Observations of a [1946] Battery Commander - Reprint

This article is reprinted from the July 1946 The Field Artillery Journal, Vol. 36, No. 7, Pages 403-5. The note from the 1946 Editor, Colonel Devere Armstrong, introducing the article follows: Nothing is quite so sobering or satisfying as the responsibility and privilege of commanding a battery of American soldiers. This young commander has learned quickly and well the immutable principles of leadership. Artillery-men, old and young, will benefit by reading his observations.

I commanded a light artillery battery in an Infantry Division, which entered combat on the Western Front [Holland] on the 4th of November 1944. [Captain Norris commanded C Battery, 379th Field Artillery Battalion, 102nd Division, in combat, starting in November 1944 until Victory in Europe Day when his battery was on the Elbe River.] I joined this battery shortly after its activation and served as Assistant Executive, Executive, and Battery Commander. I had the opportunity of guiding the training of my organization and of watching the results of that training in combat. I now feel that I am prepared to make some observations, the veracity of which my experience has emphasized repeatedly. I shall discuss them under the headings of leadership, training, morale, discipline, standards, tactics--factors that determine success or failure in battle.

Leadership. Leadership in the American Army--especially at the level of the battery commander--is based on example. Leadership based on example is the only means to guarantee respect, without which leadership does not exist. Setting an example involves two things: first, the mental and physical ability to lead others; and secondly, the character and conscientious attention to duty which demands that the leader himself adhere strictly to the orders he issues.

The American soldier is intelligent. You cannot fool him. He demands two things of his officers: first, that they know their business and second, that they exact obedience to orders. This is the proper approach to genuine goodwill and loyalty. To seek popularity outright by relaxing orders for fear of offending is one of the worst mistakes an officer can make. Men quickly sense this weakness.

Leadership is a fair and square policy. Treat all men alike; do not relax orders or favor any individual or any group. To practice favoritism is to put command on a personal basis. To do that is to lose the respect of all.

Leadership is diplomacy. One must learn to give orders in a manner that does not offend but inspires, does not accentuate the element of rank but elicits cooperation. The American soldier is a citizen of a free country who is giving the better years of his life to a duty demanded by his country. He wishes to sacrifice no more of his individuality and civil rights than are necessary. To be unnecessarily harsh and crude in giving orders is detrimental to the best interests of the purpose intended. This does not mean that a forceful manner is not required at times.

Leadership is personal interest in your men. Show them you are concerned [about] each one individually. It tends to relieve the feeling that is apt to grow among enlisted men that they are merely a group of underprivileged whom the officers enjoy ordering around.

Leadership is psychology. A commander must quickly sense the feelings of his men and readily grasp the remedy. He must pick up on misunderstandings of orders [and] dissatisfaction with policies. He must single out the men who are discontented and work on them. Such men must be handled intelligently.

Leadership is orientation. Much of the unpleasantness of a distasteful order vanishes if the man understands the reason behind the order. Take pains to have your men understand your policies [and] prepare them in advance for orders you anticipate. Get them in the receptive frame of mind. Thorough understanding through orientation produces gratifying results.

Leadership is versatility. You must be the driving force when there is unpleasant work to be done, the "heel" that enforces the standards of discipline in garrison, the inspiration in battle [and] the priest to tend your men in sorrow. Each of these requires that you develop a wide understanding of life and the psychology that governs the soldier's thought and emotion.

Leadership is enthusiasm, energy, [and] initiative. A commander must have these qualities to inspire those beneath him.

Leadership is good judgment. Daily there are decisions to be made that require good sound judgment. On the battlefield, a commander is frequently called upon to make up his mind quickly, but equally there are decisions involving policies and principles that demand more thought. An error in picking your leaders weakens your organization and calls for future unpleasantness.

Lastly, leadership is the ability to "get along" with your associates. Many officers have forced the Army to deny them the best use of their abilities because of their lack of effort to work with other members of a team. Teamwork, cooperation, and coordination are essential to success in combat.

Training. It is my firm belief that the standard of success of a unit against the enemy is a direct function of the quality of training in the zone of the interior. True, it is frequently necessary to eliminate dead wood, to relieve officers and noncommissioned officers who lack the mental alertness, the physical stamina, moral courage, [and] the aggressiveness that leads to success in battle. But among the men you have trained will spring the vigorous, fresh leadership, which has been awaiting its chance. In many ways the commander's greatest test comes in the training period In spite of all, men will not understand the full reason behind orders given. Obviously, it is not the popular thing to correct a man for not wearing his steel helmet when there are no shells about. But the firmer and more determined a commander carries out his training mission, the more he contributes to later combat success, particularly in the saving of lives. This does not mean that time should be spent unnecessarily, but it does m ean that the time taken should be utilized in intensive work.

The commander must have the guts to do the right thing in the face of much opposition from those who are either shortsighted or less interested in their duty than he. Commanders who pushed training intelligently and relentlessly are deserving of greater credit than many who received credit for outstanding service to our country.

Morale. Morale is a factor which is created by circumstance. Morale is highest when there is much activity. Morale in our unit was highest in combat on the swift advances from the Roer to the Rhine [Rivers]. The men were occupied; each felt that he was contributing directly to the final victory. But during periods of inactivity, the soldier begins to think too much about his grievances and is inclined to become involved, hence require disciplinary action.

The first lesson toward maintaining high morale is the provision for keeping the men occupied. This may be done by various means, but must be done. [One means is to] provide as much recreational activity and variety as possible. The second is to provide the men with all conveniences that the situation will allow. In combat, this meant hot meals, lighting facilities, rest passes and wholehearted cooperation by the officers in an effort to think of ways to make life more livable.

A point of morale arises when a unit breaks away from combat and is placed into rest areas. A commander gradually must break his men once again into the idea of garrison life and the high standards that go with it. The American soldier naturally dislikes many things that go with garrison living, such as frequent inspections, police, [and] close order drill. But each commander knows that those things are necessary in order to maintain the discipline, health and general welfare of his unit. It is a challenge to a commander to use his tact, ingenuity, leadership, orientation and diplomacy to get these things rolling with the minimum harassing of his men and sacrifice to their morale.

Discipline. A matter of first importance to a commander, discipline must be kept high at all times. A commander must always be on the alert to detect laxity in discipline. When the discipline becomes lax the unit is on the road down.

Discipline may be defined and is defined quite differently by different individuals. I have heard battery commanders say, "We don't salute, yet we have the best discipline in the division." I also have heard enlisted men call officers by their first names, as a general policy, when in combat. Common danger certainly draws men closer together, but I do not believe this is the correct approach to good discipline.

True, some officers do not need the Army Regulations and Courts Martial Manual to establish their authority. This is ideal, but even under these conditions, a commander makes a mistake to invite familiarity. It may work with one officer, but it does not work with all. Invariably some men will abuse the privilege; there is meaning in the adage "familiarity breeds contempt." A commander who has the spontaneous respect of all his men can easily insist and obtain the essentials of military courtesy, which always mark the disciplined unit.

In combat, then, discipline can be maintained by military courtesy applied practically and sensibly, but applied, and sanitary living. Insist constantly on personal cleanliness, clean clothes, sanitary quarters, haircuts, well-kept material, neatness and orderliness everywhere to the very limit the situation will permit.

Like training in general, if discipline is well-established in the zone of the interior, it will present no problem in combat. I seldom found it necessary to raise my voice overseas and used my battery punishment book only once.

The theory behind good discipline is to catch the little things. Never let them slip past you. If you do, you will soon have serious violations of orders on your hands, requiring unpleasant action that breeds bitterness and constitutes a detriment not only to the individual's record, but also to your organization.

Psychologically, a commander must know when to cease corrections to avoid harassing. He always must commend good work, be pleasant and show interest in the men, but never let the discipline slip. Keep those hats on straight, clothes buttoned. It keeps the men in the habit of obeying orders and the officers in the habit of performing their duty. Make corrections right now, when you observe the need. Strangely, perhaps, and most certainly, good discipline causes free men in uniform to fight willingly with spirit, determination, initiative and success.

Standard. This is the factor that separates the superior officer from the average and the successful unit from the mediocre. The higher the standard, the more successful the unit. And it is the commanding officer who sets that standard and maintains it. A unit is the measure of the man who commands it.

The unit commander must have the proper conception of a high standard in order to pass it on to his officers and men. It is of first importance, of course, that the officers--the leaders--be instilled with a high standard. Effort is made to accomplish this very important purpose at Officer Training Schools, hut there is not sufficient time there to inculcate ideals in addition to putting across the technical military knowledge that must be acquired in a limited time. Therefore, this responsibility of training junior officers devolves upon the commanding officer. Nothing is finer than for a young officer to have the right type of commander.

Units with high standards are easy to spot. It is generally true, moreover, that a unit whose standards are high along one particular line are universally high. And the level of success attained in combat reflects, almost universally, the standard attained in the training in the zone of interior.

Demand the highest standards in police, appearance, discipline, sanitation and training. Have a better outfit in every way than the next one down the line. To have a winning team is to have pride, high morale and spirit. In war we must win; we cannot tie or lose. And it is high standards, more than anything else, which results in the pride, the spirit and the determination that bring victory on the battlefield.

Tactics and Miscellaneous. The battery commander is seldom concerned with tactics. But here are some ideas that I have found worthwhile.

Be aggressive. This factor is vital to success. The commander must be aggressive himself, and he must instill this spirit into each and every man and officer.

Plan ahead. Never go into any undertaking poorly prepared. As far as possible, detailed reconnaissance and plans should be made to ensure the coordination of all elements of one's command. Above all, do not take anything for granted. I repeat: do not take anything for granted. There is no substitute for personal checking. Ask questions. Find out for yourself if your men know what their business is and that orders are being carried out. Do not go about a job so hastily that it cannot be well planned and coordinated. Incidentally, planning ahead does not stifle initiative; it stimulates it.

Avoid hasty decisions. That is the quickest way to lose confidence and many lives. Always think out your decisions carefully. Careful thought prevents frequent changes in orders, which are demoralizing and inspire a lack of confidence in the commander. Further, be cautious when the situation allows. This will help to build up the confidence of your men for aggressive action when caution--as it must be sometimes--is cast aside.

Pick the right men. You will get the job done better and save lives. Do not send four men up with a forward observer if three will do.

Select positions carefully. It means the safety of your men as well as the accomplishment of the mission.

Command your battery. Don't let anybody run your battery for you or make decision for you that you are in a position to make yourself. I firmly believe that in one instance I would have lost fully one-fourth of my battery had I allowed others to change my decisions.

The battery commander--the company commander--is the man to whom so much is owed. It is he who is charged with the execution of orders. He is the man who supplies the driving force to victory.

Captain John J. Norris qraduated from West Point in January, 1943. After finishing a battery officer's course at the Field Artillery School, he was assigned to Battery "C," 379th FA Battalion, where he served as motor officer and battery executive officer before becoming battery commander in February, 1944. His battery entered combat in Holland with the 102nd Infantry Division on 4 November 1944, and was on the Elbe River on VE Day. He was awarded the Bronze Star Medal for meritorious service during the period he was in combat. Recorded originally merely as a matter of personal interest in preserving impressions while still fresh in his mind, Captain Norris' observations reflect throughout a strong and justifiable pride in his unit and in soldiering, the keys, as he so rightfully observes, to morale and discipline. Captain Norris is serving presently [July 1946] as S2 of the 1st Infantry Division Artillery in Germany.

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