Category: George Marshall
“Consider the battles of Magdhaba and Rafa, in which the British defeated the Turks. In each case the British commander made the decision to break off the fight. In each case before the order could reach the front line the victory was won. At Magdhaba it appears that a large portion of the credit should go to General Cox, who commanded the 1st Australian Light Horse. When he received the order to retire he turned on the staff officer who brought it and shouted, ‘Take that damned thing away and let me see it for the first time in half an hour.’ Half an hour later victory was assured.” – George C. Marshall, Infantry in Battle
“Time and again, numbers have been overcome by courage and resolution. Sudden changes in a situation, so startling as to appear miraculous, have frequently been brought about by the action of small parties. There is an excellent reason for this. The trials of battle are severe; troops are strained to the breaking point. At the crisis, any small incident may prove enough to turn the tide one way or the other. The enemy invariably has difficulties of which we are ignorant; to us, his situation may appear favorable while to him it may seem desperate. Only a slight extra effort on our part may be decisive. Armies are not composed of map-problem units, but of human beings with all the hopes and fears that flesh is heir to. Some are natural leaders who can be relied upon to the limit. Some will become conveniently lost in battle. A large proportion will go with the majority, wherever the majority happens to be going, whether it be to the front or to the rear. Men in battle respond readily to any external stimulus—strong leadership or demoralizing influences. Thus we sometimes see companies of 170 or 180 men reduced to fifty or sixty a few minutes after battle has begun. Such a company has not been reduced two-thirds by casualties; it has suffered, perhaps, but not in such heroic proportions. Every army contains men who will straggle at the first chance and at the first alarm flee to the rear, sowing disorder, and sometimes panic, in their wake. They tell harrowing tales of being the only survivors of actions in which they were not present, of lacking ammunition when they have not squeezed a trigger, and of having had no food for days. A unit can be seriously weakened by the loss of a few strong characters. Such a unit, worn down by the ordeals of battle, is often not a match for a smaller but more determined force. We then have a battlefield miracle. It is not the physical loss inflicted by the smaller force, although this may be appreciable, but the moral effect, which is decisive.” – George C. Marshall, Infantry in Battle
“In war, the soldier is the instrument with which leaders must work. They must learn to play on his emotions—his loyalty, his courage, his vanity, his sense of humor, his esprit de corps, his weakness, his strength, his confidence, his trust. Although in the heat of battle there is no longer time to prepare soldiers for the violent impressions of war, there are, however, two simple means by which a leader may lessen tension: He can do something himself that will give the men a feeling of security; or he can order his men to do something that requires activity and attention.” – George C. Marshall, Infantry in Battle
“One of the German companies, led by its Austrian guide, moved forward under cover of darkness and eventually reached a large shed. Here it was halted and the men slept until morning. When dawn broke the company commander found that this shed was located about 200 meters from an Austrian battery and therefore was very likely to suffer from Russian artillery fire. He had just sized up this situation when he looked up and saw a Russian observation balloon hovering to his front. In spite of the all-too-apparent danger, he felt that the situation as a whole demanded that the presence of the Germans remain a secret. He therefore decided to keep his men hidden in the shed until the balloon went down. Almost immediately the Russians began to shell the Austrian battery. One out of every three or four rounds fell short, striking near the shed. The company commander noticed that his men were becoming increasingly nervous. Some of them on excuses of one sort or another, tried to obtain permission to leave the shed. When the captain did not allow this, the men lapsed into a sullen silence; not a word was spoken. Minute by minute the tension grew. The company commander saw that action of some sort was necessary. Therefore, he called the company barber, sat down with his back to the Russian fire, and directed the barber to cut his hair. He had the most unpleasant haircut of his life, but the effect on the men, however, was splendid. They felt that if their company commander could sit down quietly and let his hair be cut the situation could not be as bad as they had imagined. Conversation started up; soon a few jokes were cracked and before long some of the men began to play cards.” – George C. Marshall, Infantry in Battle
“A soldier pinned to the ground by hostile fire, with no form of activity to divert his thought from the whistling death about him, soon develops an overwhelming sense of inferiority. He feels alone and deserted. He feels unable to protect himself. With nothing to do but wait and with nothing to think about but the immediate danger that surrounds him, his nerves rapidly reach the breaking point.” – George C. Marshall, Infantry in Battle
“There are no two ways about it—patrols are the eyes of the small infantry unit. Sometimes these patrols will discover just where the enemy is and just what he is doing. This, of course, is information of the highest value. But more often than not, they will bring in only negative information; they will report that the enemy is not in such-and-such a place and is not doing this, that, or the other thing. To the intelligent leader, information of this type is frequently of the greatest importance and he will impress that fact on his patrols. As for the leader himself, he must never lose sight of the value of patrols nor allow this important duty to degenerate into a routine, slipshod, you-do-it-sergeant affair. Since the success of a battalion, a regiment, or even a division, will frequently depend on the conduct of one small patrol, patrols must be hand-picked, carefully instructed, and given a clear, definite mission. These three things play a vital part in the borderland between success and failure.” – George C. Marshall, Infantry in Battle
“Reconnaissance may never be omitted during battle. No difficulties of terrain and no exhaustion of troops or leaders should cause it to be neglected. Careful reconnaissance requires time, but unless the information acquired reaches the commander in time to be acted upon, the reconnaissance is valueless.” – German Army Infantry Regulations (as quoted by George C. Marshall in Infantry in Battle
“The subordinate infantry commander has at his disposal only one sure means by which he may secure timely and vital information—infantry patrols. A well organized and properly conducted infantry patrol may operate successfully in spite of unfavorable weather, poor visibility, and difficult terrain. Successful patrolling demands the highest of soldierly virtues. Therefore, the selection of personnel for an important patrol must not be a perfunctory affair. The men should be carefully selected and only the intelligent, the physically fit and the stout of heart should be considered. One careless or stupid individual may bring about the death or capture of the entire patrol or cause it to fail in its mission. The moron, the weakling and the timid have no place in this hazardous and exacting duty.” – George C. Marshall, Infantry in Battle
“To succeed we must go fast and to go fast we must go where the going is good.” – George C. Marshall, Infantry in Battle
“A frontal assault against wire and machine guns produces nothing but casualties—and a few medals for bravery among the survivors.” – George C. Marshall, Infantry in Battle
“As the infantry nears the hostile position the supporting fires are forced to lift. Then must the riflemen themselves furnish both the fire and the movement. At this stage, fire without movement is useless and movement without fire is suicidal. Even with both, the last hundred yards is a touch-and-go proposition demanding a high order of leadership, sound morale, and the will to win.” – George C. Marshall, Infantry in Battle
“And so, at the appointed hour, this brigade of 6,000 highhearted and determined men stood up and at the word of command fixed their bayonets, shouldered their rifles, and marched forward in quick time and in step to assault an intrenched enemy armed with machine guns. One can only surmise the thought in the minds of those German gunners as they saw the dense and serried waves of skirmishers marching stolidly toward them. As the leading wave approached the German position the French artillery lifted and the enemy’s artillery, machine guns and rifles opened with a concerted roar. The leading wave went down, the others surging forward were literally blown apart. In a matter of minutes the attack had melted away. A few men reached the wire in front of the German position, but there they were forced to take cover in shell holes. The entire brigade, nailed to the ground by a merciless fire, could do nothing but wait for nightfall.” – George C. Marshall, Infantry in Battle
“Maintenance of direction is a hard job and it cannot be solved without thought and effort.” – George C. Marshall, Infantry in Battle
“So long as anyone, including the commander, can walk, crawl, or roll, an infantry unit is not ‘out of communication.’ ” – George C. Marshall, Infantry in Battle
“Special emphasis should be laid on the language employed in orders. Leaders of all grades should be trained to test every word, every phrase, every sentence, for ambiguity and obscurity. If, by even the wildest stretch of the imagination, a phrase can be tortured out of its true meaning, the chance is always present that it will be. Short, simple sentences of simple, commonplace words, will go far toward making an order unmistakable.” – George C. Marshall, Infantry in Battle
“Regardless of the occasional exception, the fact remains that planless action is an open invitation to disaster.” – George C. Marshall, Infantry in Battle
“Even if information be lacking, the leader must produce decisions. In most cases a poor decision will be better than no decision at all. Negligence and hesitation are more serious faults than errors in choice of means. No rule can tell us how to time decisions correctly.” – George C. Marshall, Infantry in Battle
“Maneuvers that are possible and dispositions that are essential are indelibly written on the ground. Badly off, indeed, is the leader who is unable to read this writing. His lot must inevitably be one of blunder, defeat, and disaster.” – George C. Marshall, Infantry in Battle
“Simplicity is the sword with which the capable leader may cut the Gordian knot of many a baffling situation.” – George C. Marshall, Infantry in Battle
“The art of war has no traffic with rules, for the infinitely varied circumstances and conditions of combat never produce exactly the same situation twice. Mission, terrain, weather, dispositions, armament, morale, supply, and comparative strength are variables whose mutations always combine to form a new tactical pattern. Thus, in battle, each situation is unique and must be solved on its own merits.” – George C. Marshall, Infantry in Battle