When within the services we hear the highest praise reserved for the man "with character," that is what the term means—application to duty and thoroughness in all undertakings, along with that maturity of spirit and judgment which comes by precept, by kindness, by study, by watching, and above all, by example. The numerous American commanders from all services who have been accorded special honor because they rose from the ranks have invariably made their careers by the extra work, self-denial and rigor which the truly good man does not hesitate to endure. The question facing every young officer is whether he, too, is willing to walk that road for the rewards, material and spiritual, which will surely attend it.
There is of course that commonest of excuses for rejecting the difficult and taking life easy. "I haven't time!" But for the man who keeps his mind on the object, there is always time. Figure it out! About us in the services daily we see busy men who somehow manage to find time for whatever is worth doing, while at the adjoining desks are others with abundant leisure who can't find time for anything. When something important requires doing, it is usually the busy man who gets the call.
Of the many personal decisions which life puts upon a service officer, the main one is whether he chooses to swim upstream. If he says yes to that, and means it, all things then begin to fit into place. Then will develop gradually but surely that well-placed inner confidence which is the foundation of military character. From the knowing of what to do comes the knowing of how to do, which is likewise important. Much is conveyed in few words in Army Field Forces' "Brief on Practical Concepts of Leadership." It is stressed therein that the preeminent quality which all great commanders have owned in common is a positiveness of manner and of viewpoint, the power to concentrate on means to a given end to the exclusion of exaggerated fears of the obstacles which lie athwart the course. Every word of that should be underscored, and above all, what it says about the need for affirmative thinking, and concentrating on how the thing can be done. The service is no place for those who hang back and view through a glass darkly. The man who falls into the vice of thinking negatively must perforce in time become fearful of all action; he lacks the power of decision, because it has been destroyed by his habit of thought, and even when circumstances compel him to say yes he remains uncommitted in spirit.
But the shadow should not be mistaken for the substance. Positiveness of manner, and redoubtable inner conviction stem only from the mastery of superior knowledge, and this last is the fruit of application, preparation, thoroughness and the willingness to struggle to gain the desired end.
CHAPTER ELEVEN
HUMAN NATURE
In the history of American arms, the most revealing chapter as to the nature of the human animal does not come from any story of the battlefield but from the record of 23 white men and two Eskimos who, on August 26, 1881, set up in isolation a camp on the edge of Lady Franklin Bay to attempt a Farthest North record for the United States.
The Expedition under command of First Lt. A. W. Greeley, USA, expected to be picked up by a relief ship after 1 year, or 2 years at most. Its supply could be stretched to cover the maximum period. But the winters were so unduly harsh that the rescue mission could not break through the ice to keep the rendezvous. During the first year, two members of the party had set a new Far North mark. The party as a whole—3 officers, 19 enlisted men, 1 civilian surgeon and the 2 natives—had survived a winter closer to the Pole than civilized men had ever lived before. So doing, they had remained in reasonably good personal adjustment to each other, despite the Arctic monotony. The discipline of the camp had been strict. Rules of subordination, sanitation, work-sharing and religious observance had been maintained, without major friction occurring in the life of the group. Lectures were given regularly, and schools were organized. Though it is recorded that the men became melancholy, sleepless, and irritable because of the long Arctic night, temper was still in so good a state that an honor system within the camp meted out extra duty to any man using an oath.
The comradely feeling remained alive within the party throughout the first winter, though morale had its first blow when Greeley issued an unwise order forbidding enlisted men to go more than 500 yards from the base without permission. The strain was beginning to tell, but there was no fatal rift in the working harmony of the group while supply and hope remained reasonably full.
But June of the second year came and passed, and no relief ship arrived. In August, Greeley decided on a retreat, intending to fall back on bases which were supposed to hold food stores. Thereafter disaster was piled upon disaster, most of it having to do with the lack of food, and the varying animal and spiritual reactions of men to a situation of utmost desperation. When the Greeley Expedition was at last rescued at Cape Sabine on June 22, 1884, by the third expedition—the Revenue Cutter Bear and the Thetis under Commander Winfield S. Schley, USN—only seven men remained alive. Even in these, the spark of life was so feeble that their tent was down over them and they had resigned themselves to death. Two died soon after the rescue, leaving five. Most of the other 20 had perished of slow starvation, but not all. Some had been shot. Others had met death with utmost bravery trying to save their failing comrades.