INTRODUCTORY REMARKS.
The authorised handbooks of training rightly confine themselves to broad principles, and do not attempt to give detailed examples of their application, the idea being that officers should study these regulations and apply the principles by the light of local conditions and their own experience. Infantry Training and the Field Service Regulations are, however, very pregnant little books, containing, as they do, a summary of the whole of Modern Tactics, as far as they concern infantry and the combined action of all arms. Time and thought are necessary, if the principles contained in them are to be translated into such intelligent action that the men trained on the lines laid down may be capable of doing their duty in real warfare, without first undergoing a bitter and costly schooling of useless casualties or, perhaps, even of defeat. But if an officer is called on to achieve this result, being himself without much previous experience in training, he will find himself faced with a task of great difficulty, and, with the best intentions, he may waste precious time, as well as his own and his men’s patience and energy, in doing parades and exercises, which are either not indispensable, or of minor importance for the main object. As an extreme example, it would be better, in a hastily raised corps, to combine the disciplinary training of obedience to the word of command, with instruction in the use of their arms, by practice in smart work in aiming and firing, than merely to study precision in “sloping” and “presenting arms,” which look well, but do not immediately affect fighting efficiency.
For these reasons, it has occurred to me that I might do some of my brother officers in esse or in posse a service by setting out certain elementary exercises in training infantry soldiers, which I have found of value in bringing them up to a standard of battle training sufficiently high to need only battalion training and a baptism of fire to turn them into steady and reliable troops. It is not contended that these few examples are anything but concrete instances of the application of the principles of the Training Manuals. They are intended, as has been stated, merely for those who are short of time and experience, and, therefore, references to the manuals are given when the exercise illustrates some particular section of those works, and it is recommended that officers who intend to use these examples should look up and read the sections referred to before going on to the parade.
Though this book is not meant for officers commanding battalions, I have one word to say to them, and it is this, that if they wish to have an efficient battalion they must let the company officers have proper opportunities of training their companies, apart from the time of company training, when the whole company is struck off duty. If there are six parades a week, let three or four of them be company parades, ordered and carried out by the company commanders; the balance will be quite enough to secure combination between the companies in battalion. On company parades, the battalion commander should supervise, but never interfere, unless things are being manifestly mismanaged. (See T. & M.R., 2 (2 and 3)). The days of the one man battalion are gone for ever. The company is the thing that matters; a good battalion can only be composed of well-trained companies. It is the work of the battalion commander to propound the general lines of training and to use the companies to the best advantage in combination, but the training of the individual soldier must be in the hands of the man who is to lead him in war.