Ating Back at Least 200 Years, I Suspect, Volumes Have Been Written About the Benefits of Training Lieutenants at Unit Level
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By Maj. Gen. Guy S. Meloy U.S. Army retired ating back at least 200 years, I suspect, volumes have been written about the benefits of training lieutenants at unit level. And although there is no question that the best lieu- tenants are trained at unit level, too often why com- manders need to focus on training their lieutenants takes a back seat to explana- tions of how—which is un- fortunate, because regardless of the level or purpose, both the how and the why are r e t n e p r a equally important compo- C h c r A f o nents of all “train the train- y s e t r u o c ers” programs. s h p a r g o t o h P May 2008 I ARMY 55 Capt. Carpenter (left), commanding officer of Company C, 1st Battle Group,187th Airborne Infantry, 11th Airborne Division, in Germany in 1957. While still in the deep learning stage of my career, I was one of several for- tunate lieutenants trained by an excep- tionally wise and experienced com- pany commander, Arch E. Carpenter. Arch taught us so many lessons— some intentionally, some peripherally, others he probably didn’t even realize he was teaching. Before he was 20, Arch was an in- fantry combat veteran of two combat jumps and five major European cam- paigns, including the Battle of the Bulge. After graduating from the Uni- versity of Washington and earning an ROTC commission at about the same time the Korean War broke out, he earned his second Com- fle jeeps and trailers in the weapons platoon, another jeep bat Infantryman Badge plus a Silver Star and Purple Heart and trailer for the weapons platoon leader, and three jeeps as a platoon leader and company commander in the 1st and trailers in the company headquarters. The company Cavalry Division during some of the heaviest fighting of lacked a motor officer and a motor sergeant, meaning the the Korean War. He earned his third Combat Infantryman “company motor pool” was a do-it-yourself additional Badge as the senior U.S. adviser to a Vietnamese army duty. brigade and another Silver Star as commander of the 1st While commanding a company of that size was a chal- Battalion, 508th Airborne Infantry, during a second Viet- lenge, there was another challenge that company comman- nam tour. Between and after wars, he commanded two ders of that era added to their list of responsibilities. As a other companies, served in several division G3 staff posi- function of the change of command, they were required to tions (including G3 of the 82nd Airborne Division), at- sign a receipt for every item of equipment and supply as- tended the War College, served on the Joint staff, was chief signed to or used by that company. Regardless of its size, of staff of the 8th Mechanized Division in Germany and purpose or cost, if it was damaged or lost through any de- was also a brigade commander. gree of negligence in which individual accountability The rifle companies of the airborne divisions in the could not be established, the company commander paid Army’s “Pentomic” era, from the late 1950s to the early for it out of his own pocket. Given that responsibility, com- 1960s, were large organizations with an authorized manders worked overtime to stay ahead of the power strength of more than 250 soldiers. Each company con- curve by conducting frequent unannounced inventory in- sisted of four 46-man rifle platoons; a weapons platoon of spections. If they were smart, they used their lieutenants in three 81 mm mortars and two 106 mm recoilless rifles; sup- the dual role of helping with inventories as well as concur- ply, communications and mess sections; and a company rently teaching them the location, condition and quantity headquarters. Unlike airborne units before and after, the of every item of equipment in the table of organization and Pentomic airborne companies also had a wealth of equipment. wheeled vehicle transportation. There were two jeeps and Arch Carpenter trained his lieutenants mainly by per- trailers in each of the four rifle platoons, six jeeps and trail- sonal and professional example, but also by assigning ers for the three 81 mm mortars, two 106 mm recoilless ri- company duties on a rotating basis, so in turn we each learned supply room records and operations; how to in- MAJ. GEN. GUY S. MELOY, USA Ret., served in various com- spect a company mess hall for its record keeping, cleanli- mand and staff positions over the course of his Army career. ness and food preparation; and how to inspect and judge He commanded four platoons, three companies, two battal- the serviceability of radio and field telephone equipment ions—one for six months as a major, the second for 12 months as well as weapons of all types in the communications and as a lieutenant colonel, both in Vietnam—and a brigade. He arms rooms. We learned motor pool records, spare parts was an assistant division commander and commander of the inventory, prescribed load lists and how to conduct techni- 82nd Airborne Division. cal inspections of different types of wheeled vehicles. 56 ARMY I May 2008 Capt. Carpenter accepts the award for best company in the 187th Air- borne Battle Group from Col. Norman G. Reynolds (left), the battle group commander, 1957. Every month, Carpenter assigned each lieutenant different (In hindsight, of course, I have to admit there were many items of equipment to inventory; over the course of several times when we lieutenants were not aware of it.) And months, every lieutenant had inventoried every item of while it may have seemed rather ad hoc to a casual ob- equipment in the company—and had also learned the in- server, there’s no question that Arch Carpenter had a spe- tricacies of property and component parts books. Comple- cific program of instruction in the back of his mind. He menting these tasks, the first sergeant tutored us on or- knew exactly what he was doing and was fully aware at derly room operations and how to prepare morning any given time what his lieutenants ought to be doing as reports and duty rosters. well as what they ought not be doing. In his own “show- One of the more challenging additional duties was that them-once-then-turn-them-loose” way, he taught account- of company training officer. Carpenter tasked this individ- ability as well as responsibility and, ultimately, to appreci- ual with preparing a recommended training schedule two ate that knowing the system and working within it was a weeks in advance and then arranging and coordinating for win-win for the benefit of the troops. ranges and training areas, training aids, lesson plans, live But most of all, he taught us never to shy away from ask- and blank ammunition, transportation, primary and assis- ing questions, to have the courage of our convictions and tant instructors, noon meals, aggressors (now known as be willing to defend those convictions even if we were the opposing forces, I believe) and, as appropriate, aircraft only one in the room who felt that way; he taught us to be drop zones, jump manifests, drop zone safety and medical confident in and comfortable with our common sense and personnel, and parachute turn-in. Typically, Carpenter’s professional judgment and never hesitate to take the initia- idea of definitive guidance was usually along the lines of: tive when circumstances warranted it. To this day, his “We need to sharpen our night fighting techniques, so try lessons have stayed with me, as have two of his most fa- to work in some night attacks and maybe some night with- vorite and oft-repeated bits of advice: “a short pencil is bet- drawals, as well as night defense training in the next week ter than a long memory, so always take notes,” and “there or so—and if you can arrange it, you might want to start is a big difference between gung ho enthusiasm and ha- with a night jump.” rassing the troops—know the difference before, not after, I can count on one hand the number of times he went the fact.” into any great detail on how to accomplish an assigned task. Usually his guidance was based almost exclusively or decades the Army has had some form of main- on what he wanted to accomplish, leaving how up to us. tenance management inspection. As weapons ad- This doesn’t mean he hesitated to have closed-door discus- vanced from muzzle loaders to machine guns and sions on ways and means to do something better, but these bazookas and transportation from the horse to the always took the form of a positive—even, at times, humor- Model T to jeeps and 5-ton trucks, maintenance in- ous—critique. spections became more complex, more challenging Our education was ongoing, a daily affair, and there was and, unfortunately by the 1950s, potentially life never a time when Arch Carpenter wasn’t sensitive to it. Fthreatening. By the mid-1950s, at least for units in Ger- 58 ARMY I May 2008 many, the results of a command maintenance management didn’t, they were corrected on the spot. By this informal inspection (CMMI) could and often did either enhance ca- system, we knew current status and were confident we reers, damage them or, in some cases, ruin them. could handle any unannounced CMMI. In short, Arch Car- While IG inspections were scheduled events, CMMIs penter knew how to prepare and pass CMMIs the easy were almost always unexpected.