While I was a senior at Dartmouth College in 1939-1940, I and a
number of my classmates became interested in William James' essay "A Moral
Equivalent of War." In that essay James proposed that some "moral
equivalent" must be found for war. Dismayed by the almost maniacal
enthusiasm with which the people of the United States embraced the
Spanish-American War, James felt that if war was to be avoided in the
future, some form of peacetime service must be developed to give expression
to the general human need to serve some larger purpose than self-a moral
equivalent to the hardihood that only war, or primarily war, had called
forth. Inspired by a Dartmouth philosophy professor, Eugen
Rosenstock-Huessy, a refugee from Nazi Germany, a group of Dartmouth and
Harvard students decided to try to turn the Civilian Conservation Corps
(CCC), an emergency Depression program for unemployed young men, into a
permanent agency of the federal government designed to give young men an
opportunity for peacetime service on behalf of their country.
Charles Page Smith joined C Company and became its commanding officer on
August 8, 1943, at Camp Hale. The following spring, after his promotion to
the rank of captain in November, he was sent to Ft. Benning for three
months of advanced training. Resuming command in early June, he went on to
lead the company into its first major battle on Mt. Belvedere. He was
wounded and evacuated on the first day of this attack. After the war, he
became a noted historian of the United States with the publication in 1976
of the first volume of his eight-volume People's History of the United
States. He wrote this memoir in 1994.
The means for accomplishing this goal was to be a leadership
training camp that would draw CCC enrollees from various camps to join the
Harvard-Dartmouth cadre to be trained in leadership roles for a permanent
Conservation Corps. President Roosevelt, whose most prized project was the
Conservation Corps, gave the necessary orders. The Harvard and Dartmouth
youths then dispersed to various CCC camps as enrollees wearing the
handsome forest-green uniforms of the Corps. After two or three months in
camps scattered across the United States, we gathered with enrollees whom
we had chosen for prospective leadership qualities at the "forester's
cabin" at Sharon, Vermont, in a particularly cold winter to make final
plans for what we decided to call "Camp William James." I was elected "camp
manager," actually a very modest role since the work program of the camp
was overseen by a Department of Agriculture official and the day-to-day
operation was, at least nominally, run by an army reserve officer who
viewed the whole enterprise with ill-concealed contempt.
To make a long story short, the institution of the draft led to
the closing of the camps. Many of the campers enlisted in the army and
others were drafted. I was called up in the first draft. Camp William James
reconstituted itself on an abandoned farm and evolved into the Voluntary
Land Corps.
I was inducted into the Army of the United States over the
objections of a psychiatrist at the induction center who was alarmed over
the fact that I had not been a fraternity man at Dartmouth and revealed
other deviant acts and attitudes (he told my alarmed mother that I seemed
to him "a Bolsheviki kind of fellow"). I ended up in a heavy-weapons
company in the 29th Infantry Division, a federalized unit of the Maryland
National Guard. I became platoon sergeant of a machine-gun platoon and went
on maneuvers in North Carolina in the fall of 1941. On leave in Charlotte,
I saw an exhibition of watercolor paintings in the window of a
Sherwin-Williams paint store. When I tried to buy one, I met the young
artist who had painted the pictures and, of course, fell instantly in love
with her.
Back in Ft. George G. Meade, the home base of the 29th, an
opportunity came up to go to one of the first officer training classes at
Ft. Benning, Georgia. When our three-month class was over I was chosen as
an instructor in the 40 and 81mm mortars. I immediately married the North
Carolina artist, and we settled down happily, not to say blissfully, in
Benning Park, a housing development outside of Columbus, Georgia.
Assignments to the Infantry School were for a year. At the end of that
time, instructors were sent most commonly to line outfits. Because I had
gone to Dartmouth and a good many Dartmouth skiers had already formed the
nucleus of what was being organized as the 10th Light Division (one of my
college roommates was in the division), I requested assignment to the 10th,
although I had been a wrestler rather than a skier at Dartmouth.
And so I was sent to the brand-new "C" Company of the 85th
Regiment. I arrived just after the company had acquired a cadre of noncoms
"from the islands" (Hawaiian, that is). The most important member of the
cadre was lst Sgt. Bob Collinson. If it were not suspect to use such terms
today, I would say that I immediately fell in love with Bob Collinson and
have loved him ever since. If there is someplace in heaven where first
sergeants are fashioned, he would have been the model. They say first
sergeants bully second lieutenants and train company commanders. Bob
Collinson certainly trained me. I was always respectful of and dependent
upon his judgments. He accepted with good grace my disposition to subject
the poor, defenseless enlisted men (and, to a lesser extent, the officers)
of C Company to lengthy harangues on everything under the sun, from the
length of their hair to the shine on their shoes. I recall one of his more
memorable lines: "Sergeant Maggio, fall the company out. Captain Smith has
a few thousand well-chosen words to address to the men." I would blush, if
I had any shame, at the thought of the thousands of words, well- or
ill-chosen, to
which I subjected the members of C Company. It's a wonder they had any
fight left in them.
On one memorable occasion I was so impressed with a German army
training manual for infantry company commanders circulated by the army,
that I read it to the assembled C Company to make the point that the enemy
was so formidable not because it was made up of goose-stepping Nazis but
because it had the highest standards of leadership expressed on the company
level by the company commander thinking of himself as the "father" of his
men, with the same responsibilities of care and concern for his men as a
father had, or should have, for his children. The first sergeant should be
like a mother to his men, equally caring and concerned. When the company
was dismissed, was it Cusano who rushed into the orderly room, assumed the
supplicating position of Al Jolson, and addressed the startled Collinson as
"Mammy"?
My thoughts about our training at Hale and Swift revolve around the
themes of having the opportunity to start something (in this case an
infantry company) and the whole question of how a miscellaneous group of
young men evolves into something that can properly be called "a company."
First off, the opportunity to start from scratch is, I suspect,
relatively rare. Most often we succeed to something already formed and in
operation. In such cases we inherit everything, good or bad, that has been
done by our predecessors. At the beginning at Camp Hale, none of us really
knew what we were doing. I had never commanded an infantry company before.
All I had to go on was my brief experience in the CCC and in Camp William
James (which, limited as it was, proved invaluable). I suppose that at the
Infantry School we must have gotten the rudiments of leadership as it
related to an infantry company: "Follow me!" But all the subtler points
were, I suspect, more or less ill-suited to be "taught." So we had whatever
advantages accrue to innocence.
The "men" in the company were, for the most part, "boys." Many,
if not most, were in their teens, some away from home almost literally for
the first time. They all (or almost all) wanted someone they could trust (
with their lives, most basically) and, I assume, someone they felt was
concerned for their well-being. That was greatly in my favor. The fact was
that if I didn't goof off or screw up or be too tyrannical or demanding or
too much of an SOB, their disposition was to give me the benefit of every
reasonable doubt since C Company was, or was destined to try to be, their
home away from home. In short, they had a strong inclination to think much
better of me than I deserved.
On the other hand, being as good a company commander as one would
wish to be is quite literally impossible since it would take a combination
of human qualities not vouchsafed to the best of soldiers (or, more
generally, to the best of human beings). At least that is how I see the
whole matter now: infinite compassion, insight, intelligence, "empathy," as
we say today. Total unselfishness, unflinching courage, and so on.
Apparently, since the men of C Company still seem willing to tolerate me,
they were not even aware of how far I fell short of the ideal. And,
fortunately, neither was I. So we all acted rather unselfconsciously, and
the life we led together-training, marching, eating, going on maneuvers in
the "D-Series"-formed us, finally, into a company.
A good company is, I am sure, made up of an infinite number of
small acts, each one often of little significance in itself but all adding
up to a spirit or "tone," something indefinable that makes each company
different in its own way, gives each company a unique quality. I suspect
that all good companies, like all good marriages, share certain attributes,
the principal one (perhaps again like a marriage) being unselfishness and a
concern, often to the point of death, for one's companions. To this spirit,
Bob Collinson contributed to a degree that is impossible, I think, to value
too highly. His patience, his good humor, his wit, his humanity were the
most essential ingredients in the formation-of our esprit. I suspect that
the most difficult aspect of his office was to be found in the fact that he
had come to the 10th with a cadre of noncoms who, quite naturally, felt
that they enjoyed a special relationship with him, one that it was only
human to expect some benefits from. As privates were promoted to noncoms,
there were ample opportunities for evidences of favoritism or for
misunderstandings of one sort or another. What was required was great
firmness and-a fairly rare quality-tact, a regard for the feelings of
others, as well as a stern determination to be fair to all parties.
Next to the first sergeant in a company, the most important
individual is the mess sergeant-more important, certainly, than the
captain. Captains come and go, are promoted or shot and succeeded by other
captains, but mess sergeants go on forever. Or should. There is no doubt in
my mind that the food that Sergeant Wargo fed us was a vital ingredient in
the formation of the esprit that came to characterize C Company. That
being the case, my principal contribution to C Company may have been to
defend Sergeant Wargo against Colonel Woolley.
When the division inspector general came periodically to inspect
the Company kitchen, he would invariably find a bit of dust on a window
ledge in the mess hall. Or a trace of grease on a pot. This lunkhead and
his assistants assumed that a spotless kitchen, regardless of the food it
served, was the pathway to righteousness, so he and/or his team were
constantly gigging C Company for a less-than-spotless kitchen, which in
turn threw Woolley into a tizzy because the 85th would be low-rated in
kitchen cleanliness. So Woolley would go after me to sack Wargo. The
situation was not helped by the fact that Sergeant Wargo treated the
inspector general's "team" with the contempt that it deserved. Other mess
sergeants in other companies bent over backwards to be humble and
ingratiating, to flatter and curry favor. They rushed forward with coffee
and sweet rolls and treated the colonel and his lackeys the way stuffed
shirts expect to be treated. Wargo, on the other hand, did not scruple to
show his contempt for the whole gang and to make clear that he considered
them impediments to his primary task of feeding the men of C Company. The
sooner they were out of his mess hall the better.
I recall one incident quite vividly. While I stood looking on,
praying that Wargo might make some modest gesture of accommodation, the
stuffy, self-important little colonel (who ended up in IG's office anyway)
rubbed his finger along a ledge and, horror of horrors, picked up some
dust. He presented this conclusive evidence of culinary depravity to
Wargo's stony gaze. Instead of breaking into a profuse sweat, begging
forgiveness, and swearing to reform, Wargo simply ratcheted up the
"contempt look" several more degrees. His expression said more eloquently
than words, "So... ? What's it to you, you little asshole? My job is not
dusting window ledges but feeding C Company."
A few days later I received another summons from Woolley. I must do
something about Wargo. He was ruining the regiment's score in the mess-hall
category. When I protested that however he rated on dust, he did very well
indeed at his primary function, which was to feed tasty food to hungry GIs,
this was brushed aside. In a world that revolved around points and ratings,
good food seemed beside the point. It began to look like me or Wargo. Or,
if I remained obdurate, me and Wargo. Then, wonderful to relate, an IG from
Corps came to inspect the mess halls of the division. Happily, he knew his
business. Instead of looking for dust, he looked at (and tasted) the food
and pronounced it excellent. When his report came out, C Company's mess had
risen miraculously from the bottom to the top. Thus it might be said that,
insofar as I kept Woolley at bay until the truth could manifest itself, I
probably performed my greatest service to the men and officers of C Company
Other morale builders were Enzo Liva and his guitar and Peter Wick
and his accordion who, "stormed at with shot and shell," were always ready
to raise spirits by making music.
Another important, if not immediately obvious, morale builder in C
Company was the fact that we had our own in-house photographer. Roy Bingham
was a great photographer and also an enlisted man in C Company. It is my
conviction that no company in the U.S. Army had a photographer as gifted as
Bingham, who was also a day-to-day bona fide member of the company. The
result was an unequaled photographic record of the company. Bingham's
assignments inevitably reached well beyond the company, but he was
initially and primarily ours, and he showed us at our best in training and
in combat. I think we all (including, of course, the division) owe a great
debt to Roy Bingham and lament his untimely death. His wonderful
photographs will keep his memory alive as long as people are drawn to
stories of men in battle.
It was always my ambition that C Company be the best company in
the 10th Mountain Division (which the more chauvinistic of us might be
inclined to argue would mean the best company in the whole goddamn U.S.
Army). Absurd as such a pretension might seem to the skeptical (or cynical)
observer, I think it was important to us, to C Company, in forming that odd
unity in which we still take pride and treasure in memory and in
friendship. A "good company" (and in a sense, again, a "good company" is
really the best company there can ever be) is a wonderful thing, a rare and
remarkable thing because it is as articulated as a healthy human body--as
noble and as beautiful and, finally, as fragile and vulnerable. It knows in
its profoundest being that it is made to hunger and suffer, to go on beyond
exhaustion and fear and then, in some of its precious parts, to die, to
lose, as it were, limbs from its body, limbs that the surviving body
remembers as the human body "remembers" a lost limb.
So a company, made up typically of young men as yet
relatively unmarked by life, innocent and beautiful in youth, is called
upon to form a unity, perhaps the most basic unity the race has known, a
unity whose task it is to form such a union of souls that it will be
unflinching in the face of the most terrible testing that the race knows,
the test of death experienced in anticipation not once or twice but day
after day, week after week. So to say that C Company was a "good company"
is, in the last analysis, to say that, like all brave and trustworthy
companies, it was the best company that could be. It can claim a rightful
place in the long line stretching from Caesar's legionnaires through
Cromwell's Ironsides, Wellington's Invincibles, and the companies that made
up the Continental armies that fought for freedom from Great Britain.
There is something unique about the infantry. There are
certainly many honorable branches of the service in which men (and now,
women) may serve their respective countries honorably and well. Each has
its own ethos: the navy, where men go down to the sea in ships, has its
glories and legends, heroes and patron saints; and, more recently, the air
force, flung through the skies in exultant flight; the cavalry, once full
of dash and romance, now gone; the artillery, the engineers, and so on, all
useful and important. But, in the last analysis, when all is said and done,
there is the infantryman, ancient and essential, the man on the ground, the
occupier, a man of the elemental element, the earth, the man to whom the
earth is friend and shelter and final resting place. The veteran
infantryman reads the terrain as his ally; the earth is his refuge and
shelter. He hides in the earth; he gets earth in his shoes, under his
fingernails, in his hair. Everything is auxiliary to him. Every other
military activity is subordinate, exists finally to enable the infantryman
to carry out his mission: to occupy a specific piece of earth.
So there are, of course, innumerable companies that are good
or bad, competent or incompetent, as the case may be--companies of medics,
of engineers, of missile operators and communications experts, supply
depots, intelligence units, headquarters companies, personnel companies,
sanitation companies, transportation companies, heavens knows how many or
in what varieties as demanded by the exigencies of modern wars-but, we can
only say again, they are all auxiliary to, supportive of, the infantry
I fear, terrible as the thought is, that we have not yet come to
the end of wars. They are indeed going on all about us in various corners
of the world, and new ones threaten to break out any day And so it will be
centuries, one suspects, until we have found "a moral equivalent of war."
But war is now a kind of by-product of the electronics age. The Gulf War,
the world's first high-tech war, is doubtless the war of the future. I
think it may well be that, the Vietnam War aside, our generation fought the
last war in which the infantry played essentially the same role that it
played in the siege of Troy or in the defeat of the Persians at
Thermopylae. That being the case, we may be forgiven if we indulge
ourselves in Homeric reflection and divert ourselves with ancient glories
and heroic deeds. After all, we were a company, and the world is not likely
to see our like again. Not, of course, because we were in ourselves so
exceptional but because that has all passed and will never come again.
Well, I started with a simple enough mission: to reflect upon the
formation of that reality we call C Company of the 10th Mountain Division
and, in the manner of historians (or at least of this historian), I
wandered rather far afield. Do we hear an echo of those famous words:
"Sergeant Maggio, fall out the company, Captain Smith has a few thousand
well-chosen words to address to the men"?
Having related C Company to the cosmic order of the universe and
expatiated on the relation of the infantryman to the earth, it is time for
me to come down to earth from such highfalutin speculations. Life at Camp
Hale was filled, as all army life is, with multitudinous small dramas and
bits of high and low comedy For some reason the army took an inordinate
interest in insuring that Pvt. Roy Pakkala, who alternated between cook and
company messenger, wear the false teeth that the army, in its munificence,
had provided for him. Pakkala, for, I must assume, good and sufficient
reasons of his own, was reluctant to do this. Somehow the army devolved the
issue of Private Pakkala on me.
Ambrose Kills-Pretty-Enemy was a Navajo who periodically went AWOL
to visit his wife, Julia, on the reservation. And periodically--and
futilely--we court-martialed Ambrose, each court martial a lesson in
cultural incomprehension. Ambrose, articulate enough under normal
conditions, under the uneasy gaze of his judges fell back on his native
tongue. I could never decide whether or not he was putting us on. But he
was a good soldier and we all persevered.
Then there were the Afrika Korps prisoners--arge, bronzed blondes,
classic Teutonic types who marched off with their picks and shovels on work
details each day, singing and moving in perfect cadence. (They were much
favored, as I recall, by some members of the WAC [Women's Army Corps]
detachment at Camp Hale.) Sergeant Collinson and I, out for a bit of a
drill with C Company, stood and watched as these heroes swung past. And
Bob, with awe in his voice, said something like: "Look at those guys! What
a sight!" And then, observing C Company--short guys, tall guys, in-between
guys, in step, out of step, rout step--he said affectionately, "And look at
C Company, bobbling by." Unforgettable words. Marching good and looking
good is nice (and we looked as good and marched as good as anybody when we
put our minds to it), but that's not the bottom line, as they say.
The mountain ration. I always thought that it had been invented by
the enemy. When the 10th Mountain went into bivouac during the D-Series in
the dead of winter below the peak of Holy Cross, it was totally immobilized
for hours while dinner--not supper, mind you, like ordinary dog-faces, but
dinner--was prepared. Had there been an enemy, said enemy would have just
had to wait until we had gotten out our multitudinous pots and pans,
unpacked our various high-carbohydrate items--butter (for sautˇing our
biscuits), bars of chocolate, raisins, dehydrated potatoes, high-quality
cheese, rice, onion soup. Onion soup? Sure, onion soup. What were we going
to put our cheese into if not onion soup? And that was just the beginning.
(I can still taste that chocolate.) Many of the 10th Mountaineers,
especially the ski-patrol crowd, were civilian-life gourmets. Unwilling to
trust the army, they carried their own seasonings, herbs, condiments, etc.
There were some great meals.
They say an army travels on its stomach; we rested on ours.
One other moment I treasure in memory. Because C Company was so
outstanding on a maneuver or a march, or just all-around great, Colonel
Woolley decided to reward us by allowing a member of C Company to volunteer
as his orderly. What a prize! It must be said that there were various perks
to such a job, number one perhaps being that the battalion command post was
usually out of the line of fire, travel by jeep rather than by foot,
classier shelter, etc. Woolley authorized me to make known this great honor
and to request that those eager to enjoy this privileged post report to his
headquarters. So I did, but no one stepped forward (or backward), and I
took considerable pleasure in telling him so. I thought that was
incontrovertible evidence that we had, indeed, become a company.
The memories come back slowly, often maddeningly dim and elusive.
How many books could be written about Camp Hale alone! Of course, our
experiences there involved only training, even if, as was said, it was the
most rigorous training of any American division prior to combat.
But nobody, it turned out, wanted us. All our great mountain
equipment, our great mountain ration, our hardihood, our training in
climbing and skiing (modest, really, by any reasonable standard). All that,
it seemed, was to be for naught. Move we must, but it was not at first
clear where. Rumors abounded. Then, of all places, Texas! Texas? A classic
snafu. We were to exchange mountains for prairie-dog mounds, snow for
snakes, chilblains for chiggers. We were going, in short, to be
"flatlanded."
Camp Swift summons up for me the image of mules, loose mules for
the most part. True we had a few "infantry" mules at Hale; I seem to recall
riding one in the D-Series. But Texas was mules-big, powerful brutes that
ran away whenever the spirit moved them, that broke picket lines regularly
and had to be hunted all over the Texas landscape with Piper Cubs acting as
mule spotters rather than artillery spotters.
At Swift we did two useful things in my opinion (in addition to a
lot of marching). I got permission to conduct training exercises for the
company using live ammunition. I believe this may have given the company
additional confidence in its ability to function under combat conditions.
In addition, I sent some men from each platoon to the division
artillery for instruction in how to adjust artillery fire as forward
observers in the event that an artillery forward observer could not reach
the company when artillery fire was needed or was killed or wounded while
with the company.
Thinking of our time at Swift, I am reminded of the skill of some
noncoms in insulting officers just short of being judged insubordinate and
liable to court martial. Sgt. Stanley Smolenski excelled in this art. (Bob
Collinson practiced a gentler form.) Major S., the battalion executive
officer as I recall, had a large pot belly. As the company passed him in
review (he was a mite pompous too), the Big Smoke called out in ringing
tones: "That's what this army needs, officers with a lot of guts." There
was general laughter in the ranks, and the discomforted major mumbled,
"Great joker, Sergeant Smolenski."
My principal recollection of the Port of Embarkation is that
Red Skelton appeared to entertain the troops and virtually every soldier in
the company wrote to his parents or friends reporting on the event. Then
G-2 notified us that we had to censor all outgoing letters that might give
the enemy a hint of where the division was and when it might sail. So
several of us spent hours clipping Red Skelton's name (sometimes it was
spelled "Red Skeleton") out of dozens of letters until there was quite a
pile of Red Skeltons on the barracks floor.
On the transport that carried us across the Atlantic, C
Company, as I recall, did a good deal of the KP. It was soon known that I
was "queasy," with a strong tendency to seasickness. This news did not
strike a sympathetic chord in C Company hearts. As I would make my way
through the chow line, various C Company servers would encourage me thusly:
"Have a greasy pork chop, Captain." Or, "How about some rancid meatballs,
Captain?" Such helpful hints soon reduced me to virtual invalidism in the
dark and dank stateroom I shared with a number of other officers, among
them a Lt. Bob Overmeyer who bunked below me and was even more seasick,
which led to a lot of poor jokes about Smith being "Overmeyer" and
"Overmeyer being UnderSmith," ad truly nauseam.
Naples, LCIs to Livorno, the King's Royal Hunting Grounds outside
of Pisa, the Leaning Tower, and then north to the hills above Bagni di
Lucca, Riolo, Pieve, and Monti di Villa. My memory suggests Riolo was where
the company CP [Command Post] was, although others say it was Monti di
Villa, and some men may have been quartered at Pieve. The Alpini and those
skinny little Italian mules with a ton of supplies on their backs. The
hills covered with chestnut trees. The friendliness of the inhabitants of
the three villages, many of whom had cousins or brothers or children in the
United States. The old Italian who said, "You know Worcester, Mass.?"
"A little. I've been there."
"In Worcester, Mass. is statue of Lincoln and statue of Garibaldi.
It says on statues, 'Fighters for Freedom."'
We worked with the Partisans, of course. We went out with some
Partisan guides on the famous combat patrol to capture prisoners for
Colonel Woolley, who watched the entire operation through an extra-powerful
scope and gave me constant directions via radio (what did he know?). The
snow was up to our asses and somewhat higher for the shorter members of the
patrol. People took turns breaking trail. After a while the Partisans, who
probably thought the whole operation was a bad joke, got cold and bored and
decided to go back home, sit by the fire in a vacated "Fascisti" house,
drink grappa, and laugh at the antics of the crazy Americans. With Colonel
Woolley's eye on us creeping like ants across the frozen wastes, we had no
such option. Finally we came to an almost vertical ice face. There seemed
to me to be no way to go on. I so reported to Woolley who, safe and dry and
reasonably warm (and several thousand yards away), ordered me to press on.
At this point I recalled a dour New Englander, an older man whose
name eludes me, who spent much of his time during our training days on sick
call and thereby acquired somewhat the reputation of a malingerer. On the
way to Italy during one of the relatively rare occasions when I was not
hanging over the ship's side or curled miserably in my bunk, he said to me,
"Captain, I know I haven't been much of an addition to the company and have
pretty well dogged it, but when we get into combat and get into some tight
spot, I hope you will give me a chance to show that I can really soldier."
So I turned to him and said, in effect, "Here is your chance. Figure out
how to get us across this ice face." This nameless hero (who remembers his
name?) then took the butt of his rifle and chipped out footholds across the
ice face, and the rest of us followed him. We all made it across except
Burt LaCoe, who slipped down into a ravine (of which more later).
Having crossed the ice face, we made our way (as I recall)
to a ridge overlooking a small stone house, several hundred yards below.
The terrain was forbidding, to say the least. The conjecture was that the
house was occupied by German (or Italian) soldiers. From it we were to
extract Colonel Woolley's prisoners. It seemed to me that the chances of
accomplishing the mission were from minute to none. Our situation was
precarious enough since we were under enemy observation from the rim of
mountains known as Alpe Tre Potenza (Three Sisters). I explained the
situation to Colonel Woolley It seemed to me suicidal to try to take the
patrol down to the valley floor, where we would have to contend with rifle
and/or machine-gun fire from the house as well as artillery and/or mortar
fire from the half-circle of mountains above us. The colonel was unmoved by
my recitation of the problems. Prisoners he must have, if it cost the whole
patrol. I was ordered once more to proceed.
In this dilemma I was once more rescued by the
resourcefulness of others, this time of Lt. Merle Decker. When I relayed
Colonel Woolley's instruction, Decker immediately volunteered to take part
of the patrol into the valley and try to extract some prisoners. Meantime
the rest of us would establish a covering fire directed at the windows of
the house to discourage its inhabitants from firing on Lieutenant Decker's
patrol. What I had anticipated happened. As soon as Decker's group reached
the valley floor, an enemy mortar began firing at it. Two things saved the
patrol from disaster. The snow muffled the effect of the shrapnel from the
mortar shells. And, equally important, Lieutenant Decker showed great
resourcefulness in moving his men to the spot where the last mortar shell
had fallen, knowing that the effectiveness of mortar fire depends on
bracketing a target-firing long and short until the shells are on target.
Decker's tactics threw the enemy mortar crew off, and he was able to
extricate his men and find a trail that led back to our lines.
Meanwhile, Burt LaCoe had landed, relatively unscathed, in a
snowdrift. He had lost his grip on his rifle in his frightening descent. It
came clattering down after him, and when he had collected his wits and
shaken off the snow he found his rifle nearby. He had hardly gotten himself
together when here came three frightened Italian soldiers who had been out
on patrol from the now-famous house, who couldn't get back because of the C
Company activity in the area, and who were looking for someone to surrender
to. Mission accomplished. Woolley placated.
I recall quite vividly the maneuver on February 12 that Kenyon
Cooke mentions. We were trucked to San Marcello for a simulated night
attack on Mt. Peciano. After this battalion exercise we arrived at the
village of Gavinana at dawn, tired, hungry, and cold. We were directed to a
little inn. The proprietress conducted us to three or four unfurnished
rooms on the bottom floor. Sergeant Cusano and I thought we must be able to
do better. We wandered upstairs, where there were a number of rooms with
the doors locked. We leaned against one of the flimsy doors, the latch gave
way, and there was a charming room with two deliciously inviting beds with
linen and blankets. Just as we threw our packs on the floor, the
proprietress appeared and vented a stream of furious Italian. Conscious
that I was guilty of breaking and entering, I had a moment of near-panic.
Was I going to be arrested for criminal trespass? In the torrent of angry
words, I heard one familiar one, something "capitano." I asked Sergeant
Cusano, who spoke Italian, what she had said. "She says if you don't leave
immediately she will tell the captain." "For God's sake, tell her I am the
captain." Sergeant Cusano told her, and a marvelous change ensued. Her face
broke into the most ingratiating smile, "O, el capitano, bono." Or whatever.
I think of that odd encounter as my most frightening moment
in Italy (there was, of course, a constant kind of subliminal fear). For a
brief moment I felt like a housebreaker caught in the act and scared silly
When we moved up to the line, prior to the attack on
Belvedere, Bob Collinson and I established the company headquarters in the
back of the little church in Querciola. The Germans on the mountain above
us didn't hesitate to fire 88s at a single soldier who exposed himself on
the street.
As in so many other matters, Kenyon Cooke's description of
the situation at Querciola (and Rattlesnake) is hard to improve upon or
substantially augment. I do recall that, having stressed with everyone the
importance of keeping off the streets and under cover, it was disconcerting
to see General Somebody-or-other and his staff come walking up the main
street from Rattlesnake to Querciola as though they were strolling through
Bastrop, Texas, or Glenwood Springs, Colorado. The general expressed scorn
that the members of C Company were not to be seen anywhere, the implication
being that they were hiding timidly where there was no real danger. About
that time a German 88 opened up and sent the general and his staff
scurrying for cover. General satisfaction in the company.
Was someone pulled out of a foxhole by an enemy patrol?
Didn't a conscripted Pole in German uniform walk into town and into our
command post to surrender?
At Querciola I was summoned to regimental or division
headquarters to be briefed on the attack on Belvedere. There was a large
wall map indicating the German positions, gun emplacements, etc. I noted
the symbols of a minefield on the map. What about the minefield, I asked?
That looked like a more formidable obstacle than the gun emplacements. Oh,
the briefing officer said, I needn't worry about that; the engineers will
take care of the minefield. I suppressed the impulse to ask how, but the
officer's answer returned later to haunt me.
Before or after the briefing, I requested permission to
patrol in the area in front of our lines to get a notion of the terrain and
the general layout. The answer came back down: no patrolling by 10th
Mountain units. The Germans believed that the Brazilians were manning the
lines in front of them. They felt secure. According to Kenyon, the story
was that the Brazilians had attacked Belvedere several times and had been
rather easily rebuffed. If the Germans realized that the formidable 10th
Mountain Division (not yet formidable, of course), or simply American
soldiers, were taking up positions to attack Belvedere, they would be much
more on the alert. In any event, I was denied permission to patrol in front
of the company section lest the Germans be alerted to an attack by American
forces. I can't believe that the enemy wasn't well aware of the fact that
Americans were facing them. If not, they had lousy intelligence.
Reluctant to take "no" for an answer, I requested permission
to accompany a Brazilian patrol. Permission granted. I would meet the head
of the Brazilian patrol at a nearby farmhouse at 6 A.M. I took with me
someone from C Company who could speak Portuguese. We reported to the
patrol leader, a dark-hued Brazilian sergeant surrounded by half a dozen
other Brazilian soldiers. I introduced myself to the sergeant through the
interpreter. He was expecting me, as I recall. He began to organize the
patrol. He pointed to me and said something like "numero uno scouto," which
sounded to me as though he was designating me the point scout in the
patrol. Our C Company interpreter confirmed that this was indeed the case.
It was certainly not at all what I had in mind when I requested that I be
allowed to accompany a patrol. To be assigned as number-one scout on
unknown terrain under the command of a sergeant whose language I could not
understand made me regret deeply having ever made such an ill-fated request.
I was in somewhat of a quandary If I politely declined on the
ground that this was not really an appropriate assignment for a U.S. Army
officer with the exalted rank of captain, it might well be interpreted as
showing the white flag or white feather, or whatever, and suggest to those
in attendance that I was less than a hero, thereby reflecting poorly on C
Company, the 10th Mountain Division, the Fifth Army, and, indeed, the whole
U.S. military establishment, not to mention the citizens of the Republic.
So, spurred on by such thoughts, I reluctantly took my place as "numero uno
scouto," or whatever the proper phrase was. Not to worry. The patrol leader
and his men were no more heroically disposed than I. We only proceeded
about a hundred yards beyond our assembly point in the barnyard and then
withdrew, keeping a sharp eye out for ground squirrels or aggressive
domestic animals. The entire operation, as I recall, lasted little more
than a half hour. I observed nothing of significance about the terrain over
which we would presumably attack Mt. Belvedere. On the other hand, I
returned unscathed.
Kenyon Cooke mentions a patrol made up of Lt. James Hart, Jim
Nassar, and Jim Hurley, which took place after the ban on 10th Mountain
patrols had been lifted, presumably a few days before the attack.
One of my other memories of Querciola was that the quartermaster
delivered some extra rations like candy bars and such things, including a
rare treat of reasonably fresh eggs. Or at least of eggs, however fresh.
The eggs presented me and Bob Collinson with somewhat of a dilemma. A
careful count revealed that there were only enough eggs for, let us say,
half the men in the company. How to distribute the eggs without arousing
anger and resentment among the eggless seemed to us a problem that defied
the wisdom of Solomon. It seemed much simpler to eat them ourselves.
Unfortunately for this rational and reasonable solution, someone from one
of the platoons, visiting the CP to pick up the platoon's share of goodies,
spied the eggs and made rather pointed inquiries about their eventual
disposition. As I recall, he did not seem much impressed by the Solomonic
wisdom of Smith and Collinson. Before a mutiny could break out, our
collective attention was directed to the assault on Mt. Belvedere, and the
proper distribution of eggs became a minor consideration. But it has always
been on my conscience. At our next reunion I am prepared to stand everyone
who was in Querciola (or Rattlesnake) to free omelets. Except Bob
Collinson, who shares my guilt.
As for the Famous Night, I have little to add to Kenyon's vivid
account. I tried to sleep in a barn on our line of departure. I chose a
large bin of rye or wheat with the assumption that it would be softer than
the barn floor. It was the worst possible choice for bedding, cold and
constantly shifting. I thrashed around for a few miserable hours before the
attack.
As for the advance up the mountain, it was a nightmare of fear
and confusion. At one point, wounded (and as I recall, some not wounded)
men began filtering down through the company announcing that the attack was
a failure and that a general order to retreat had been issued. Precisely
when I hit the trip wire to a stake mine that shattered my legs in three or
four places, I do not recall. The explosion apparently knocked me out,
because my next recollections were of a medic giving me a shot of morphine
at dawn. I learned later that Pop Willson dragged me into a defilade area
behind a little hillock, which doubtless saved my life. Some passerby,
concluding not unreasonably that I no longer needed my fleece-lined
officer's parka, prevailed on me to trade it for his regular enlisted man's
issue, which I have still (though it's a tight fit).
I have no clear recollection of how long I lay on the
battlefield, so to speak, before I was evacuated by stretcher-bearers, one
of whom [Charles R. Tesley] I met at our Vail reunion in 1977. When I came
to after the explosion of the stake mine, my first conscious emotion was of
euphoria. Or at least of enormous relief that I was wounded but still alive
and, with any luck, would be evacuated. The war was over for me, and I had
survived. The pieces of shrapnel that had broken my legs had made small,
penetrating wounds. There was little bleeding and little pain. I slept and
woke and slept again (all this before I was evacuated), and the euphoria
(aided by the morphine) gave me rather the feeling of floating, of great
well-being.
As I was being carried down the mountain on a stretcher (a rather
heavy load, I fear), one of the platoons of C Company that had been in
reserve was moving up to relieve the attacking platoons (to the best of my
imperfect memory). It seemed to me that the expressions on the faces of the
men in the platoon were a strange mixture of regret and envy: sorry that I
was wounded but envious of me for being still alive and out of it all while
they had to continue to face death. In any event, the vast sense of relief
that I felt in being "merely" (although, as it turned out, rather badly)
wounded made it apparent to me how much I had feared (and anticipated)
death. I suppose that without that anticipation it would be hard to
function effectively as a soldier in combat. At the point where the fear of
death overrides other emotions, the combat soldier no longer is an
effective fighting man. The only real antidote to that crippling fear is
the sense of unity and companionship that is the heart and soul of a true
"company of men."
In any event, I felt guilty about my relief at being wounded. By
being wounded (and being so delighted to be wounded and not killed), I felt
I had in some way betrayed the company "My men," men whom I loved and cared
for, had to go on through all the subsequent battles and skirmishes that
Kenyon describes so brilliantly. The luckiest ones would come through more
or less unscathed. The next luckiest ones would, like me, be those who were
wounded and survived. But there would be others who died, who died when I
was not there, although there is, of course, no reason to believe that
those who died would have survived if I had not been wounded and had
remained in command of the company
Nonetheless, reading Kenyon's account of the rest of the fighting,
the feeling of guilt-that, in a sense, I had abandoned the company--is
replaced by a twinge of envy. How proud and pleased I would have been if I
had shared all those experiences that Kenyon describes. How many more
anecdotes I would have had to bore friends and relatives with throughout
the years!
The feeling of guilt, not so much over being wounded but over
feeling so euphoric at being wounded, haunted me for years. I had recurrent
nightmares of guilt. Then one night I dreamed that the men of C Company
whom I knew and who had died in subsequent fighting gathered around me and
pronounced a kind of expiation. They assured me that they understood; they
forgave me. In my place they would have felt the same way. I began to weep
and I awoke weeping; I was cured of my guilt.
Some things lie too deep for words, however much we may try. I know
that the most important and formative experience of my life was commanding
C Company. I have always treasured the memory and the associations.
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