Part 7

Some men are so physically and morally constituted as to see everything through a highly-colored medium. They raise up a picture in the mind on every slight occasion, and give to every trivial occurrence a dramatic interest. But whatever knowledge, or talent, or courage, or other good qualities such men may possess, nature has not formed them for the command of armies, or the direction of great military operations.

NOTE.

“The first quality in a general-in-chief,” says Montécuculli, “is a great knowledge of the art of war. This is not intuitive, but the result of experience. A man is not born a commander. He must become one. Not to be anxious; to be always cool; to avoid confusion in his commands; never to change countenance; to give his orders in the midst of battle with as much composure as if he were perfectly at ease. These are the proofs of valor in a general.

“To encourage the timid; to increase the number of the truly brave; to revive the drooping ardor of the troops in battle; to rally those who are broken; to bring back to the charge those who are repulsed; to find resources in difficulty, and success even amid disaster; to be ready at a moment to devote himself, if necessary, for the welfare of the state. These are the actions which acquire for a general distinction and renown.”

To this enumeration may be added, the talent of discriminating character, and of employing every man in the particular post which nature has qualified him to fill. “My principal attention,” said Marshal Villars, “was always directed to the study of the younger generals. Such a one I found, by the boldness of his character, fit to lead a column of attack; another, from a disposition naturally cautious, but without being deficient in courage, more perfectly to be relied on for the defence of a country.” It is only by a just application of these personal qualities to their respective objects, that it is possible to command success in war.

MAXIM LXXIV.

The leading qualifications which should distinguish an officer selected for the head of the staff, are, to know the country thoroughly; to be able to conduct a _reconnoissance_ with skill; to superintend the transmission of orders promptly; to lay down the most complicated movements intelligibly, but in a few words, and with simplicity.

NOTE.

Formerly, the duties of the chiefs of the staff were confined to the necessary preparations for carrying the plan of the campaign, and the operations resolved on by the general-in-chief, into effect. In a battle, they were only employed in directing movements and superintending their execution. But in the late wars, the officers of the staff were frequently intrusted with the command of a column of attack, or of large detachments, when the general-in-chief feared to disclose the secret of his plans by the transmission of orders or instructions. Great advantages have resulted from this innovation, although it was long resisted. By this means, the staff have been enabled to perfect their theory by practice, and they have acquired, moreover, the esteem of the soldiers and junior officers of the line, who are easily led to think lightly of their superiors, whom they do not see fighting in the ranks. The generals who have held the arduous situation of chief of the staff during the wars of the Revolution, have almost always been employed in the different branches of the profession. Marshal Berthier, who filled so conspicuously this appointment to Napoleon, was distinguished by all the essentials of a general. He possessed calm, and at the same time brilliant courage, excellent judgment, and approved experience. He bore arms during half a century, made war in the four quarters of the globe, opened and terminated thirty-two campaigns. In his youth he acquired, under the eye of his father, who was an engineer officer, the talent of tracing plans and finishing them with exactness, as well as the preliminary qualifications necessary to form a staff-officer. Admitted by the Prince de Lambesq into his regiment of dragoons, he was taught the skilful management of his horse and his sword--accomplishments so important to a soldier. Attached afterward to the staff of Count Rochambeau, he made his first campaign in America, where he soon began to distinguish himself by his valor, activity and talents. Having at length attained superior rank in the staff-corps formed by Marshal de Segur, he visited the camps of the King of Prussia, and discharged the duties of chief of the staff under the Baron de Bezenval.

During nineteen years, consumed in sixteen campaigns, the history of Marshal Berthier’s life was little else but that of the wars of Napoleon, all the details of which he directed, both in the cabinet and the field. A stranger to the intrigues of politics, he labored with indefatigable activity; seized with promptitude and sagacity upon general views, and gave the necessary orders for attaining them with prudence, perspicuity, and conciseness. Discreet, impenetrable, modest; he was just, exact, and even severe, in everything that regarded the service; but he always set an example of vigilance and zeal in his own person, and knew how to maintain discipline, and to cause his authority to be respected by every rank under his orders.

MAXIM LXXV.

A commandant of artillery should understand well the general principles of each branch of the service, since he is called upon to supply arms and ammunition to the different corps of which it is composed. His correspondence with the commanding officers of artillery at the advanced posts, should put him in possession of all the movements of the army, and the disposition and management of the great park of artillery should depend upon this information.

NOTE.

After having recognized the advantage of intrusting the supply of arms and ammunition for an army to a military body, it appears to me extraordinary that the same regulation does not extend to that of provisions and forage, instead of leaving it in the hands of a separate administration, as is the practice at present.

The civil establishments attached to armies are formed almost always at the commencement of a war, and composed of persons strangers to those laws of discipline which they are but too much inclined to disregard. These men are little esteemed by the military, because they serve only to enrich themselves, without respect to the means. They consider only their private interest in a service whose glory they cannot share, although some portion of its success depends upon their zeal. The disorders and defalcations incident to these establishments would assuredly cease, if they were confided to men who had been employed in the army, and who, in return for their labors, were permitted to partake with their fellow-soldiers the triumph of their success.

MAXIM LXXVI.

The qualities which distinguish a good general of advanced posts, are, to reconnoitre accurately defiles and fords of every description; to provide guides that may be depended on; to interrogate the _curé_ and postmaster; to establish rapidly a good understanding with the inhabitants; to send out spies; to intercept public and private letters; to translate and analyze their contents; in a word, to be able to answer every question of the general-in-chief, when he arrives with the whole army.

NOTE.

Foraging parties, composed of small detachments, and which were usually intrusted to young officers, served formerly to make good officers of advanced posts; but now the army is supplied with provisions by regular contributions: it is only in a course of partisan warfare that the necessary experience can be acquired to fill these situations with success.

A chief of partisans is, to a certain extent, independent of the army. He receives neither pay nor provisions from it, and rarely succor, and is abandoned during the whole campaign to his own resources.

An officer so circumstanced must unite address with courage, and boldness with discretion, if he wishes to collect plunder without measuring the strength of his little corps with superior forces. Always harassed, always surrounded by dangers, which it is his business to foresee and surmount, a leader of partisans acquires in a short time an experience in the details of war rarely to be obtained by an officer of the line; because the latter is almost always under the guidance of superior authority, which directs the whole of his movements, while the talent and genius of the partisan are developed and sustained by a dependence on his own resources.

MAXIM LXXVII.

Generals-in-chief must be guided by their own experience, or their genius. Tactics, evolutions, the duties and knowledge of an engineer or artillery officer, may be learned in treatises, but the science of strategy is only to be acquired by experience, and by studying the campaigns of all the great captains.

Gustavus Adolphus, Turenne, and Frederick, as well as Alexander, Hannibal, and Cæsar, have all acted upon the same principles. These have been: to keep their forces united; to leave no weak part unguarded; to seize with rapidity on important points.

Such are the principles which lead to victory, and which, by inspiring terror at the reputation of your arms, will at once maintain fidelity and secure subjection.

NOTE.

“A great captain can only be formed,” says the Archduke Charles, “by long experience and intense study: neither is his own experience enough--for whose life is there sufficiently fruitful of events to render his knowledge universal?” It is, therefore, by augmenting his information from the stock of others, by appreciating justly the discoveries of his predecessors, and by taking for his standard of comparison those great military exploits, in connection with their political results, in which the history of war abounds, that he can alone become a great commander.

MAXIM LXXVIII.

Peruse again and again the campaigns of Alexander, Hannibal, Cæsar, Gustavus Adolphus, Turenne, Eugene, and Frederick. Model yourself upon them. This is the only means of becoming a great captain, and of acquiring the secret of the art of war. Your own genius will be enlightened and improved by this study, and you will learn to reject all maxims foreign to the principles of these great commanders.

NOTE.

It is in order to facilitate this object that I have formed the present collection. It is after reading and meditating upon the history of modern war that I have endeavored to illustrate, by examples, how the maxims of a great captain may be most successfully applied to this study. May the end I have had in view be accomplished!

Transcriber’s Notes

Cover created by Transcriber and placed in the Public Domain.

Punctuation, hyphenation, and spelling were made consistent when a predominant preference was found in this book; otherwise they were not changed, except as noted below.

Unusual and archaic spellings were not changed.

Simple typographical errors were corrected; occasional unbalanced quotation marks retained.

Ambiguous hyphens at the ends of lines were retained.

Page 32: “spacious and extensive” was printed as “entensive” but changed here.

Page 60: “1746” is a misprint; the correct date must be in the 1600's, perhaps “1646”.

Page 63: “1798” may be a misprint for “1796”.

Page 65: “1745” is a misprint; the correct year is “1645”.

Page 75: “wo to the vanquished” was printed that way.

Page 100: “Vauban” was printed as “Vanban” but changed here.

End of Project Gutenberg's The Officer's Manual, by Napoleon Bonaparte