Part 7

[Sidenote: Service with regular companies]

If the law would permit a few national guardsmen to serve for short periods in the regular army it would help greatly towards uniformity of training and improve the non-commissioned personnel of the guard. These men should be allowed to so serve for three months during the company’s field training period or for one month during the indoor season; not more than five should be assigned to any one company. They should receive the regular’s pay and rations and, if joining for the three months period, one complete service uniform; the one-month men should bring their uniforms with them.

This privilege should be granted only to men who have still one year more to serve in their enlistment in the guard and who are recommended by their captains. They should be excused from post guard and all fatigue duty and in place of that receive additional instruction work each day. In order to obtain the most benefit, these men should be attached to those companies whose training is the best; in an indifferently trained company they would get some benefit but it would be little in comparison with what they would receive in the other class.

This recommendation is made from having recently seen the results of having a few men of the national guard join an excellent regular company for a short period. These men came without pay and themselves paid their board while with the company.

There would probably be no large number who would so serve, but there are some and we are in no condition in this country to overlook even small helps that will contribute towards fitting us for war.

[Sidenote: Value in war]

Owing to the small peace strength of most of these regiments and the large number of recruits they must take in on the outbreak of war, their value will depend on the time they will require to be fit for the field at war strength. They have the organization in working shape. Their officers will, in the majority of regiments, be men who have had considerable training. If they will follow a logical and systematic course of training in peace, the officers will be familiar with it and will be experienced instructors, and all their old men will have the instruction to a certain degree so that they can help drag up the recruits. All this will help to shorten the time required to fit them for the field and every day thus cut off adds greatly to their value.

Without such training their value is small, for no regiment should be accepted except at war strength and a national guard regiment so filled up, without experienced instructors who know the course, will take nearly as long to become efficient as would a new regiment.

IX

INSPECTIONS

Much can be done to improve the training of our infantry by the inspections. Most officers greatly dislike to have an adverse report made by an inspector on their commands. Fear of such a report sometimes works to the detriment of sound training and sometimes to its improvement.

[Sidenote: Influence of inspections]

A captain once asked why he put so much time on exercises of obviously little consequence and so little time on others more important, replied: “Blank will inspect this year. He always pays great attention to such and such an exercise and never examines the company in the others. I want a clean record on this inspection.”

We have all been influenced as was this captain. Even if we do not care personally, loyalty to our colonel or to the post commander leads us to consider what the inspector will require.

The author has no intention of criticizing adversely the Inspector General’s Department; its inspections have steadily improved in recent years and become more rational and consequently more beneficial. His aim is rather to point out the place of the inspections in the year’s training and to suggest how, in connection with the methods of training proposed, they may be made both searching and helpful toward real proficiency.

[Sidenote: The annual inspection]

In the annual inspection it is evident that in the time available the inspector cannot examine an organization in everything it should know; he must choose certain things and judge from those of the training of the company or regiment.

In making this choice the relative importance of the subjects must be kept in mind. Of course every company must be tried out in the combat exercises and in all the things that should be made fixed habits. It is of equal importance that no stress be laid on non-essentials. For the rest, he should select certain important things which every company should know and inspect it thoroughly as to its proficiency in those, examining the various companies at a post in different subjects so that a captain would feel that anything in the whole course might fall to his lot from properly making the pack to establishing an outpost at night.

The inspector should make free use of the war game map, tactical walks and every other recognized means of instruction to find out how well the officers and men of the regiment are instructed and what class of work each organization is doing.

In order to be fair to the organizations inspected the annual inspection should be made late in the season. It should never be made before the officers have had a fair show to instruct their commands.

[Sidenote: Company examination]

[Sidenote: Battalion examination]

The above inspection by an officer of the Inspector General’s Department should not, however, be the only one. At the close of each period of training there should be an examination of the organizations on the work they are supposed to have done. The last of March or first of April the field officers of the regiment, as a board, should examine the companies on the results of their winter’s work; a similar examination should be made at the close of the period of company field training. When the battalions have finished their period of field training the colonel and lieutenant colonel should form the board to examine them. If the brigade commander be thoroughly posted on all matters pertaining to infantry training his presence at the examinations and careful supervision of the work cannot fail to be very beneficial. His supervision should not, however, lead to restriction of the proper latitude which should be allowed subordinates; his mission should be to see that the instruction given is correct and that the whole course has been satisfactorily covered.

[Sidenote: National guard inspection]

The same general principles apply to the inspection of national guard organizations. If anything is found wrong with them the inspector should not keep silent at the time and content himself with rendering later an adverse written report; he should tell the officer being inspected what is wrong and take pains to show him how to correct the error. A helping hand, offered in the right spirit, will always be appreciated.

X

TRAINING A NEW REGIMENT

[Sidenote: Need for quick training]

In this country we are liable to have the necessity forced upon us of turning out troops in the shortest possible time. We shall have to use troops not fully trained; we shall have to employ them as soon as they can be used at all. Of course this system will be frightfully costly in blood and money. In war imperfectly trained troops must pay with their lives for all mistakes. The better trained they are, the fewer mistakes, the more skill they possess the more cheaply can any desired result be obtained.

It is the duty of all officers who may be charged with the responsibility of preparing this mass of untrained men for war service to give the subject careful thought, to study the question carefully and to be prepared on short notice to take charge of such work and produce the best results possible in the shortest time.

Success in this hurried training can only be secured if the man in charge thoroughly appreciates his task and follows out a well prepared and systematic course.

There are three phases of the problem: Our regular regiments must be raised from a strength of about 65 men per company to nearly 150. The national guard regiments, less well prepared, will have, as a rule, to stand a still greater increase of new men, and there will be hundreds of entirely new regiments to be raised.

[Sidenote: The commander]

In outlining or suggesting a possible course to be pursued in such cases let us take the new regiment. The regiment must first be enlisted, organized and equipped. This first step will not be considered further than to say that in its organization it is absolutely necessary that its commander be an active, competent officer, one who can train it and prepare it for its work. In no other way can the regiment be prepared to do anything within a reasonable time.

To appoint an incompetent commander to such a regiment would cost many lives, would be a crime closely resembling murder in the second degree.

An effort should be made in every new regiment to have a reasonable number of subordinates competent to act as instructors.

[Sidenote: General principles of training]

Under modern conditions there is a minimum amount of training that is absolutely necessary before an organization can be put in the field. The number of men lost to an organization from disease depends on how well the men are trained in caring for themselves and how well the officers do their part.

Time is the all important element; we must have these organizations in such shape that they can be used as quickly as possible and be as nearly good as possible. Of course they will constantly improve in the field and become excellent, but they will have to be used before that state is reached. The occasion for organizing such regiments will only arise in case of great national danger, when the utmost can be demanded of all. Hours of work should then be all that can be profitably employed. Most of the recruits will be men accustomed to at least eight hours work a day.

All that has been said previously as to variety in the work, keeping up the men’s interest, explaining and giving the reasons for things done, applies even more to a new volunteer regiment than to our regular companies. Essentials only must be taught at first, bearing in mind that discipline is most essential and the use that can be made of close order drill in obtaining it. Those things that should be a habit must be drilled carefully and frequently. Other essentials may be hurried through for the first time, to give the men the best general idea possible in the shortest time, and then repeated and perfected as time and opportunity offer.

As a rule our men will be intelligent and quick to learn. Every little taught them, if they have understood the reason for it, will help them to do what is required even if their instruction is not complete. With such volunteers much instruction should be given not as a drill but as a sort of lecture or talk. The average American works better when he knows the why and the wherefore. Remember how different are his new life and surroundings from what he is accustomed to and how very little the average American knows of an army and how much of that little is not so.

In submitting a proposed schedule of training it is fully appreciated that conditions will vary greatly and any schedule must be suited to conditions as they exist; it is doubtful if the one here proposed would ever exactly fit. It is only offered as a possible help.

It is assumed that the colonel is thoroughly competent and that there are several men in the command with some military training, such as ex-regulars and national guardsmen and those who have had training in a college battalion. This latter assumption is a safe one in this country.

[Sidenote: Company Cooks]

It is very probable that every company will have a cook that enlisted as such and knows something of the art. But handling the ration and army cooking have features that are different from what he is used to unless he has been trained in the army. The company kitchen must be correctly run or training will be difficult. Discontent and a big sick report are fatal to success.

The first thing, then, is to instruct the cooks and mess sergeants. Some one must be found competent to do this and he must look after the kitchens, correct mistakes and give instruction until they are all running properly. The new captains must learn how to look after this work properly if they do not already know. If the colonel can find nobody else to do it he must do it himself. It must be done. It is a very important part of the foundation upon which success must be built.

[Sidenote: Paper work]

The necessary records and papers should be properly kept and made, both at regimental headquarters and in the orderly room. This is important but not so much so as the kitchens. The mistakes in paper work only cause annoyance and confusion off the battlefield and possibly will lose somebody some money; but the other causes loss of life and prevents efficiency. This work should be properly taught. Some competent non-commissioned officers or officer should be given the task of instructing the clerks and first sergeants. It is not difficult, at least the essential parts, and it should be promptly attended to upon organization but so as in no way to interfere with training. An ex-regular sergeant major, first sergeant or clerk would be very valuable here. So far as possible such a man should be made adjutant of every new regiment of volunteers. His value as an instructor in many things would be great and he would save the colonel much trouble and annoyance.

[Sidenote: Band]

From the first day of training the band should be turned over to the surgeons for thorough instruction as auxiliary sanitary troops. At least two hours a day should be devoted to this work until they become proficient, after which, an hour or two a week, to keep them so.

The band must also receive the necessary drill so that it can be maneuvered as such. Callisthenic drill, practice in marching, care of themselves in the field, individual cooking, and tent pitching must be taught. Three hours daily should be devoted to this instruction until satisfactory results are obtained, after which only occasional drills are necessary. This may interfere somewhat with their music, but that can wait.

[Sidenote: Surgeon]

The regimental surgeon must also carefully train his detachment. His officers must not only be doctors but medical officers; his men must be trained for field service as well as for hospital attendants.

[Sidenote: Machine gun company]

[Sidenote: Mounted detachment]

The training of the machine gun company and mounted detachment must begin from the start and follow generally the lines proposed below for the companies. More attention must be paid to their tactical instruction than even to that of company commanders. They must know their function and how to do their part. The instruction of these men as to field service, care of themselves, callisthenics, cooking, etc., must be the same as in the company. They must be taught how to care for the animals and in the case of orderlies how to ride and to scout.

[Sidenote: Musicians]

The company musicians will receive the following instruction with their companies: callisthenics, first aid and personal hygiene, individual cooking, tent pitching and rifle firing. They make all practice marches with their companies. They will be grouped by battalion and given at least one hour a day of instruction in signalling, and the musicians of the regiment assembled under the drum major for instruction in the necessary marching and maneuvering and practice with their instruments. They should work about the same number of hours per day as the other men.

Those armed with a revolver must be instructed in its mechanism and care, and firing practice frequently held.

[Sidenote: Callisthenic drill]

In the proposed schedule given below for the companies an effort is made to provide for the necessary muscular development referred to before. The amount of this drill is not as great as desirable but as the men progress bayonet exercise and pointing and aiming drill answer fairly well to supplement this work. Some will object to any callisthenic drill, under the assumed conditions, as a waste of time. They are wrong—it will save time in the end, keep down the sick report and give better results.

[Sidenote: Instructors and drill masters]

The colonel should carefully inventory his command for instructors and drill masters. In the early stages when divided into small groups many are required; fortunately but little military training is necessary for this preliminary work.

Owing to shortage of good drill masters groups for this preliminary work will have to be larger than is customary in peace time in the regular service, not less than eight men to a group from the start, and these should be combined into groups of two squads each then into platoons, as soon as their work permits. The best instructors should be kept as drill masters after each consolidation.

For the callisthenic drills from the very start the men can be combined into large groups and instructors found who are already competent to drill their squads in the school of the soldier. The other squad commanders who are imperfectly prepared must be assembled at this time for drill and instruction under the best officers and non-commissioned officers in the regiment. They will be carefully taught the next movements to be given to the men and how to teach them to their squads.

As these squad leaders are selected as far as possible from those having had some military training and the others from the brightest and most intelligent men, it is believed possible for them to keep ahead of their squads. It becomes easier as the groups grow larger and fewer instructors are required.

The drill will be given to the officers who do not know it. The officers being formed into a squad by themselves.

All trained officers must be on the drill ground during all these drills by squad, supervise the work, correct mistakes and help out the poorer instructors. The other officers not acting as instructors should be required to attend about half to learn from seeing it done, the other half of this time they should be required to be drilled themselves and to study the drill regulations. There should be no hesitation in having lieutenants drill squads during this period provided they are better at it than some of the enlisted men and are not needed to supervise the work of several squads.

[Sidenote: Officers’ school]

There should be an officers’ school every evening except Saturdays and Sundays. This should be conducted by the colonel himself. The first subject taken up being the drill regulations. Lessons should be short as well as the sessions of the class and the work thoroughly done. The student officer must learn the text and the instructor fully explain it where necessary. Much explanation will be required in Part II.

The class must keep well ahead of the outdoor work.

Besides the Infantry Drill Regulations, in this school must be taught early in the course, parts of the Guard Manual and Small Arms Firing Manual. The essential parts of the Field Engineering will be taught, and, those not proficient therein, how to read military maps. Lastly take up the Manual of Courts Martial.

The more important parts of Army Regulations should be included in the above course. Better results will be obtained if the lesson each day includes two or three selected paragraphs from this book than by taking it up as a whole and by itself. In its use this is largely a book of reference. In this proposed way the officers become familiar with it and how to use it and the relatively few paragraphs they must positively know are learned.

[Sidenote: N.C.O. schools]

If, beside the colonel, the regiment has three or more thoroughly competent officers, the colonel will not require the others to attend officers’ school but will order schools for non-commissioned officers with these others as instructors. The classes should not be larger than one composed of all the non-commissioned officers of a battalion and, if instructors are available, those of only two or three companies should form a class.

The work of this class will be largely confined to Infantry Drill Regulations. First the drill then combat and covering detachments must be fully explained and the principles of patrolling taught. If time is available these schools will also take up other subjects taught in our regular indoor course. Care must be taken not to give the men more in one lesson than they can learn.

If there be one, and less than three, competent instructors for these non-commissioned officers, a class will be formed in each battalion and only two sessions held weekly for each, the instructor taking them in turn. Lessons in this case may be longer but the work cannot be so well done.

If there be no one available except the colonel, each captain will be required to have a school in his company at the most convenient hour and try to transmit to the men what he has learned in the officers’ school.

The following instruction should be given by demonstration or by talks given to the men assembled and sitting.

[Sidenote: Talks and demonstrations]

Part of it will be given by battalion, part by company, 2 and 4 should be given by squad or platoon, the leaders having first been instructed. In the schedule this instruction is designated by the word “verbal”. Its value will depend on the instructor.

List of subjects for instruction by talks and demonstrations:

1. General duties of a soldier. His relation to his officers. System of discipline. Military courtesy. Customs of service as they relate to him. An outline of organization. Encourage the class to ask questions on the subject in hand and kindred subjects and then answer them.

2. The rifle, its mechanism and care and how to clean it.

3. Care of the other equipment, especially that of leather.

4. How to make the pack and adjust it.

5. Duties of a sentinel on the interior guard. Sentinels’ orders.

6. The most essential parts of the course in personal hygiene and first aid.

7. Importance and necessity of fire control and distribution.

8. Instruction as to artillery with a view to diminish unreasonable fear of its fire.

9. Principles of patrolling.

10. Objects of advance and rear guards and outposts.

11. Duties of a sentinel on outpost and conduct of visiting patrols.

12. If time is available give more instruction under 6.

Most of this is only preliminary to explanations and instruction the men will get in their drills. It is a start, and at the beginning of his training will help to arouse interest and gives some variety at the time when, in the regular drills, but little variety is possible and the drills are least interesting. A good instructor will make this pay.

It is assumed in this schedule that the season is between May and October. Work beginning on a Monday.

Reveille at 6 A. M. Breakfast immediately after. Necessary police between that and 7 A. M. No drill Saturday afternoon except one hour for instructors; none on Sunday.

PROPOSED SCHEDULE

1st, 2d and 3d Days.

[Sidenote: 1st week]

A. M. 6-30 to 7-45 Drill for instructors and officers only. 7 to 7-30 Callisthenics. 8 to 8-45 School of the soldier without arms. 9 to 9-45 Same. 10 to 10-30 Callisthenics. 10 to 10-45 Drill for officers and instructors. 11 to 11-45 Verbal.

P. M.