It is better to use the adverb because an adverb enhances the verb and is active, whereas the adjective simply loads down the noun.

On the other hand, it is the verb that makes language live. Nine times out of ten the verb is the operative word giving motion to the sentence. Hence, placing the verb is of first importance in giving strength to sentence structure.

In all writing, but in military writing particularly, there is no excuse for vague terminology or phrases which do not convey an exact impression of what was done or what is intended. The military vocabulary is laden with words and expressions which sound professional but do not have definite meaning. They vitiate speech and the establishment would gladly rid itself of them if a way could be found. Men fall into the habit of saying "performed," "functioned" or "executed" and forget that "did" is in the dictionary. A captain along the MLR (main line of resistance) notifies his battalion commander that he has "advanced his left flank" when all that has actually occurred is that six riflemen from the left have crawled forward to new, and possibly, untenable ground.

It is better at all times to _rein in_. The strength of military writing, like the soundness of military operations, does not gain through overstatement and artificial coloring. The bigger the subject, the less it needs embroidery.

For lucidity and sincerity, the important thing is to say what you have to say in whatever words most accurately express your own thoughts. That done, it is pointless to worry about the effect on the audience.

The list of suggestions could be extended indefinitely. But enough has already been said to stake out a main line for those who have already decided that this subject deserves their interest.

A majority of the world's most gifted writers would in all probability be struck dumb if put before an audience; though dealing confidently with ideas, they lack confidence when dealing with people. The military officer has need of both talents, and as to where the accent should be placed, it is probably more important that he should speak well than that his writing prose should be polished. A unit commander may permit a clerk or a subordinate to do the greater part of his paper work, either because his own time is taken with other duties or because he is awkward at it, but if he permits any other voice to dominate the councils of the organization, he soon ceases to exercise moral authority over it.

Of this there is no question. The judgment men take of their superior is formed as much by what he says and how he says it as by his action.

The matter of nerve is a main element in speaking. When an officer is ill at ease, fidgety and not to the point, the vote of his command for the time being is "no confidence," and so long as he remains that way, they will not change, no matter though his good will shines forth through other acts.

On the other hand, the military crowd is an extremely sympathetic audience. It has to be; it is drawing pay for so being. But even if that were not true, the ranks have a generous spirit and are ever disposed to give the newcomer an even break. If he meets them confidently and calmly, measures his words, smiles at his own mistakes and breaks it off when he has covered his subject, they'll pay no attention to his little fumbles, and they'll approve him. There is no better way to pick up prestige than through instruction or discourse which commands attention, for despite all that is said in favor of the "strong, silent man," troops like an officer who is outgiving, and who has an intelligence that they can respect because they have seen it at work.

As for _how_ an officer should talk to men, his manner and tone should be no different than if he were addressing his fellow officers, or for that matter, a group of his intellectual and political peers from any walk of life. If he is stuffy, he will not succeed anywhere. If he affects a superior manner, that is a mark of his inferiority. If he is patronizing, and talks to grown men as a teacher might talk to a cla.s.s of adolescents, the rug, figuratively, will be pulled from under him.

His audience will put him down as a chump.

It is curiously the case that the junior officer who can't get the right pitch when he talks to the ranks will also be out of tune when he talks to his superiors. This failing is a sign mainly that he needs practice in the school of human nature. By listening a little more carefully to other men, he may himself in time attain maturity.

Concerning subject matter, it is better always to aim high than to take the risk of shooting too low. It is too often the practice to spell out everything in words of one syllable so that the more witless files in the organization will be able to understand it. When that is done, it insults the intelligence of the keenest men, and nothing is added to their progress. The target should be the intellect of the upper 25 or 30 percent. When they are stimulated and informed, they will bring the others along, and even those who do not fully understand all that was under discussion will have heard something to which to aspire. _The habit of talking down to troops is one of the worst vices that can afflict an officer._

There are no dull lecture topics; there are only dull lecturers. A little eager research will enliven any subject under the sun. Good lecturing causes men's imaginations to be stirred by vivid images.

Real good is accomplished only when they talk to each other of what they have heard and sharpen their impressions. Schopenauer somewhere observes that "people in general have eyes and ears, but not much else--little judgment and even little memory," which isn't far wrong.

Consequently, competent lecturing entails the employment of every technique which can be used to hammer a point home. In this way, a truth or a lesson has a better chance of adhering because it is identified with some definite image. Simply to illuminate this point, it is noted that the jests which best stick in the memory are those which are a.s.sociated with some incongruous situation. To relate a pertinent anecdote, to provide an apt quotation from some well-known authority and to draw upon our own rich battle history for ill.u.s.trative materials are but a few of the means of freshening any discussion and sharpening its purpose. Men are always ready to listen to the story of other men's experience provided that it is told with vigor. And insofar as combat is concerned, such teaching is in point, for what has happened once will happen again.

For his way as an instructor of young infantry officers of the A. E.

F. in 1918, Lt. Col. H. M. Hutchinson of the British Army was awarded our D. S. M. Officers who sat at his feet at Gondrecourt were unlikely ever to forget the point of such an anecdote as:

"There will be no 'Stack arms' in my army. It is a thing one sees on a brewer's calendar--The Soldier's Dream--showing a brave private sleeping under a stack of rifles which it will take him a good half-hour to untangle when the call comes to stand to. No, a soldier had better carry the rifle with him to his meals, have it beside him always, lavish his care upon it, and in short treat it more like a wife than a weapon.

"I am reminded of the times in South Africa when we would come to a country inn where a chap could stop for beer. Well, a soldier would walk into the place, and immediately he would stand his rifle in a corner--like an umbrella, you know--'We've arrived!'--and he'd get well into his beer and a song, say, and suddenly firing would break out on the inn from four sides.

"It seemed that a Boer had slipped into the entry and picked up all the rifles and pa.s.sed them around to his mates in the bushes, and--well--there you are!"

As a cadet and later as an instructor at Sandhurst, Colonel Hutchinson well knew the usefulness of the anecdote in catching and holding the attention of the young. Who could forget the lesson in this, related at Gondrecourt:

"In my youth I was a dashing ignoramus with clearer ideas than I now have on the line of demarcation between the officer and his men. They sent me out to South Africa during the trouble and I brought a detachment into a country village. It seemed quite unpromising but I was told of a sort of place 3 miles in the country that you would call a chateau in France. So I cantered out and spent the night, turning my men over to a sergeant-major. After a refreshing breakfast along in the middle of the morning--the late middle of the morning--I rode back into town, but try as I might I could not locate a single one of my men.

"Now nothing, you know, is as ineffective in a war as an officer without his men. Well, I spent the day in agony and it was not until along at dusk that the first of the blighters straggled in--quite drunk, all of them, and swearing to a man that they had engaged in five ferocious battles. It seems that about 2 miles away, in a barn, they had come on a hogshead of ginger brandy, and had stayed with it to the bitter end. Need I say that it was a great lesson to me, and that from then on I was never billeted farther than 15 rods from my men.

"As a matter of fact, I love ginger brandy."

Or this, in which the whole lesson of exact.i.tude in the written communication is implicit:

"Now on the subject of messages, it might be well to say immediately that as far as I know no one ever received a written message during a battle. They may be written, but that I think is as far as it goes.

However, they are occasionally received before and after battles, and in this connection let me say that it is no earthly good writing generalities to signify times and places.

"I mean to say, suppose you are writing a message and you write 'Report after breakfast.' Well, to Sergeant Ramrod it might mean stand-to at 3 in the morning; while to Captain Brighteyes it would mean, say, 8 o'clock. But to Colonel Blue-fish it would signify some time after 11, depending quite a bit on how the old fellow felt.

"So it is better to say 7 o'clock in the morning, if that is what you mean, for after all there is only one 7 o'clock in the morning. And, by the way, I must warn you chaps against the champagne on sale in the Cafe de l'Univers down here in the square. It is made in the bas.e.m.e.nt--of potatoes."

On as simple and basic a thing as continuing liaison between small units, the Colonel's listeners never forgot his elementary parable:

"One rule is about all a chap can handle in a battle, and as good a one as any to remember is to keep in some sort of touch with the chaps to your right and left. If you do this--and I dare say you Americans will have as much trouble as ourselves in remembering to--then a great deal of distress to yourselves and all hands will be obviated.

"Now here we have a triangular wood. There is to be an attack, and the objective is this line beyond the wood. So on this side of the wood at the hour of attack the Welsh Guards go forward--and on this side, here, the Inniskilling Fusiliers, and a tremendous battle ensues.

Well, after an hour or two, with not much progress, it is discovered that the Welsh Guards have been firing into the Inniskilling Fusiliers, and the Fusiliers have been firing into the Welsh. This is thought a bit thick, you know, even in the confusion of battle. So eventually it is stopped."

Some of the experts warn the lecturer who is only a beginner against the use of humor, commenting that if a joke is unlaughed at, it is disconcerting to all concerned. The only intelligent answer to that is: "Well, what of it?" The speaker who is going to cringe every time one of his pa.s.sages falls a little flat had best not start. This happens at times to every lecturer; there are good days and bad days, live audiences and sour ones. If a man takes his work seriously, it is hardly within nature for him to harden his emotions against an unexpectedly dull reaction. But he can keep from ever showing that he is upset if as a speaker he consciously forms the habit of rapidly driving on from one point to another.

Thus as to the use of humor in public address, it is not only an a.s.set but almost a necessity. It is better to try with it, and to fall flat occasionally, thereby sharpening one's own wit through better understanding of what goes and what does not, than to attempt to go along humorlessly. Said William Pitt: "Don't tell me of a man's being able to talk sense. Everyone can talk sense. Can he talk a little nonsense?" Even more to the point is the remark of Thomas Hardy that men thin away to insignificance quite as often by not making the most of good spirits when they have them as by lacking good spirits when they are indispensable. Fighting is much too serious a trade to have a large place for men who are dry as dust.

One of the spellbinders of ancient Greece, we are told, orated on the sands with his mouth filled with pebbles. In World War I, it was the custom of many higher commanders to take their officers out for voice exercises and have them talk through 150 feet of thicket; they were not satisfied unless the words came through distinctly on the far side. If, under average acoustical conditions, a military officer cannot get across to five hundred men, he needs to improve his voice placement. It is remarkable what miracles can be worked by consistent exercise of the vocal cords.

The final thought is that it is all a matter of buildup. An officer can cut his audience to his own size, and strengthen his powers and his confidence as he goes along. That is his supreme advantage. He can start with a short talk to a minor working detail and move from that to a more formal address before a slightly larger group. By taking it gradually, and increasing his store of knowledge in the interim period, he will see the time come when he can hold any audience in the hollow of his hand. This is precisely the routine which was followed by most of the military leaders who have been celebrated for their command of speech.

CHAPTER TWENTY-ONE

THE ART OF INSTRUCTION

_Keep it simple._

_Have but one main object._

_Stay on the course._

_Remain cheerful._

_Be enthusiastic._

_Put it out as if the ideas were as interesting and novel to you, as to your audience._

By abiding by these few simple rules you will keep cool, preserve continuity and hold your audience.

Instruction is just about the begin-all and end-all of every military officer's job. He spends the greater part of his professional life either pitching it or catching it, and the game doesn't stop until he is at last retired. Should he become a Supreme Commander, even, this is one thing that does not change; it remains a give-and-take proposition. Part of his time is taken instructing his staff as to what he wants done and just as much of it is spent in being instructed by his staff as to the means available for the doing of it.

Instruction is the generator of unified action. It is the transmission belt by which the lessons of experience are pa.s.sed to untrained men.

Left uninstructed, men may progress only by trial-and-error and the hard b.u.mps which come of not knowing the way.

Need more than that be said to suggest that the officer who builds a competent skill in this field, so that it becomes a part of his reputation, has at the same time built the most solid kind of a foundation under his service career?