service, and that, in spite of what I said just now about youngsters having their fling, this is a period for work, and for work only.

Your affectionate father,
"X. Y. Z"


Posted by regimentalrogue at 12:01 AM EST
Updated: Wednesday, 26 February 2014 6:26 PM EST
Monday, 6 January 2014

Promotion of Officers (1861)
Topic: Officers

Uniforms of the Canadian Militia (1898)

 

Promotion of Officers (1861)

Head Quarters
Quebec, 17th May, 1861

Militia General Orders
Active Force
No. I.

It will help to understand that the "Canadian Militia" at the time consisted of the "Active Militia" (part-time Militia units that were authorized pay for training) and a second class of units that were not funded for training. The Sedentary Militia also remained in existence, although the creation of units based on the Militia Act of 1855 also began the demise of the Sedentary Militia. The "Permanent Force" (now the Regular Force) was not yet in existence.

His Excellency the Commander-in-Chief, being of opinion that the Officers Commanding Corps of the Volunteer Force should have some progressive promotion in the Militia of the Province for long service and for the efficiency of their Corps, has been pleased to establish the following regulations for this purpose, viz:

1st.     That all Captains Commanding Corps of the Active Force, who have served as such continuously since the year 1856, inclusive, and whose Corps are at present efficient in every respect to the satisfaction of the Inspecting Officer, shall be promoted to the rank of Major in the, Militia.

2nd.     That henceforth, (except in special cases,) the rank of Major shall be granted after five years actual service as Captain of a Corps which is fully uniformed and efficient in every respect to the satisfaction of the Inspecting Officer.

3rd.     That henceforth, (except in special cases,) promotion to the rank of Lieutenant Colonel in the Militia will be granted only to Officers who have served five years consecutively as Majors at the head of one or more Corps who are fully uniformed and efficient in every respect to the satisfaction of the Inspecting Officer,—thus requiring ten years to attain the rank of Lieutenant Colonel from the period of the first appointment as Captain

Staff

4th.     His Excellency has also been pleased to direct that the rank of Major shall be granted to Captains after five years service consecutively as Major of Brigade,"to the satisfaction of the Officer on whose Staff they have served; and,

5th.     That the rank of Lieutenant Colonel shall be granted to Majors holding the following Staff appointments for five years consecutively to the satisfaction of the Officers on whose Staff they have served, viz: Assistant Adjutant General — Assistant Quarter-Master General, and Major of Brigade, thus requiring ten years for Captains to attain the rank of Lieutenant Colonel from the period of their first appointment to the Staff of the Active Force.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EST
Thursday, 5 December 2013

A Few Hints to New Officers
Topic: Officers

A Few Hints to New Officers

Canadian Army Training Memorandum, No 24, March 1943

1.     Know how to wear your uniform and see that you do so at all times.

2.     Don't buy cheap uniforms, especially boots; this would be a great mistake.

3.     Learn this and never forget it:—the first duty of a soldier is to obey orders. In the absence of orders or instructions, do what you think your commanding officer would do if he were present.

4.     Pick out some officer to imitate, but be sure he is a good soldier.

5.     Don't be afraid to express your opinion to your commanding officer, but use good judgment in doing so. Any good commanding officer will respect your opinion and listen to you within reason. BUT-When he gives you his final decision, be sure, you carry it out, regardless of your personal opinion.

6.     From time to time an "Officer's Confidential Report" will be made out on you by your immediate commanding officer. You are not entitled to see it; however if he makes an unfavourable report on you he is required to let you know about it in writing. Here are some of the things on which you are rated:-

  • Initiative
  • Energy and Persistence
  • Reliability
  • Appearance
  • Leadership
  • Speech
  • Sense of Responsibility
  • Writing Facility
  • Stability
  • Knowledge of Arms and Equipment
  • Alertness
  • Tactical Aptitude
  • Organizing Ability
  • Ability as an Instructor

7.     Don't talk too much. Keep your eyes and ears open and your mouth shut!

8.     Don't give excuses. Get the job done if you have to stay up all night.

9.     Take care of your men, fight for them; look to their comfort; demand their respect; be fair and still strict. Don't try to be popular. If you do your job, the popularity will take care of itself.

10.     Be loyal to your superiors. This is most important.

11.     Remember that before you are competent to give orders, you must be able to take them.

12.     A man who honestly tries to do his best seldom makes a very serious mistake.

13.     Study regulations and order. Know more than your men, then teach it to them.

14.     A final word:-Don't talk too much! If you open your mouth too much you will probably put your foot in it!

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EST
Sunday, 1 December 2013

Adjutants
Topic: Officers

Adjutants

Canada in Warpaint, 1917

If fate cherishes an especial grievance against you, you will be made an Adjutant.

One of those bright beautiful mornings, when all the world is young and, generally speaking, festive, the sword of Damocles will descend upon you, and you will be called to the Presence, and told you are to be Adjutant. You will, perhaps, be rather inclined to think yourself a deuce of a fellow on that account. You will acquire a pair of spurs, and expect to be treated with respect. You will, in fact, feel that you are a person of some importance, quite the latest model in good little soldiers. You may—and this is the most cruel irony of all—be complimented on your appointment by your brother officers.

Vanity of vanities, all is vanity, saith the preacher!

As soon as you become the " voice of the C.O.," you lose every friend you ever possessed. You are just about as popular as the proverbial skunk at a garden party. It takes only two days to find this out.

The evening of the second day you decide to have a drink, Orderly Room or no Orderly Room. You make this rash decision, and you tell the Orderly-Room Sergeant—only heaven knows when he sleeps—that you are going out.

"I will be back in half an hour," you say.

Then you go forth to seek for George—George, your pal, your intimate, your bosom friend. You find George in your old Coy. head-quarters, and a pang of self-pity sweeps over you as you cross the threshold and see the other fellows there: George, Henry, John, and the rest.

"Come and have a——" you begin cheerily. Suddenly, in the frosty silence you hear a cool, passionless voice remark,

"Good evening, SIR!"

It is George, the man you loved and trusted, whom you looked on as a friend and brother

"George, come and have a ——" again the words stick in your throat. George answers, in tones from which all amity, peace, and goodwill towards men have vanished:

"Thanks very much, sir" —oh baleful little word— "but I've just started a game of poker."

Dimly light dawns in your reeling brain; you realise the full extent of your disabilities, and you know that all is over. You are the Adjutant--the voice of the C.O. !

Sadly, with the last glimmer of Adjutant pride and pomp cast from out your soul, you return to Orderly Room, drinkless, friendless, and alone.

"The Staff Captain has been ringing you up, sir. He wants to know if the summary of evidence . . ." and so on. In frenzied desperation you seize the telephone. Incidentally you call the Staff Captain away from his dinner. What he says, no self-respecting man—not even an Adjutant—could reveal without laying bare the most lacerated portions of his innermost feelings.

You go to bed, a sadder and a wiser man, wondering if you could go back to the Company, even as the most junior sub., were you to make an impassioned appeal to the C.O.

About 1 A.M. some one comes in and awakens you.

"Message from Brigade, sir."

With an uncontrite heart you read it: "Forward to this office immediately a complete nominal roll of all men of your unit who have served continuously for nine months without leave." That takes two hours, and necessitates the awakening of all unit commanders, as the last Adjutant kept no record. In psychic waves you feel curses raining on you through the stilly night. Having made an application—in writing—to the C.O., to be returned to duty, you go to bed.

At 3.30 A.M. YOU are awakened again. "Movement order from Brigade, sir!"

This time you say nothing. All power of speech is lost. The entire regiment curses you, while by the light of a guttering candle you write a movement order, "operation order number "—what the deuce is the number anyhow. The Colonel is—shall we say— indisposed as to temper, and the companies get half an hour to fall in, ready to march off. One Company loses the way, and does not arrive at the starting-point.

"Did you specify the starting-point quite clearly, Mr. Jones?"

"Yes, sir."

"Where did you say it was?"

"One hundred yards south of the 'N' in CANDIN, sir."

"There are two 'N's in CANDIN, Mr. Jones; two 'N's'! How can you expect a company commander to know which 'N'? Gross carelessness. Gross carelessness. Go and find the Company, please."

"Yessir."

You find the Company only just out of billets, after scouring the miserable country around the wrong 'N' for fifteen minutes, and falling off your horse into one of those infernal ditches.

The battalion moves off half an hour later, and the C.O. has lots to say about it. He also remarks that his late Adjutant was " a good horseman "—a bitter reflection!

There is absolutely no hope for an Adjutant. If he is a good man at the " job " everybody hates him. If he is feeble the C.O. hates him. The Brigade staff hate him on principle. If he kow-tows to them they trample on him with both feet, if he does not they set snares for him, and keep him up all night. He is expected to know everything: K. R. and O. backwards and forwards, divisional drill, and the training of a section. Routine for the cure of housemaid's knee in mules, and the whole compendium of Military Law. He is never off duty, and even his soul is not his own. He is, in fact, The Adjutant. Sometimes people try to be nice to him. They mean well. They will come into the Orderly Room and say: "Oh, Mr. Jones, can you tell me where the 119th Reserve Battery of the 83rd Reserve Stokes Gun Coy. is situated?" Of course, Adjutants know everything.

And when you admit ignorance they look at you with pained surprise, and go to Brigade.

"I asked the Adjutant of the —th Battalion, but he did not seem to know."

Adjutants die young.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EST
Tuesday, 26 November 2013

Training of Officers RCOC
Topic: Officers

Training of Officers
Royal Canadian Ordnance Corps

Canadian Army Training Memorandum, No 16, July 1942

The combatant status of the R.C.O.C. and the experience gained by the Corps in theatres of operation point to the vital necessity of all commanders acquiring self reliance and the ability to act independently. The following are some aspects of training which should be carefully studied so that officers of the Corps will not be found wanting when subjected to the test of actual warfare.

1.     The art of small manoeuvres. Knowing the ground in their vicinity. Whenever they move to a new location under more or less static conditions, they should make every effort to gain for themselves a thorough knowledge of the ground in all directions for a distance of up to 50 miles or more, according to the nature of the country. Pay particular attention to diversions, difficult places, alternative routes, etc.

2.     Steps for local unit defence, A.A. and ground.

3.     Map reading, compass reading.

4.     To move the complete unit by night in any direction by lorry mileage and compass bearing (and not by reliance on sign posts).

5.     A personal knowledge of weapons, Bren, A/T rifle and grenade and their defensive uses.

6.     Be able to act as an Infantry Commander and co-ordinate fire control.

7.     When the situation is tricky and no direct telephone or wireless is available, it is a wise plan to maintain communication by means of D.R. or a truck with the nearest unit on the telephone or wireless, thus enabling the Ordnance unit to be kept aware of pending moves.

8.     Must be able to make a logical and concise appreciation and write logical and concise orders.

9.     Know military and staff terms.

10.     Learn first aid thoroughly, as recovery of vehicles often means recovery of a wounded crew.

11.     Learn vehicle and driving discipline, and when on the move visualize the country both sides of the road so that immediate cover can be taken against aircraft attack. He must also train his men in the art of nipping off the road quickly until this becomes second nature, even in difficult places. On the appearance of enemy aircraft, drivers, unless properly trained, tend to park their vehicles in the road and run for cover with the result that the road becomes blocked by a burning vehicle.

12.     Approximate returns rendered promptly are better than accurate returns rendered after some delay.

13.     Vehicles first, men next, self last.

14.     Interior economy of a unit; as young 0.M.Es. with L.A.Ds. have sometimes to look after their own show and are not "fathered" by the "B" Echelon of the formation.

15.     Act on the maxim "It is better to use initiative and act even if wrong than to do nothing".

16.     Thorough training should be given to commanders of Recovery units in Recovery at Night.

17.     R.C.O.C. officers do not always realize the need for a close liaison between R.S.Ds. and Salvage Organization.

18.     It is desirable that they should make themselves familiar with the Divisional axes, not only with those in use at the moment, but also any alternative axes which may be used in the future. They should be familiar also with the conditions under which switches to the alternative axes would be effected.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EST
Sunday, 24 November 2013

The Essential Qualities of a Junior Officer
Topic: Officers

Infantrymen of Lieutenant D.S. Barrie's platoon of The Highland Light Infantry of Canada relaxing during a rest period, France, 20 June 1944. Location: France. Date: June 20, 1944. Photographer: Ken Bell. Mikan Number: 3205673. From the Library and Archives Canada virtual exhibit "Faces of War."

The Essential Qualities of a Junior Officer

From ATM 47; reprinted in Canadian Army Training Memorandum, No 37, April 1944

(A senior officer commanding overseas considers the following attributes to be vital in the make-up of a company or platoon commander, if he is to lead his command with success in battle.)

1.     Speedy decision based on careful reconnaissance, and the capacity to take aggressive action without waiting to be told and without wasting time.

2.     A knowledge of manoeuvre; how to put in a quick flanking attack when it is required, and how to avoid throwing troops away by pounding straight ahead against well-organized resistance.

3.     A high standard of map reading, including foreign maps.

4.     An accurate knowledge of the use of the compass and of other aids to the maintenance of direction.

5.     Ability to handle his command at night in the approach march, forming up, night attack, silent approach, and bayonet assault.

6.     Capacity to reorganize on an objective.

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EST
Monday, 18 November 2013

Duties of the Adjutant (1915)
Topic: Officers

Duties of the Adjutant (1915)

From: Hints to Young Officers in the Australian Military Forces, R. Stupart, published by Angus & Robertson, Sydney, 1915

"The adjutant is the commanding officer's mouthpiece. Through him is the channel of communication with all the officers and men of the battalion. Under the direction of the commanding officer he issues all orders, makes all reports and returns, keeps all records and rosters, and has charge of all correspondence pertaining to the administration of the battalion His relations with the commanding officer are close and confidential, and he should give his chief his entire, unqualified support. His loyalty should be absolute, and under no circumstances should he ever, by act or word, criticise the action of the commanding officer, no matter how much he may himself personally disapprove of the same.

In neatness and correctness of dress, and in soldierly bearing, he should be faultless, setting an example to the rest of the command. He should cultivate soldierly qualities and amiability and should be just, pleasant arid courteous to everyone, performing his duties with partiality to none and fairness to all.

As the adjutant occupies an office which is regarded in the service as representing accuracy, method and precision, and as he is often required to call the attention of officers to the violation of, and non-compliance with, regulations and orders, he cannot himself be too careful and punctilious.

An efficient adjutant must have a general knowledge of the administrative duties of all the other battalion officers and company commanders, and special knowledge of his own duties. He must be a dose student of the Defence Act, Regulations and Standing Orders, the Drill and Training Manuals. the Manual of Ceremonial, etc., and should read carefully the Military and District Orders as soon as issued.

Under no circumstances should he permit any other officer of the command to be better informed than he is in these subjects. Unless he is well posted on the duties of his office, he cannot command the respect and enjoy the confidence of his fellow officers. By study, application, and observation he should inform himself upon all points of military usage and etiquette, and on proper occasions aid with his advice and experience the subalterns of the command.

He is responsible to his commanding officer for everything connected with organization and discipline. He should form up all the parades of the battalion, inspect guards and piquets before mounting and when dismounting, attend all parades, accompanying the commanding officer in his inspection, supervise the work in the orderly room, make out states and see that the duties are allotted companies in accordance with the roster.

He is answerable for all the orderly room work, books, returns and orders, and has under his special direction the battalion sergeant-major, band-sergeant, orderly-room-sergeant, etc., and provost-sergeant. He should regulate all duty rosters, that of the officers being under his especial care.

He should be responsible for the discipline of the band, buglers, etc., and take charge of all the regimental drills, but at which only officers who arc his juniors in the battalion need fall in. Should it be necessary for an officer senior to the adjutant to fall in at his drills for instruction, another officer senior to all should be present.

The drills of all recruits and young officers should be under his especial direction.

The adjutant should pay particular attention to the instruction of the non-commissioned officers;' he should also inspect them, together with the band and buglers before every commanding officer's parade.

He should enter into the characters and disposition of the non-commissioned officers and men of his battalion, so as to be able to assist them with advice and information, when he perceives defects; and so that he may be qualified to recommend men for advancement when occasion offers.

He should be the first to set an example to officers and men in dress, obedience to orders, punctual attendance at parades, alertness and unceasing attention to all the duties of a soldier.

He should be constantly vigilant and careful that the orders are attended to and obeyed with the most scrupulous exactness. He should be active and persevering, never taking for granted that anything is right, but constantly seeing that it is so, in forming the commanding officer when he finds neglects or irregularities which it is not in his power to correct.

The dress, appearance and carriage of the men, both on and off duty, should be particularly attended to by him.

He should parade and inspect guards and armed parties proceeding on duty, which should then be handed over to the charge of the proper officer.

Although the adjutant should not interfere in the interior arrangements of companies, he should take notice of all deviations from the orders, and any. other irregularities he may observe on the part of the officers, non-commissioned officers or men.

He usually acts as prosecutor at court martials, when he should be prepared, if necessary, to answer to the character of the accused, or any other particulars which may be required, taking care that the accused and witnesses have been previously warned, and that everything is in order so as to prevent unnecessary delay. He need not, however, be present at courts of inquiry and regimental investigations of that nature unless required.

There is no circumstance in which the discipline of the battalion can in any way be concerned which the adjutant should think foreign to his observation, and its general efficiency will best evince his zeal and ability."

The Senior Subaltern


Posted by regimentalrogue at 12:01 AM EST
Wednesday, 13 November 2013

Maxims for the Young Officer
Topic: Officers
Images taken from a set of silk cigarette cards of Canadian Militia uniforms (early 20th century).

Images taken from a set of silk cigarette cards of Canadian Militia uniforms (early 20th century).

Maxims for the Young Officer

From: The Young Officer's Guide to Knowledge, by Senior Major, Fourth Edition, 1915

1.           Never do other people's work unless you are driven to it if you do, you will get an evil reputation for liking it.

2.           Always ask for leave at all times and in all places. In the end, you will acquire a kind of right to it.

3.           Remember that there is a time to work and a time to play. The time to work is when you are being watched.

4.           Abandon every hope of individuality. In the Service it is considered indecent, and verges on insubordination. Most young officers join with a distressing amount of "originality," and it is only on reaching the status of member of the Army Council that an officer can be said to be completely purged of it.

Study the fads of your superiors. If the General is looking on, be assiduously practising his little hobby. It does not matter how foolish it is — in fact the sillier it is the more he will like it, as he fully appreciates the fact that you are making a fool of yourself for his benefit. The same rule applies to the C.O.. Only in a lesser degree. The higher the rank, the more abandoned your antics should become. This is why so much leave is required in the Army, the mental strain on the zealous officer being excessive.

elipsis graphic

There are other points in connection with G.O.C.'s inspection which it is well not to overlook, such as the following:—

(a)     Never be at a loss for an answer. In nine cases out of ten the accuracy of your statements will not be questioned.

(b)     Do not volunteer information. You assume an awful responsibility if you presume to know too much, and it turns out to be incorrect.

(c)     If the G.O.C. is fond of asking the men questions, put all the Company idiots on fatigue.

(d)     Always bear in mind Maxim No. 4 [Study the fads of your superiors]. Whatever the General's fad is, study it well. It may be boots, it may be barrack-room shelves, it may be potato-peeling, or it may be an unsavoury delight in examining bare feet. The General may be a Toothy Brush Maniac or a Refuse Heap Wizard. In any case, always anticipate him.

Researching Canadian Soldiers of the First World War


Posted by regimentalrogue at 12:01 AM EST

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