There is a common saying in the services, and elsewhere, that greater privileges grow out of larger responsibilities, and that the latter justifies the former. This is part truth and part fable.
In military organization, as in industry, business, and political life, the more important a man's position, the more lavish he is likely to be in his office appointments and living arrangements, and the greater the care that is apt to be taken in freeing him of trifling annoyances.
But that is only partly because of the need for him to conserve his time and energy. When men are successful, they like the good things of life. Why deny it? Not one individual in 10,000 would aspire to power and authority if it meant living like a hermit.
There is no way that the military establishment can denature human nature, and change this determining condition. Nor is there any reason why it should wish to do so. Its men, like all others, develop a sense of well-being from those advantages, many of them minor, which attend, and build prestige, both in private and in official life. The incentive system by which our country has prospered has always recognized that privilege is a reward for effort and enterprise. The American people have always accepted that reasonable, harmless privileges should attend merit. It is by enhancing the prestige of leaders and by making their positions attractive that the Armed Forces get better officers and men.
One of the keenest-minded Americans of our time has said: "Responsibilities are what devolve upon a person, and privileges are what he ought not to have, but takes." In a perfect universe, that would be a perfect truth. But men being as they are, prideful and desirous of any mark of recognition, privileges are the natural accompaniment of rank and station, and when not wilfully misused, may contribute to the general welfare. At all levels, men will aspire more, and their ambition will be firmer, if getting ahead will mean for them an increase in the visible tokens of deference from the majority, rather than simply a boost in the paycheck. To complain about this quality in human nature is as futile as regretting that the sun goes down.
However, since it is out of the abuse of privilege that much of the friction between authority and the rank-and-file arises, the subject can't be dropped at that point. What puts most of the grit into the machinery isn't that privileges exist, but that they are exercised too often by persons who are not motivated by a passionate sense of duty. For it is an almost inviolable rule of human behavior that the man who is concerned most of all with his responsibilities will be fretted least about the matter of his privileges, and that his exercise of any rightful privilege will not be resented by his subordinates, because they are conscious of his merit.
We can take two officers. Lieutenant "A" enters the service with one main question in mind: "Where does my duty lie?" So long as he remains on that beam, he will never injure the morale of the service by using such privileges as are rightfully his as an officer. But in the mind of Lieutenant "B" the other idea is uppermost: "What kudos do I get out of my position?" Unless that man changes his ways, he will be a troublemaker while he remains in the service, a headache to his fellow officers and a despoiler of those who are under him.
In recent years, we have learned a lot about American manpower. We have seen enough of the raw material under testing conditions to know that, with the exception of the occasional malcontent who was irreparably spoiled before he left home, American young men when brought into military organization do not resent rank, and are amenable to authority. Indeed, they expect that higher authority will have certain advantages not common to the rank-and-file, because that is normal in our society in all of its workday relationships.
But they do not like to have their noses rubbed in it by officers who, having no real moral claim on authority, try toexhibit it by pushing other people around. And when that happens, our men get their backs up. And they wouldn't be worth a hoot in hades if they didn't.
Even as privilege attends rank and station, it is confirmed by custom, and modified by time and environment. What was all right yesterday may be all wrong tomorrow, and what is proper in one set of circumstances may be wholly wrong in another.
Take one example. In Washington's Continental Army, a first lieutenant was court-martialed and jailed because he demeaned himself by doing manual labor with a working detail of his men. Yet in that same season, Major General von Steuben, then trainer and inspector of all the forces, created a great scandal and almost terminated his usefulness by trying to rank a relatively junior officer out of his quarters. Today both of these usages seem out of joint. Any officer has theprivilegeof working with his men, if he needs exercise, wishes to see for himself how the thing is done, or feels that an extra hand is needed on the job at a critical moment. As for any notion that his quarters are his permanent castle no matter who comes, he had best not make an issue of the point!
But to emphasize it once again, duty is the great regulator of the proper exercise of one's rights. Here we speak of duty as it was meant by Giuseppe Mazzini, Italy's great patriot of the early Nineteenth Century, when he said: "Every mission constitutes a pledge of duty. Every man is bound to consecrate his every effort to its fulfillment. He will derive his rule of action from the profound conviction of that duty." For finally the key lies in this, that out of high regard for duty comes as a natural flow that sense of proportion which we call common sense.
Adjustment and dignity in any situation are impossible when minds are bent only on a code of conduct rather than on action which is consistent with the far objectives. In the early stages of World War II, it was not unusual to see a junior officer walking on the public sidewalk, hands free, and looking important, while his wife tagged along, trying to keep step, though laden like a pack mule. This was because someone had told him that it was not in keeping with an officer's dignity to be seen heavilyburdened. In the nature of things, anyone so lacking in gallantry as that would stimulate very little respect for the officer corps.
Actually, in these times, there are relatively few special privileges which attend officership, and though the war brought perhaps a few excesses, the post war trend has been in the other direction.
Normally, an officer is not expected to buck a chow line, or any other queue in line of duty, if he is sensibly in a rush. The presumption is that his time is more valuable to the service than that of an enlisted man. Normally, an officer is not expected to pitch a tent or spend his energy on any hand labor incidental to housekeeping. Normally, he has greater freedom of action and is less bound by minor restrictions than the ranks.
But the accent in these things is decidedly on the wordnormally. If a mess line were in an area under general fire, so that added waiting meant extra danger, then only a poltroon would insist on being fed first. And while an officer wouldn't be expected to pitch a tent, he would dig his own foxhole, unless he was well up in grade. At that, there were a few high commanders in World War II who made it a point of pride to do their own digging from first to last. Greater "freedom of action," too, can go out the window, for conditions arise, particularly in war, when freedom of action can not be permitted anyone except the very top authority. When a general restriction is clamped down, the officer caught violating it is in more serious jeopardy than the enlisted offender.
As the entire body of this book is directed toward the consideration of the fundamental responsibilities in officership, the special comments in this chapter will relate mainly to propositions not stated elsewhere.
Though it has been said before, even so, it can be said again: It is a paramount and overriding responsibility of every officer to take care of his men before caring for himself. From the frequent and gross violation of this principle by badly informed or meanly selfish individuals comes more embarrassment to officer-man relationships than perhaps from all other causesput together.It is a cardinal principle!Yet many junior officers do not seem to understand that steadfast fidelity to it is required, not lip service. "And of this," as Admiral Mahan would say, "comes much evil." The loyalty of men simply cannot be commanded when they become embittered by selfish action.
Then how deeply does this rule cut? In line of duty, it applies right down to the hilt! When a command is worn, bruised, and hungry, officers attend to their men's creature comforts and make sure that all is going well, before looking to their own needs. If an officer is on a tour with an enlisted man, he takes care that the man is accommodated as to food, shelter, medical treatment or other prime needs, before satisfying his own wants; if that means that the last meal or the last bed is gone, his duty is to get along the hard way. If a command is so located that recreational facilities are extremely limited, and there are not enough to go around, the welfare of the ranks takes priority over the interests of their commissioned leaders; in fact, it would be more correct to say that the welfare of menisthe prior interest of the officer.
These few concrete illustrations show, in general, what is expected. Once the main idea is grasped, the way of its total application becomes clear. Officers do not go around playing pigtail to enlisted men. But they build loyalty by serving the men first, when all concerned are following a general line of duty together.
It is an incumbent responsibility on all officers to maintain the dignity of the uniform and prevent anyone from sullying it. This means not only the dress of person, but the uniform wherever it is worn publicly by any man of the United States forces. Where the offense is committed by a member of some other service and the disgrace to the uniform is obvious, it is the duty of the officer to intervene, or to bring about intervention, rather than to walk out on the situation. This calls for judgment, tact, nerve. The offense must be real, and not simply an offense against one's private sensibilities. But indecencies, exhibitionism and bawdiness of such a nature that if done on areservation would warrant trial of the individual for unbecoming conduct will justify intervention by the officer under public circumstances.
Similarly, any officer has a responsibility to any enlisted man who is in personal distress, with no other means of ready help. Suppose they just happen to meet in a strange community. The enlisted man's credentials are shown to bebona fide. But he has had his pocket picked, or has lost his wallet, or has just missed the train that would have carried him back from his leave on time, and he doesn't know what to do. For any officer to brush-off a forthright request for aid or advice under such circumstances is an unofficerly act. Likewise, if one suspects, just from appearances, that the man is in trouble and somewhat beyond his depths, it will be found that, far from resenting a kindly inquiry, he will mark it to the credit of the whole fighting system.
To say that an officer owes a fellow officer no less consideration than this is to state the obvious. Officers meeting in transit usually get into conversation; it is a habit that adds much to one's professional education. When an officer is getting into a strange town, or arriving at a new post, anything done by a fellow officer to help him get oriented, or to make things friendly and easy for him, furthers the comity of the corps. Between officers of differing services these small courtesies are particularly appreciated. Nor does the matter end there. Within Unit A, the officers have the responsibility of continuing support to the officers of Unit C, Unit B, and so on. Though they are in a sense competing, each trying to build higher than the other, they must never forget that the basic technique of organization is cooperation. What "A" knows that has helped his unit, or whatever he can do to assist "B" and "C" without materially depriving himself, it becomes his official and moral obligation to transmit. An officer can never understand his own command problem very well unless he knows, at least a little, of how things are going in other units. And the statement can be reversed. He cannot judge the problems of other people unless he tries passionately to understand his own people.
There are many other minor articles within what is sometimes called the "unwritten code" which help to regulate life in the services, and to sweeten it.
But what counts most is not the knowing of the rule but the sharing of the spirit which gives it meaning and makes its proper administration possible.
The main purpose of this book is to stimulate thought and to encourage the average young officer to seek truth for, and in, himself. It is never a good idea to attempt a precise formula about matters which are by nature indefinite and subject to all number of variable factors.
Thus with respect to career planning, despite all of the emphasis put upon that subject in modern America, it would be plain error to infer that any man can become all-wise, as to the direction which he should take with his own life, simply by steeping himself in all of the information which is to be had on this subject.
That might qualify him to give top-lofty advice to all others on how to make the start up the right ladder, and he would win a reputation as a personnel expert, which in itself is no mean assignment. But in all probability, he would still be doing better by himself than by any other individual.
American library shelves are stacked with such books as "Planning Your Future," "New Careers for Youth," and "The Problem of Vocational Guidance." The pages are laden with sage counsel and bromidic expressions. But their chief public value is that they enabled a writer, his publisher and the bookseller to get a little further ahead in life.
Reflecting the trend elsewhere in the national life, the Armed Services are equipped to give their forces the advantage of career management principles, and to assist their men to plan their professional careers. The opportunities and the job qualifications can be described. Also, somewhat more thoroughly than is done in civil life, the establishment's system of record-keeping throws a partial light on the aptitudes of the individual. The qualified man is soon known by his "spec number" or maybe two numbers. It might seem therefore that things are so well-regulated that the prospect of every man finding his niche is better than even.
The fact remains that the majority of individuals spend the greater part of their lives doing something other than that which would bring out their best quality and give them the greatest satisfaction, mainly because accident, in one form or another, put them into a particular channel, and inertia kept them there.
A boy builds model airplanes. His hobby being a force in his youthful years, he becomes a pilot, and then discovers to his shocked amazement that he does not have his heart in machines but in the management of men. A man who has lived his life among guns, and who enjoys the feel and the working of them, enters the service and permits himself to be made a food procurement specialist, having run that kind of business in civil life only because he had inherited it from his father. An officer assigned to a weapons detail finds it hard going. And the fact that he takes a delight in writing a good paper still does not signal to him that this is his main field and he should exploit it to the fullest!
To what do these things point? In particular, to this, that despite all of the help which may be provided by outside agencies, finding the straight thoroughfare in work is mainly a problem of searching self-examination and personal decision. The impression which any other person may have of our talents and possibilities is largely formed by what we say, think and feel about ourselves.
This does not require that constant introspection which is found in Cecil Forester's nervous hero, "Captain Horatio Hornblower." That man doubtless would have died of stomach ulcers before winning his second stripe. It is not a matter of, "How do I look to someone else?" but of, "What do I know about myself?" The kind of work which one likes best and does with the greatest facility, the avocational study which is pursued because it provides greater delight than an encharged responsibility, the talent which one had as a youth but was dropped because of the press of making a living, the task which looks alluring though one has lacked either the chance, or thecourage, to try a hand at it—these are among the more fertile points of inquiry.
Weighing it out, the service officer has an unrivaled opportunity for fruitful experiment.
In the first place, he has made the fundamental decision to serve his country in the profession of arms. The meaning of that decision should not be lost on him. It is by nature patriotic. But if he regards his inheritance simply as a snug berth and the best way to provide "three squares" to himself and family throughout a lifetime, he is neither soundly patriotic nor intelligently selfish.
After signing on the line for his country, the individual's duty to himself is to strive by every honorable means to move ahead of his competition by growing more knowledgeable and better qualified.It is the inherent right of every officer to request such service as he believes will further his advancement, and far from discouraging the ambitious man, higher authority will invariably try to favor him. In no other mode of life are older men so ready to encourage the willing junior.
Gen. H. H. Arnold, the great air leader of World War II, is an inspiring case study with respect to several of these points. He wrote in "Global Mission" how he considered quitting the Army in disgust upon being commissioned in infantry, following graduation, so deeply was his heart set upon service in cavalry. But something held him to the assignment. Some years later he tried to transfer to ordnance because the prospect for advancement looked better. While still ruminating on this change, he was offered a detail to the newly forming aviation section of the signal corps, and took it, not because he had a clear vision of the future, but because it looked like a chance to get ahead. Thus, almost inadvertently, he met the opportunity of which came his world fame.
This emphasizes another peculiar advantage belonging to the young officer who is trying to orient himself toward the line of greatest opportunity. In civil life, the man who flits from job to job is soon regarded as a drifter and unstable. In the military establishment an ability to adjust from job to job and to achievegreater all-around qualification by making a successful record in a diversified experience becomes a major asset in a career. Generalship, in its real sense, requires a wider knowledge of human affairs, supported by specialized knowledge of professional techniques, than any other great responsibility. Those who get to the top have to be many-sided men, with skill in the control and guidance of a multifarious variety of activities. Therefore even the young specialist, who has his eyes on a narrow track because his talents seem to lie in that direction, is well advised to raise his sights and extend his interest to the far horizons of the profession, even while directing the greater part of his force to a particular field.
After all, variety is the spice of life, as well as a high road toward perfection. Of Princeton's 1932 class, 161, or 59 percent, were in the armed services during World War II. Questioned after the war 70 percent of the total number replied that military service was interesting, broadening, and profitable. But the main point was that they said in overwhelming number that its great lure was thatthey were doing something new. They liked it because it gave them a legitimate excuse to quit their jobs and attempt something different. In the services, a man may give vent to this natural desire without impairing his record, and if he is young and not at all certain what is his favorite dish, the more he broadens his experience, the more likely it becomes that he will sharpen his view of his own capabilities.
The possible hard consequence of looking at service opportunity through any one lens is epitomized in one paragraph of a reclassification proceedings on an officer relieved during World War II while serving as assistant division commander:
"Through no fault of his own, General Blank has never served with troops since he was a captain during World War I. He has been unable to keep pace with the problems of a commander on the battlefield of today. He is unqualified for command of troops due to lack of practical experience."
"Through no fault of his own, General Blank has never served with troops since he was a captain during World War I. He has been unable to keep pace with the problems of a commander on the battlefield of today. He is unqualified for command of troops due to lack of practical experience."
It is hard to imagine a more dismal ending for a career than that of the man who aspires to rank, without having anyhonest concept of its proportionate moral responsibilities, particularly when the lives of others are at stake.
So when we say that "career planning" is a springboard to personal success within the military establishment, it is not with the narrow meaning that any officer should proceed to limit his field of interest, decide quickly and arbitrarily where he will put his plow and run his furrow, and then sit down and plot a schedule of how he proposes to mount the success ladder rung by rung. That might suit a plumber, or tickle the fancy of an interior decorator, but it will not conserve the strength of the officer corps. Its consequence would be to stereotype the thinking faculties of a professional whose inner power flows from the questing imagination, eager curiosity and versatility of its individuals. Intense specialization, to the exclusion of all peripheral areas of knowledge, warps the mind and limits the useful action and influence of its owner. Dr. Vannevar Bush was a greater scientist on the day he made his decision to explore the sphere of military knowledge, and greater still when he applied himself to literature.
There are few men of great talent who initially have an unswerving inner conviction that they possess the final answer, as to themselves. They may feel reasonably sure about what they would like to do, though still reserving an honest doubt about the validity of their instincts and of their power to compete. Even long and successful experience does not always allay this doubt. Said Washington, on being appointed Commander-in-Chief: "I beg it may be remembered by every man in this room that I this day declare with the utmost sincerity, I do not think myself equal to the command I am honored with." Assurance, or by its other name, self-confidence, is only a continuing willingness to keep coming back and trying, without fear of coming a cropper, but with a care to the constant strengthening of one's own resources. The motto of Admiral Robert E. Peary: "I will find a way or make one," is not over-bold; any officer can afford to paste the words inside his own hat. But in the hard game with which Peary's fame is forever linked, there were countless errors, an occasional hit, and at last a run.
The health and progressive spirit of the services come of the many-sided officer who can make not one career for himself but three or four. Had officers from all services been unwilling to go into the industrial workshops and scientific laboratories of the Nation to try their hands at wholly new lines of work, had successful cavalrymen been unable to evolve as leaders of armored forces, had ship captains and ensigns disdained taking to the air, had foot soldiers refused the risks of parachuting and naval officers not participated as observers with the infantry line to further SFC (ship fire control) we would have run out of wind before winning World War II.
Some months after the war ended, the Secretary of the Navy, recognizing the dilemma which confronted thousands of men who were asking whether the wave of the future would be to the specialist or to the all-around man, sent a message which applied not less to the officers of every service:
It is intended that the highest posts will be filled by officers of the highest attainments, regardless of specialty. Be assured, whatever may be your field of endeavor, that your future as an officer rests, as it always has, in your hands. The outstanding officer will continue to be he who attacks with all of his energy and enthusiasm the tasks to which he is assigned and who grows in stature and understanding with his years and with his experience. Responsibility comes to him who seeks responsibility. It is this officer, regardless of his field of effort, who will be called to high command.
It is intended that the highest posts will be filled by officers of the highest attainments, regardless of specialty. Be assured, whatever may be your field of endeavor, that your future as an officer rests, as it always has, in your hands. The outstanding officer will continue to be he who attacks with all of his energy and enthusiasm the tasks to which he is assigned and who grows in stature and understanding with his years and with his experience. Responsibility comes to him who seeks responsibility. It is this officer, regardless of his field of effort, who will be called to high command.
There is not a chief of service who would shade the general tone of this paragraph if asked to put before his own officers the one rule which, most closely followed, would most surely bring success. Nothing need be added to it and nothing should be taken away; it states the case.
At the same time, and as the message itself implies, specialization, like sex and the automobile, is here to stay. In the service, perforce, even the balanced, all-around man has his specialty. In the beginning, true enough, he may aspire only to being a soldier, marine, sailor or airman. That is good enough in the cocoon stage. But ultimately he emerges with the definite coloring of a ground fighter, a gunner, an engineer officer, a signals man, a submariner, a weapons man, a navigator, an observer, a transport officer or something else. If his tact, bearing and quick pick-up suggest to his superiors that he may be good staff material, and he takes that route, there are again branch lines, leading out in roughly parallel directions, and embracing activities in the fields of personnel, intelligence, operations, supply and military government. And each one of these main stems has smaller branches, greatly diversified. The man with a love for logistics (and few have it) might some day find himself running railroads or managing a port. The engineer could become a salvage officer working a crew of deep sea divers, or as easily a demolitions expert running a company of dynamiters. The expert in communications? His next task might be setting up a radio station near the North Pole or helping perfect radio control of troops over a 50-mile area.
It is in these things that the privilege of free choice arises, for despite the popular theory that in the services you take what you are given and like it, the placement of officers according to their main aptitudes and desires is a controlling principle of personnel policy. It is recognized throughout the military establishment that, in general, men will do their best service in that field where they think their natural talents are being most usefully employed.
Among the combat line commanders in World War II there were doctors, dentists and even a few ministers. They could have had places in their regular corps, but they were permitted to continue with the duty of their own choice.
Concerning the main problem of the officer, in fitting himself for higher command, the controlling principle is well expressed in the words of a distinguished educator, Wallace B. Donham: "The hope of the wisdom essential to the general direction of men's affairs lies not so much in wealth of specialized knowledge as in the habits and skills required to handle problems involving very diverse viewpoints which must be related to new concrete situations. Wisdom is based on broad understanding in perspective. It is common sense on a large canvas. It is never theproduct of scientific, technological, or other specializations, though men so trained may, of course, acquire it."
This puts just the right light on the subject. The military officer specializes strictly to qualify himself more highly in his main calling—the management of men in the practice of arms. Becoming a specialist does notipso factomake him a better officer, or win him preferment. It is part of the mechanism, though not the main wheel. As Admiral Forrest P. Sherman has so well said: "We are not pushed willy-nilly into specialization; there is never an excess of the all-around, highly competent combat officer."
Concerning his choice, all general advice is gratuitous. Whatever might be written here would be worth far less than the counsel or suggestion of any superior, or for that matter, a colleague, who has observed his work closely over a long period, who has some critical faculty, and whose good will is beyond question.
Particularly, thevoluntaryadvice of such a person is worth notice. That which is spontaneous usually has shrewd reason behind it. When counsel is deliberately sought, it may catch the consultant unaware, and in lieu of saying that which is well-considered, he may offer a half-baked opinion, rather than be disappointing. But when another person having one's trust, says: "Your natural line is to do thus-and-so," it is time to ask him why, and check his reasoning with one's own. Worth just as much earnest consideration is his negative opinion, his strong feeling that what one is about to undertake is not particularly suitable.
As for the man himself, it remains to survey thoughtfully the whole range of possibilities, to keep the mind open and receptive to impressions, to experiment but take firm hold in so doing, to tackle each new task with as much enthusiasm as if it were to be his life work, to ask for difficult assignments rather than soft snaps and to be calmly deliberate, rather than rashly hasteful, in appraising his own capabilities.
Self-study is a lifetime job. A great many engineers didn't realize that they were born to make nuclear fission possible untilthere was a three-way wedding between science, industry and the military in 1940. Many officers who have had a late blooming as experts in the field of electronics and supersonic speeds had lived out successful careers before these subjects first saw daylight.
As Elbert Hubbard said of it, the only way to get away from opportunity is to lie down and die.
The regulations that govern precedence among officers of the same service and among the services in relation to each other have a very real utility not only in determining succession to command and as reminders of the authority to which all persons in the Armed Services are subject but in providing precedent for all official or ceremonial occasions in which officers or organizations of the several services may find themselves cooperating. It is easy to imagine the confusion that would result without such rules, especially if a junior commander of a senior service had to defend the right of his organization to occupy the place of honor ahead of a very senior commander with a detachment from a junior service. These regulations are also the arbiter in disputes arising between officers of equal rank who aspire to command of the same unit.
The legislation which separated the Air Force from the Army again raised the question of precedence in parades and ceremonies. Since the Air Force is the junior service, as to date of recognition, the change indicated the following parade order: (Reference,Federal Register, Volume 14, Number 160, August 19, 1949, page 5203)
During any period when the United States Coast Guard shall operate as a part of the United States Navy, the Cadets, United States Coast Guard Academy, the United States Coast Guard, and the Coast Guard Reserve, shall take precedence, respectively, next after the Midshipmen, United States Naval Academy, the United States Navy, and the Naval Reserve.
In any ceremony in which any or all of these components act together, the table of precedence in appropriate regulations determines their location in the column.
The ranks and insignia in the Armed Services have been substantially the same since 1883. During World War II there were newly established the five star ranks of general of the army and fleet admiral. After the first World War the rank of general-of-the-armies was created to honor General Pershing, who was permitted to choose the number of stars he would wear. He chose four. After the Spanish-American War the rank of admiral-of-the-navy was established for Admiral Dewey. No one has held this rank since.
On November 15, 1776, Congress established the ranks of admiral, vice-admiral, rear admiral and commodore corresponding to general, lieutenant general, major general, and brigadier general. It also established three grades of naval captains—captain of a 40-gun ship and upward to rank with colonel, captain of a 20 to 40-gun ship to rank with lieutenant colonel, captain of a 10 to 20-gun ship to rank with major, and lieutenant to rank with captain in the Army.
Although the top naval ranks were provided, the only two officers ever to attain a higher rank than captain prior to 1862 were Ezekiel Hopkins, whom Congress on December 22, 1775, commissioned with the rank ofC-in-C of the Fleet, and Charles Stewart who was commissionedSenior Flag Officerby Congressin 1859. Hopkins and Stewart were called "commodore" as was any other captain who commanded more than one ship.
During our War of Independence, the Army had the rank of ensign and the Navy did not. The several Army ranks were then distinguishable by the color of the cockade, green for lieutenant, buff for captain, and pink or red for a field officer. As early as 1780 major generals wore two stars on their epaulettes and brigadier generals one. During our quasi-war with France, toward the end of the eighteenth century, Washington was commissioned lieutenant general, our first, and three stars were prescribed to be worn by him.
In the Army Register for 1813 the rank of ensign had disappeared but there were third lieutenants (as in the Soviet Army today) and coronets. In 1832 the eagle was adopted as the insignia of colonel in the Army and in 1857 the lieutenant colonel, captain, and first lieutenant wore the same insignia as today. These insignia were adopted some time in the interval between 1847 and 1857. The gold bar, insigne of the second lieutenant, was authorized just prior to World War I.
The Navy has used the same shoulder insignia as the Army since the Civil War. However, shoulder insignia on blues were discontinued by the Navy in 1911 but the insignia were still prescribed on epaulettes. The Navy adopted the eagle for captain in 1852, twenty years after it had been approved by the Army for colonels.
In the first half of the last century the Navy List contained officers of four grades only. A captain wore three stripes, a master commandant, two (master commandant, established in 1806, was changed to commander in 1837;) and a lieutenant, one. A master had no stripe but three buttons instead. There were midshipmen too, but they were warrant officers andaspirantsfor commissioned rank as the present French term designates them.
Our first full general was U. S. Grant and our first full admiral, David D. Porter; both won their rank in the Civil War. In that war there was a large increase in the Navy and more naval ranks were established. In 1862 ensign was provided in theNavy to correspond to second lieutenant; and the term lieutenant commanding became lieutenant commander. An ensign wore one stripe as now; an additional stripe was added for each rank till the rear admiral had eight. Since 1869 the senior officers have worn the same stripes as now prescribed. In 1883 the rank "master" was changed to lieutenant, junior grade.
The rank of commodore, which had been abolished, was temporarily revived during World War II. The rank of passed-midshipman was abolished about 1910; thereafter graduates of the Naval Academy were commissioned ensign. The rank of ensign had previously been attained by passed-midshipmen after 2 years at sea and a successful examination at the end of that cruise. The only permanent change in recent years was the addition of aviation cadet to both the Air Force and Navy listings. The warrant rank of flight officer in the Air Force, which was created during the war, has now been abandoned, all the flight officers then holding warrants either being commissioned second lieutenants or separated. The naval rank of commodore was likewise dropped, and brigadier generals of the Army and Air Force now rank with admirals of the lower half.
The following are the present corresponding ranks in the Armed Services:
NAVYMARINE CORPSARMYAIR FORCECOAST GUARDFleet AdmiralGeneral of the ArmyGeneral of the Air ForceAdmiralGeneralGeneralGeneralAdmiralVice AdmiralLieutenant GeneralLieutenant GeneralLieutenant GeneralVice AdmiralRear Admiral (upper half)Major GeneralMajor GeneralMajor GeneralRear Admiral (upper half)Rear Admiral (lower half) and CommodoreBrigadier GeneralBrigadier GeneralBrigadier GeneralRear Admiral (lower half) and CommodoreCaptainColonelColonelColonelCaptainCommanderLieutenant ColonelLieutenant ColonelLieutenant ColonelCommanderLieutenant CommanderMajorMajorMajorLieutenant CommanderLieutenantCaptainCaptainCaptainLieutenantLieutenant (Junior Grade)First LieutenantFirst LieutenantFirst LieutenantLieutenant (Junior Grade)EnsignSecond LieutenantSecond LieutenantSecond LieutenantEnsignCommissioned Warrant OfficerCommissioned Warrant OfficerChief Warrant OfficerChief Warrant OfficerCommissioned Warrant OfficerMidshipmanCadetCadetCadetWarrant OfficerWarrant OfficerWarrant Officer Junior GradeWarrant Officer Junior GradeWarrant OfficerAviation CadetAviation Cadet
Officers of all the fighting service, whether regular or reserve, take precedence among themselves according to their dates of rank. Officers take command in their respective services in accordance with their dates of rank in the line, the senior, unless otherwise ordered, taking command, whether regular or reserve. The command of a task force or group composed of commands from two or more services devolves upon the senior commanding officer present in the force or group unless otherwise designated by the appropriate common senior, acting for the President.
The obvious exceptions to this are that officers outside the line (that is, commissioned in specialized branches or corps) cannot command line organizations. They may, however, in the Army and Air Force, command organizations within the structure oftheir own corps. Non-rated officers in the Air Force and Navy are not eligible to command tactical flying units. As a specialized case of command, the assigned first pilot and airplane commander of any aircraft continues in command even though a pilot senior in rank may be aboard.
Retired officers of the Army rank at the foot of active officers of the same grade; those of the Navy according to date of rank.
Changing personnel policies have been reflected by frequent revisions of the scale and grade given noncommissioned leadership. This subject should therefore be checked against current regulations. But as a rough guide, the following can be taken as the corresponding noncommissioned grades and rates in the services:
PAY GRADENAVY AND COAST GUARDARMYAIR FORCEMARINE CORPSE-7Chief Petty OfficerMaster SergeantMaster SergeantMaster SergeantE-6Petty Officer First ClassSergeant First ClassTechnical SergeantTechnical SergeantE-5Petty Officer Second ClassSergeantStaff SergeantStaff SergeantE-4Petty Officer Third ClassCorporalSergeantSergeantE-3[A]Airman[A]Constructionman First Class[A]DentalmanFiremanHospitalmanSeamanStewardsmanPrivate First ClassCorporalCorporalE-2ApprenticePrivatePrivate First ClassPrivate First ClassE-1RecruitRecruitPrivatePrivate
[A]Does not apply to Coast Guard.
[A]Does not apply to Coast Guard.
Enlisted insignia of rank are of cloth, sewn on the sleeve of the outer garment. Army chevrons are worn on both sleeves with the point up, and special devices may be incorporated within the chevron to indicate specialties. Chevrons for combat soldiers are blue on a gold background, and all others are gold on a blue background. Naval chevrons are worn point down. Air Force chevrons have no point, but are a compound reverse curve with the deepest part of the curve worn down; over this is imposed a star within a circle. Marine Corps chevrons are worn on both sleeves with the point up and are gold on a crimson background for the dress blue uniform, green on a red background for the forest green uniform, green on a khaki background for the khaki uniform, and for combat uniforms the chevrons are stenciled on the sleeves in black ink.
All military and naval personnel are addressed in official correspondence by their full titles. Off duty in conversations and in unofficial correspondence, officers are addressed as follows:
Except when in the presence of troops, senior officers frequently address juniors as "Smith" or "Jones" but this does not give the junior the privilege of addressing the senior in any other way than his proper title. By the same token, officers of the same grade generally address one another by their first or last names depending on the degree of intimacy. The courtesy and respect for others which govern the conduct of gentlemen are expected to prevail at all times.
Enlisted men are commonly addressed by their last names. Except in cases where the officer has a blood relationship or a preservice friendship with an enlisted man, the occasions on which an enlisted man can properly be called by his first name are extremely rare. Speaking face to face, it is proper to use either the last name, alone, or the title of rank, or the last name and any accepted abbreviation of the title. In calling First Sergeant Brown from among a group, it would be acceptable to call for "Brown" but better still "Sergeant Brown." In the Navy, the common practice in addressing Chief Pharmacists MateGale, for instance, would be either "Gale" or "Chief." On formal occasions, as in calling a senior enlisted man front and center at a formation, the full military title would be used: "Chief Bo's'ns Mate Gale and Master Sergeant Brown, front and center." The longer form of address would also be proper in directing a third party to report to Master Sergeant White.
A painstaking observation of the courtesies due to ranks of other services is more than a sign of good manners; it indicates a recognition of the interdependence of the services upon one another. Failure to observe or to recognize the tables of precedence officially agreed upon among the services is both stupid and rude. Any future war will see joint operations on a scale never before achieved, and its success will be dependent in large part upon the cooperation of all ranks in all services. Likewise, in combined operations, the alert officer will take it upon himself to learn and respect the insignia, relative ranks, and customs of his Allies. By exerting himself in the recognition of other ranks, by exacting adherence to the official tables of precedence, he contributes not only to his own stature as a professional soldier, sailor, marine or airman, but adds to the reputation of his service.
In the main requirements, military courtesy varies but little from nation to nation. During service abroad, an American officer will salute the commissioned officers and pay respects to the anthems and colors of friendly nations just as to those of his own country.