The Way of Command: The Growth Path of World War II Generals and the Art of Management

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Features: ◇3◇A once-in-a-lifetime encounter with a mentor led to the rise of a legendary general. When World War II broke out, Patton was not yet a very famous figure in the U.S. Army, at least not nearly as renowned as he would later become. A talented horse needs a discerning trainer to recognize its worth. Otherwise, even a (lit. "thousand-li horse," meaning a truly outstanding talent) would only sigh in frustration, lamenting its unappreciated talent. So, who was Patton's mentor? Patton's mentor was George Marshall. Marshall was a renowned American military strategist and statesman, who served as the U.S. Secretary of State, Secretary of Defense, and one of the founders of NATO. His highest military rank was that of a five-star general. The acquaintance between Marshall and Patton 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 did not have a deep connection—they were simply colleagues in the same unit, exchanging nods when they met. During the Battle of Saint-Mihiel, Patton's reckless behavior earned him reprimands from his superior, General Rockenbach. This incident naturally reached Marshall, who was working in the army headquarters. However, 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 impulsive and loud, quick to act, and a man who seized the moment. Yet, they resonated in thought. This resonance far surpassed the gap between their differing personalities: neither was willing to accept military dogma, neither believed in rigid rules and regulations, both harbored a desire for complete and accurate knowledge, both were passionate about military affairs, and both were skeptical of superficial problem-solving methods. Therefore, Marshall quickly saw through Patton's eccentric personality and strong desire for attention, recognizing the brilliance beneath the surface. He believed Patton was a brilliant military genius. He had nothing but praise for 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.
On 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 United States would face the threat of war and needed to accelerate military preparedness. 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 formed armored units? Marshall thought of Patton. Due to his personality, Patton had already been marginalized from the armored forces and was serving as a colonel in the 5th Cavalry Regiment. Some heard that Marshall was considering reinstating Patton and warned, "Patton is a horse without reins—be careful he doesn’t kick you." However, Marshall remained undeterred, still writing in his report to the president: "Patton is the first true tank commander in the Army. He has tirelessly trained his soldiers, and he is the ideal officer—a superb 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 Benning armored brigade base, he saw: most of the tanks were old and barely operational, and the soldiers were a group of fresh recruits who had just entered the military, some still wearing clothes stained with women's tears. 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 in the War Department, they could not obtain the parts through normal channels. Patton took a significant amount of his own money and ordered all 325 tanks in the brigade 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 for a full-brigade 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 will do well!" 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 leadership. He led this force on a charge toward 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. In his biography of Patton, Farago once said, "Patton’s brilliant military achievements made the stars of all other American generals pale in comparison!" P14-16