junior leadership on the battlefield · operations in korea, malaya and south vietnam. he enlisted...

JUNIOR LEADERSHIPON THE BATTLEFIELD

(Edition 2)

1994

© Commonwealth of Australia (Australian Army) 1994

Headquarters Training Command6 March 1994

Issued by command ofthe Chief of the General Staff

(F.J. HICKLING)Major GeneralGeneral Officer CommandingTraining Command

7610-66-139-0137Notified in DI(A) ADMIN 20 Series for 1994 i

Commonwealth of Australia (Australian Army 1994

This work is copyright. Apart from any use as permitted underthe Copyright Act 1968, no part may be reproduced by anyprocess without written permission from Doctrine Branch,Headquarters Training Command, Suakin Drive, GEORGESHEIGHTS NSW 2088.

National Library of Australia Cataloguing-in-Publication

Mansford, George. AMJunior Leadership on the Battlefield

Ed. 2Bibliography.ISBN 0 642 200293 1.

1.Leadership.1.Commandof troops. IAustralian,Army,Headquarters Training Command. II Title.

355.33041

iii

FOREWORD

The Army depends on the quality of its leaders, in both peaceand war, to ensure its resources are managed efficiently and itachieves its military objectives. Good leadership is fundamental tosuccess in battle. Leadership is an art which can be developed bythose who aspire to command and lead men into battle. It can bedeveloped through experience, by the application of leadership skillsand lessons learnt from past experiences, which is the basis of thispamphlet.

This pamphlet is about the art of leadership. It is written forthe junior leader who will have to exercise leadership on thebattlefield. The guidance given in this pamphlet will inform the juniorleader on how he should conduct himself and how to provideleadership to the individual soldier as well as the team. It discussesthe qualities required of a junior leader and the leadership skills thatare essential to lead men successfully. It also provides guidance ontraining for war.

This pamphlet does not describe the theory of leadership nordoes it examine human behaviour. These subjects are covered indetail in Leadership – Theory and Practice, 1973 and Handbook ofLeadership, 1973.

Some of the information provided in the pamphlet is based onthe personal experiences of the author, Brigadier George MansfordAM. Brigadier Mansford is an infantry officer who has served onoperations in Korea, Malaya and South Vietnam. He enlisted as asoldier in 1951 and served as a corporal ((section commander), andsergeant (platoon sergeant and acting platoon commander) beforebeing commissioned as a lieutenant in 1964. Brigadier Mansford iscurrently the Commander 11th Brigade.

I believe this pamphlet is an excellent reference for the juniorleader. It compliments the Army’s formal training on leadership andgives an insight into the demanding and fulfilling tasks of leadingmen into battle. I commend it to all junior non-commissioned officersand officers.

R.S. BUCHANMajor General (Retired)

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LIST OF REFERENCES

Adam-Smith, Patsy 1978, THE ANZACS, Thomas Nelson, Melbourne

Bean,C.E.W. 1944, The Story of ANZAC, 13th Edition, Angus andRobertson, Sydney

Dexter, David 1961, The New Guinea Offensives, Australia in the Warof 1939-1945, Series 1, Army, Vol 6, Australian War Memorial,Canberra

Gammage, Bill 1974, The Broken Years: Australian Soldiers in the GreatWar, Australian National University Press, Canberra

Long, Gavin 1952, To Bengazi, Australia in the War of 1939-1945,Series 1, Army, Vol 1, Australian War Memorial, Canberra

Long, Gavin 1963, The Final Campaigns, Australia in the War of1939-1945,Series 1, Army, Vol 7, Australian War Memorial,Canberra

Long, Gavin 1986, Greece, Crete and Syria, Australia in the War of1939-1945, Series 1, Army, Australian War Memorial, Canberra

McAuley, Lex 1986, The Battle of Long Tan, Hutchinson of Australia,Hawthorn,Victoria

McCarthy, Dudley 1959, South-West Pacific Area - First Year: Kokodato Wau, Australia in the War of 1939-1945, Series 1, Army, Vol 5,Australian War Memorial, Canberra

McKay, Gary 1987, In Good Company: One Man’s War in Vietnam,Alan and Unwin Australia, Sydney

Mansford, George, Colonel 1985, Training for War, UnpublishedMilitary Pamphlet, 11th Brigade, Townsville

Wigmore, Lionel 1957, The Japanese Thrust, Australia in the War of1939-1945, Series 1, Army, Vol 4, Australian War Memorial,Canberra

Wigmore, Lionel - Harding, Bruce, They Dared Mightily, AustralianWar Memorial, Canberra

2nd Royal Australian Regiment 1953, Korea, War Diaries, AustralianWar Memorial, Canberra

Photographs - Australian War Memorial (AWM)Gallant and Distinguished ServiceVietnam 1962 to 1973 - I.L. Barnes

vi

CONTENTS

Title Page i

Conditions of Release iii

Distribution iv

Foreword v

List of References vi

Contents vii

Introduction ix

CHAPTERS

Chapter 1 The Battlefield 1Chapter 2 Battle Stress 15Chapter 3 The Soldier on the Battlefield 17Chapter 4 The Team on the Battlefield 29Chapter 5 You - The Leader on the Battlefield 37Chapter 6 Battle Cunning 57Chapter 7 Training for War 63Chapter 8 Summary of Points for the Junior Leader 71Chapter 9 Conclusion 73

ILLUSTRATIONS

1 Soldiers in the Assault - World War Two 112 Casualties in Korea 123 Patrol in South Vietnam 134 The Soldier - World War Two 245 The Soldier - South Vietnam 256 The Soldier - Korea 26

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Page

Page

Plate

7 The Team - World War Two 278 Captain A. Jacka VC, MC and Bar 479 Sergeant T.C. Derrick VC, DCM 4810 Sergeant E.J. Morrison DCM and Bar, MID 4911 Lance Corporal M. Hanley MM 5012 Lieutenant R. Curtis MC 5113 Corporal M. Dench MM 5214 Captain J.J. Smith MC and Bar 5315 Corporal D. Cameron DCM, MM 5416 Second Lieutenant J. Salter MC 5517 Corporal B.L Le Sueur MM 56

1 Summary of Points 71

** GenderWords importing gender refer to both male and female, unlessspecifically stated otherwise.

viii

Table

Plate

INTRODUCTION

This pamphlet is directed at you, the NCO and junior officer, who inwar will have both the honour and responsibility to lead Australiantroops on the battlefield. No matter how large or small your team, nomatter what the task, no matter what Arm or Service you belong to,your actions and example as a junior leader will determine the successor failure of your team. Clearly, you will need to know a great deal,and more importantly you must be capable of applying thatknowledge. Therefore, this pamphlet is intended as an extension ofyour previous studies and designed to enhance your professionalknowledge. It is not intended to repeat verbatim the contents ofcurrent training pamphlets on leadership; you should have alreadystudied them. Suffice to say the pamphlets are proper and correct; donot ignore them! The following chapters cover many of the problemsencountered during operations, and in so doing will include anumber of golden rules essential on any battlefield. There is nothingnew; simply old lessons learnt the hard way in previous campaigns.Consequently, the thrust of the following chapters directly relates tothe battlefield and should assist in preparing you for the ultimate testof the junior leader - leading troops in action! The following account isan example of how junior leaders and their soldiers from the 39thInfantry Battalion stood the test of the battlefield during the Japaneseonslaught at Isurava during World War Two.

`Across the creek the Japanese swept in a swift thrust that slicedthrough E Company’s thin front line, cut off Lieutenant Dalby’sleft platoon and a section of the right platoon and, swarming be-hind them, forced them forward out of their posts. Through thewidening breach poured another flood of the attackers to swirlround the remainder of the right platoon from the rear. Theywere met with Bren gun and Tommy gun, with bayonet and gre-nade; but still they came, to close with the buffet of fist and bootand rifle butt, the steel of crashing helmets and of straining,

ix

strangling fingers. In this vicious fighting, man to man andhand to hand, Merrit’s men were in imminent peril of annihila-tion. But two quick counterattacks turned that furious tide. Ser-geant Kerslake’s counterpenetration platoon drove out theenemy breaking through the gap and closed it against further in-roads. Sergeant Murray’s mobile reserve raced up to recaptureDalby’s position and was immediately successful. The intruderswere hurled back towards the creek, and the relentless conflict inthe shadows went on through the waning afternoon until con-tact was re-established with Dalby’s lost platoon which, encir-cled and outnumbered, gallantly carried on the fight.’

The 39th at IsuravaKokoda to Wau

Dudley McCarthy, 1959.

Good Leaders. The above account is but one of countless battlesfought by several generations of Australians in numerous campaignsranging in time from the Soudan to Vietnam; nothing has changed.No matter where the battle, its intensity, duration or the nature of theterrain in which it is fought, there have been poor leaders and goodleaders. We are concerned with only one type `the good leader’.Clearly in the above account, the NCOs who led thecounterpenetration and mobile reserve and Dalby, who held out,were good leaders. Without them it may have been a different story.Good leadership in battle means that regardless of the circumstancesyou consistently get the maximum from your command; the aboveleaders did! To achieve this means personal example, identifying aspart of, and leading, your team, always sharing the dangers and thediscomforts of our men. Kerslake, Murray and Dalby certainly did!Unless you are prepared to accept the challenge you may well be thecommander but certainly not the leader. Perhaps it can be bestsummed up in simple terms whether as a young warrior your battlecry is `come on’ or `go on’.

Battle Leadership is Unique. There is simply no comparison withinour society. You too, like previous generations of military leaders,could find yourself leading your soldiers on the battlefield oftenwithout immediate supervision or guidance. You too could beisolated, totally exhausted, cold, wet and hungry yet still required tomake quick decisions based on limited information. These decisions

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Junior Leadership on the Battlefield

will result in success or failure, and life or death. You too, likeKerslake and Murray, could be required to accept responsibilitiesbeyond those normally related to your rank. Your ability as a leaderwill determine how well your troops react to your orders and to whatextent they are prepared to follow you, regardless of the dangers theyface. It is true to say that your soldiers will be your judges. They willaccept, tolerate or reject you

xi

Introduction

xii


TLone Pine 1915 -“Feints” were begun along the narrow strip of land at 3.50 pmon 6 August and the bombardment that had been going on forthree days was increased. The men who would attack Lone Pinehad been busy since early morning sewing white calico patcheson the backs of their tunics and as armbands (they would befighting as darkness fell), collecting their ammunition and“iron” rations, and filling their water bottles. Each man couldbe seen carefully cleaning his rifle; many set to work once moresharpening their bayonets. They began to file up into thetrenches facing the Turkish-held Lone Pine by 4.30 pm. At 5.30pm they were on the fire-step, some running down at the lastmoment to get near a mate so as to go over the top with someonethey knew. Then the order for the hop-over was given and thefirst line leapt out with the setting sun at their backs, and ran.The Turks took a few seconds to fire and by then the first of theAustralians were running along the edge of what the surveyshad shown to be the Turkish trenches. The men back in the Aus-tralian trenches watched them, bewildered. They had bunchedup, and as others joined them they spread out “like a line ofspectators along a street kerb”. By now the Turkish machineguns and rifles had their range and they began to fall. What theAustralians found was that the Turkish trenches here wereroofed in with thick pine logs covered with earth and entry wasnearly impossible - while the enemy were free to fire out at themfrom safety. When they realised this, some men began to claw atthe heavy timbers and slowly drag them aside while others ranon over the logs to the open communication trenches beyondand from there charged back to the forward trenches beneaththe canopy of logs. Above them the parapet was lined with menlying still. After a time, the observers back in the Australian

1

Chapter One

HEBATTLEFIELD

lines realised that all these men were dead. It was some time be-fore the fate of the men beneath the log roofing was known. Intothe warren of dark tunnels the men leapt, followed by wave onwave of reinforcements until the trenches were choked withdead and wounded men. No bombs were used. The fighting wastoo close for this. Rifles, but mostly bayonets and, at times,hands did the killing. By 6 pm Lone Pine had been taken.’

The ANZACSPatsy Adam-Smith, 1978

Buna 1942 -`Precisely at 7 the attacks crossed their start line, the tanksspaced out in line and throttled down to the deliberate pace ofthe Infantry who for the most part, moved beside or close behindthem. To the watchers it was an unforgettable picture as thethree companies walked upright with seeming nonchalance di-rectly at a line of strong points which stretched from the sea tothe end of the strip. From them fire withered the Infantry, menfell among the long coarse grass as though an invisible gianthand were sweeping them from their feet. But the drive alongthe main axes carried forward with extraordinary phlegm, thetanks battering at post after post, the infantry closing in to hurltheir grenades through the small openings, to kill the fanaticdefenders to the last man with none asking quarter.’

Kokoda to WauDudley McCarthy, 1959

Korea 1953 -`The floor of the valley between the Hook and Chinese Positionwas almost covered with dead Chinese who had been caught byour deadly defensive fire artillery concentrations. Most of thebodies had been there for two or three days and in the hot humidweather had commenced to putrefy and there was a strong nau-seous stench of death. It was a terrible sight which I will neverforget.’

General Sir John Wilson, 1980

2


The previous examples cover three generations of Australians on thebattlefield in three countries fighting different enemies. The reality ofa battlefield is difficult to comprehend until you are physically on theground, involved and personally committed. Conflicts will vary inintensity but always the professional, physical and mental demandswill be immense. Perhaps a short, sharp, fire fight against an unseenenemy who melts into the night, or involvement in a deliberatebattalion attack, with the orchestration of firepower so immensewhere it would seem no one could survive. No matter who the enemy,what the mission, what the intensity or how long the duration of thebattle it will be most definitely violent, noisy and dangerous. Thebattlefield will be as another world, total in its brutality and demandson human behaviour and personal resources. A world where simplethings, which are taken for granted back in civilisation such as sleep,water, security, comfort, dry socks, and the dawn of a new daybecome a God-given luxury. The battlefield will quickly develop thebasic survival instincts of your troops. The demands will severely testthe ability of the leader and the dangerous environment will bring outthe best and worst in both the individual soldier and the team youlead. Given good leadership the very nature of these demands willdevelop the bonds of camaraderie and mutual respect. Equally, givena poor leader the opposite is also true. The most important and starklesson from previous wars is that to survive and achieve the aim allranks must be prepared physically, mentally and professionally,while collectively the sub-unit must be a disciplined, tough andefficient team. The catch cry `train hard, fight easy’ continues to bemost appropriate. Ignore it at your own risk. Many of thecharacteristics associated with the battlefield are examined in thefollowing paragraphs. Make every effort to understand them, butabove all, try to relate to how you, as a potential battle leader, can copewith the obvious problems. Who is to say where and when the next`Lone Pine’, `Buna’ or `Korea’ will be?

Fog of War. This is a common and very apt expression used in mostarmies. The term relates to the confusion in battle created by immensenoise, uncertain information on the enemy, limited visibility, theunexpected, sudden changes of orders and direction. Most importantof all from the soldier’s point of view is the need for information,normally indicated by the traditional cry, `What’s going on?’ Howoften have you heard that query in the barracks or in the field? Your

3

The Battlefield

soldiers will want to know - Where is the enemy? Are we winning orlosing? Is there a resupply? What is our new task? How long beforewe move? - and countless other justifiable questions. The fog of warfurther implies that combined with the confusion of battle there willinevitably be an immense drain on physical and mental reserves.Consequently, unless the individual knows what the situation is andwhat is required, there is a great danger that performance in theexecution of the task will be impeded. The answer is clear. Good battleprocedure, confidence in both yourself and the team, sound passageof information, practised skills and the ability to give clear, simpleand quick orders, even when under pressure, will assist in removingthat fog of war. Last but not least will be the opportunity for juniorleaders and indeed soldiers to seize the initiative and use the fog ofwar to advantage as highlighted in the following account of threesignallers during the capture of Tobruk.

`They had the task of following 2nd/2nd Battalion and laying atelephone line to it. This done they were to march left across thebattlefield, find the forward Coy of 2nd/3rd Battalion and thenlay line to its Battalion Headquarters. After leaving the2nd/2nd Battalion the three men topped a rise slightly to therear of an Italian Battery and two machine guns still firing onthe advancing 2nd/3rd Battalion. The Signallers stalked for-ward and attacked with rifle, pistol and grenades, knocked outthe machine gunners and caused some 60 Italians to surren-der.’

To Benghazi

Gavin Long

Fear

`I remember starting to get panicky until a quiet voice cameover the net and said, “Calm down Pom.” The near hysteriaburst like a pricked balloon and I carried on with the war. I havesearched memory and heart and can say it was caused by frus-tration and fear of letting the platoons down; rather than fearfor myself.’

The Battle of Long Tan

Lex McCauley

4


It is true to say that with few exceptions everyone on the battlefieldwill experience fear in some form or other, and in varying degrees. Itis also an established medical fact that individuals may chargeforward to eliminate the source of fear while at the other end of thespectrum others will remain paralysed or flee. The key to combatingfear is to control it and this will largely be influenced by how well theindividual has been trained and prepared for battle. Countering fearwill embrace many factors and certainly involves camaraderie andteam spirit. The soldier who will stand and fight does so because tohim there is a greater fear than the battlefield can generate; that is thefear of letting down his mates or the team. Further examples thatassist in controlling fear are a high standard of personal discipline andconfidence in the team and in you as the leader. Sound, aggressivebattle drills which generate instinctive reaction, and keeping yoursoldiers informed will remove many doubts. Doubts, a lack ofconfidence in the system, and rumours may quickly generate fear.This is especially true if the casualty evacuation plan is notunderstood or if the wounded are possibly to be left. It is important tonote that fear is not restricted to the new soldier undergoing hisbaptism of fire but can slowly but surely affect the veteran over aperiod of time. Finally fear can be contagious. It can spread quicklyfrom an individual to a group and only an alert and strong leader willarrest it by quick decisive action and personal example. You must setthe example for your soldiers to follow. Your confidence in what theteam is doing will dispel fear; equally your lack of confidence will notonly have an immediate adverse effect but will quickly erode yourposition as the leader.

Finally, a sound medicine to counter fear is to be busy, as explained byGary McKay’s In Good Company, `I found the best way to overcomefear in battle was to get involved and keep busy. I had to keep movingand not keep still. Once I was fully in the picture, and knew what wewere up against, and could come up with a plan of action; I was OK.Until then I would have the fast pulse, the outbreak of sweat and othernormal reactions to stress.’

Fatigue - Sleep Loss

`Each day brought heavy enemy fire. Each night meant contin-uing harassing fire against the enemy. Harassing fire ex-hausted the gunners but it did much more to the enemy, and

5

The Battlefield

happily cheered the Infantry immensely. From dusk to dawnthe guns would fire irregular bursts at targets previously reg-istered. Two or three men would work each weapon and otherswould be close by waiting their turn. At Buna a shift at the gunon harassing fire meant leaving a sodden bed on sodden groundto become even more sodden in the tropical nightly downpour.The command “fire” breaks the spell. Before the smoke clearsanother round is in the bore. Again and again the performanceis repeated. There is a respite for perhaps an hour or less and thegunners dash back to their crude shelters to snatch a little rest.This is harassing fire as the gunners know it not just once inone night, but many times each night for many nights.’

Kokoda to Wau

Dudley McCarthy

Like the gunners at Buna your team must be prepared to operate dayand night, 24 hours a day regardless of climate, terrain or the enemy.The duties will be continual, placing immense demand on physicaland mental stamina. No matter what type of unit you belong to, therewill be a need for constant security, work parties, digging, wiring,ambushing, patrolling, and resupplying to name but a few. Thelonger the operation, the more significant the demand, particularly ifthere have been casualties and no replacements. The situation isfurther exacerbated when in close contact with the enemy, for it is inthis arena where incredible demands will rapidly sap both physicaland mental reserves. The more experienced team will last longer. Itpaces itself, sleeps where it can, seizes every opportunity to brew upand relax, and shares the work load equally within the group. Thesame is true of an experienced leader. Nevertheless, no matter howsound the leadership, the experience and procedures, given totalexhaustion there could be a marked change within the team. It willaffect individuals in different ways. Irritability, breakdown indiscipline, neglect of weapon and equipment maintenance, eroding ofstandards and overall a reduction in efficiency are just a few of thesymptoms of exhaustion. A good leader will know his team’scapabilities and identify early warning signs. Given the rightcircumstances, the team should be rested before exhaustion reachesbreaking point. You will be the judge of that critical point when yourtroops can do no more.

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Discomfort

`Physically the pathetically young warriors of the 39th were inpoor shape. Worn out by strenuous fighting and exhaustivemovement, and weakened by lack of food and sleep and shelter,many of them had literally come to a standstill. Practically ev-ery day torrential rains fell through the afternoon and night,cascading into their cheerless weapon pits and soaking theclothes they wore; the only ones they had. In these they shiveredthrough the long chilly vigil of the lonely nights when theywere required to stand awake and alert but still and silent.’

Kokoda to Wau

Dudley McCarthy

Sleeping on the ground or in a trench, continually wet, hungry andthirsty, cramped in the confined space of a tank, firing 105 mm inscorching temperatures with acrid fumes as a constant companion isthe soldier’s lot. Such discomforts have always been a burdenaccepted by the soldier and given the right training, including fitnessand mental toughness, and the proper clothing and equipment, thesoldier will quickly master such problems, improvise and adjust tomake the best of it. Indeed, given good leadership and team spiritmost would refuse to change jobs. Operating in such adverseconditions can become a most valuable weapon in enabling ourtroops to come to grips with an enemy who may be reluctant tosacrifice the comforts of home. The penalty of discomfort will be thatliving in such conditions over an extended period could have anadverse effect, particularly in regards to health. Rest periods in a morerelaxed environment, hot meals, showers and even a resupply ofsocks will do wonders for any group of soldiers.

The Enemy. In preparing for war there is normally no assurance ofwho will be the enemy. He could be Asian, European, Arabic orperhaps a mixture of races. One thing is certain; if the opportunity isgiven he will destroy your team without hesitation. Never give himthat opportunity. In common with you he will have a mission, beadequately trained and equipped, live in the same environment, havesimilar fears and, more than likely, loved ones. He will also have

7

The Battlefield

weaknesses. You must identify and exploit them. Neverunderestimate the enemy. Respect him, but equally on the other handalways remember, regardless of the odds, man to man, team to team,yours is better. If there is any doubt in your mind in regard to theprevious sentence you had better start training harder, or hand overyour command.

Atrocities. In battle there will be varying numbers of casualties. Theviolent deaths of close comrades in battle, combined with emotion,mental exhaustion, frustration and a burning desire to get even canlead to individuals and groups dealing out their own retribution onprisoners. Worse still, it can become contagious. Whatever the reason,such conduct is unacceptable and must be prevented. As the leader ofyour team you will bear full responsibility for the conduct of yourtroops. Consequently, your orders must be quite clear and leave noroom for misinterpretation. The following incident during the Battlefor Bardia, involving a Company of 2nd/7th Battalion, is a classicexample which reinforces the above comments.

`After Post 24 had been taken and as Captain Green and Lieu-tenant Macfarlane stood watching some of the prisoners beingrounded up, an Italian bobbed up from one of the pits, put a rifleto his shoulder and shot Green through the chest. He thendropped his rifle, put up his hands and climbed out of the postsmiling broadly. An angry Australian threw him back into thepost and emptied his Bren Gun into him. At the same time oth-ers demanded of Macfarlane they should be allowed to bayonetall the other prisoners, but Macfarlane, now the only officer inthe company, forbade them to take revenge and was obeyed.’

To Benghazi

Gavin Long, 1952

Casualties. In battle, casualties are inevitable and soldiers understandthe risk. What they will not accept is stupidity or unnecessary loss oflife. Incredibly, many soldiers are convinced it will not happen tothem, while others, after long and arduous combat, will becomeresigned to the fact they will become a statistic. This behaviour iscovered later. A further observation in human behaviour is thatsoldiers on the battlefield become increasingly superstitious: the

8


shaving mirror always being in the left basic pouch, the lucky charmhanging from the neck or the almost religious putting on of aparticular boot first. To break the pattern results in gloom and a senseof foreboding. No matter what the peculiarities, the soldier will bereassured if he knows and understands the evacuation plan and,more so if he knows the chances of survival after being wounded arehigh. Understandably casualties will have an impact on morale, and agood leader will do everything in his power to ensure it does notaffect the efficiency of the team. It is important the leader does stressthat perhaps it could have been worse and given the circumstancesthe team did very well. No matter what the circumstances, it isimportant to keep the troops busy and, as quickly as possible, removefrom the area all of the casualties’ personal equipment. The mosttragic and destructive impact on morale will be unnecessary loss oflife from `friendly’ action such as accidental patrol clashes oraccidental discharges of weapons. Such circumstances will test thebest of leaders and the only course of action is to tighten upprocedures.

Boredom. The old soldier term `hurry up and wait’ is mostappropriate during war. In the past there have been many examplesof varying periods of intense activity in battle followed by equallyvarying periods of inactivity. Long phases of inactivity can betroublesome times for the inexperienced leader. For inactivity canresult in boredom which in turn could mean mischief, a breakdown indiscipline, and complacency. It could further suggest a deteriorationof standards, particularly in drills, security and general alertness.Such ingredients are an open invitation to disaster. Boredom furtherprovides opportunity for the soldier to rethink his reasons for being inthe military. It is during such periods of inactivity that the leader mustassert his authority, crack down hard on breaches, and ensure abalanced and sensible program of activity is maintained to keep idlehands busy. A professional leader will allocate time in rear areaswhile on rest to review previous operations, correct weaknesses andpractise essential military skills, no matter how good his team thinksit is.

The Immediate Aftershock of Battle. The aftershock of battle relatesto that very critical and dangerous phase immediately after contactwith the enemy, more so when victory appears to have been achieved,for example, after capturing an objective or on returning to the firm

9

The Battlefield

base after a successful ambush. There will be a critical time when thefeeling of mental and physical exhaustion has subsided and leadersand troops have the urge to relax. It will be then that the junior leadermust force himself to move around his men encouraging andmotivating them for the next phase or for the continuation of theoperation. It is a critical time fraught with danger and cannot beoveremphasised. Consequently, security and alertness must remainat a high level. The following observations after the battle for Bardiaare typical of what can be anticipated.

`Men in the ranks wrote afterwards of their concern at theway in which the tension suddenly relaxed as soon as the firstthrust into the enemy’s fortress had been successfully com-pleted, and of the difficulty Junior Leaders sometimes had inpersuading men that the Battle was not yet over.’

To Benghazi

Gavin Long, 1952

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11

The Battlefield

Plate 1. Soldiers in the Assault - World War Two

AWM 42070

The battlefield will be most noisy, violent and dangerous.

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Plate 2. Casualties in Korea

AWM 146958

The soldier will be reassured if he knows and understands

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Th

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Plate 3. Patrol in South Vietnam

AWM CAM/67/804/VN

Discomforts have always been a constant companion of the soldier.

14


BThis chapter provides a basic understanding of what battle stress isand how you, the junior leader, can identify the signs and takepreventive action.

What is Battle Stress? In simple soldiering terms `battle stress’ is theresult of placing too many mental and physical demands on theindividual. It is the body saying enough is enough. Battle stress maywell seize a young unseasoned soldier in his first battle or perhapsgradually creep up and infect your most battle experienced andtrusted soldier. Understandably it can be caused by the actualdemands of combat, the howling bombardment, killing or observingcomrades killed, while under hostile air or unexpected enemyarmour, all which can have a devastating effect on the mind. What isnot often understood is that battle stress can also be the result ofanxiety before the battle, thinking of the task, letting the imaginationrun riot, the unknown minefields, the strength of the enemy, the fearof being killed, being maimed or perhaps letting the team down. Anyor several of these factors combined with long demanding periods ofmental and physical exhaustion including sleep loss could causebattle stress on any member of your team. It also includes you! Battlestress will reduce individual performance and if not addressedquickly will have more serious implications.

Symptoms of Battle Stress. Symptoms of battle stress may change fromday to day, even worse within hours. It is important to note that anumber of these symptoms need not indicate battle stress but fear.There will always be fear on the battlefield and soldiers may show it invarious ways, for example, by sweating, nervousness or trembling.Although the list is not exhaustive, symptoms of battle stress could be

15

Chapter Two

ATTLESTRESS

manifested by anxiety, trembling, sweating, confusion, agitation,listlessness, irritability, anger, withdrawing from the group and simplyfinding excuses not to fight or participate.

Countering Battle Stress. First and foremost, the most basic andessential requirement is to ensure your troops are mentally andphysically tough. This should have been achieved during training butobviously will not necessarily account for the reinforcements. They willneed to be assessed.

Secondly, you must ensure the team paces itself; and that includes you.Seize every opportunity to rest your troops including sleep.

The third requirement is to encourage mateship and pride in the team.As Gary McKay wrote in In Good Company,`Our unit, our company and our

platoon was a very tight unit. We trained together for a long time before we went to war

and we knew each other intimately. We all knew each others strengths and weaknesses.

We could tell when a man was experiencing difficulty with a personal problem. He

wasn’t left to stew about it. He was given aid and support. He was part of the family

which was looking after him. In this way we all drew support from each other.’

Last but not least, encourage humour. Legend has it that during thefierce fighting in Korea just before the truce, the Chinese advertised by aPA system that the Australians best be ready for they were coming overin force on that night. The answer from one wag in a loud clear voiceheard by many, `Well, make sure you bring your own bloody beer.’ Itbroke the tension! Next, not only must you know your soldiers, youmust watch them.The signs will be there! Finally, you must set theexample in all aspects of soldiering; it comes with the job.

16


T`The attack began at 6 pm. As the guns opened up the mensurged down the hill like ants. They jumped down the terrace sowell dispersed, moving so fast and making such skilful use ofwhat cover offered they reached the road without a casualty.The French fought for the hill. Private Luff saw a section in theplatoon on his left held up by a machine gun in front. He stalkedto the rear of the French position and killed the five Frenchmenin the post with rifle and bayonet.’

The Attack for Jezzine by the 2/31st Bn,Greece-Crete-Syria

Gavin Long, 1986

The soldier on the battlefield will demonstrate a number of traits thatmay not be identified easily in training. To understand how yoursoldier thinks, acts and responds on the battlefield will be of valuableassistance to you in leading your troops, preventing problems andensuring maximum efficiency. The following paragraphs examinesuch traits and other peculiarities which can have a significant impacton how they fight.

The Modern Generation. The Australian Army has a magnificentrecord in war and there is every reason to be proud of pastachievements. Past military history is a valuable tool indeveloping the attitude of the soldier, for example understandingthe `Spirit of Anzac’ and being determined not to let previousgenerations down. However, one point is very clear - it is simplymyth that Australians are natural soldiers. Private Luff did notsuddenly appear from civilian street issued with uniform,equipment and rifle to fight as he did at Jezzine. He was a trainedsoldier confident in his military skills. All individuals, regardless

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Chapter Three

HE SOLDIERON THE BATTLEFIELD

of race or background will have to be trained, developed andhardened for the rigours of battle. More so the young generation oftoday; for they come from a soft society where luxuries are takenfor granted and where personal discipline is generally poor. Themajority would have lived in an urban environment and have beenrarely exposed to the bush or been familiar with the dark. Onenlistment, they will not be fit nor mentally tuned for the demandsthat will eventually be made on them. The point to remember isthat preparing the younger generation for war will require timeand much effort. In a regular unit this should have already beenachieved, while on the other hand, if you are a Reservist there aresignificant limitations. The very nature of the Reserve, withlimited training and short exposures to the field environment, willsimply not eliminate the weaknesses reflected in our society. Youwill need time after mobilisation to develop battle fitness, mentaltoughness, teamwork and other essential requirements.Nevertheless, no matter what part of the total force a soldierbelongs to, given the right training and leadership, he will reactfavourably to discipline, accept responsibility, use initiative anddemonstrate resourcefulness. Above all, he will most likely have akeen sense of humour which it would seem has been passed fromgeneration to generation. So be it! We wish to examine the trainedsoldier as he will be on the battlefield, and consequentlyweaknesses should have already been eliminated while thestrengths developed. There is much to learn of our Australiansoldier in such circumstances. Read on!

Punishment and Soldiers’ Justice. Australian soldiers willunderstand the need for rules and authority, as well as establishedprocedures. But it will not stop them from testing the system, somesoldiers more than others, particularly when on rest in rear areas.They will readily accept the rules of the immediate family and receivefair punishment without complaint. However, the soldier will beresentful of collective punishment if all the group was not involved.The soldier will loathe thieves and shirkers and if you as the leader donot take quick and appropriate action against such culprits, then thesoldier and his mates will take the matter into their own hands, oftenwith serious implications.

A Survivor. The soldier has one major aim in war - to survive. Thisinstinct will not prevent him from taking risks or sharing the dangersbut overall he will want to know what the odds are. He will see you as

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the key; his leader who can or cannot provide the right odds. Itfollows that if you cannot, because of poor tactics, indecisiveness orsome other evident weakness there will be more than one unwillingwarrior in the team.

Passage of Information. He will always want to be kept in thepicture and more often than not will want to know `why’. Lack ofinformation will encourage exaggeration to run riot, fuel rumourand possibly generate fear. Keep him informed and above all tellhim `why’.

Recognition. Recognition will unquestionably enhance a soldier’smorale while, conversely, lack of it may well leave him frustrated anddisillusioned. Recognition can be generated in numerous ways withinthe team, and a good leader will use it to maximum effect. With fewexceptions, the soldier will find it difficult to tolerate poor manmanagement, in particular arrogance from his superior. After all, inhis assessment, he carries the same load, shares the same dangers,suffers the same privations and is as much a part of the team as you.Accordingly he will expect recognition as an individual and for hiscontribution to the team. The Australian soldier on the battlefield willrespect your rank, position and responsibilities. If you are an officeryou will be addressed as `Sir’, `Boss’ or the `Skipper’, and when thebonds are close and respect has been earned he will prefer youaddress him by his first or given name, or nickname. (There is apreponderance of nicknames in any team, accurately describingpersonal characteristics or deficiencies.) Above all your soldiers willdetest being addressed by surname only. They will see this as lack ofrecognition. The art of recognition requires little effort and thought.`Well done Thommo’ is a simple phrase a soldier might hear from hisleader after reporting enemy movement or completing some arduoustask. To him it is recognition, an accolade that will boost his spirits.Far better than a grunt, nod or a curt `report back to your tank’. Thereare also other methods, such as rewards in the form of rest, praise inthe presence of the entire team and for particular soldiers yourrecommendation for an award.

Personalities - Strengths and Weaknesses. Each and every one of usvary in personality. Such characteristics stand out more so in a smallgroup bonded together in battle. It will become absolutely imperativeyou know in detail the mannerisms and moods of your soldiers, for inso doing means you can capitalise on the strengths and guard againstthe weaknesses. For example, the comedian who is always quick to

19

The Soldier on the Battlefield

inject some infectious humour at a critical time when the going istough should be encouraged. On the other hand if he gradually loseshis wit and humour the alarm bell should start ringing. The soldierwho is totally loyal, and fearless in battle but regrettably becomesyour biggest disciplinary problem when in the rear area on rest,should not be sacked but given strong guidance and looked after. Afurther example is the individual who will always find somethingwrong with the system and voice his view. Never invite his commentwhen all is not going as planned. He will have to be told in nouncertain manner what is required of him. Never, but never, playyour soldiers one against the other. Perhaps the most cardinal sin aleader can commit is to over-employ the willing horse, the soldierwho never complains, never hesitates to dig the latrine, collect theresupply or volunteer for reconnaissance. You will burn him out. Justas importantly, members of your team could eventually come toexpect it of him. In operations there will always be the temptation touse your best, particularly in a crisis – the competent and very reliableoperator in the command post, the scout who is unquestionably yourbest or consistently bringing forward the same section to the front ifcontact appears imminent. Tempting as it may be, do not do it. Itcould well drive a permanent wedge and split your command intodivisive groups.

Complacency. It is often forgotten that the longer a soldier spends inan area of operations where there is little enemy activity the morecomplacent he could become. Many soldiers will develop an attitudeof `been there, done that’. It is, without question, an attitude caused bygradual acceptance of the environment to which they have beenexposed and, to a large degree, resigned, for in the main it has allbecome repetitive and boring in what was once the unknown. Theimpact will be far greater, for example, on soldiers who have patrolledconstantly but experienced little enemy contact, than those who findthemselves constantly in a fire fight. It is more likely the latter willsuccumb to battle fatigue rather than simple complacency.Complacency will have a significant impact on troops who normallyare not expected to be directly involved with the enemy. Transport,ordnance and medical units, where little threat appears to exist aresuch examples. The leader must be aware of this problem and do hisutmost to prevent it, ensuring the soldier remains alert and efficient.Thus it is essential to remind soldiers of the dangers, refresh the drillsand procedures, and maintain individual skills at the highest level. Itwill be an immense challenge to all leaders. To ignore it could result in

20


your team, no matter where located, being `caught with its pantsdown’. It may take only one soldier, be he the sleeping sentry, notpaying attention to the orders, or careless weapon handling whichcould threaten the very existence of your entire team.

Reinforcements. Your responsibilities will be both to the team andthe reinforcement. You must ensure the reinforcement quicklybecomes part of the family, understands the rules, your battleprocedures and drills, and adjusts to the team routine as quickly aspossible. He will be of unknown quality, be more than likely mostapprehensive and have doubts, but he will be eager to please andprove himself. Sadly, there are far too many on the honour rolls whowere over-enthusiastic to prove their worth. You must remove thedoubts, temper the enthusiasm and develop his confidence. In theideal situation, where time permits, he should be introduced to hisnew environment gradually. The use of the `cobber’ system is a well-tried and proven method; that is, allocating the reinforcement to thecare of a selected soldier. Thus, under the guidance of his new cobber,by watching, listening and imitating he should quickly learn andadjust. You will need to monitor the reinforcement’s progress toensure he does fit in, not only with his mentor but with the team. Thecobber system provides the reinforcement with an immediate friendmore experienced in soldiering and one he can turn to when in doubt -a comrade who can provide confidence and reassurance during thatcritical settling-in phase. Perhaps the first words the reinforcementmay well hear from his new cobber are, `Watch me, stay close, dowhatever I do’. Such a simple directive heard by reinforcements onmany a battlefield in times gone by sums up such a system.

Humour. At the Anzac Landing, `One man climbed from his boat remarking

that it was bloody poor farming country.’ (The Story of Anzac, C.E.W. Bean,1944.) And yet again 51 years later, another generation in the Battle ofLong Tan, `The constant blaring of bugles was heard from the trees as the VC

manoeuvred for the assaults. There seemed to be no tune or melody. Just blasts to signal

ready, wait and go. Brian Reilly heard someone say with dry Aussie wit, “all we’ve

gotta do is hit the bugler”.’(The Battle of Long Tan , Lex McAuley, 1986.) Inoperations a keen sense of humour will emerge from within yourteam. It will, in the main, be a dry humour and often warped. It hasthe chance of becoming infectious with your troops and may prove tobe of immense value to morale. Even in the most trying circumstancesthe soldier will react to humour and be quite capable of laughing at

21


his own dilemma or discomfort. Never ignore the immense value ofthis quality particularly on the battlefield.

Disruption to Routine. The soldier will be suspicious of, and oftenresent, change, particularly if there appears to be no logical reason. Hewill quickly become impatient with unnecessary or questionabledelay more so if that particular delay imposes on his limited valuablepersonal time. He will also be resentful if delay interferes with theplanned day or night routine where he would be anticipating somerest or minor comforts.

Navigation. The soldier will quickly move a vote of no confidence onany leader who demonstrates poor navigation. The soldier dreads thethought of long and seemingly endless marches, particularly overdifficult terrain, simply because of poor navigation. To him it meansbeing involved in the dreaded guessing game, `Where am I?’ and,even worse, could place them in danger of friendly indirect fire orclashing with friendly troops. You would be most wise to ensure yournavigation techniques are sound. The nickname `circles’ given by thesoldiers to a leader is the kiss of death.

Movement. Given the order to march long distances, drive or beflown, the soldier will readily accept the task, provided he knowswhere he is going and how long it will take. If there is doubt you willhear of it. On the move he will anticipate sensible breaks, time for theodd brew and smoke, unless of course there is a sense of urgencywhich has been communicated and readily understood by him. Thesoldier will be very critical if he arrives tired and hungry after a longjourney to find an inadequate reception. He will be particularly iratewhen harbouring for the night to discover no water resupply, when infact the opportunity to top up at a stream short of the night locationwas ignored. Any decision which interferes with his limited comfortswill require justification. Given the right answer he will readily acceptit. Given the wrong answer you have a problem. The simple fact ofsoldiering is that provided you understand your soldiers, andmaintain good communication, adequate procedures and planningyou should not encounter such problems.

`Losing Your Cool.’ We all have our bad days, missing therendezvous, rations not arriving, surprised by the enemy, a suddenchange in orders or adverse weather. The list is endless but when ithappens the leader had best be prepared. He must remain calm andcool, be there enemy action or not. The soldier will become alarmed,

22


sometimes aggressive to authority and certainly will lose respect forany superior who is short-tempered, flusters, bullies, uses sarcasm ortakes out his frustrations on the team. Worse still, will be the status ofa leader who blames his troop for the crisis in order to protect himselffrom higher authorities. Above all, will be the soldier’s contempt forone who panics.

The Home Front. While on operations, soldiers will invariably usehome and family as an escape valve. It gives them a reason for livingand indeed the ultimate goal `of going home’. Consequently, whentime permits they will think, talk and breathe home. This becomesmore important if the conflict is a major one and a threat exists toloved ones. Communication with the home front is paramount, and aleader would be most wise to do everything in his power to ensuremail gets in and out. In addition, a smart leader will have soundknowledge of his soldiers’ backgrounds. Bad news from the homefront can be devastating and could require the provision of comfortand guidance. The leader must be prepared to give it. It is all part ofbeing a leader on the battlefield!

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24


Plate 4. The Soldier - World War Two

AWM 15515

25


Plate 5. The Soldier - South Vietnam

AWM FOO/71/251/VN

26

Ju

nio

rL

ead

ers

hip

on

the

Battle

field

Plate 6. The Soldier - Korea

AWM HOB 2070

All individuals regardless of race or background will have to be trained,developed and hardened for the rigours of battle.

27


Plate 7. The Team - World War Two

AWM 13653

Within the military family is your command, your team. It may be atank crew, engineer or transport section, or any of the other elementswhich form the base of our Army.

28


TDuring the Battle of Long Tan, 11 Platoon was in very deep troubleindeed but training and discipline held them together against theshock effect of the VC reaction. Brian Hall describes the Australianresponse.

`For the full duration while we were out there by ourselves itwas very well controlled. Everybody knew what the bloke nextto him was doing and how he was reacting. It was like a verytight family. We all worked very well together. That controlcame from Sharp, down through the Section Commanders andafter he was killed the control was still there in Bob Buick whotook over the Platoon.’


Lex McCauley, 1986.

Like the soldiers at Long Tan you too have a military family. Withinthe family is your command, your team. It may be a tank crew,engineer or transport section or any of the other elements which formthe base of our Army. How well they perform in battle is yourresponsibility. The following paragraphs relate to your team as it willbe in battle: its likes, dislikes, essential needs and some advice on howbest to lead. It is most appropriate to begin with the unit.

The Unit. As a junior leader you should have appreciated theimmense value of unit pride and sense of belonging within your unit.Perhaps it is best portrayed when the unit is on parade: each sub-unitin its respective position, the regimental colours or equivalent in prideof place, the one regimental dress, the badge with motto. Individualsare formed into sub-units which in turn are banded together as one

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Chapter Four

HE TEAMON THE BATLLEFIELD

total family. Further examination shows how clever the system is, notonly to establish individual and unit pride but practise basicprocedures so essential in units. Even before the parade each leaderand his team prepare, orders are given until there is the inevitablemarrying up with the immediate tribe: NCOs herding, barkingorders, checking and then in turn applying the chain of command asthey hand over their charge to the next senior level in the family, untileventually the CO is on parade. The parade is but one example inwhich the unit provides a sense of belonging, unity and purpose.Barrack life and routine are yet another. No matter what the example,within each family there are rules, codes of behaviour and procedureswhich must be obeyed by all ranks. The ethos of the military familyand its way of life provides a most fundamental building block indeveloping the soldier and sub-unit for war. Indeed, it will be yourunit which will provide direction, support and protection, your key tosurvival on the battlefield. As an NCO or officer you must haveunquestionable loyalty to the unit as well as to those you command.Love and loyalty for the unit can be best summed up by using thefollowing example from the 39th Battalion during the Japaneserelentless attacks at Isurava.

`Platoons from the 39th Battalion which had just reported backsince the actions two day previously, hurried back to form a re-serve although they were hungry and sick. “When I saw thosepoor bastards tottering on their bleeding swollen feet turnaround and go straight back to Isurava I knew they were good,”said a member of the 2nd/16th Battalion. Lieutenant Johnsonwithout orders to do so also led forward a party of physicallyunfit volunteers. He told his CO simply we heard the Battalionwas in trouble so we came back.’

Kokoda to Wau

Dudley McCarthy, 1959

Confidence and Trust. Two essential requirements to developcamaraderie, particularly at the team level, are confidence and trust.They are absolutely essential for success on the battlefield. Theyimply a total bond in reliability and teamwork between groups and,ultimately, the team. In a well-trained team it simply reflects andconfirms the standards developed prior to operations. Conversely, ina poorly-trained team, given the demands of the battlefield, trust andconfidence will be difficult to develop and, without such essentials,

30


the team faces a dismal and perhaps a very temporary future. Trustand confidence imply a very intimate brotherhood. All share equallyin tasks, and rations and water are distributed evenly. There are nofavourites. An individual’s personal equipment and rations are neverat risk from pilfering, and each and every member of the team is verymuch part of the family. It can be best expressed as total commitmentto each other. The battlefield is the ultimate test of these requirementsand the test is constant. The sentry can be relied upon to provide earlywarning, the scout knows his job, the skipper can navigate by day ornight, the artillery gun team are as one, and fire support is alwaysreliable. There are no second thoughts when on patrol that the soldierdirectly five paces behind has a weapon on instant, nor should therebe any reservation when the order `cover me’ is given. The reality isthat you are in fact saying, `Hey, my life is in your hands. I trust you.’There is simply no comparison within our society! Without doubt,you the leader will always be under the microscope and must neverbe found wanting. You must play your part.

Cross-training. It is essential that as a leader you ensure there isadequate cross-training of military and technical skills within yourteam. If you ignore this basic requirement there is a great danger thatthe effectiveness of your team could be severely disrupted by one ortwo casualties, which could spell disaster, particularly if the battle isat a critical stage.

Standards. Your team will become confused and even resentful if youare inconsistent with both personal and group standards. If youdemonstrate such a weakness, rest assured members of your teamwill follow the example. No matter how demanding thecircumstances you must never be tempted to lower the standards. Thesoldier not disciplined for smoking while on sentry simply means thatothers will follow. Breaches of discipline or standards which are notcorrected will inevitably erode the operational efficiency of yourteam.

A Sense of Purpose. Your team must be imbued with a sense ofpurpose. If not, there is a great danger your team will begin to doubtand even question its efforts. A classic example is what we termnegative patrolling. This is when a patrol goes out and finds no enemyor even a sign of his presence. The patrol may think that all this is awaste of time and effort, and such doubts could be reinforced if such asituation occurs patrol after patrol. In such circumstances, it will benecessary for you to remind your team of the importance of suchpatrolling. Not only is it in the interest of the team, but more so for the

31

The Team on the Battlefied

bigger picture at unit level. Incidentally it will be a foolish and lazyleader who does not ensure the patrol is debriefed on its return,regardless of its activity. Lack of debriefing procedures will onlyreinforce their doubts on the value of their efforts. Further examplesof problem areas are inspections and rehearsals. These too must havea sense of purpose. A continued sense of purpose within your team isvital to ensure proper motivation and a sense of achievement, whichin turn will enhance group pride and morale.

Weight Loads

`In addition to personal equipment, spare clothing, rations andammunition, 18 bombs high explosive and six bombs of smokewere carried for the 2 inch Mortar. Such were the possessions ofthe Australian soldier as he battled with the Japanese in themurky jungle and precipitous hills of the back-breaking areasaround Mubo and Bobdubi.’

The New Guinea Offensives

David Dexter, 1961

Regardless of technology and modern transport your soldiers,particularly if in the Arms, must be prepared to carry exceptionallyheavy loads on the battlefield. This will include team stores as well asrations, sleeping gear, ammunition and the like. There is always agreat danger that such immense loads will have an adverse effect onyour organisation’s ability to fight as a team. The burden it carries willimpede movement, speed and above all cause physical exhaustion. Itis, therefore, most desirable to rationalise loads and above all, when inheavy contact, to remove packs and provide more freedom ofmovement for the team to get on with the task at hand. Your battledrills and procedures must allow for this flexibility. As a leader, youmust also ensure that team stores are shared equally within the team.Your judgment in allocating loads will be essential. Finally, watch outfor the shirker who is reluctant to accept his responsibility or indeed,deliberately loses a burdensome item while on the march.

Maintain Team Identity. If you command more than one team, it isimportant to keep in mind that it will be in the interest of overallefficiency to task a team as an identity. They work better that way; forobviously each is a team within itself. Ambushing and patrolling aresuch examples. This, of course, may not be possible. There will bemany occasions when for tactical reasons you have no choice but to

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allocate numbers from each team for a specific task. Nevertheless, therule applies and must be considered.

Seizing the Initiative

`A company of the 2nd/31st Battalion while advancing westalong the road with Sawyers platoon on the right of the roadcame under heavy fire from Edwards Plantation. Soon Saw-yers platoon was pinned down by intense fire. CPL Groundwa-ter then led his section through dense jungle farther to theright. Reaching a position where he thought he could attack theenemy’s flank he called to his men, “Right boys, into them.” Inthe bitter close-quarters fight which followed Groundwaterand several of his men were wounded, but the nerve of the at-tack enabled the remainder of the section to kill 14 Japanese andclear the way for an advance by the Platoon.’

2nd/31st Battalion at Edwards Plantation 1943New Guinea Offensives

David Dexter, 1961

On the battlefield there will inevitably be the unexpected and theunknown, which if not challenged immediately could spell thedifference between success or failure of the mission. It may confrontyou or your men in many forms, such as: being detected whileapproaching an enemy camp short of H-Hour; the occupiedforming-up-place which comes under fire from a machine gun whichyour team could assault, but which was not covered in the orders; theunexpected road block; the unmarked minefield; or in a frontalassault, the undetected wire obstacle which cannot be breached. Nomatter what the challenge, more often than not it will be the juniorleader, or elements of his team, that not only confronts it but shoulddeal with it. In doing so, there will be no time for a new plan, guidanceor even additional support. In such circumstances, success can only beachieved with sound drills, confidence in your team, personalinitiative and above all, a clear understanding of the mission, given inprevious simple clear orders, which are not restrictive.

Mateship

`In the last few moments before the bloody attack upon LonePine in Gallipoli when the 3rd Infantry Battalion was crowdedon the fire steps of each bay in its old front line trench waiting

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for the final signal to scramble over the sandbags above, a manwith rifle in hand, bayonet fixed came peering over the trenchesbelow: “Jim here?” he asked. A voice on the fire step answered,“Right, Bill, here.” “Do you chaps mind shiftin’ up a bit,” saidthe man in the trench. “Him and me are mates and we are goin’over together”.’

The Story of Anzac

C.E.W. Bean, 1944

And yet again in Vietnam half a century plus later Gary McKayreflects in In Good Company -`The most startling effect that I saw of our

operational experience on my men was the rapid maturing from adolescence to

manhood. The soldiers all became more responsible and more tolerant of each other.

We depended on each other to survive. A mateship developed and grew between the

men that was incredibly strong.’ Clearly mateship has been a particularAustralian virtue in all our past wars. More importantly, previousgenerations of soldiers have fought and often died for it. The same istrue of today’s soldiers and reflects in the performance of the team. Itis a most valuable asset, particularly during difficult times, wheremutual love and respect for mates in the same team will more thanlikely see you through and turn the tide. Never sabotage such an assetby playing one soldier against the other, or demanding they volunteerthe name of an unknown offender responsible for some breach ofdiscipline.It simply does not work with Australian troops.

Motivation. Even the most professional team will from time to timerequire motivation. The main thrust of motivation must be projectedby the leader. Confidence, clear orders, keeping the team informedand identifying with it, will be well received. Not `I’ nor `you’ but `we’should be the word they come to expect. Finally, when there is a taskwith significant challenge, encouragement will always find its mark.Comments such as `the unit is depending on us’ or `we must not letthe bastards down’ provides that small boost which fosters thedetermination to succeed.

Administration. You are well aware from previous studies of theneed for sound administration. What is not often understood, is theneed to ensure minimum delay in administrative procedures after asignificant operation. There will be a temptation to lay back,congratulate each other and rest. It will be a critical time, fraught withdanger particularly on the modern battlefield. The golden rule of`topping up ASAP’ remains as true as it ever did. Further examples of

34


thoughtful administration within the team are ensuring a hot brew isorganised for the returning patrol, the sentry is relieved in time to eatbefore night routine and mail is delivered ASAP. Such action will lifttired spirits and enhance the overall morale of your troops. Such wasthe case as recorded below.

`We withdrew about 20 yards into the jungle and formed ourperimeter. Then our mail came up while the wounded wereevacuated back to the Regimental Aid Post. I was particularlylucky with the mail as I received a parcel that contained 12ounces of tobacco, together with papers and matches. At thattime it was better than first prize in the lottery as we had beenweeks without a smoke.’

The New Guinea Offensives

David Dexter, 1961

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36


Y`At Pozieres on the 7th August 1916 the enemy overran a por-tion of the line, including part of which Jacko was in charge. Hehad just returned from a personal survey of his front and goneto his dug-out when Germans appeared at the entrance. Jacko,firing as he ran, bolted up the stairs and found large numbers ofenemy in the rear of his position rounding up prisoners. With acouple of men Jacko charged them and a furious hand-to-handfight ensued in which he was wounded three times. Seeing thisthe Australians who had been captured immediately revoltedand attacked their captors; men from other units joined in andthe tables were turned completely.’

They Dared Mightily

Lionel Wigmore, 1963

The above example clearly illustrates how one man’s action andleadership can influence the outcome of a battle. It further reinforcesthe very basic fact that soldiers on the battlefield, no matter howconfused or exhausted, will react to a leader they know and trust; aleader who is decisive, knows what to do and gets them to do it moreoften than not by personal example. Previous chapters have coveredthe impact of the battlefield on both the individual and the team. Indoing so, much has already been covered in regard to theresponsibilities and requirements for a leader. This chapter expandsfurther on the subject of junior leadership.

Personal Example. Let us be quite clear on one major fact ofsoldiering. How well you lead, how sharp your own personaldiscipline, your knowledge of weapons, tactics and personal

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Chapter Five

OU - THE LEADERON THE BATTLEFIELD

confidence will be largely influenced by how you approachedsoldiering back in the barracks when training for war. Most importantof all, is how you mastered `personal example’, for with any leader, nomatter how professional he may appear, all will be lost if he is notprepared to lead by personal example. If they march; you march. Ifthey cannot smoke; you cannot smoke. You share the same physicaldemands and dangers without hesitation and, in doing so, youmaintain a cheerful and determined disposition. It will be on thoseoccasions when there is immense physical demand and troops arereaching breaking point that it will be your personal example,cheerfulness and encouragement which will provide them with thatextra reserve of strength and determination. Your personal standardsmust never be questioned or doubted by your troops, be it morals,weapon maintenance, discipline, the lot! In a crisis, be it against theenemy or confronting what seems impossible terrain with no rationsor support, the team will always look to you, not only for directionbut, to lead the way. You must not be found wanting. Whatever thesituation, you must find a sensible balance between going forward tointervene where necessary and allowing your subordinates to get onwith the job. Too often junior leaders confuse the responsibilities ofdelegation and leading. Doing too much, when not necessary, willovertax your physical and mental reserves and, just as importantly,may well reflect poorly on the ability of your subordinates.

Professional Competence. During the Battle of the Hook, Korea 1953,2 RAR as part of 28th Brigade was in a forward defensive positionimmediately to the west of Samechon River. The following accountdescribes the professional competence of a junior leader.

`The contact bunker, between the Marines on Hill 111 and CCompany was the scene of heavy fighting on the night of 25-26July. It was manned by six Australians under the command ofLance Corporal K.H. Crockford. When the Chinese attackedHill 111 they also penetrated the undefended space between itand the contact bunker and attacked Crockford’s group fromseveral sides at once. Bitter hand-to-hand fighting followed inthe trenches around the bunker and the Australians threw theChinese out of the position, preventing them from penetratingany substantial distance between Hills 111 and 121. After theChinese had been driven off, Crockford realised that there were

38


too many enemy in the vicinity for his section to be able to holdthe bunker without assistance. He called in artillery fire, botharound and directly onto his position to break up other Chineseattacks. The Australians held fast and in the morning counted75 Chinese dead around them.’

War Diaries, 2 RAR, 1953

No matter what the personal qualities of a leader, one inescapablerequirement is that he must be competent. A leader might well havesome of the requirements, for example, be a `good bloke’, superbly fit,have a happy disposition, and always willing to lead from the frontregardless of the odds, but regrettably unless he has both theknowledge and ability to apply the required skills of his militaryprofession, he will be but a passing figure in the history of the team,unless of course he has the ability to learn very quickly. Withoutprofessional competence the team cannot operate, let alone survive,and obviously, to the soldiers on the firing line that is very bad news.Understandably they will expect their leader to have a good grasp ofminor tactics, have an understanding of and be able to employ teamsand their weapons effectively, as well as give clear decisive orders. Inshort, he knows his job. Most importantly of all, they will accept aleader who may take necessary risks but reject one who takes stupidrisks. After all, a dead leader cannot lead! Professional competencedemonstrated and clearly visible to the troop develops confidenceand mutual trust within the team which in turn breeds success inevery aspect.

Planning Ahead. You must be continually thinking ahead andanticipating the unknown, the unexpected, thus possibly counteringan oversight long before it becomes an obstacle. It will cover allaspects of your intended activities, particularly over the next 24hours. Do not wait for orders! Develop the discipline necessary tomaster this technique, even before resting. It will soon becomemethodical and automatic, and will sharpen the skill for attention todetail.

39

You - The Leader on the Battlefield

Decisiveness

`In the early stages of the Long Tan Battle, Kendall’s platoonwas moving to assist its sister platoon. Lieutenant Kendall’smen were advancing towards the firing, alert for contact. Sud-denly Kendall saw to their immediate front an assault wavemoving, going in on Sharp’s platoon. Kendall estimated it wasprobably at least a platoon frontage and of 30-40 strong. One ofKendall’s soldiers heard Kendall saying, `this is it, keep going’,and I’m thinking to myself, Christ he’s mad. We’ll be able toshake hands with ‘em soon. He kept going. Next thing we gotthe order to fire.’


Lex McAuley, 1986

In battle, more so as the fog of war develops, there will always be theneed for quick decisions at the junior level as indeed Kendall made.You must be confident and capable of making them, and once madeaccept full responsibilities for the subsequent action of your team.Your troops will react to your decision providing the orders are clearand understood. If there is no time for orders then it will requirepersonal example by leading from the front. It is important toremember that a decision executed forcefully and quickly in battle isbetter than none, even if in retrospect it wasn’t the best option.

Tenacity

`Lieutenant Plater a spirited young Duntrooner, maintainedthe impetus of the attack along the track, grenading and ma-chine gunning, and then personally striking down a number ofJapanese officers and men in one foray after another as the daywore on. Just before nightfall one of his section commanderswas wounded beside him and, as Plater dressed his wound, hehimself was shot through the shoulder blade. But still he stag-gered at the head of the section to wipe out another obstructingpost before he finally allowed himself to be carried from thefield.’

Kokoda to Wau

Dudley McCarthy

40


Lieutenant Plater’s action at Gona is a fine example of tenacity: thedetermination of one leader, combined with physical endurance,courage and refusal to accept anything short of achieving the mission.Tenacity on the battlefield springs from the ability to persevere,regardless of physical demands, danger and the recognition ofresponsibilities as a leader, to the team he commands and to the unit.You too can develop tenacity, but a word of warning, be well aware ofthe absolute maximum you can ask of your soldiers.

Reduced Strength. The reality in war is that in a short space of time,due to sickness and battle casualties your team could be severelyundermanned, and yet still be required to fight as if they were theoriginal team. It will be a significant test on your initiative andresourcefulness. It will mean restructuring your team, shrinking theperimeter or reducing the strength of each patrol but perhapsproviding more firepower. There will be fewer numbers for workparties, sentry duty and other essential tasks which keep your teamoperating. You must balance all of this with the need for rest. It willnot be an easy task and consequently all the more reason for sounddiscipline, mateship, sound procedures and a sense of determination.You must be flexible.

Loyalty. Clearly your loyalty must be demonstrated both to those youcommand and to your superiors. Indeed you are a vital link in thechain within the family. Clearly your aim is to have the best team butit must never be at the expense of the unit. You must never encouragenor develop an attitude of `we are different and don’t belong’. It willbe in the best interest of your command to ensure you maintain goodrelations with superiors, accept tasks cheerfully, not make excuses forfailure, but clearly be prepared to speak up if you believe it isnecessary in the best interest of your command. It is inexcusable topublicly criticise superiors or unit headquarters. It will leave soldiersconfused, perhaps bitter and reluctant to carry out the task inquestion. Above all, such disloyalty will eventually erode a mostimportant asset of soldiering, the sense of belonging and being part ofthe unit - The Big Family.

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Physical and Mental Fitness

`The only time a soldier becomes so exhausted as to feel incapa-ble of further action is when the officer in charge succumbs tofatigue.’

Report by 16 Bde

The Final Campaigns

Gavin Long, 1963

More often than not the nature of the war will place an immensedemand on physical and mental fitness, more so on the junior leader.There will always be the requirement for additional effort on yourpart, even when the sub-unit is resting. In war your responsibilitiesare continual. There will be orders to receive, plans to be made,reconnaissances to conduct, and the need for you to move within yourcommand to check personnel, equipment and weapons. All of thisand more without necessarily a shot being fired. The longer theoperation the more it will drain personal reserves, and if taxed tooseverely, the end result is an officer or NCO who is no longer fit tolead. Consequently, it is imperative you pace yourself and find asensible balance between delegating and doing everything. If youcommand a platoon or troop, and strength permits, the use of thebatman (often frowned upon by the Australian soldier) should beemployed to assist you. A wise leader will use such an individual tomaximum effect as well as ensuring his troops understand andsupport the necessity for such appointments. A word of warning - donot misuse him!

Discipline. A high standard of discipline is essential in any militaryorganisation for it implies regardless of stress, exhaustion or othercircumstances, forcing yourself to do your duty. The same applies tothe team. You, as the leader, will be responsible to ensure suchstandards are never found wanting within your team. In a smallorganisation, there will inevitably be more familiarity than thatexperienced or understood by some at unit level or higher. You will,out of necessity, be on intimate terms with your soldiers in that youshare the same dangers, share the same tin of food, the same jokes andconversation, sleep in the same tent and share the same weapon pit.Your soldiers will know you in every detail as you know them. Thissituation will provide the opportunity for leadership at its best, and

42


just as important will be a significant test of your personal qualities, inparticular your personality, tolerance, humour and judgment. Suchan environment provides the ultimate test for a junior leader, for nomatter how close you are to your troops, it must never be forgotten byall ranks that you are the boss in every respect and consequently,maintain unquestionable authority as the leader. The closeness insuch circumstances will enable you to detect any change in attitude,spirit or sense of purpose (remember the same can be applied inreverse). Thus a good leader will not only identify a change, he willfind out the reason for it and take appropriate measures, and wherenecessary apply his authority without hesitation or favour, no matterhow intimate the brotherhood is.

The Chain of Command

`The Japanese gun opened fire. The first three or four shotspassed over the raiders heads and fell in the vicinity of BewapiCreek bridge, but the next shot appeared to strike Kreen full inthe chest and he fell dead. No provision had been made for theleader’s death and some confusion followed before Wylie tookover.’

Action by KANGA Force

Kokoda to Wau

Dudley McCarthy, 1959

The loss of a leader in battle may well result in a loss of momentumand, within seconds, confidence and determination can be replacedby doubt, hesitancy and confusion. Such a situation, particularly at acritical phase of the battle when under fire, could lose the day. Aprofessional leader leaves nothing to chance and will consistentlyensure a chain of command is spelt out to his team. Each individualand group will not only know their respective tasks but also who willtake command in the event of `the Boss being whacked’. Suchcontingencies are best covered in orders prior to the activity. It followsthat not only must you have confidence and trust in the next lowerchain of command to carry on at short notice, but the very juniorranks, who must respond to the new leader, must also share yourconfidence.

43


Breaching the Chain of Command. The soldiers in your team shouldwell understand and react to the chain of command. Breaching theaccepted chain of command can cause confusion, duplication of effortand worse still be interpreted as a lack of confidence in the individualwho has been by-passed.

The New Leader

`It is remarkable how our Australians stick to the officers whenthey have proved their gameness. They hold off until they see aman properly tested and then they love him, but if he fails them,he is right out wide in their estimation.’

The Broken Years

Bill Gammage, 1974

NCOs are normally replaced within the unit and they know, and areknown by, the troops involved. For young officers this is notnecessarily the case. As an officer you could be the reinforcement, `thenew bloke’, who has arrived in theatre to take command of a veteransub-unit entrenched in its own procedures, habits and rules. Perhapsmourning the loss of the old boss! Your new command will be veryquick to identify any weaknesses or strengths you display. Some mayresent what they see as an intrusion into their family. It will be aformidable challenge but one you can quickly master, provided youact with confidence, tact and authority; but remember notoverbearing authority. Before marrying-up with your new command,find out who they are, what they have achieved, their weaknesses andstrengths. Get to know them as quickly as possible, in particularestablishing sound rapport with your NCOs. If time permits look,listen and learn.

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Preventive Medicine

`Platoons were on the move to various tactical positions whenthe men were attacked by malaria with the result the Companyhad practically no fighting strength. Shortage of transport se-riously hampered the moves as many of the men were ill.’

The Japanese Thrust


`In the three months from its arrival at Scarlet Beach the 2/43rdBattalion had a complete change over in strength. 742 casual-ties were suffered including 600 evacuated sick.

The New Guinea Offensive

David Dexter, 1961

The two previous extracts from Australian Military History are onlytwo examples of the effect of disease. Disease, if ignored, coulddecimate your command far more quickly than your recognisedenemy. Preventive medicine measures will assist you in combatingdiseases such as dysentery or malaria. First and foremost, your menmust understand the reasons for preventive medicine and apply thedrills required automatically. Secondly you must be prepared toenforce them where necessary. Such measures should be clearly laiddown in your unit’s Standing Operating Procedures. Learn andpractise them. Perhaps not so readily understood nor practised arethe measures you can take to counter the rashes, foot rot and skininfections which could plague your team, particularly if you areoperating for long periods in a tropical environment. Ensure youallow for that extra set of clothing and socks to be carried. A teamshould never go into the field without a small medical kit to cater forcuts and abrasions, which if not treated, could become infected andworse still quickly develop into tropical ulcers. Finally when theopportunity exists, a bath, no matter how primitive, and rest will dowonders for your soldiers. A professional leader will ensure soundpreventive medicine procedures are followed. Only an incompetentfool would ignore them.

45


Soldiers Respect for a Good Leader. The training pamphlets can onlytell you so much, but they do provide the essential requirements for agood leader. As indicated in the introduction to this pamphlet, readthem, understand them and apply them. Further, your soldiering inthe barracks, the firing ranges and in the training field will provideinvaluable experience. How well you learn from that experience willobviously reflect on how well you lead in battle. Much of thatexperience will relate to how well you know your warriors, theirattitudes, behaviour, likes and dislikes, their weaknesses andstrengths. They are your ultimate weapon. Given the right leadership,they will explode into action on the battlefield at your command,again and again and again. They will serve without question andwithout hesitation. Perhaps the following letter to Captain R.C.Grieves of the 37th Australian Infantry Battalion from his sub-unitduring World War One says it all.

`Sir,

NCOs and men of your company and especially those who hadthe honour to being led into action at the Battle of Messineswish to take this, the earliest opportunity to congratulate youupon the very high and distinguished honour it has pleased HisMajesty The King to confer upon you at this time and also thehonour of bringing to our Battalion the first VC. We as men ofyour company will cherish with pride your deeds of heroismand devotion which stimulated us to go forward in the face of alldanger and at critical moments to give the right guidance thatwon the day and added to the banner of Australia, a namewhich time will never obliterate. We trust that your recoverymay be a speedy one, and we can assure you there awaits you onyour return to the boys, a very hearty welcome.’

They Dared Mightily


46


47


World War One

JUNIOR LEADERS FROM THE PAST

Plate 8. Captain A. Jacka VC, MC and Bar

AWM A2868A

Jacka was more than a fighter, he was a genius. He had the superb quality ofknowing when and how to act.

Jacka won his VC as a Lance Corporal. He was later commissioned andawarded MC and Bar.

48


World War Two

Plate 9. Sergeant T. C. Derrick VC, DCM

AWM 16247

Dogged Tenacity. Without regard for personal safety. Fine leadership and re-fusal to admit defeat.

Derrick won his DCM in the Middle East as a corporal and his VC inNew Guinea as a sergeant. He was subsequently commissioned anddied of wounds May 1945.

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Korea and South Vietnam

Plate 10. Sergeant E.J. Morrison DCM and Bar, MID

Skilful, coll and aggressive leadership. Superb personal courage. Superb ex-ample inspired his men.

Morrison won a Bar to his DCM in South Vietnam. He rose to therank of Warrant Officer Class One.

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Malaya

Plate 11. Lance Corporal M. Hanley MM

A calm determined leader and example to his fellow soldiers.

Hanley rose to the rank of Warrant Offficer Class Two. He was killed inaction in South Vietnam February 1967.

51


Borneo

Plate 12. Lieutenant R. Curtis MC

Displayed the highest qualities of cool leadership, bravery, judgement and de-termination in a difficult and dangerous situation.

Curtis is now a senior officer in the Regular Army.

52


South Vietnam

Plate 13. Corporal M. Dench MM

Displayed personal courage of the hightest order. Devotion to duty and profes-sional competence.

53


South Vietnam

Plate 14. Captain J.J. Smith MC and Bar

Rallied 15 soldiers and led them forward to attack. Although severely woundedcontinued to direct his soldiers during the battle. Calmness under fire.

Smith left the Army as a Major.

54


Korea

Plate 15. Corporal D. Cameron DCM, MM

During the counterattack went forward through concentrated enemy machinegun fire with complete disregard for personal safety. Calmly stood his ground.Although wounded remained on the objective and continued to command.

Cameron won a DCM as a Warrant Officer in South Vietnam

55


South Vietnam

Plate 16. Second Lieutenant J. Salter MC

Led an assault on to the position. Achieved complete surprise.

Salter left the Army as a Lietenant Colonel.

56


South Vietnam

Plate 17. Corporal B.L Le Sueur MM

Developed his section into a closely knit and very effective fightinggroup. Showed outstanding courage and leadership. Inspiration to thesoldiers of his section.

Le Sueur left the Army as a Warrant Officer Class One.

B`We only used our own tracks and we took pains never to markthe main tracks so that whenever we saw them, they were a booktelling us what the `Japs had been doing’. Our tracks were solightly marked that it took a good bushman to find them. We leftno marks in that forward country.’

Kokoda to WauDudley McCarthy, 1959

Thus were the lessons learnt in battle by an NCO operating in theNew Guinea Volunteer Rifles Scout Sections. To be a more skilledleader, particularly when new to the battlefield, you too will need tolearn new tricks quickly . This will occur as you gradually learn fromyour personal combat experience. There is no better teacher than thebattlefield itself. This chapter provides tips which have already beenlearnt from previous wars and should assist you to master the art ofbattle cunning.

Ambushes

Vary your pattern. Do not keep returning to the same ambush site. Todo so invites an enemy reception, for example, in the form of anambush, mines, artillery or mortar fire.

Shoot low, particularly where observation is limited in close countryand at night. Do not overlook the value of tracer rounds.

Cover the dead ground in the killing areas with grenades, claymoresand indirect fire weapons.

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Chapter Six

ATTLECUNNING

Ensure your ground flares reveal and blind the enemy, not the otherway around.

Consider and select ground which will make it difficult for an enemyto assault you from a flank.

No matter who the enemy is, always ensure you have a preparedroute for withdrawal.

Consider the use of natural obstacles to provide early warning, forexample, dead falls, dry bamboo, slippery rocks etc.

Consider the use of silent adjustment of artillery or mortars to coveryour withdrawal if required.

Patrols

Be alert for enemy signs, such as heavy track pattern, timber cutting,smell and unoccupied sentry posts. Be particularly alert if youencounter enemy lightly equipped without packs. Their base campcould be close by.

The enemy will obviously be looking for your signs. Hide them.

When establishing an administrative or night location, break trackand double back to where you can be in a position to observe anyfollow-up by the enemy.

On occasion it may be of value to wear footwear similar to the enemy,such as sandshoes.

When patrolling near villages be particularly alert for dogs. Theycould give you away.

Consider conducting an early administration stop then moving to aselected night position before last light. Equally, after first light movebefore conducting morning administration.

On patrol in close country and at night, stop, look and listen atfrequent intervals. The chances are you will hear the enemy beforeyou see him. It will give you the advantage.

Consider the use of small patrols with increased fire power.

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When sending out a reconnaissance patrol without a radio, and timeis critical, consider the value of giving a time factor to ensure it returnsat the time it must be back at your location.

If contact appears imminent, use bounds. Always have one group onthe ground, in position and ready to provide covering fire.

Consider the value of one group securing a bound, observing andlistening while the remainder of the team close up.

When advancing never overlook the value of silently recordingpossible mortar and artillery targets en route.

When searching for the enemy, always remember he needs water.Search the rivers, creeks and waterholes for enemy signs.

Defence

Where possible, dig your sleeping bay facing the enemy.

Consider the use of pulling small trees and shrubs, with the aid ofrope, to provide concealment for your position.

The enemy will probe to identify any weaknesses in your defence andthe location of your guns. Don’t fire on them until it is necessary.

Consider the use of alternative positions within your team’s defence.

Never overlook the value of reverse slope positions, particularly if theenemy dominates the high ground or where he has accurate andeffective direct fire.

Make every effort to change your defence routine at regular intervals.Don’t set a pattern which may be of value to an observant enemy.

Never assume wire obstacles will stop the enemy. They are designedto channel him into a killing ground and slow him down. Check themregularly and cover with observation and fire.

Wet sandbags will reduce the dust created by your dug-in machinegun. Do not use excessive oil. The resultant smoke could give the gunposition away.

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Battle Cunning

Conduct test firing each day at irregular intervals and not only whenpatrols are about to move out. The latter will advertise yourintentions.

Ensure your claymore and patrol ambush light cables are buried.

Attack

Never ignore the unexpected direction to assault.

Use deception - feints to draw fire and distract the enemy.

Never ignore the art of infiltration.

Use your team’s weapons to maximum advantage. Particularly whenattacking bunkers, the light antitank weapon must be considered.

Consider the use of smoke to mask your movement.

Night attacks, particularly in bad weather, should not be ignored.

Be prepared to initiate H-Hour by firing as opposed to determining atime.

Know the sound of weapons; friendly and enemy. It could tell you astory!

Watch out for positions in depth which could bring fire to bear onyour objective.

When using gunships or fighter ground attack consider the techniqueof the final pass being a dummy run to allow you to close with theenemy without the dangers of casualties from friendly fire.

Never ignore the immense value of surprise. Deception, theunexpected, concealment and speed are elements which will assist inachieving surprise.

The Enemy

He may use his mortars during friendly, harassing and interdictionprograms to mask his firing and cause confusion.

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He will have weaknesses and patterns. Find them out and exploitthem to your advantage.

He has been known to sit out the covering barrage by remaining onthe reverse slopes and occupying his position once the barrage lifts.

He has been known to salvage thrown away items.

Watch out for feints when he attacks.

The enemy is a master of infiltration.

He will use bait to entice you into the killing ground of his ownchoosing.

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Battle Cunning

62


T`Everybody reacts differently to the stresses of combat and sol-diers cannot be lumped together and classified as having a cer-tain reaction to combat. One theory I know now is that theharder men train for combat the better they will fight when iteventually comes.’

In Good Company

Gary McKay, 1987

This chapter provides guidelines which should assist you, the juniorleader, in training for war. Care has been taken to select materialpertinent to all Arms and Services. There are no new tricks, simply oldlessons, often learnt the hard way by all ranks from previousgenerations. They too came to believe firmly in the value of `trainhard - fight easy’.

The Barracks. Too often we consider the barracks as simply a firmbase between exercises. Let there be no doubt, the barracks willprovide the basic foundation for success in battle. It will be in thisenvironment that the junior leader has the opportunity to identifywith, and be part of, the unit, while at the same time developing hisown band of warriors into the one team. Whether it is a moderncomplex or simply a row of tents, it is an environment where the teamshould establish the basic procedures, rules and discipline necessaryfor a cohesive group, and where camaraderie and team spirit growsstronger by the day. A wise, junior leader will seize every opportunityto ensure the basic fundamentals of battle procedure are practised, thechain of command applied, inspections are carried out with a sense of

63

Chapter Seven

RAININGFOR WAR

purpose, and individual confidence and self- discipline are developedin all ranks.

Physical and Mental Toughness. Today’s soldier is generally fit butmost lack the physical and mental toughness of previous generations.You can rectify that weakness by progressive and demandingtraining. Never lose sight of the ultimate objective in developing yoursoldiers to be tough enough for battlefield conditions. In simple termsthe aim is not to develop an athlete but a soldier who can operateefficiently under the most adverse conditions, more often than notwith a heavy load on his back; a soldier who can march long distancesby day or night, climb hills, assault, dig in and still be capable offurther operation, possibly without food or sleep. How can youprepare for such a test? The golden rule is that training must beconsistent and tempered to develop your soldiers, not destroy them.Some possibilities are as follows:

a. Activities such as route marches and forced marches quicklydevelop a degree of mental and physical toughness as well asenhancing camaraderie and team spirit. Don’t stop there.When you know they are fit enough, suggest to your superiorsthat your command does it at the beginning of an exercisewhere the labours of soldiering are still to be confronted.

b. Conduct physical training in disruptive pattern colour uni-form and boots.

c. Conduct short brisk marches with full equipment at regular in-tervals when in the barracks. This is very effective with Reserv-ists as a deliberate phase each training weekend.

d. Conduct cross-country running and orienteering over ruggedterrain.

Weapon Handling. Military history records time and time again theimportance of weapon handling for all Arms and Services on thebattlefield. Your responsibility is to ensure each individual withinyour team is a master of his weapon. Your soldiers must be soingrained with the drills that they automatically carry out the correctprocedures without hesitation or error, day or night even whentotally physically and mentally exhausted.

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The problem is how to achieve such standards without too muchrepetition. First the training must be progressive. Don’t rely on the oldfashioned drill of telling him what the stoppage is. It’s fine forbeginners, but how often do you see a soldier on the firing line whenthe gun does stop and the symptoms clearly indicate a gas stoppage.What does he do? Some will simply stare at the gun in awe and awaitthe magic command. The point is that the soldier has not been trainedbeyond the basic stage.

Next, vary the training to include activities such as competitions,blindfolding, run and shoot activities which impose physicaldemand, and include drill rounds to ensure a stoppage does occur.Variations in training will create a sense of urgency if there is a timefactor involved.

Third, use your imagination. For example, the enemy runs acrosstheir front and each team is required to load a magazine, assemble theweapon and engage before he disappears. The cunning soldier willpossibly load only 2 to 3 rounds thus gaining time. That is a healthysign and surely the first spark of battle cunning and ability to thinkand act for himself. Incidentally, how often do your soldiers load theirown magazines prior to range practice or does an ammunition partydo it all the time?

Finally, tests of elementary training should always be practised inactual firing positions and, when mastered, practised whileblindfolded. In the words of an old warrior `practice doesn’t makeperfect, perfect practice makes perfect’.

Marksmanship. The conventional range is only one aspect ofdeveloping the soldier’s ability to hit a target. Consider instinctiveshooting, shooting by night, controlled disciplined fire using targetindication, and shooting after physical stress. There are many more!Never forget the need to improve the poor shot within your team.Raise his standards by extra coaching and encouragement.

Map Reading and Navigation. You must be able to map read andnavigate. So should your soldiers. In war, for a variety of reasons,soldiers could be required at short notice to map read and navigate.Orienteering is an excellent means to develop such skills. Once they

65

Training for War

have mastered the sport, keep them guessing, add variety such asincluding basic military skills at each checkpoint.

Fire Discipline. The most effective way to teach fire discipline is totest the team in a realistic situation. Create a sound scenario, readilyunderstood by all, where ammunition is running low and yet theteam is still required to fight. Make them do it. Debrief and correct themistakes. Do it again!

Verbal Orders. Giving verbal orders is an essential skill, and it is mostimportant they are delivered with confidence. Only practice and morepractice will enable you to give quick, logical and readily understoodorders. The delivery of verbal orders may not appear too difficult in acomfortable environment, but given a sense of urgency, limited timecombined with a hostile environment and physical as well as mentalexhaustion, it is a far different challenge. Do not be found wanting;practise wherever and whenever possible. Try to avoid the use ofwritten minutes and instructions. You will not go to war with atypewriter strapped to your back.

Grenades. No matter where you fight, the use of grenades at closequarter can be devastating. Never use the argument that there are notenough live grenades allocated. The M30 practice grenade is mosteconomical and can be thrown in a number of localities and in varyingsituations; defence, attack, patrol and withdrawal.

Mines and Booby Traps. One stark lesson we continually relearn ineach war is that we suffer unnecessary casualties from mines andbooby traps. It is not suggested that your soldiers should be experts inmine warfare but simply that they have adequate knowledge of thesubject.

Demanding Training. Soldiers will react favourably to demandingtraining provided it is realistic and has a sense of purpose theyunderstand. There are two basic rules: do what you ask of your teamand never set objectives which cannot be achieved.

Night Training. Our pamphlets stress the value of night operations.Your team must be capable of operating by night. Seize everyopportunity to include it in your training activities.

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Observation and Deduction. One of the most interesting andchallenging activities a soldier can be involved in is the observe anddeduct game. There are many aspects of soldiering which can betaught by this simple and economical training technique. Consider asoldier on operations when his eyes, nose and ears transmit thewarning signs, which require a quick deduction, to his brain. Thesesigns include the cocking of a weapon, dead leaves in the foliage,disturbed earth, the smell of cooking, the sharp crack and pop before aflare bursts, the muffled hammering of steel pickets, the scrape ofshovels or the clunk of a pick. Put some or all of these into a circuit andyou have an instant training program. It will develop individualconfidence, sharpen skills and improve attention to detail. Have youheard of `Kim’s Game’? Find out and try it.

Involve Yourself. A junior leader cannot afford to sit on the sideline.Become involved with your team, be it in basic military skills, sport orphysical training. You will gain their respect!

Share the Tasks. Never misuse the willing horse and never use thesame soldier or group continually because they are the best. Nomatter how tempting, don’t do it! Ensure there is a fair distribution ofduties and tasks both in the barracks and in the field. Your job is toensure the weaker individual or groups are developed. This can onlybe achieved if you are prepared to use them.

Learn from Mistakes. `In peace, make mistakes, but don’t make thesame mistake twice’ is a very sensible approach to soldiering -provided it is not stupid, nor a threat to life and limb. Our Armywants young leaders who learn from their mistakes and, obviously,will not repeat them in war. The same approach should apply to yourtroops. If you are quick enough you will be able to get value formoney from mistakes as they occur by highlighting their significanceto your team. A word of caution, don’t do it in such a manner as todestroy an individual’s confidence. Examples in the field are:

a. the patrolusing the same route out and in-ambush them!

b. the soldier not carrying his weapon - confront him with anenemy; and

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Training for War

c. soldiers bunched having a brew in defensive position – organ-ise simulated mortar fire and inflict casualties.

Be Critical of Yourself. Never assume you are God’s gift tosoldiering. After each activity, be alert for any flaws and if they arethere, rectify them. Never blame the team for your own deficiencies!

Rules for War. Soldiers must be imbued with standards of conduct inbattle. It must be developed in training and become your team’scommandments. How you achieve it will be influenced by yourpersonality and leadership. Some examples of this are as follows:

a. Positions once taken will never be given up unless ordered todo so.

b. If a position is overrun the team fights on.

c. We do not leave our wounded.

d. All for one, one for all.

e. Our transport is always on time and delivers.

f. We guarantee communications,, day and night.

Handing over Command. Regrettably, in war there will be casualties.You could be one. If it does happen then the fight will continue andclearly if your team is to win someone must take command. How wellhe conducts himself will largely depend on how he has been preparedfor the task. Much can be achieved during training by inflictingcasualties on key personnel, including yourself, and forcing yourchain of command to all move one up. Do it without warning. It willalso be of immense benefit to the overall organisation if you insist ondelegation. A word of warning:

a. do not expect miracles,

b. never put an individual into a situation where he will be madeto look a fool, and

c. ensure the team understands why you did it.

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Battle Inoculation and Field Firing. Battle inoculation and field firingwith the combination of noise, smoke and physical demands will be ofimmense value in preparing your troops for war. There is no bettertraining method for introducing your troops to the `face of war’ in apeace time environment.

The Unexpected. On the battlefield the unexpected is bound tohappen. Your team must train for it. Include the unexpected in yourtraining activities, such as:

a. the unexpected move at night from a harbour position, (it isessential you provide a good reason which is understoodby the team);

b. a quick counterattack after capturing an objective;

c. civilians in the killing ground of an ambush;

d. the road convoy being ambushed;

e. being attacked in an administrative area;

f. enemy jamming your frequency; and

g. the resupply being delayed.

Battle Procedure. Too often we fail to seize golden opportunities topractise battle procedure during routine training. Take the rangepractice for example. Issue the warning order to your team, use thechain of command, give verbal orders and allow adequate time forpreparation. Conduct your inspection of personal equipment andweapons prior to the team moving to the range. If you do itconsistently, the routine will quickly become accepted and readilyunderstood by your team, and thus, efficiency and the overall attitudeof training for war will be enhanced.

Battle Drills. Your team must have sound procedures for suddenemergencies. On a simple order certain procedures must be carriedout automatically by the individual and, overall, the team. In short,battle drills must apply to all, regardless of Arm or Service. Suchdrills, as applicable to your team must be understood, practised and

69

Training for War

mastered by all ranks. Once mastered, there must be furtheropportunity for adequate practice and revision.

Quick Decision Exercises. Quick decision exercises are of immensevalue in developing the initiative of soldiers and improving theirability to make professional decisions. They simply take thought andpreparation. Try them.

Austerity. During training you must not only be aware of the need forausterity, but practise it. This also means keeping your gear andequipment to the minimum required for efficiency, not for maximumcomfort. Insist on preventive maintenance being one of your team’scommandments. You must ensure you have sound procedures tominimise loss or damage to weapons and equipment, and that a`housewife’ is carried by all within your team to ensure instant mendand repair to clothing. Never accept nor tolerate torn clothing beingworn in the field. Have it mended! Soldiers must be made aware theremay be no timely resupply on the battlefield and an operation maynot be as short as the normal training exercise. It would also be wise toremember that `soldier’s welfare’ is not being overly concerned withunnecessary comfort. Indeed such an approach ignores the reality ofthe battlefield where the soldier will have to fight and survive withthe barest of essentials. To prepare him for such harsh circumstancescertainly comes under the category of soldier’s welfare.

Adventurous Training. Training for war must start during peacetimeand one of the most effective ways of developing confidence, trust,initiative, teamwork and leadership skills is adventurous training. Inthe absence of battle training, adventurous training is an ideal vehicleto develop leadership skills while maintaining interest andenjoyment. As a junior leader, both you and your soldiers can benefitgreatly from adventurous training. The Army Adventurous TrainingCentre trains junior leaders in several skills enabling you to rundemanding, but safe, adventurous training activities for your owntroops.

Conclusion. Training for war is not an easy task. There will always befrustrations, change of direction and limited resources; nevertheless,it must be achieved. How well your team fights will ultimatelydepend on how well you train and lead them.

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SGeneral. This chapter provides a brief summary of points which arepertinent to the junior leader on the battlefield. Suffice to say it is onething to read and recite them, but their application in war will be farmore difficult unless you seize every opportunity to practise them,either in the barracks or in the field.

TABLE 8-1. SUMMARY OF POINTS

Subject Reference Page

Lead by example. 38

Learn from past mistakes. 3

Know your enemy. 8

Keep your soldiers informed. 19

Insist on sound battle procedure. 4

Never show fear - never panic. 5

Watch for the danger signs of discontent. 9

Insist on sound admin procedures. 35

Ensure prisoners of war are correctlytreated.

8

Eliminate unauthorised discharges andaccidental clashes

9

Know your job 38

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Chapter Eight

UMMARY OF POINTSFOR THE JUNIOR LEADER

Subject Reference Page

Give praise and recognition. 19

Identify with your sub-unit / unit. 29

Don’t overwork the willing horse. 20

Encourage humour. 22

Never use sarcasm. 23

Accept responsibilities. 41

Develop trust - confidence. 30

Cross-train. 31

Use the chain of command. 43

Never lower standards. 31

Share the weight load. 32

Seize the initiative in a crisis. 33

Encourage mateship. 34

Delegate. 42

Plan ahead. 39

Be decisive. 40

Be loyal both ways. 41

Maintain physical and mental fitness. 41

Give clear orders. 34

Be battle cunning. 57

Ensure you have sound preventivemedicine procedures.

45

Be alert for combat fatigue. 6

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CDuring World War One, a young Australian infantryman in hisbaptism on the battlefield was in a forward outpost with a seniorsoldier. Suddenly, without warning, German infantry in assaultformation appeared through the early morning mist. Within seconds,the senior soldier was wounded, but nevertheless while continuing toengage the enemy he directed the young soldier to `get out and tell theboss.’ The young soldier obeyed and while running along the trenchsystem experienced his first artillery barrage. He ran faster, escapebecoming a priority. Turning a sharp bend in the trench, he collidedwith the Battalion RSM who halted his rearward movement andqueried `And where are you going young digger?’ On being told thesituation, the RSM directed the route to be taken with the words `Yourplatoon commander is that way; he will look after you and will knowwhat to do.’ This account highlights several lessons, in particular theimportance of the junior leader be he an officer or NCO and howsoldiers will depend on their immediate leaders in a crisis. `Tell theboss’ `Report to your platoon commander’ `He will look after you’`He will know what to do’, are short sharp messages relating to thejunior leader, which have been heard on the battlefield on countlessoccasions. In future conflicts they will no doubt be heard yet again.(Interview by Author with WW1 soldier.)

Hopefully, this pamphlet has given you a clearer understanding ofthe many problems associated with the battlefield. You must nowensure that such knowledge continues to be developed. Note well,young warrior, that this can only be achieved by hard, demandingand realistic training in a field environment. There is no substitute.

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Chapter Nine

ONCLUSION

Junior leaders of both officer and NCO rank from past generationsaccepted their responsibilities and tested and proved their leadershipon the battlefield. They were Australians no different to you! They toohad doubts prior to battle but did not show it. They too experiencedthe shortages of equipment and resources but got on with the task.They too suffered frustrations and change of direction but kept theirsense of humour. They too were required to make quick decisionswithout guidance or supervision yet made them. They too weresubject to their baptism of fire, exposed to fear and the fog of war butstill went forward. Now it is your turn to wear the rank, accept thechallenges and be prepared to lead on the battlefield. If that timecomes, go forward with confidence and a clear understanding that asa junior leader you are a vital link within a very disciplined and proudmilitary family. Let there be no doubt, success or failure in battle willbe influenced largely by the standards and conduct of our juniorleaders. You are one of them!

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junior leadership on the battlefield · operations in korea, malaya and south vietnam. he enlisted...

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