Character is the bedrock on which the whole edifice of leadership rests. It is the prime element for which every profession, every corporation, every… - Matthew Ridgway

The military services deal harshly, as they should, with failure to carry out orders in battle. The commander present on the scene is entitled to full, instant, and enthusiastic execution by subordinates. Yet when faced with different situations from those anticipated, as well as in the transition from plans to orders, there sometimes comes the challenge to one's conscience, the compelling urge to op- pose foolhardy operations before it is too late, before the orders are issued and lives are needlessly thrown.

No other means will provide the commander with what his personal perceptions can provide, if he is present at the critical time and place, He can personally intervene, if he thinks that necessary, but only to the extent that such intervention will be helpful and not interfere with his subordinates. He is in a position to make instant decisions, to defend, withdraw, attack, exploit, or pursue.

As commander of a division or smaller unit, there will rarely be more than one crisis, one really critical situation facing you at any one time. The commander belongs right at that spot, not at some rear command post. He should be there before the crisis erupts, if possible. If it is not possible, then he should get there aa soon as he can after it develops. Once there, then by personal observation of terrain, enemy fire, reactions, and attitudes of his own commanders on the spot—by his eyes, ears, brain, nose, and his sixth sense gets the best possible picture of what is happening and can best exercise hie troop leadership and the full authority of his command. He can start help of every kind to his hard-pressed subordinates. He can urge higher commander to provide additional fire support, artillery, air, other infantry weapons, and, in the future, perhaps, nuclear strikes.