CHAPTER XI

OFFICERS' RESERVE CORPS

To make it possible to fill the gaps made in the Regular Army, by the heavy loss of commissioned officers which is inevitable in time of war and to make it possible to train large volunteer armies which are called into existence when war is imminent or actually upon the country, the Government has provided for an Officers' Reserve Corps.

It is, indeed, a patriotic and far-sighted act on the part of a citizen to become a reserve officer, for, by so doing, he will increase his measure of usefulness for the time when his country will need him most and when he will, if he is a real, virile man, desire to be of the utmost service to his country.

The President alone is authorized to appoint officers in the Reserve Corps. Each officer must be physically, mentally, and morally qualified to hold his commission. The highest rank in the reserve corps will be that of major.

Age limits for appointment in the line of the Reserve Corps:

2nd Lieutenants must be under 32 years of age.

1st Lieutenants must be under 36 years of age.

Captains must be under 40 years of age.

Majors must be under 45 years of age.

Any citizen who thinks that he has the necessary qualifications and desires to become a reserve officer should apply to the Commanding General of the Department wherein he resides for an application blank and all information pertaining thereto.

You must undergo a course of training in camp. We advise you in the strongest terms to go to camp as soon as possible. There are no short cuts in the military business. The most efficient instruction under the most ideal conditions with the most competent officers, will be found only in camp.

GENERAL INFORMATION CONCERNING THE OFFICERS' RESERVE CORPS

An officer in the Reserve Corps cannot, without his consent, be called into service in a lower grade than that held by him in the Reserve Corps.

When a Reserve Officer reaches the age limit fixed for appointment or reappointment in the grade in which commissioned, he will be honorably discharged from the service of the United States and he will be entitled to retain his official title, and, on occasions of ceremony, to wear the uniform of the highest grade he held in the Reserve Corps. The preceding provisions as to ages of officers do not apply to the appointment or reappointment of officers of the Quartermaster, Engineer, Ordnance, Signal, Judge Advocate, and Medical Sections of the Reserve Corps.

A commission in the Reserve Corps will cover a period of five years, except as provided in the preceding paragraph, unless sooner terminated in the discretion of the President. An officer may be recommissioned, either in the same or a higher grade for successive periods of five years, subject to examination and age limits.

To become eligible for appointment as an officer of the Officers' Reserve Corps a man must be not less than twenty-one years of age and must be a citizen of the United States.

THE OFFICERS' RESERVE CORPS IN WAR

In time of actual or threatened hostilities the President can order officers of the Reserve Corps to temporary duty with the Regular Army, or as officers at recruiting rendezvous and depots, or on such duty as he may prescribe. An officer thus called into service receives the same pay and allowances as an officer of the same rank in the Regular Army. When thus called out Reserve Officers may be promoted in rank to vacancies in volunteer organizations. Retired officers of the Officers' Reserve Corps are not entitled to retired pay but are entitled to pensions for disability incurred in line of duty and while in active service. When called out for active service an officer in the Reserve Corps will be required to obey the laws and regulations for the government of the Army of the United States in so far as they are applicable to officers whose permanent retention in the military service is not contemplated.

THE OFFICERS' RESERVE CORPS IN PEACE

During peace the Secretary of War can order any Reserve Officer to duty for instruction for a period not to exceed fifteen days in any one calendar year. While so serving, an officer will receive the pay and allowance of his grade in the Regular Army. This period of service may be extended with the consent of the Reserve Officer. By thus extending such periods of instruction a Reserve Officer may, at the conclusion thereof, be examined for promotion to the next higher grade.

EXAMINATIONS

Each applicant for a commission in the Reserve Corps will be given a rigid physical examination. Make certain that you can pass such an examination. Go to your family physician and get him to examine you.

The examinations for Reserve Corps commissions are for the purpose of ascertaining the practical ability of the applicant. The record of all the service and training the applicant has had at training camps is considered as part of the examination.

Those desiring to enter the Officers' Reserve Corps may elect any of the following sections:

  1. Infantry Officers' Reserve Corps.
  2. Cavalry Officers' Reserve Corps.
  3. Field Artillery Officers' Reserve Corps.
  4. Coast Artillery Officers' Reserve Corps.
  5. Medical (to include the reserve officers of the Medical Corps, Dental Corps, and Veterinary Corps) Officers' Reserve Corps.
  6. Adjutant General's Officers' Reserve Corps.
  7. Judge Advocate General's Officers' Reserve Corps.
  8. Inspector General's Officers' Reserve Corps.
  9. Quartermaster Officers' Reserve Corps.
  10. Engineer Officers' Reserve Corps.
  11. Ordnance Officers' Reserve Corps.
  12. Signal Officers' Reserve Corps.

REPORTS TO BE MADE

Officers in the Officers' Reserve Corps are required to report at once to the Adjutant General of the Department in which they live or to the heads of the Staff Corps or Departments to which they may belong of any permanent change of address. If a change of address to any other department is involved the adjutant of each department should be notified.

THE RESERVE OFFICERS' TRAINING CORPS

The President is authorized to establish and maintain in civil educational institutions a Reserve Officers' Training Corps which shall consist of senior and junior divisions.

SENIOR DIVISION

A senior division of the Reserve Officers' Training Corps may be established at any university and college requiring of its students four years of collegiate study for a degree, and at essentially military schools which, as a result of annual inspection of such institutions by the War Department, are especially designated as qualified to establish a unit of the senior division. Authorities of the former (universities and colleges not essentially military) must establish and maintain a two years' elective or compulsory course of military training, as a minimum, for its physically fit male students. This course, when entered upon, must in the case of such students be a prerequisite for graduation.

When any member of this senior division has completed two academic years of service in that division; has been selected by the president of the institution and by its professor of military science and tactics (who must be an army officer); has made a written agreement to continue in the Reserve Officers' Training Corps for the remainder of his course in the institution, devoting five hours per week to the military training prescribed by the Secretary of War; has also made a written agreement to pursue the courses in training camps (one camp of not more than six weeks' duration each year) prescribed by the Secretary of War)--when he has fulfilled all these conditions, he may be given, at the expense of the United States, a money commutation of subsistence at a rate not exceeding the cost of the garrison (army) ration during the remainder of his service in the Reserve Officers' Training Corps. This will amount to about thirty cents a day. This provision applies only to the senior division.

JUNIOR DIVISION

A junior division of the Reserve Officers' Training Corps may be established at any institution to which an army officer has been detailed as the professor of military science and tactics, and which cannot meet the necessary requirements for the senior division. In this case the Government does not give a commutation of subsistence and the students are not asked to obligate themselves as in the senior division.

TO ENTER THE RESERVE OFFICERS' CORPS

The President is authorized, under such regulations as he may prescribe, to appoint in the Officers' Reserve Corps any graduate of the senior division of the Reserve Officers' Training Corps, who shall have satisfactorily completed the two-year course of training (five hours a week), incident to receiving a commutation of rations; also any graduate of the junior division who shall have satisfactorily completed the courses of military training prescribed for students of the senior divisions, referred to in the first part of this paragraph, and shall have participated in such practical instruction, subsequent to graduation, as the Secretary of War shall have prescribed. They must be twenty-one years of age and must make written agreement under oath to serve the United States for ten years.

Any physically fit male citizen of the United States, between the ages of twenty-one and twenty-seven years, who graduated prior to June 22, 1916, from any educational institution at which an officer of the Army was detailed as professor of military science and tactics, and who, while a student at such institution, completed courses of military training substantially equivalent to those prescribed for the senior division of the Reserve Officers' Training Corps, may, after satisfactorily completing such additional practical military training as the Secretary of War shall prescribe, be eligible for appointment to the Officers' Reserve Corps.

The President can appoint and commission, as a temporary second lieutenant of the Regular Army in time of peace, for the purpose of instruction and for a period not to exceed six months, any Reserve Officer who was appointed in the manner described in the two preceding paragraphs. A temporary second lieutenant will receive the allowance authorized by law for that grade and pay at the rate of $100 a month. He will be attached to a unit of the Regular Army for duty and training. At the end of the six months he will revert to the status of a Reserve Officer.

DEPARTMENT COMMANDER'S REPORT

At the end of each calendar year department commanders and chiefs of staff corps and departments compile lists of members of the Officers' Reserve Corps under their command, showing:

  1. Name, rank, age, and address.
  2. Amount of instruction received.
  3. Progress made.
  4. Efficiency of officer.
  5. Recommendation.

A copy of these lists will be forwarded to the Adjutant General of the Army.

The remainder of this chapter boils down to an irreducible minimum some of the most important subjects with which a Reserve Officer or an applicant for a commission in the Officers' Reserve Corps should be familiar. It emphasizes those things with which a reserve officer should at once become familiar.[A] It merely opens up a broad field of study for a reserve officer and at the same time can be used as a place of reference.

THE LAND FORCES OF THE UNITED STATES

You now are, or expect to become, a member of the land forces of the United States. Of what do the land forces of the United States consist? They consist of the Regular Army, the Volunteer Army, the Officers' Reserve Corps, the Enlisted Reserve Corps, the National Army, the National Guard in the service of the United States and such other land forces as Congress may authorize.

The land forces are grouped under two general heads:

  1. The Mobile Army.
  2. The Coast Artillery.

"The Mobile Army. The mobile army is primarily organized for offensive operations against an enemy, and on this account requires the maximum degree of mobility." (Field Service Regulations.) It consists of:

"The Coast Artillery. The coast artillery is charged with the care and use of the fixed and movable elements of the land and coast fortifications." (Field Service Regulations.)

The President of the United States is the Commander-in-Chief of the Army. He exercises his command through the Secretary of War. The Chief of Staff acts as military adviser to the Secretary of War. He puts into effect the Administration's wishes.

For the purpose of equipping, inspecting, directing, and administering to the Army, there are the following corps and departments:

  1. General Staff Corps.
  2. Adjutant General's Department.
  3. Inspector General's Department.
  4. Judge Advocate General's Department.
  5. Quartermaster Corps.
  6. Medical Department.
  7. Ordnance Department.
  8. Bureau of Insular Affairs.
  9. Signal Corps.
  10. Engineer Corps.

The following are the grades of rank and commands of officers and noncommissioned officers:

(1) General Commands: Armies.
(2) Lieutenant-General Commands: Field Army.
(3) Major-General Commands: Division.
(4) Brigadier-General Commands: Brigade.
(5) Colonel Commands: Regiment.
(6) Lieutenant-Colonel Second in command in a Regiment.
(7) Major Commands: Battalion.
(8) Captain Commands: Company.
(9) First Lieutenant Commands: Platoon.
(10) Second Lieutenant Commands: Platoon.
(11) Veterinarian He has no command.
(12) Cadet at United States Military Academy He has no command.
(13) Sergeant-Major (Regimental) He has no command.
(14) Ordnance Sergeant He has no command.
(15) Quartermaster Sergeant He has no command.
(16) Sergeant-Major (Battalion) He has no command.
(17) First Sergeant Commands: Platoon.
(18) Sergeant Commands: Sometimes a Platoon.
(19) Corporal Commands: Squad.

ARTICLES OF WAR

The Army is governed by the Articles of War, which can be found in the Army Regulations. Any laws, orders, et cetera, pertaining to the Army must not violate directly or indirectly any of the Articles of War. It is therefore desirable that each Reserve Officer know where to find them and become, in a general way, familiar with them.

GENERAL ADVICE

To become a first-class drillmaster is desirable and necessary. But, being one, you are not to be intrusted with the command of troops in the field unless you have gone much farther than that. To become an excellent drillmaster means simply that you have mastered a detail. In order to become one you should bear this in mind: You cannot teach a man how to do a thing unless you know that thing yourself. If you don't know your drill, don't try to "bluff" your men. Burn the midnight oil, or remain a private.

MILITARY CORRESPONDENCE

An official letter should refer to one subject only.

In writing to the War Department address your letter to "The Adjutant General of the Army, Washington, D. C."

The United States (including colonies) is divided into the following departments:

  1. The Northeastern Department, with Headquarters at Boston, Massachusetts.
  2. The Eastern Department, with headquarters at Governors Island, New York.
  3. The Southeastern Department, with Headquarters at Charleston, South Carolina.
  4. The Central Department, with Headquarters at Chicago, Illinois.
  5. The Southern Department, with Headquarters at Fort Sam Houston, Texas.
  6. The Western Department, with Headquarters at San Francisco, California.
  7. The Philippine Department, with Headquarters at Manila. P. I.
  8. The Hawaiian Department, with Headquarters at Honolulu, Hawaii.

You will be in one of these departments. Address your communication to "The Commanding General" at his department headquarters.

Answer all official communications promptly. This is important. Letters must be written, folded, signed as prescribed by the War Department. Models illustrating the system are furnished by the Adjutant General's office, Washington, D. C. "Ind." is the abbreviation for indorsement.

(Correspondence Model)

COMPANY B, 40th INFANTRY, Fort William H. Seward, Alaska, July 19, 1916.

From: The Commanding Officer, Co. B, 40th Inf.

To: The Adjutant General of the Army (Through military channels.)

Subject: Philippine campaign badge, Corporal John Doe. */

Inclosed are lists in duplicate of the enlisted men of Company B, 40th infantry, entitled to the Philippine campaign badge.

John A. Brown,
Capt., 40th Inf.

1st Ind.

Hq. Ft. William H. Seward, Alaska, July 19th, 1916.--
To the Comdg. Gen., Western Department, San Francisco, California.

A. F. R.,
Brig.-Gen., Comdg.

2d Ind.

(Incl. is the abbreviation for inclosure.)

(Stamp) Rec'd Western Department, July 30, 1916.

(Note. This correspondence is not complete but it illustrates how to write a military letter and indorsement.)

USE OF THE COMBINED ARMS

Every efficient officer must realize the possibilities and limitations of his own arm of the service as well as the possibilities and limitations of the other arms. Each arm of the service is necessary and important. A proper understanding of the use of the combined arms is as essential to success in battle as coöperation between the different members of a football team is to its success. Don't "knock" any arm but the one you are in, and don't knock that unless you are willing to admit you are not man enough to improve it.

INFANTRY

"The infantry is the principal and most important arm, which is charged with the main work on the field of battle and it usually decides the final issue of the combat." (Field Service Regulations.) The rôle (duty or job) of the infantry, whether offensive or defensive, is the rôle of the entire force. If it fails, all fail. When properly supported by artillery, trained infantrymen armed with rifles, bayonets, and the will to put the enemy out of action, will settle all issues.

ARTILLERY

The chief duty of the artillery is to support the infantry. It does this in three ways: 1st, By firing at the hostile infantry. 2d, By putting out of action the hostile artillery so that it cannot fire at the infantry. 3d, By demolishing the obstacles in front of the enemy's works. It smothers the enemy with a curtain of fire, so that the infantry can move forward without ruinous losses. Coöperation with the infantry is essential. If the infantry is defeated the artillery covers its withdrawal; if the infantry is successful the artillery moves forward and assists in reaping the full reward of victory by firing on the fleeing enemy. The present European War has greatly increased the prestige and importance of this arm of the service. The amount of artillery on the Western front and the amount of ammunition consumed daily is appalling.

CAVALRY

This very important arm is the eye with which the general sees for many miles to the front and flank. In an advance it pushes ahead, combs the country for the enemy, disperses his cavalry, and thus protects the infantry in the rear. It locates the enemy, and occupies his attention until the infantry comes up. It protects the flanks and rear of the infantry and artillery during the fight. If needed, it joins in the fight. If the infantry is defeated it covers the withdrawal, and if the infantry wins it pursues and pounces upon the enemy.

MACHINE GUNS

Before the present European War, machine guns were classified as emergency weapons. It was not believed that they could remain long in action, because they would soon be silenced by hostile fire (artillery and infantry). It was recommended, therefore, that a favorable opportunity be awaited before opening fire which was to be delivered with their utmost effectiveness. They were believed to possess very limited possibilities in an attacking line, hut as being most valuable in defensive works where protection and concealment could be found.

During this war they have lost, as a defensive weapon, no prestige. They have also proved of great value to the attacking side. They are being made light and portable to accompany the firing line in an attack. The supply of ammunition alone limits the number that can be used.

Each side in the present war has used them by the thousands with effectiveness. Machine guns are more worthy of consideration to-day than heretofore.

BOMBS AND HAND GRENADES

The present European War has revived the use of hand grenades and bombs. A certain number of soldiers in each British and French battalion are trained as grenade throwers. Their principal weapon is a bucket or bag of grenades or bombs. They operate not only from trenches but accompany the firing line in an attack and dispose of sheltered or isolated group of the enemy by smothering their position with a shower of hand grenades or bombs.

These weapons are in the first stages of development in this country. They offer to the service practically a virgin field of opportunities. Some Reserve Officers might make a specialty of this subject and assist in its development.

NIGHT OPERATIONS

"By employing night operations troops make use of the cover of darkness to minimize losses from hostile fire, to escape observation, to gain time." (Infantry Drill Regulations.) They are dangerous because control is difficult and confusion is frequently unavoidable. Only trained troops should be used, and the formation must be simple. Don't attempt anything complicated.

Observe the following suggestions. For an attack or offensive movement:

(1) Study by daylight and after dark, if possible, the ground you are to cross.

(2) Make careful preparations with secrecy.

(3) Avoid fire action. Pieces should not be loaded. Rely on the bayonet.

(4) Give each unit a definite objective and direction. Avoid collision.

(5) Have each man wear a distinctive badge. (For instance, a white band on one arm.)

If on the defensive and you expect a night attack, place obstacles in front of your position, heavily patrol your front, fix bayonets, move up your supports, open fire as soon as results may be expected, and illuminate the foreground.

OBSTACLES

The main object in placing obstacles in front of a defensive position is to delay the enemy while he is under the defenders' fire, and thus make his advance as difficult as possible. To accomplish this result they must be so placed that the enemy must cross them. They must not interfere with the defenders' view or fire; they must not be easily destroyed by artillery fire; they must not afford concealment to the enemy; and they must be so made that they will not obstruct a counter attack on the part of the defenders. The present war has demonstrated that the barb wire entanglement fulfils more of these requirements than any other form of obstacle.--See Engineer Department's "Manual on Field Fortifications" on how to construct obstacles.

MEETING ENGAGEMENTS

When two hostile forces suddenly meet we have what is termed a "meeting engagement." Very little or no reconnaissance is possible. There is an absence of trenches. Both sides deploy rapidly. The smaller the force the more frequently will it fight a meeting engagement. Therefore, it is of the utmost importance to junior officers. A great advantage will accrue to the side which can deploy the faster. The leader who has intuition, initiative, who can make a quick decision and is willing to take a long chance, will have a great advantage.

WITHDRAWAL FROM ACTION

"The withdrawal of a defeated force can generally be effected only at a heavy cost." (Infantry Drill Regulations.) When a withdrawal is necessary, make every possible effort to place distance and a rear guard between you and the enemy. Have one part of your line withdraw under protection of the fire of the other part and so on. Reorganize your command as soon as possible.

INTRENCHMENTS

"Ordinarily infantry intrenches itself whenever it is compelled to halt for a considerable time in the presence of the enemy." (Infantry Drill Regulations.) Trenches are constructed with a view of giving cover which will diminish losses, but they must not be so built or placed as to interfere with the free use of the rifle. A good field of fire is the first consideration. The construction of a trench is simple, but the location of it is difficult. If possible, trenches are laid out in company lengths.

Intrenchments usually take the following form:

(1) Hasty Cover. Constructed by troops with the tools they carry on their person. It is a shallow trench with a parapet at least three feet thick and one foot high. It furnishes cover against rifle fire, but scarcely any against shrapnel.

(2) Fire Trench. It should be deep and narrow with the parapet flat and concealed. While in it, the troops fire at the enemy; hence the name fire trench.

Usual forms of fire trenches are as shown in the following illustration:

(3) Support Trenches. The supports sleep and live in these trenches; hence they are covered. The cover (roof) must be thick enough to afford protection from high angle artillery fire. It is placed as near the fire trench as possible.

(4) Approach Trenches. These connect fire trenches with the support trenches and the support trenches with any trenches in rear where natural covered communication is impracticable.

A SECTION OF A FORWARD ENTRENCHED ZONE

OTHERS ARE IN REAR" />
A SECTION OF A FORWARD ENTRENCHED ZONE

OTHERS ARE IN REAR

They are zig-zagged to escape being enfiladed. (That is, to prevent one explosion from doing too much damage in a single trench.) During an engagement, troops by using these trenches can go safely to the help of the troops in the fire trenches. They are usually deep and narrow.

(5) Intermediate Trenches. They are constructed in rear of the support trenches when the ground renders it possible to offer a stubborn resistance between the support and the reserve trenches. They are constructed like fire trenches.

(6) Reserve Trenches. Constructed like the fire trenches and occupied by the local reserves who live in deep dug-outs. The intermediate and reserve trenches are often merged into the support trenches. All are protected by barbwire entanglements. No set plan of trenches can be used. The topographical features of the ground must govern.

MILITARY MAPS

Definition. "A military map is a drawing made to represent some section of the country, showing the features that are of military importance, such as roads, bridges, streams, houses, and hills. The map must be so drawn that you can tell the distance between any two points, the heights of the hills, and the relative positions of everything shown." (Field Service Regulations.)

In the field the military maps are supplemented by sketches, or field maps, prepared from day to day. For facility in reading, military maps are made according to a uniform system of scales and contour intervals as follows:

Road Sketches. Three inches on the map is equal to 1 mile on the ground, contour intervals of 20 feet.

Position and Outpost Sketches. Six inches on the map arc equal to 1 mile on the ground, contour intervals of 10 feet.

Manœuver or War Game Maps. Twelve inches on the map are equal to 1 mile on the ground, contour intervals of 5 feet.

Large Strategical maps for Extended Manœuvers. One inch on the map is equal to 1 mile on the ground, contour intervals of 60 feet.

Every officer in the Reserve Corps should be able to read a military map and make a road, an outpost, and a position sketch.

BAYONET

Importance of the Bayonet. The infantry soldier is armed with a bayonet. He relies mainly on fire action to disable the enemy, but he should know that it is often necessary for him to cross bayonets with the enemy. Therefore he must be instructed in the use of the rifle and the bayonet in hand-to-hand encounters. The present European War is demonstrating the importance of this instruction. If you did not receive instruction in bayonet fighting at a federal training camp, it was not because it is unimportant, but because there was no available time to give it. Any Reserve Officer can well afford to specialize in this work.

AMMUNITION

An infantry soldier goes into battle carrying 220 rounds of rifle ammunition. He habitually carries in his belt 100 rounds and when a fight is imminent he gets 120 rounds (2 bandoliers) from his combat train. He keeps 30 rounds in the right pocket section of his belt to be expended only when ordered by an officer.

A cavalryman goes into battle carrying 150 rounds of rifle ammunition and 40 rounds of pistol ammunition. He habitually carries in his belt 90 rounds of rifle and 20 rounds of pistol ammunition. When about to go into a fight he gets 60 rounds of rifle and 20 rounds of pistol ammunition from his combat train.

All officers must train their men to economize in the use of ammunition. Train service, even by rail for ammunition, would be inadequate if this were not done.

TRANSPORTATION

Organization commanders are responsible for all unauthorized material or supplies that may be put on their wagons. You should therefore become acquainted with the transportation attached to the smaller organizations. The wagons that carry your ammunition are called the Combat Train. The wagons that carry your authorized baggage, kitchen equipment, and food are called the Field Train.

THE RATION

A ration is the allowance (money) for the subsistence of one person for one day. It is based on the cost of a fixed amount of certain foods (such as meat, potatoes, bread, etc.) necessary for a workingman. As the cost of food in the different sections of the country varies, so does the cost of the ration. There are several kinds of ration based on what the soldier is doing and the climate he is in. If you are ever in command of a company, whether in the field or in barracks, one of your most important duties will be to supervise the cooking and messing of your company. You should, therefore, become familiar with the following rations:

(1) Garrison rations. Used by troops in garrison and during peace and on manœuvers.

(2) Reserve ration. Carried on the person and in the trains.

(3) Field ration. The ration prescribed by the commander of a field force.

(4) Travel ration. Used when traveling.

(5) Emergency ration. Used by troops on an active campaign in an emergency.

(6) Filipino ration. For use of Filipino Scouts.

PROPERTY

In the absence of regulations on the subject, each Reserve Officer should own a good watch, a pair of field glasses, a compass, and a note book.

GUARD DUTY

Guards are used in camp or garrison to preserve order, to protect property, and to enforce police regulations. The commander of the guard is an officer or non-commissioned officer. He performs his duties under the supervision of the officer of the day. A sentinel is on post two hours out of every six. And a tour of guard duty is twenty-four hours. As guard duty is of such utmost importance, and laxity, or failure to perform it properly, is very severely punished, the duties of all connected with it are clearly prescribed in the Guard Manual.

Orders for sentinels are divided into two classes, general and special. Each should be memorized. Special orders relate to particular posts and duties. General orders apply to all sentinels and are as follows:

"(1) To take charge of this post and all government property in view.

"(2) To walk my post in a military manner, keeping always on the alert and observing everything that takes place within sight or hearing.

"(3) To report all violations of orders I am instructed to enforce.

"(4) To repeat all calls from posts more distant from the guard house than my own.

"(5) To quit my post only when properly relieved.

"(6) To receive, obey, and pass on to the sentinel who relieves me all orders from the commanding officer, officer of the day, and officers and noncommissioned officers of the guard only.

"(7) To talk to no one except in line of duty.

"(8) In case of fire or disorder to give the alarm.

"(9) To allow no one to commit a nuisance on or near my post.

"(10) In any case not covered by instructions to call the corporal of the guard.

"(11) To be especially watchful at night, and, during the time for challenging, to challenge all persons on or near my post, and to allow no one to pass without proper authority." (Guard Manual.)

SALUTING

Saluting distance is that within which recognition is easy. In general it does not exceed thirty paces.

A junior, who is mounted, dismounts before addressing a senior who is dismounted. If the senior is mounted the junior does not dismount when addressing him.

A junior officer walks or rides on the left of his senior.

National Anthem. Whenever the National Anthem is played at any place when persons belonging to the military service are present all officers and enlisted men not in formation should stand at attention facing toward the music (except at retreat, when they should face toward the flag). If in uniform, covered, they shall salute at the first note of the anthem, retaining the position of salute until the last note of the anthem. If uncovered, stand at attention but do not salute. If not in uniform and covered they shall uncover at the first note of the anthem, holding the headdress opposite the left shoulder and so remain until its close, except that in inclement weather the headdress may be slightly raised.

The same rules apply when to the color or to the standard is sounded as when the National Anthem is played.

When played by an Army band, the National Anthem shall be played through without repetition of any part not required to be repeated to make it complete.

The same marks of respect prescribed for observance during the playing of the National Anthem of the United States shall be shown toward the national anthem of any other country when played upon official occasions.

Colors or Standards. Colors are the national and regimental flags of foot troops. Standards are the national and regimental flags of cavalry or field artillery. When passing colors or standards, uncased (not in a waterproof case), the prescribed salute must always be rendered. By the prescribed salute is meant, if unarmed or armed with a saber which is sheathed, the "hand salute"; if armed with a drawn saber, the "present saber". If you, wearing civilian dress, pass them, uncover and hold the headdress opposite the left shoulder with the right hand.

BOOKS[3]

We recommend that all officers, non-commissioned officers and all privates who propose to work for advancement read the following books. All can probably be obtained from the Adjutant General of the Army, Washington, D. C. Any other military books (desired can be purchased from the United States Infantry Association, Union Trust Building, Washington, D. C.

(1) "The Military Policy of the United States," by Gen. E. Upton.

(2) "The Guard Manual, United States Army."

(3) "The Field Service Regulations, United States Army."

(4) The Drill Regulations of the arm of the service to which you are assigned.

(5) "Non-commissioned Officers' Manual" (War Department Publication).

(6) "First Aid to the Sick and Injured" (War Department Publication).

(7) "Army Regulations" (to be used as a book of reference when needed).

(8) "Small Arms Firing Regulations" (War Department Publication).

(9) "A Manual for Courts-Martial, U. S. Army."

It is highly desirable for every Reserve Officer to place his name on the mailing list at the Army Service School, Fort Leavenworth, Kansas. This costs about $1 a year and in return the officer receives much valuable information. Write to the Secretary for any further information desired on this subject.

FIELD ORDERS

Field orders, whether written or oral, should follow a certain form. This decreases the probability of any vital part being left out and increases the probability of the receiver or reader understanding it.

In the following form for an advance, note the order in which the paragraphs occur. This is very important.

FOR AN ADVANCE

Field Orders (Title)
No. ---- (Place)
(Reference to map used) (Date and Hour)
(1) (Information of enemy and of our
Troops supporting troops)
(2) (Plan of commander)
(a) Independent (3) (a) (Instructions for independent
Cavalry: cavalry-place and time of departure,
(Commander) roads or country to be
(Troops) covered, special mission)
(b) Advance Guard: (b) (Instructions for advance
(Commander) guard-place and time of departure,
or distance at which it is to
(Troops) precede the main body, route,
special mission)
(c) Main Body--in order (c) (Instructions for main body--distance
of march: at which it is to follow
(Commander) the advance guard, or place and
time of departure)
(d) Right (left) Flank (d) (Instructions for flank guard--place
Guard: and time of departure,
(Commander) route, special mission)
(Troops)
(e) Signal Troops: (e) (Instructions for signal troops--lines
(Commander) of information to be established,
special mission)
(x) (Instructions for outpost--when
relieved subsequent duties)
(4) (Instructions for field train--escort,
distance in rear of column, or destination
when different from that of main body, if
disposition not previously covered in
"Orders")
(Instructions for sanitary, ammunition,
supply and engineer trains when necessary)
(5) (Place of commander or where messages may be
sent)
(How and to whom issued)
(Authentication)

Notice in particular that the first thing in the body of the order is the information of the enemy and of supporting or friendly troops; 2d, the plan; 3d, the detailed instruction for executing the plan; 4th, the order to field train; 5th, the place where the commander can be found.

All orders, whether for a retreat, an attack, a defense, the establishment of an outpost and so on, should take this general form.

A MODEL ORDER FOR AN ADVANCE

Field Orders "Hq. 1st Brigade, 1st Division,
No. 6 Fort Leavenworth, Kansas,
Three inch Leavenworth 20 Aug. '08, 8 P. M.
Map (1) Two regiments of hostile infantry
Troops are reported to have occupied Valley(a) Advance Guard: Falls late this afternoon, en route for
Major A. Easton. Small hostile cavalry patrols
1st Bn & 8 mtd. orderlies, were seen two miles east of Valley 1st Inf. Falls at 6 P. M. to-day.
1st. Plat. Tr. A. The remainder of our division is expected
7th Cavalry to reach Fort Leavenworth(b) Main Body----in order to-morrow.
of March: (2) This brigade (less the 3d Inf.
Colonel B. which has been directed to hold the
1st. Inf. (less 1st Bn.) Missouri river crossing at Fort Leavenworth)
2d Infantry will march to-morrow to
Detachment 3d F. Easton to hold the crossings of the
Hosp. Big Stranger creek.
(a) The advance guard will clear D at 5-15 A. M., marching
via the E--G--Atchison Pike--1--74--78--80--Q--R--Easton road.
Patrols will be sent via Lowemont to reconnoiter the crossings of
the Big Stranger near Millwood and via Mount Olivet to reconnoiter
those near 114.
(b) The main body will follow at a distance of about 700 yards.
(4) The baggage train (less that of the 3d Inf.), escorted by
one squad, 2d Inf., will start from D at 6-15 A. M. and follow to
P where it will await further orders.
(5) Reports will reach the brigade commander at the head of
the main body.
By command of Brig.-Gen. X:
Y,
Adjt. Gen."
Copies by Adjutant to Col. B. 1st Inf.
Col. C. 2d Inf.
Col. D. 3d Inf.
Maj. A. 1st Inf.
Capt. E. Tr. A 7th Cav.
Capt. F. Hospital Corps.

GENERAL IDEAS AND RULES FOR SOLVING MILITARY PROBLEMS

The cave man knocked over his foe with a rude club. The operation is greatly refined to-day. The technique of war changes with the ages, but human nature remains the same. Whether with grenade or gas, from submarine or aëroplane, a man after all possible woe and suffering is no more than killed. Human nature will submit to losses in battle up to a certain point, after that the frailties are asserted. The instinct of self-preservation dominates. Organization and discipline and reason are dissipated. A condition ensues similar to that which we have in theaters during fires.

Napoleon's success as a military leader was due to his knowledge of men and how to handle them, common sense, and in a lesser degree to what he learned from books. Upon such a basis the young managers of industrial concerns would be most valuable material from which to select and train successful military leaders. They know men, and it is necessary to possess a world of common sense to acquire any such knowledge. Many of those elements that make success in a military man are exactly the same as those that make a man successful anywhere. A president of a university, a lawyer or banker or merchant or engineer, has exactly the same kind of daily problems to solve, and requires much the same talents as those possessed by a military leader.

Since success in battle is the thing at which we are driving in all military training, it is common sense to prepare a machine that will do the business. Every officer and noncommissioned officer has got to know how to play the game. A good private makes a good corporal, a good corporal makes a good sergeant, a good sergeant makes a good lieutenant--a good colonel makes a good brigadier general--all exactly as in civil life.

Prussia has had her greatest military success when she devoted her energies to manœuvers and to the solution of tactical problems. Her defeats and humiliations have come when she has neglected this work. And there's nothing mysterious about the way Prussia or Napoleon or anybody else has solved their military problems. No occult forces are involved, any more than there is in building a canal or hunting tigers. The real general is, in a sense, a postgraduate hunter, or an advanced, all-American quarterback.

One phase of the military work is significant and should cause reflection. The punishment for errors in war is very severe. A leader who makes mistakes may not only pay for them with his own blood but others too may suffer with him. In war we must obey our leaders whether they are right or wrong. How great, do you suppose, are those hordes that have been sacrificed on history's battlefields to the goddess of ignorance?

Napoleon says in one of his maxims, "Read and reread the campaigns of Alexander, Cæsar, Gustavus Adolphus, Turrenne, Eugene, and Frederick; take them for your model; that is the only way of becoming a great captain, to obtain the secrets of the art of war." To read more intelligently such history we should know something about solving problems in minor tactics. We must know how to solve such problems if we are to master our duties as officers.

Whether, as general or corporal, you are solving a problem on a map or on the ground, your methods will be, in principle, the same. In the former case your soldiers understand thoroughly all orders and do exactly as directed. In the latter case your soldiers are human. They get tired and sick. They go in the wrong directions and get lost sometimes. One forgets, another is late, and the third misinterprets an order, etc.

Here is the common-sense way in which an all-American quarterback performs his duties. He studies carefully the opposing team (enemy) by reports beforehand and on the field of the contest, to determine his weak and strong points. The latter he wishes to avoid in directing his attack. He considers his position on the field, the wind and weather, if raining, etc., and then his different plays to hit the weaker parts of the opposing line with the advantages and disadvantages of each. To his well-trained mind all this is done in a flash, but the logic and causes and effects of action are none the less present. This quarterback has analyzed the conditions of his problems, he has figured out what he is up against; that is to say, he has estimated the situation.

He is now ready for a decision. He determines where he is going to strike and with what kind of a play he will do it.

He gives a signal, 44--11--17--5. That is to say, he issues his orders.

That is exactly the way a military man, whether he be a corporal or a general, goes about handling a problem, whether on paper or on the ground. When he goes into battle he finds the only difference is that the problem is complicated by bullets and excitement.

Don't think that you are going to learn to solve problems from books alone, any more than you can learn to play tennis or build bridges on paper. You have got to get out into the country and work with actual troops. But first study map problems. Come to a decision slowly until you have had considerable practice, then write out your order with no guides or references. Then check yourself up. Common sense and simple plans are the safest guides.

To frame a suitable field order you must make an estimate of the situation, culminating in a decision upon a definite plan of action. You must then actually draft or word the orders which will carry your decision into effect.

THE LOGICAL WAY TO ESTIMATE THE SITUATION

1st. Consider exactly what you are to do, i.e., your mission as set forth in the orders or instructions under which you are acting or as deduced by you from your knowledge of the situation.

2d. Consider all available information of the enemy. What is his strength? How is he situated? What is he going to do? etc.

3d. Consider all conditions affecting your own troops. What advantages in numbers and position have you over the enemy? What is their morale? etc.

4th. Consider the terrain in so far as it affects the situation.

5th. Consider the various plans of action open to you and decide upon the one that will best enable you to accomplish your mission (carry out your task); that is to say, come to a decision.

It is now necessary to express that decision in the form of an order as the quarterback did in giving the signal, 44--11--17--5.

To enable the will of the commander to be quickly understood, and to secure prompt coöperation among his subordinates, field orders are required to follow a general form.

Under the stress and strain of an engagement there are many causes of excitement. Unless we have trained ourselves to act along certain lines in issuing orders, we may forget some important considerations. We have known people of superb intelligence to do poorly before a large audience simply from lack of training and experience.

CORRECT PROCEDURE IN GIVING THE MAIN PART OF A FIELD ORDER

1st. Give the information of the enemy and of our own supporting troops (i.e., those who may come to our assistance in case of need) to your subordinates that will give them a clear understanding of the problem and enable them intelligently to cooperate with you.

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

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

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

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

SOME GENERAL HINTS

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

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

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

It is marvelous how many mistakes can occur on the battlefield. Attempt a complicated plan and its failure is reasonably assured. Have your plan simple. The enveloping attack is the best. That is to say, have your line longer than the enemy's so that you can attack one of his flanks. He knows this quite as well as you and he will endeavor to perform the same operation upon you. The leader, all else being equal, who has the wit to out-manoeuver the other will win the engagement.

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

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

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

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

Avoid such expressions as "attempt to capture," "try to hold," "as far as possible," "as well as you can," etc. Tell a man what he is to do. Don't divide any responsibility with any one.

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

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

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

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

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

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

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

Remember that your flanks are just as vulnerable as the enemy's. He has his eyes on your flanks just as much as you are observing and considering his own.

Keep cool about starting the action. Don't put all your men in before you understand thoroughly the condition confronting you. Hold a large part of your force out as supports and reserves until you know definitely the enemy's position.

Don't get killed unless necessary; your usefulness to the State comes to an end when that occurs. Take advantage of cover, hug the ground. Learn what is good and what is poor cover.

It is a common fault to forget about the service of information once the action has begun. Keep up your patrolling. Keep yourself posted on what the enemy is about. Otherwise he may have some unpleasant surprise for you.

Be particularly careful about details of time and place. Regulate your watch by the time kept at headquarters.

When you've got the enemy on the run don't let up for an instant. Pursue him without mercy. Turn his retreat into a rout. Capture or destroy his forces.

Scarcely any of these things we are telling you are new. They are as old as war itself. The boxer of a thousand years from now may know a little more about the technique of the game, but the essentials will not change. To wear the champion's belt, he will have to suffer some lusty blows and be able himself to deliver some more powerful. There will be no easy road to the title. So it is with all wars.

SUMMARY

We recommend that each officer become familiar with the following summary:

"1. Avoid combats that offer no chance of victory or other valuable results.

"2. Make every effort for the success of the general plan and avoid spectacular plays that have no bearing on the general result.

"3. Have a definite plan and carry it out vigorously. Do not vacillate.

"4. Do not attempt complicated manœuvers.

"5. Keep the command in hand; avoid undue extension and dispersion.

"6. Study the ground and direct the advance in such a way as to take advantage of all available cover and thereby diminish losses.

"7. Never deploy until the purpose and the proper direction are known.

"8. Deploy enough men for the immediate task in hand; hold out the rest and avoid undue haste in committing them to the action.

"9. Flanks must be protected either by reserves, fortifications, or the terrain.

"10. In a decisive action, gain and keep fire superiority.

"11. Keep up reconnaissance.

"12. Use the reserve, but not until needed or a very favorable opportunity for its use presents itself. Keep some reserve as long as practicable.

"13. Do not hesitate to sacrifice the command if the result is worth the cost.

"14. Spare the command all unnecessary hardship and exertion."

--Infantry Drill Regulations.

MISCELLANEOUS INFORMATION

For convenience, military information is considered under two heads, namely (1) that collected in time of peace by the body of army experts in Washington called the General Staff; and (2) that obtained by troops in the field after war has begun. The former relates to general conditions such as the geography, resources, and military strength of the various nations, information necessary to enable the General Staff to act intelligently in the event of war. The latter relates to more local and detailed conditions out on the firing line.

For a general to act intelligently he must possess information of the position, strength, dispositions, intentions, etc., of his opponent. This may be obtained from a number of sources--adjoining troops, inhabitants, newspapers, letters, telegraph files, prisoners, deserters, spies, maps, but mostly from information-gathering groups, called reconnoitering patrols. When the available maps do not show all the military features of the country, officers and soldiers must go on ahead and make maps that do.

INTELLIGENCE SECTION GENERAL STAFF

There is a special committee of the Great General Staff called the Intelligence Section, whose business it is to weigh and classify all information sent to it. Members of this committee are placed on duty with large organizations (for instance, a division, a field army, etc.).

ASSUMPTION OF THE ENEMY

When reliable information of the enemy cannot be obtained, it must be assumed that he has sense and will act with excellent judgment.

FALSE INFORMATION

Unless instructions have been given to spread false information, all persons connected with the military service are forbidden to discuss the military situation, plans, movements, etc., with, or in the presence of, civilians of any age, sex or nationality.

FIRE

There are three kinds of fire:

(1) Volley Fire. Every one fires at the command FIRE. It is used at funerals and occasionally in the first part of an action when the enemy presents a large, compact target.

(2) Fire At Will. In this each soldier fires, loads, and fires again independently of the others. He fires fast or slow as the occasion demands.

(3) Clip Fire. The soldier stops firing when he has finished his clip of five cartridges. This assists in preventing an undue expenditure of ammunition and in abating excitement.

THE DIFFERENCE BETWEEN INDEPENDENT AND DIVISIONAL CAVALRY

The main difficulty in seeing the distinction between Independent and Divisional Cavalry consists in our forgetting that we have different kinds of organizations in the army as well as we have anywhere else. Let us clearly understand this:

(1) An Infantry Division is composed of nine regiments of infantry, two of artillery, and one of cavalry.

(2) A Cavalry Division is composed of nine regiments of cavalry, one regiment of horse artillery, and no infantry.

The cavalry attached to an Infantry Division is, in general, called Divisional Cavalry. It operates at but comparatively short distances from its division, its duties being of a somewhat local nature.

The Independent Cavalry, because it can move so rapidly, is sent far in advance (thirty, forty, or even fifty or more miles) of the main army to obtain general information, such as the approximate strength and location of the enemy's forces. The Division Commander, since he is so far away from the Commanding General of the army in rear, and since he has broad general duties to perform, must of necessity have broad powers and, in general, be permitted to act as the occasion demands. He is, therefore, said to act independently, and his cavalry is called Independent Cavalry.

THE DIFFERENCE BETWEEN STRATEGY AND TACTICS

Strategy is generalship in its broadest conception. A strategist conceives and projects campaigns. He determines where armies and navies are to be sent. He is not concerned with the handling or manœuvers of armies and fleets. He turns over those details to tacticians. He is the master mind, far removed, generally, from the battle line, who picks up an army or fleet here, and puts it there.

Tactics is the act and science of disposing (arranging) armies and fleets in order for battle. A tactical commander (tactician) solves local details.

Strategy pertains to conception, to policy; tactics, to technique.

The great General Staff in Washington inaugurates the problems to be solved (strategy), and details commanders (tacticians) to solve them.

EMPLOYMENT OF AIR CRAFT ON AND NEAR THE FIRING LINE IN THE THEATER OF OPERATION

Airplanes will move far out, perhaps hundreds of miles, in front of our most advanced cavalry for the purpose of gathering general information of large bodies of the enemy's forces. This is called Strategical Reconnaissance. Other airplanes do more local scouting. They go but comparatively short distances from the firing line for the purpose of determining the location of trenches, supports, reserves, artillery positions, etc. This is called tactical reconnaissance. They give their artillery commanders information as to where their projectiles are falling.

During siege operations (as in Europe, where some trenches have remained in about the same place for long periods) photographers go up in airplanes each morning and photograph the enemy's trench lines. Blue prints are made of these lines. By comparing these with the lines of the previous day it is easy to determine the changes that have been made during the night.

Other airplanes are detailed for the purpose of combat. They prevent opposing airplanes from gathering information.

THE BIG IDEAS OF MARCHES

For marches to be entirely successful three conditions must be fulfilled: (1) the troops must get there; (2) they must get there on time; (3) and they must get there in good condition.

Now suppose that you were ordered to conduct the march of a company of green men for a distance of 200 miles, just how would you solve the problem?

Before starting, very careful preparations should be made. Your men should be in good physical condition; they must be given so much work that they are athletes.

Keep these points in mind:

1. Always have, when possible, the comfort of your men in mind. Their work in carrying a load of nearly forty pounds and marching around fifteen miles a day will be hard enough. Don't give them any extra hardships.

2. Make the conditions of the march pleasant. Encourage the men to laugh and sing.

3. Use wagons, automobiles, etc., to carry heavy loads (burdens) whenever possible.

4. It is a custom of the service to help a man who may not be strong physically but who is straining every nerve to get there. Be the first to volunteer to carry for him his rifle or part of his burden.

5. Look out especially for the feet of your men and the hoofs of your animals.

6. On long marches one day in seven should be a day of rest and recreation.

7. Never take an extremely hard and long (forced) march unless imperative.

8. As a rule troops pay no compliments on the march. They have enough to do without that.

9. Let the object to be accomplished determine the general conduct of the march (the time of starting, the rate, length of march, halts, etc.)

SHELTER

When troops are sheltered under canvas (in tents), they are in camp. When they are resting on the ground without tents (for instance, on the firing line the night before or during a battle), they are in what is called bivouac. When they occupy buildings in towns or villages, or huts especially erected, they are in cantonment. When they are assigned to public (such as post-offices, town halls, court houses, hotels, etc.) or private buildings they are said to be billeted.

SELECTION OF A CAMPING GROUND

Suppose that you were sent on ahead of troops on the march to select a camp ground for them, what big ideas should you bear in mind.

1. The ground should be large enough for the troops without crowding. In case of rain it should be easily drained. And there should be no stagnant water near (say, within 300 yards).

2. There should be plenty of pure water.

3. There should be good roads around.

4. Wood, grass, forage, and supplies for the men and animals must be at hand or obtainable. Closely cropped turf with sandy or gravelly subsoil is best.

Let us not forget that good old-fashioned guide, common sense. Men are as human in camp as elsewhere. In hot weather shade trees are desirable. In cold weather ground sloping to the south, with woods to break the winds is fine.

Avoid old camp grounds, marshy ground, and places where mosquitoes are plentiful.

ADVICE TO OFFICERS

A company of infantry is composed of three officers and one hundred and fifty non-commissioned officers and privates. What a shame to have a private the mental and moral superior of those above him!

The average American makes a first-rate soldier. He wants his officers to be efficient and high-toned leaders. It thrills him to have their actions pitched in a high key. He wants to be well instructed. He wants to be led with tact and diplomacy. He wants them to be neat, to dress immaculately, and to be military in bearing. He wants to feel that there is no favoritism; that justice prevails.

Be stern in discipline. Exact nothing less than the best in a man. Tolerate no slovenliness. Deal laziness a sharp rebuke. The great majority of your men are doing their level best. Let them know that this is what you expect, but at the same time you appreciate them for it.

When a thing is wrong, say so. Explain the correct method. Do so calmly and efficiently. You have made worse mistakes yourself. Your men did not want to make the mistake. They did so from ignorance. It is possible that you have not made the matter clear to them, or the fault is yours not theirs.

Don't be too intimate with your men. Experience has proven that you cannot fraternize with an enlisted man one minute and then punish him for misconduct the next.

When you discipline a man, first make him see his error from your point of view, and then, reprimand him or decide on his punishment in an absolutely impersonal manner.

Grow impatient, become excited, and irritable, rebuke too severely an uninstructed man who has made a small, unintentional mistake, use any words unworthy of your position--and you demonstrate clearly to your men your unworthiness to hold your office.

When there is peace and harmony and efficiency in your organization, you are responsible for it. When there are grumblings, lack of enthusiasm and esprit-de-corps, be honest and sensible and see if you are also not responsible for it. No matter how badly things are going at drill, never lose your temper with the company.

When things are going well, let your men feel that you are proud of them. A company should be like a good football team: every man in it right behind the captain.

A FINAL WORD

Now it is proper to consider your relation to your immediate superiors. You have no business commanding unless you have first learned how to obey. The finer the training and caliber of an officer, the more sensitive is he to the wishes of his commanding officer, however, informally they may be expressed.

The ideal officer is a Christian gentleman who has no task too small to faithfully perform, whose country's welfare is above his own, ready for any sacrifice great or small; whose thoughtfulness and efficiency last twenty-four hours a day, whose relations with his superiors are based on modesty, cheerfulness, and loyalty.

A message from the Father and Mother whose son is to serve under you:

"I want my boy to do his bit. I want him to willingly submit to all sacrifices. I don't limit them. I expect him to become efficient. I expect him to obey orders. That means all orders. Wrong orders as well as right orders.

But I want him to have a fighting chance. I don't want him to serve under an inefficient officer who is playing to the galleries; who is in the habit of doing things wrong instead of right. If the worst should come, I want my boy to perish for a good cause. I don't want there to be any blunders about it.

In willingly placing my boy under your orders, I charge you with a sacred task. I charge you to lead him efficiently."

SUPPLEMENT

ADVANCE WORK