The Way of Commanding - The Growth Path of World War II Generals and the Art of Management

Author: Ma Jun
Publisher:
Publish Date: 2006-06-01
Features: ◇3◇A talent scout emerged, shaping a legendary general.
When World War II broke out, Patton didn’t have much fame in the U.S. Army. At least, his reputation at that time was far less significant than it would later become. A talented horse needs a discerning trainer to recognize its worth. Otherwise, even a would be left to lament its unappreciated talent. So, who was Patton’s talent scout? His talent scout was George Marshall. Marshall was a renowned American military strategist and statesman, having served as the U.S. Secretary of State, Secretary of Defense, and one of the founding figures of NATO. His highest military rank was that of a five-star general.
Marshall and Patton’s acquaintance dates back to World War I. In 1917, Marshall was serving as the Chief of Operations in the U.S. First Army, while Patton was the commander of his armored brigade. At that time, the two didn’t develop a deep connection—they merely worked in the same unit, exchanging nods in passing. During the Battle of Saint-Mihiel, Patton’s reckless behavior earned him reprimands from his superior, General Rockenbach. This incident naturally reached Marshall, who worked in the army headquarters. Yet, Marshall was highly impressed by Patton’s actions.
Why did Marshall admire Patton? Was it because of their shared personality? Absolutely not! Their temperaments were vastly different, with no similarities at all. Marshall was quiet, composed, and reserved, a man who consistently adhered to principles. In contrast, Patton was impatient and loud, quick to act, and a man who seized opportunities. However, they shared intellectual resonance. This connection transcended their contrasting personalities: neither was fond of military dogma; neither believed in rigid rules and regulations; both yearned for comprehensive and accurate knowledge; both were passionate about military affairs; and both distrusted superficial problem-solving methods.
Thus, Marshall quickly saw through Patton’s eccentric personality and strong desire for attention to discern the greatness beneath the surface. He believed Patton was a brilliant military genius. He praised Patton’s performance in the Battle of Saint-Mihiel, telling Pershing, “If I were Patton, I would have done the same!” From then on, the two forged a deep friendship.
In September 1939, President Roosevelt appointed Marshall as the Chief of Staff of the U.S. Army and promoted him to a four-star general. At that time, World War II had already erupted, and Marshall keenly sensed that the U.S. would face the threat of war, necessitating accelerated military buildup. He vigorously advocated his military development plan to President Roosevelt, which was quickly approved by Congress. This plan included the formation of armored forces. So, who would lead the newly established armored units? Marshall thought of Patton.
Due to his personality, Patton had already alienated his colleagues and superiors and was effectively sidelined from the armored forces, serving as a colonel in the 5th Cavalry Regiment. When some heard that Marshall planned to reinstate Patton, they warned, “Patton is a horse without reins—be careful he doesn’t kick you.” Yet, Marshall remained undeterred. In his report to the president, he wrote, “Patton is the first true tank commander in the U.S. Army. He has tirelessly trained his soldiers with boundless energy. He is the ideal officer, an outstanding organizer, trainer, and commander. In the U.S. Army, and indeed in any army in the world, officers like Patton are rare.”
Roosevelt approved Marshall’s report. Thus, at the age of 55, Patton was appointed as the commander of the armored brigade in July 1940.
Patton took office. However, when he arrived at the Fort Benning armored brigade base, he found: most of the tanks were old and barely operational, and the soldiers were a group of fresh recruits, some still wearing the traces of women’s tears on their uniforms.
Patton embarked on his new venture! At that time, most of the U.S. Army’s tank parts were ordered from a company called Sears and Roebuck. However, due to bureaucratic delays and a lack of funding from the War Department, they couldn’t secure the parts through official channels. Amazingly, Patton dipped into his own pockets and spent a significant amount of money to order all 325 tanks from Sears and Roebuck, completely overhauling them.
How much money he personally spent, he never revealed to anyone until his death.
Regarding his soldiers, he called an assembly and addressed them. He said, “War is won through courage, not women’s tears. If you want to spare your women from tears, you must bravely defeat the enemy. Otherwise, even if their tears form a river, they won’t save your life. Don’t be afraid—war is nothing. From now on, follow me, the old man, and you’ll do just fine!”
From then on, his soldiers affectionately called him “our old man.”
And just like that, a highly combat-ready armored force was forged under Patton’s command. He led this force to the pinnacle of his military career! From North Africa to Sicily, from France to Germany and Austria, almost all U.S. military officers, even those who held reservations about him, came to acknowledge that Patton was a true warhorse.
Patton’s biographer, Farago, once said, “Patton’s glorious military achievements made the stars of all other American generals pale in comparison!” P14-16