Interesting read I believe. Re-enforces pbi's post.
6 Mar 42
Some General Notes on What to Look for When Visiting a Unit
1. The underlying object is obviously to find out what the CO is worth, and generally if it is a good or a bad unit. The method adopted, and the length of time it will take, will depend entirely on the inspecting officer's own military knowledge, on his own experience in actual command, and generally on whether he can be "bluffed" by the CO.
2. Most CO's will want to lay on a tour of the unit area, looking at the training and so on. This would be quite suitable for a later visit. But for the first visit, if you really want to find out all about the unit there is only one way to do it. And that is to sit with the CO in his orderly room and cross-examine him on certain points which are "key" points, and which will show at once whether or not he knows his job. The Brigadier should be present, but no one else. The CO is then put through once. The CO will welcome such an interview and will learn a great deal from it. On no account must he be bullied or rattled. The great point is to show him his difficulties and worries and to help him. I have found all CO's in the Canadian Corps most friendly, and very willing to tell me how they run their show. It is very important that the CO should realize early in the proceedings that you really do know what you are talking about, it is quite easy to show him this by cross-examining him on some point of detail about which he probably thinks you know nothing. Once he sees this, he will be perfectly frank and will welcome any ideas you may give him. Both parties will learn a great deal from this discussion-the visiting officer and the CO. And so will the Brigadier. And all the time you are summing up the CO and finding out what he knows. It must all be friendly and natural from the beginning; you then get the CO's confidence; this is most important.
3. An investigation into the following points will show you at once what the unit is worth, and if the CO knows his job:
a. The system of selection, promotion, and inspection of NCO's. This is a very important point, and its importance is not always realised by the CO's. The NCO's are the backbone of the battalion; a good solid foundation must be built up on the L/Cpl level, and the standard of this foundation must be the CO's standard and NOT five different company standards. The CO must interest himself directly in everything connected with his NCO's and WO's;
b. Organization of individual training, ie., training of the rank and file. The usual fault here is that men are not graded before the training begins, and put in to categories in accordance with their knowledge and efficiency. This must always be done, so as to ensure that men get instruction in accordance with their needs. The principle of piece work is also very important;
c. Training of the NCO's. The training of the NCO's in all duties in the field, tactical and administrative, must be carried out by the Coy Comds. The Adjutant and the RSM must take a very definite hand in keeping the NCO's up to the mark, in instruction in discipline matters, and generally in ensuring that the non-commissioned ranks are a credit to the battalion, are able to maintain a high standard in all matters, are not afraid of the men, and are trained on for promotion;
d. Training of the Officers. The CO must handle this himself, personally. No one else can do it for him. He must do it himself. The best results are obtained when the CO has an officers day once a week. Officers have to be taught the stage-management of the various operations of war, the technique of movement, the co-operation of all arms in battle, the technique of reconnaissance and deployment, administration in the field, and so on; and
e. Organization and conduct of collective training. Before beginning Coy or Bn. Training the CO must issue instructions as to how it is to be done. He should assemble his officers and lay down:
(1) The object of the training;
(2) The principles on which it is to be based;
(3) The standard aimed at;
(4) The phases of war to be studied;
(5) His views on operations by night; and
(6) How he wishes the time available to be used.
etc.
The great point in collective training is to mix the training. During platoon training the whole company should go out once a week. During the company training the whole battalion should go out once every ten days or so. During Battalion training the whole Brigade should go out once a fortnight. This is far better than having long periods devoted separately to each subject.
The next point is that when you embark on unit training every exercise must include the dusk and the dawn. These are the times when things happen in war. A small number of exercises lasting 24 hours or more are much better than a large number of short exercises. The exercise lasting from after breakfast till tea-time is of little use. A good exercise is one that tests out the administrative arrangements, and involves the dusk and the dawn.
During collective training the following operations must be taught and practised:
(1) The set-piece attack, ie., the Brigade battle;
(2) Breaking down the Brigade battle and carrying on the advance by means of resolute fighting in self-contained groups of all arms;
(3) The dusk attack;
(4) The night attack;
(5) Forcing the crossing of obstacles;
(6) Re-organization and holding the ground gained;
(7) Disengagement and withdrawal;
(8) Defensive tactics; and
(9) Counter-attacks.
Teaching "Training" as Distinct from Teaching "War".
4. It is the exception to find a commander who teaches his subordinates how to train troops. The FSR we have laid down the principles of training; officers are supposed to know all about this subject; actually, very few know anything about it and a great deal of time is wasted in consequence.Training is a great art; there are principles of training just as there are principles of war. Training in war time must be carried out somewhat differently to training in peacetime, as we have to be ready to meet the enemy at any time.
5. In the training of his unit the CO has got to consider the following points:
a. Training of the rank and file;
b. Training of the NCO's in their duties as leaders;
c. Training of the officers;
d. Organization and conduct of collective training generally;
e. The best way to run sub-unit training, ie., platoon and company training; and
f. Battalion training.
If he will think it out on these lines he has got a firm basis from which to start.
6. But he will do no good in his in his training unless he realises very clearly the importance of the following basic points, and has a good system for carrying them out:
a. Interior economy and administration, and life generally within the unit; and
b. The training of the leaders, ie., the officers and the NCO's.
Some CO's realize the necessity for training the officers; not a great many, but only some. Very few bother about the NCO's; in fact practically none. But the NCO's are the backbone of the unit; the whole question of their selection, promotion, instruction, and welfare must be on good and sound lines. Sgts Messes are very important.
The RSM
7. The RSM is one of the most important people in the unit. I always ask to see the RSM, treat him like an officer, and shake hands with him. When inspecting the S. Saskatchewan Regt. I called the RSM out in front and shook hands with him in front of the whole Bn; It may seem a small point but in my view it means a great deal.
The RSM is the senior non-commissioned rank in the unit; his authority over the NCO's is supreme, and he must be backed up and given opportunities to pull his weight. He should frequently assemble the WO's and NCO's by Coys and address them, getting across to them various points in the daily life of the unit that wants attention.
He and the Adjutant should work together as a team; and they should go out together round the battalion area whenever they can, keeping an eye on the general show.
It is very difficult, in fact practically impossible, to have a good cadre of NCO's without a good RSM.
Visiting Collective Training
8. When visiting a unit on inter-Bde exercise, or a Divisional exercise, you want to be clear as to what you want to find out. Generally I suggest that this will be as follows:
a. What the commander is worth, and whether he is able to handle his ship when in full sail in a rough sea;
b. Whether his machinery for exercising command is good, and runs smoothly; and
c. Broadly, how the formation or unit re-acts. Does it answer to the helm, or is it awkward and unsteady in a rough sea?
As far as the Corps Commander is concerned, or in fact any senior or general officer, the above points are the ones that really matter. The points of detail such as the minor tactics, the fieldcraft, and so on, are the province of subordinate commanders. If you want to get a line on this it can be done by getting a staff officer to watch the operation in the front line and to keep an eye on such things as:
a. technique of movement;
b. deployment;
c. battle drill;
d. quick manoeuvre;
e. outflanking tactics;
f. sub-unit tactics generally; and
g. cooperation with other arms on the sub-unit level.
9. As regards para 8a and 8b. The points here are:
a. What orders did the commander receive?
b. What did he know about the enemy when he received those orders? and
c. What orders did he then give?
Once you have got this from the commander himself, then you are well on the way to what you want to find out.
You then go as follows:
d. What are his present dispositions?
e. What is his view as to the general situation, ie., how does he view the problem? and
f. What are his plans for future action?
A few questions as to the layout of his HQ, and a quick round tour of his HQ, follows. I should then leave him.
10. As regards para 8c.
You now visit the next commander below, eg. if para 9 has been done with a Brigadier you visit one of the forward battalion HQ. There you go for the same points as outlined in para 9.
11. You have now got the answer to what you want to know. But you want to check up on it, so you must find out from the Director when some important change or event in the battle is about to take place. There may be a movement when a very fast ball is going to be bowled at the commander of one side.
You want to be in on this, and study the reactions. In particular it is a good thing if you can be present when the commander is giving out his orders; by listening to this you will find out a good deal.
12. In general the art lies in being at the right place a the right time, and knowing when that time is.
The next point is to get all your information from the commander himself. You want to sum him up; therefore you must deal with him personally. If he is out, you must chase him till you find him.
The last point is to remember what is the object of your visit; see
para 8. You will not have time to also visit sub-units in the front line; if you want a line on how they are working, send some other officer to get that information for you.
[signed] B.L. Montgomery
Lieutenant-General
General Officer Commanding-in-Chief
South Eastern Command
