The Philosophy of Military Training

During most military training and courses, the underlying philosophy was simple yet profound: train every soldier and officer two levels up. Every individual was expected to function at a level higher than their own and remain aware of the functioning two levels above them. A Section Commander was expected to operate as a Platoon Commander and understand the responsibilities of a Company Commander. This principle ensured that the chain of command remained robust, resilient, and ready for any eventuality.

Testing the Philosophy

As a young Lieutenant, I served as the Gun Position Officer (GPO), responsible for deploying the six guns of the battery, calculating technical parameters for engaging targets at approximately 25 kilometres, managing ammunition, administering soldiers, and maintaining weapons, vehicles, and radio equipment. During an annual training exercise with live firing, our Brigade Commander declared me a casualty. Our Technical Subedar stepped in, took over my duties, and performed commendably – impressing the Brigade Commander and validating the training philosophy.

Four years later, as a Forward Observation Officer (Captain) during a similar exercise, our Brigade Commander declared our Battery Commander a casualty. I took over fire planning and target engagement in support of an Infantry Battalion attack. Again, the system worked. We were trained, tested, and proven capable of functioning a level up.

The Curious Drill: Officers as Gun Detachment

During the annual inspection after I joined our Regiment as a Second Lieutenant in 1983, our Brigade Commander – Brigadier S Padmanabhan – Later Chief of Army Staff (Please click to read more about the General) – issued an unusual order: all officers were to form a gun detachment. The senior-most Battery Commander acted as Detachment Commander, while the remaining eight officers – Captains and Lieutenants – served as the detachment. Together, we brought a medium gun into action and executed target engagement drills.

For a week, we trained under Subedar Amarjit (Please Click Here), a Punjabi Brahmin who spoke chaste Punjabi interspersed with taunting commentary and colourful punchlines. His instructions were sharp, his humour sharper. It was exhausting, enlightening, and unexpectedly enjoyable.

Curious about the Brigade Commander’s intent, I asked our Battery Commander why we were being put through this drill. “To build camaraderie among officers and make us well versed with the handling and functioning of the gun,” he replied. I was not entirely convinced – but I accepted the answer and continued training.

The Answer Arrives Decades Later

Fast forward to June 2002. I took over command of a Surveillance and Target Acquisition (SATA) Regiment. The unit was in the process of being equipped with modern radars, surveillance systems, and survey equipment. Military technology had advanced by leaps and bounds. Much of what I knew was outdated.

I began training earnestly alongside our soldiers, with our Subedars serving as instructors. It was learning of a different kind. The soldiers were visibly enthused to see their Commanding Officer training as a detachment member and radar commander – carrying the theodolite, setting it up, taking observations, operating the long-range optical surveillance system, and handling the Global Positioning System (GPS).

I enjoyed the training as much as I had as a Second Lieutenant. I learned a great deal, especially the shortcuts our soldiers had developed through hands-on experience. Those three morning hours spent training became the highlight of my day. It helped me know our soldiers better, and my confidence in them increased manifold. I suspect they felt the same about me.

My computer knowledge – both hardware and software – helped me assimilate the training quickly. Our soldiers were amazed at my speed of learning and impressed by my finesse in handling the equipment.

The Epiphany

It was then that the answer to my decades-old question finally surfaced. Why had General Paddy made us train as a gun detachment? Not merely for camaraderie. Not merely for familiarity with the gun. It was to prepare us – years in advance – to train two levels down.

If a Commander can step into the boots of those two levels below, they gain an understanding that no manual can provide. They learn the shortcuts, the struggles, the silent innovations of their soldiers. They earn respect not through rank, but through demonstrated competence.

A Suggestion for the Future

I propose that all commanders – from Brigade Commander downward – should train two levels down for at least one or two days each year. In an era of rapidly evolving military technology, this practice would be invaluable.

When I joined our Regiment in 1983, the soldier’s personal weapon was the 7.62mm Self-Loading Rifle. Over the years, we were equipped with 5.56mm rifles and the AK-47. In 1989, our Regiment received the Bofors Gun – a quantum leap in the use of computing power in gunnery. Until then, we had relied on cumbersome manual procedures involving logarithmic tables, range tables, graphical instruments, and calculators. The Infantry and Armoured Regiments underwent similar transformations.

Training two levels down – undertaken with a positive intent to learn – will go a long way in building camaraderie and helping soldiers know their commanders better. More importantly, it will help commanders never forget what it feels like to be on the ground, doing the work, serving the nation one hands-on task at a time.

Training two levels down – if done with a positive intent to learn – will go a long way in camaraderie and the soldiers knowing their Commanders better.

‘When he has brought out all his own, he goes on ahead of them, and his sheep follow him because they know his voice.  But they will never follow a stranger; in fact, they will run away from him because they do not recognise a stranger’s voice.‘ (Gospel According to St John, Chapter 10, Verses 4 & 5)

This was my guiding light as I trained myself along with our soldiers on assuming command of a Surveillance and Target Acquisition (SATA) Battery. Being new to the outfit, it was imperative that I ‘recognise their voices’ and for the soldiers to know the ‘voice’ of their Commanding Officer (CO.)

My mornings were well spent on training with our officers and soldiers on the equipment, as my first priority was to achieve a good level of proficiency in handling and operational functioning of the radars, surveillance and survey equipment.

The deficiency in our posted strength of personnel was made up by the influx of about 20 recruits, whose training had been truncated in view of the mobilisation.  They had to be trained further to become effective soldiers.  Drill and Weapon Training Instructors were requested from the neighbouring Infantry Battalion.  All young soldiers with less than five years of service were trained separately, commencing with 45 minutes of Physical Training, followed by a breakfast break of 45 minutes.  This was followed by 45 minutes of Drill after which there was a 15 minute ‘hydration break’ with liberal amounts of lemonade and water being served.  This was followed by a 45-minute Weapon Training class under the trees. The technical and tactical training sessions were conducted thereafter.

For the next four weeks, all Officers and Soldiers trained sincerely and hard.  At the end of our training schedule, we had well turned out soldiers moving about with a smart military bearing.  They all proved to be an asset to the Battery as they were ready to execute any task. A strong feeling of ‘espirit de corps’ and Regimental Pride developed due to which, we had zero disciplinary violations. .

Training of JCOs and NCOs to become effective junior leaders was a bit difficult on account of systemic inertia caused due to decades of centralised functioning.  Though their duties and responsibilities were explained in detail and all JCOs were granted the financial power to purchase anything up to Rs 100 without prior approval, they were rather hesitant to assert themselves.

On the third day of my training with the Radar teams, I tasked a JCO to drive in a vehicle along the road, for a distance of about 15 km from our location, with a radio-set and a GPS.  He was required to stop after every km and report his location while those of us at the radar-end tried and locate him and compare the map coordinates worked out by us with his GPS coordinates reported.  After about five reports, the JCO stopped reporting his coordinates because the batteries powering his GPS had drained off.  “Why couldn’t   he use his initiative and purchase the standard AA batteries from any local shop?” I asked.  Though the cost of the batteries was well within his financial powers, the thought of procuring them himself, did not occur to him.  “March him up to me tomorrow!” I ordered.  In the evening Major Suresh, our Second-in-Command, came to my office and said “At this rate you will end up marching up half the Battery.  Please give them time to get used to your style of functioning.”

There were many myths prevailing which had to be broken.  This needed persistent efforts as it is rather difficult to introduce new ideas and practices without uprooting deeply entrenched beliefs and practices that drive the functioning of any military unit.

As the Battery was all set to move into battle, all soldiers wore their Identity Discs with the oval disc on their left wrists and the round one around their necks. The myth prevalent was that this was to ensure that identification of the body parts would be easier if blown apart due to an explosion.  The correct method of wearing the two discs was explained to all soldiers.  The oval disc, through one hole of which, a cord 24 inches long is passed through, is worn around the neck like a chain.   The round disc is required to be attached to the bottom hole of the oval disc using a smaller cord, about four inches in length. Both the discs, attached to each other, were required to be worn around the neck of each soldier! In case of death during war, the round disc is required to be removed by the soldier’s comrades or at the field hospital and deposited with his unit as proof of his death in action. The oval disc is left on the body for identifying it and conducting the last rites.  The round disc, along with the soldier’s personal belongings are despatched to the Depot Regiment/ Company of the Regimental Centre of the soldier and the oval disc is removed at the time of cremation/ burial or despatch of the dead body to the soldier’s home and kept for records.

An aspect that hindered the effective functioning of JCOs was the non-availability of transport, especially when they had to travel outside the Regimental area.  Three 100 cc light motorcycles with six helmets were handed over to our Subedar Major, for use by the JCOs. The Subedar Major was directed to issue military driving licences to all JCOs and to those Havildars who had qualified for promotion to be a JCO.  One JCO was brought to me with the excuse that he could not drive a motorcycle and hence, did not want any driving license to be issued to him.  I cleared his doubts by making him aware that, “All JCOs were required to clear Mechanical Transport Level 3 Test (MT3) prior to attending the promotion cadre. Anyone with MT3 is qualified to drive a motorcycle and other vehicles.  In case any JCO is unwilling to drive, he would be marched up to the General Officer for dismissal from service on grounds of inefficiency.”  There were no complaints after that.

During our Young Officer days, one has been hearing about training JCOs to be effective junior leaders, capable of taking over duties of Young Officers and executing them.  It mostly remained on paper, confined to theoretical realms.  Barring a few JCOs, most were not trained or empowered to be junior leaders at regimental level.  It could well be attributed to the selection and training of JCOs.  One often heard “A good Havildar will often prove to be a bad JCO.”

JCOs are Gazetted Officers meaning that their appointment is published in the Gazette of Government of India.  By definition, a Gazetted Officer is a person who is an officer in the Indian Government service, the signature and official seal of which is necessary for verifying and attesting important documents certified copies and/or photographs of the person for the central and state government. He needs to be evaluated as a reasonably high-level public employee. The gazetted officer’s acts are considered as an authorised witness for document verification.

To verify and to attest any document, the first need was a seal. To put this into practice, I ordered that all JCOs be given a seal with their Personal Number, Rank, Name and Appointment.  They were to carry the seal with them and had to affix it wherever they signed.  All attestation/ verification tasks were given to them.

The next task was to educate our JCOs about being a Gazetted Officer and the responsibilities accompanying this status. This is a little-known facet. I am not surprised that even today, many COs will be unaware of this fact that our JCOs as gazetted officers receive this power and authority to use their seal directly from the President of India.

The JCOs were appointed in-charge of various stores, equipment and Regimental institutions.  All Havildars were accordingly relieved of such charges.  The JCOs now had to carry out all documentations, prepare work orders, pay & allowances documentation, leave planning of soldiers under command, leave certificates, railway warrants, etc and sign them with their seal. In many ways they were doing the task of both officers and NCOs and with a quiet efficiency.

The Battle Physical Efficiency Test (BPET) and Small Arms Annual Classification Firing results of the Battery did not follow a bell curve.  That meant that either the standards set by the Army Physical Training Corps or the Infantry School were too easy (which, obviously was not the case) or the soldiers of our Battery were exceptional in their marksmanship and physical fitness!!  I impressed upon all the need to be truthful in reporting test results and it must follow the bell curve.  The case of Havildar Shivnath Singh who represented India twice in the Asian games and twice at the Summer Olympics and who wilted due to unscientific over training was discussed.  I summed it saying, “Failing in any test is not a sin and the soldier has to be trained systematically to achieve the desired results.“

Another retrograde convention among all ranks concerned the use of the telephone or intercom to communicate with the CO. This was considered by most as sacrilege. Our officers felt that calling the CO over the intercom or telephone appeared discourteous and they were not comfortable with it. They felt that they must physically appear in front of the CO to pass on any information. I explained to them, “The exchequer has spent a considerable sum to provide the Battery with a telephone network and an intercom system.  Please use them. Calling the CO over the phone is not being discourteous.”  It still took them over a month to shed this inhibition.

Did it continue like that for ever in the Battery?  I did what I could, and I cannot ensure its continuity, but I succeeded to a great extent in dispelling many myths and retrograde conventions.

Congratulations to the author for a well written book with the aim of motivating our youth – an aspect that very few military leaders have  attempted.  The journey of life of a young lad from Charangpat (Lake of the Dragonflies)- a remote hamlet in Manipur – ‘the Switzerland of India’,  to becoming a General in the Indian Army and on hanging his uniform.  His choice to return to his roots to serve  the society instead of enjoying a well-earned retirement at any place of his choosing, is well etched.  He was, in his own words, was a child who was physically weak, shy, scared of heights and the darkness.

Manipur has the highest per-capita number of officers in India’s armed forces.  Now, being the Chairman of the Manipur State Public Service Commission, I have a suggestion.  While appearing for Canadian citizenship, we were required to clear an examination which had 20% questions from Canada’s military history, mostly covering Canada’s contribution during the two World Wars.  India has a very eventful military history, especially post independence.  Through my various blogposts I have been suggesting that the Union Public Service Commission and State Public Service Commissions must have least five percent questions from Independent India’s military history.    This will enthuse the coming generation and will make them aware of the role and sacrifices of India’s Armed Forces. It is sure to make them feel proud.

All through the book, the author’s love for nature has been vividly painted, taking the reader through a visual fete. The description of the author’s grandfather ‘Even the horses kept silent when he coughed,’ kept me thinking for a while. The author’s initiative to recover plastic junk accumulated over the years of army deployment in the Siachen glacier is another example.

The impact of seeing a ten year old handle a weapon by; the need to have a dream in life – to dream big and how to pursue it; participating in family activities and chores; care  for his mother by buying her salt with all his pocket money; overcoming stage fear; moral fibre, by choosing to throw away that ‘chit’ carried by him to the examination hall; listening to the English news to enlarge his vocabulary; the importance of reading (even if not comprehended at that age;) the need to remain focused;   the power of pardon and  courage to be truthful; his adventurous train journey;  the importance of education in the development of any society; the need for hobby – great life lessons that any child will value and benefit from during his growing years.

It was a revelation to me that the game of polo originated in Manipur.  His requesting for half a mark to make it to 60 – brought back memories of many of my class mates and also, officers during various courses, begging for a  mark or two to make a better grade.

Team spirit and camaraderie instilled in cadets at the National Defence Academy,  the lack of facilities and time to enhance individual skills; modification of curricula to incorporate leadership skill development;  have been well brought out.

The initial grooming and training  of a Young Officer in his Regiment; the need and role of a mentor; the impact of his carrying the additional load of a soldier during a gruelling professional competition; the importance of participating in adventure activities – provide an interesting peek into the development and growth of a military leader.

The need for re-orienting training and educating the soldiers in dealing with the local population – through the eyes of the author – recipient of the adverse effects of lack of empathy  by soldiers; the adverse effect of Armed Forces Special Powers Act; effect of movies to turn the youth to violence – have been well explained.

The author has given a first-hand information about the plight of the Bangladeshi Chakma refugees; peace-loving Mizos; the clashes between  Meiteis, Naga, Kuki tribes, Manipuri Muslims; religio-communal  divide and its present day implications; present cultural and socio-economic situation   – the voice of a true son of the soil.

Submitting Kanchejunga rolls out like a movie as one reads, especially the fall of the author into a crevasse, coming out of the jaws of death and the felicitation by the Prime Minister of India that followed.

The conviction of the author to stand up against an unsavoury remark against Manipuris by a General at the Defence Services Staff College and the methodology adopted to make the General retract his words shows the maturity of the author and his adeptness in dealing with ‘difficult ‘situations.

A tinge of well appreciated  subtle  humour – panic is fear at highest level of military; the golden epaulettes;   gifting of a telephone by a Pakistani soldier.

The first hand details of the attack on Point 5770, mostly unsung,  gives the reader goose bumps with each activity explained with brevity.  It showcases the leadership traits of the author.  My salute to you Sir for the respect you showed to the fallen enemy soldiers in keeping with the highest military values. Not being awarded the Battle Honour – I hope the Indian Army will make amends for the oversight even at this stage.  It needed an American author, Marcus P Acosta to bestow the honour the author’s Battalion 27 RAJPUT deserved.

The Siachen Glacier experience, the after effects on both the body and mind of the author is well expressed.  The dogs Pista and Pisti and the author pinning his commendation on Pisti, concern against  euthanasia of  aged mules shows the author’s love for all God’s creations.  His wish to command a brigade in the glacier – that too for a rupee – proves his military leadership traits.

The causes that led to the Ind-Chinese recent stand-off as viewed through the author’s eyes is worth a read.

As suggested by the author, the need for a test to assess the psychological and emotional condition of the officers prior to assuming command of units is of utmost importance. If implemented, it will prove to be extremely beneficial to the Army.  Also, the case of boots for soldiers – why every piece of the soldier’s uniform – were privately bought.  There is no worthwhile water-bottle for a soldier since 2000.  The author’s concern for the soldiers’ needs and his moral fibre  to convey it to none other than the Defence Minister in the presence of the Chief of the Army Staff shows the author’s convictions.

The author has fulfilled his childhood dream – he did not stop there – but went on to become a Lieutenant General of the  Indian Army.  He has rightfully credited his achievements to his family, his teachers, his superior and subordinate officers of the Indian Army; above all to the soldiers who served under him.

After writing this review, I felt that I missed a great deal in never getting an opportunity to meet or serve under our first General from the North-East – a true soldier and a gentleman. I sign off with a quote from this book:-

Meeting and interacting with thousands of officers and men under my command gave me more faith in the inner strength and capability of our officers to win any situation.  Only the Generals have to live up to it.

Statutory Warning :  Do not blame the author for gelastic syncope. 

Compliments to Captain Anil Gonsalves for an excellent biographical book.  The book begins with a well composed poem, which I wasn’t expecting in such a book, that too about our alma-mater, the National Defence Academy (NDA.)  Many pages have been written about NDA over and over and the ‘snake killed many times,  still being beaten harder.‘  Is the tail still moving??

This was a welcome change; something different. The narration, all humorously radiant with an infectious enthusiasm.  It is a collection of  hilarious, stimulating, and thoughtful set of events as they unfold.

When I read the anecdotes about life at the NDA, I relived it with a smile at the corner of my mouth though the real life experience was far too terrible.  The readers who have been through this type of training will enjoy reading  it with a smile, both in their hearts and on their face.  The author has captured all the important and landmark events in a Cadet’s life at the NDA.

The habits acquired at the NDA continue with us like the ‘never used, starched handkerchief.’  Measurements of distance and time during the reunion, I thought it was only my mind’s creation during our reunion.  Now I realise that I have company.  Returning to NDA, I too felt that I must not have grown up so quickly.

The author has effectively brought out nostalgic moments of his Naval life with a tinge of humour, beginning with the last sailing of the beautiful INS Mysore, the cadets’ training ship. Various life lessons the author has hilariously unwrapped are :-

• Taking care of the sailors or soldiers or airmen, acceding to their request for leave even if it was fake, is sure to make any young officer feel like the Captain of the Titanic.
• Life as a young officer was always about setting up a classic rattrap and ringing the bell, but every time the rattrap by itself and the tone of the bell had to be different.
• The weatherman is always right on a wrong day and is the only one to keep his job or not get kicked even if he is wrong 75% of the time.
• It’s the Commanding Officer who is responsible for every action of his ship and he is the ship.
• ‘Triskaidekaphobia‘ the fear of number 13 (from Greek tris (‘three’), kai (‘and’), and deka (‘ten’). Hence look intelligent, talk with technical terms, but always check one’ facts before blurting out.
• English may not be you mother tongue – ‘working hardly’ on your language skills may not be beneficial always.
• Beware of un-mastered Indian languages – they will land you in a soup.
• Bathing nude at the NDA did has its advantages.
• Bull-shit is Indian Army’s prerogative, never knew that it was Buffalo-shit in the Navy.
• Gunners – the Naval and Army versions – are well known for their stiffness and pranks.
• You can’t be thrice lucky – especially with a DRDO scientist – that too with a hammer.
• You must salute the Armed Forces chopper pilots twice.
• The hard service lesson to follow the Chetwode credo will remain etched in all Armed Forces officers’ minds even after retirement :-“The safety, honour and welfare of your country come first, always and every time. The honour, welfare and comfort of the men you command come next. Your own ease, comfort and safety come last, always and every time.”
• Travel the world – you will realise how much you missed of the God’s beautiful creations and how much is left for you to see. The travelogues are excellent – I can vouch for the Canadian part of it – and provide excellent tips and a peek into places of interests.
• The 16 hour flight from India to Toronto is as comfortable as the Taliban therapy.
• Canadian side offers the best view of the Niagara Falls.
• Canadians take courtesies to the extremes. They will say ‘sorry’ even if you stamp on their feet.  The magical words like ‘hi,’ ‘please,’ ‘thank you’ – you have to punctuate every phrase you utter with least one of it. Racism or any racial comment or gesture is not liked – especially with young school going children around. (I have had it many a times from our children.)

A Glossary of NDA and Naval terms at the beginning or explanation of the terms would have benefited the reader.  If the reader finds difficulty in getting the meaning of those terms, always remember –It means the same as the first that came to your mind – else Google it up.

If you believe that ‘Laughter is the best Medicine,’ then this book is for you.

Buy Float My Boat Book Online at Low Prices in India | Float My Boat Reviews & Ratings – Amazon.in

Amazon.com: Float my Boat (Anil Gonsalves) (9798675829514): Gonsalves, Capt Anil Trevor: Books

The first word of title of the biographical book ‘ Serendipity’ made me scratch the vocabulary storage of my brain and the obvious way out was to ‘google’ it.  Serendip is the Old Persian name for Sri Lanka.Parts of Sri Lanka were under the rule of Chera kings of Kerala in the fourth and the fifth century.  Dweep in Malayalam, Kerala’s native language means island and hence they called the island Cherandweep.  The Arab traders engaged in spice trade with the Cheras called the island Serendip. The word ‘serendipity’ first appeared in a letter written by Horace Walpole (1717–1797) to his distant relative Sir Horace Mann dated 28  January 1754. Walpole  formed the word from the Persian fairy tale The Three Princes of Serendip, whose heroes ‘were always making discoveries, by accidents and sagacity, of things they were not in quest of.’

Serendipity could be defined as an act of finding valuable or agreeable things not sought for. There are many scientific inventions as a result of serendipity.  Microwave oven, penicillin, x-ray, pacemaker and most importantly and recently Viagra are a few examples.

Kudos to the author, Colonel Badal Verma for essaying the journey of a soldier.  He has given due credit to everyone who helped him traverse through this journey – his soldiers, instructors at various Academies and institutions, his subordinated officers and his seniors.  Shri Bachu Singh, his civilian attendant at the academy too gets a deserving mention. He has brought out the role his parents, wife and children played in this tough and thrilling journey.

In Chapter 9, the author has summarised his relationships with the humans around him and also  brought out the need to respect women, empower them and give them the needed space, both in the society and at home.

Importance of conditioning a soldier’s mind to accomplish the most difficult tasks and how the mind is conditioned for it is explained in detail.  Life of soldiers on a lonely far flung post and his travails, his moments of pleasure and despair, his need to communicate with his family miles away – gives an insight to the reader into the mind of a soldier.

Soldiers’ bond with nature, especially in North-East India, has been captured very well by the author.  The social life of the beautiful people who live in this part of India, their culture, beliefs have been painted well.  I must salute the conviction of the author in pointing out the fault line of the people of mainland India towards these minorities of the North Eastern states and Kashmir, especially the women.

The author has explained what goes through a soldier’s mind when he faces death, that too sure death, having taken two bullets at close range.  The psychology of a soldier and his will to survive and live another day is very well chronicled, especially as the author had a close shave with death not once, but six times.  I haven’t read such a beautiful explanation of the sequence of events and the beautiful line that was ‘The most expensive liquid in the world is a tear. It’s made up of 1% water and 99 % feelings.’

The ultimate sense of soldiering is in forgiving one’s enemy – the man who would have potentially taken his life – by not identifying him in a court.  It proves ‘To forgive is divine’ : from a poem An Essay on Criticism, Part II by poet Alexander Pope.

The author’s encounter with snakes is detailed, but it tends to encourage killing snakes which is unlawful.  The chapter reinforces the prevalent myth that most snakes are poisonous and they got to be killed.  A paragraph or two as to how to deal with snakes, their capture and release in the wild would have been useful.

The journey out of one’s uniform is very difficult for any soldier and even worse is the life in the world outside the army. The experiences of the author in this regard – his candid acceptance of his failures and short comings – and how he faced them must be lauded.

Buy Serendipity of Soldiering Book Online at Low Prices in India | Serendipity of Soldiering Reviews & Ratings – Amazon.in

A well written book – it takes a lot of courage to come out with the truth – and the author has successfully done it.  One could feel the conviction in the writing – not like the utterances of most veteran generals of today – as if the problems did not exist during their times.  My heartfelt compliments to the author.  I have neither served with the author nor interacted with him before and I consider it as my misfortune.

The language is simple and easy flowing.  The book contains worthwhile anecdotes and quotes, mostly from American and German Army and a few anecdotes about Sam Manekshaw.

Our Generals were Colonels and Commanding Officers before becoming a General.  The last place where one is in direct command of soldiers is as a Commanding Officer.

In the book, the word ‘General’  if replaced by ‘Colonel’ and if it is read by Lieutenant Colonels before being promoted to be a Commanding Officer, it  is sure to help them.  The contents are least likely to be of any value to the Generals as most may not accept what is written and their minds are already ‘hardwired.’ A Colonel’s mind can still be influenced.

The chapters 1 to 3 speaks about listening skills in details, but hardly about reading – ‘The Generals who command against me will never read it and the young men who read it will never command.’

The Conference syndrome begins at Battalion/ Regiment levels.  If a Commanding Officer needs to hold a conference, I feel there is something wrong with him – he surely does not know his job and is not clear about the way the task is to be executed.  It is more for finger pointing and to save his ass.  Conferences must be avoided at all costs and must be held only if inescapable.

The author speaks of thirty percent of Infantry Brigadiers being incompetent – thanks to the pro-rata system – in fact only 30 percent are fit.

Lack of moral courage is surely the cause of downfall of many Generals of the Indian Army and it did not happen because they got promoted beyond a Colonel, it was inherent in them during the Academy days itself. Moral values and the lack of it begin to be expressed in command – from battery/ company/ squadron commander days.

It is high time the Indian Army goes in for an objective performance assessment of officers and it got to begin with the Commanding Officers.  Peer evaluation by officers and Junior Commissioned Officers – selected at random, maintaining confidentiality – as suggested by the author will prove credible in the long run – though there may be a few aberrations, but would end more objective and accurate than the present appraisal system.

A must read for all officers of the Indian Army.

During a recent discussion with a Veteran Brigadier Azad Sameer of the Indian Army who was my mentor while I commanded our regiment, he was concerned about the spate of sudden deaths by heart attacks among number of middle level Indian Army officers (Majors / Lieutenant Colonels.) He attributed it to the increased stress level caused due to heavy operational commitments of the Indian Army.

Is it so?

I took my mind back to my Indian Army days – as a Second Lieutenant in 1982 to being a Commanding Officer  (Lieutenant Colonel) in 2004.  As the years rolled by, operational commitments did increase, but with it improved the availability of resources, life styles and more open interaction among officers at least at Battalion/ Regiment level.

The reasons for increased stress levels among Indian Army officers have been attributed by many to:-

• Lack of freedom among junior officers to give free feedback about work concerns.
• Incompetent senior officers.
• Lack of avenues to express domestic and marital concerns.
• Lack of support from senior level especially when situations went out of control.
• Difficult and emotionally demanding work,
• Uncomfortable management/leadership style of senior officers.
• Non-recognition of efforts.
• Complexity of performance review system – Annual Confidential Reports.
• Lack of mutual trust and unsupportive culture, especially while one is in command of a Company/ Battery/ Squadron – where the Annual Confidential Reports become critical for promotion to the rank of Colonel.

It was so when I joined in 1982 as a Second Lieutenant, but it did improve leaps and bounds as years passed by. To cite an example, when I was a Major, our General Officer Commanding (GOC) of the Division passed an order that the entire Mechanical Transport of the Battalion/ Regiment to be jacked-up for a week in case of any vehicle accident.  Our neighbouring Regiment did have an accident and the Commanding Officer had to walk to the Divisional Headquarters for a dressing down by the GOC.  I always wondered as to whether that GOC knew how a Battalion/ Regiment functioned, especially its transport section.  Such Generals became a rarity as years went by and might even be extinct by now.

Another bugbear was the availability of married accommodation for officers and soldiers.  It improved tremendously over the years and Separated Family (SF) accommodation for those deployed in field areas too more than doubled. More married officers’ accommodation was available at training institutions where officers underwent various military courses.  During our young officer days, it was an anathema for any student officer to bring their spouse for a training course, but a lot had changed while I was in command at Devlali, co-located with School of Artillery.

Resources needed for executing operational tasks improved manifold with better weapon systems, equipment, vehicles, etc.  Grants and funds available at the disposal of the Commanding Officers multiplied  with each passing year, which tremendously improved operational efficiency.  There were marked improvements in the living condition of soldiers and officers in field areas, especially along the border and Line of Control.  The road communication network improved with time.  Soldiers and officers mostly travel today by air while proceeding on vacations – an unheard of luxury during my service days.

Improved communication with the advent of cellular phones have revolutionised the communication aspects of officers and soldiers.  Even the remotest posts have reliable communication systems and soldiers easily keep in touch with their family, spouse and children.  Gone are the days of the snail paced ‘Forces Letter.’

The better financial status of officers and soldiers coupled with modern banking facilities like credit/ debit cards, online banking, easy credit and advances have made life much more comfortable.  Gone are the days of ‘installments’ and being perpetually indebted to the Regimental Wet Canteen Contractor.  I remember buying Marina a Fashion Maker Sewing Machine, my first wedding anniversary gift to her on six monthly installments.

The lifestyles of today’s Indian army Officers and soldiers have gone up many a rung.  It was a rarity to find a Regimental officer other than the Commanding Officer owning a car during my young officer days.  While I commanded our Regiment, many soldiers were driving to the Regiment in their cars.

During our young officer days the common saying was “No one ever died because of work, but by the lack of it.”  It was also said that “It is better to be in a field area and carryout professional work than be in a peace station and carry out more administrative tasks.”

Taking into account the above two dictum to be true even today in the Indian Army, increased operational commitment should not result in over-stressed officers and soldiers.

Why there is increased stress among Officers and Soldiers?

Today’s military spouses – of both officers and soldiers – are better qualified with equal or greater aspirations than their spouses.  Many spouses prior to their marriage were working in managerial or high-end jobs and some had to leave their jobs to be with their spouses for a better family life. Those spouses continuing with their jobs remained separated, maintaining a long-distance relationship.

These factors causes work-family conflict which results in exhaustion, both physical and emotional.  Many a times this leads to depression, anxiety, frustration, anger and increased levels of psychological strain.  This work-family conflict adversely affects the quality of the officer’s/ soldier’s relationship with the spouse as well as the quality of time spent with children, family and friends.

Here I would again cite my personal example.  The evening the result of my promotion to the rank of Colonel was announced, Marina invited all our friends for a party at home.  Everyone trooped in and complimented me.  After everyone assembled, Marina said “This party is to celebrate my husband  not making it to a Colonel.  Now I can have my plans rolling and he can take a back seat.”  Marina emigrated to Canada and after two years the children followed and then I landed in Canada.  By then Marina was a licensed pharmacist and earning handsomely.  Thus, I became a house-husband taking care of our children and the household.  The turn of events may not be so for many Indian Army officers, especially those who do not make it in the deep selection to the rank of Colonel and then even deeper selection upwards.

Another major cause of concern for Indian Army is Post-Traumatic Stress Disorder (PTSD).  A study in Canadian Armed Forces showed that among those invalidated out or those who sought voluntary retirement due to medical disabilities, about 40 percent  were for mental health issues, about half of those were diagnosed as PTSD.  The Treasury Board of Canada Secretariat (TBCS) noted that military service meant moving often and spending time on duty far from family and was a major source of mental health risks – a standard practise for most Indian Army officers and soldiers.

Most Indian Army officers and soldiers suffer from PTSD due to the intense combat situations they face – Canadian Armed Forces hardly face any such situations. Luckily the military echelons never accepted the existence of PTSD in the Indian Army!  I had never even heard of PTSD while in service with the Indian Army until I read a paper by a US Military Doctor on the subject.  Now think of the PTSD suffered by the driver of the vehicle that met with an accident wherein the GOC jacked-up the entire Regimental fleet.  Did anyone address the PTSD suffered by that soldier driver?

Was I prepared to command the soldiers on being appointed the Commanding Officer?

I will emphatically say “NO.”  It was merely by observation of one’s Commanding Officers and analysis.  The Senior Command Course every officer underwent prior to taking over command was nothing but re-frying of what one learnt during Junior Command Course as a Major and also Staff College Course.

Our son when in Grade 12 worked at the city’s swimming pool as a swimming instructor and lifeguard.  One day he said “I teach the kids for thirty minute class and to become an instructor and lifeguard I had to undergo ten levels of swimming, three courses on leadership and swimming instructorship, first aid, Cardio-Pulmonary Resuscitation (CPR), child psychology and obtain a life saving certificate. What qualifications did you  have to parent?”

I did not have any qualifications to be a parent.  It was all by trial and error and also by the knowledge gained through reading and interactions.  Now I asked myself – “What qualifications did I have to be a Commanding Officer? Was I trained for it?  Did I have any formal qualifications like first aid, CPR or soldier psychology?”

There was a suggestion to employ more psychiatrists and psychologists to help soldiers tide over the pressure situations they face.  Where will these psychiatrists and psychologists be located? Will they be available to the officers and soldiers in the field?

It would be prudent to train the officers during Junior/ Senior Command Courses in the psychological aspects of command and HR management to be effective Company/Squadron/ Battery Commanders and Commanding Officers.

The Draft That Never Came

While commanding the Regiment, I tasked our young officers with drafting a letter in reply to a query from higher headquarters on the deployment of Unmanned Aerial Vehicles (drones). Two days later, I asked about the status of the draft.

One of them replied, “Sir, why don’t you write it yourself? You write much better than all of us.“

I did not like it one bit. But instead of my usual response, I curbed my irritation and took a different approach. I sat down with them to analyse the root of the problem.

Where Did Our Creativity Go?

“We all came through the Services Selection Board (SSB),” I began. “We were shown nine caricature images – each impossible to make head or tail of – and we wrote nine convincing stories. The tenth was a blank card, and still we wrote a story. We were flashed a hundred words at the rate of two words per minute, and we wrote a hundred sentences. Had what we written not made sense or lacked creativity, none of us would be here today.“

I paused, letting the weight of the words settle.

“Where did we lose all that critical thinking, analytical power, and creative thinking?“

A Case Study in Creative Decline

To illustrate my point, I presented them with a case study: an infantry section capturing two militants in a hideout.

The same situation was posed to four groups:

• Ten Gentleman Cadets (GCs)
• Ten Young Officers (YO) Course qualified officers
• Ten Junior Command (JC) Course qualified officers
• Ten Staff College qualified officers

The results, I explained, followed a predictable pattern:

• The ten GCs would generate nine solutions, of which eight would work.
• The ten YOs would generate seven solutions, of which five would work.
• The ten JC officers would generate four solutions, of which two would work.
• The ten Staff College qualified officers would generate one solution – which would fail at its very first step.

The Culprit: Over-Structured Training

This decline, I told them, is the direct result of over-structured training in the Army. With each stage of professional development, the level of structuring increases, and creative thinking diminishes correspondingly.

It begins with the first document most of us created as young officers in our regiments: a Court of Inquiry, usually to regularise an injury suffered by a soldier while playing. The Adjutant would hand down the task with a caveat: “Refer to a previous Court of Inquiry and do the needful.”

From that moment onward, we learn to look backward and copy forward. Original thought becomes an anomaly.

A Failed Attempt at Reform

A decade ago, a friend of mine – Brigadier Azad Sameer, who served as Colonel General Staff at the Defence Services Staff College (DSSC) – was tasked with suggesting methodologies to make tactical exercises more creative. I offered him a suggestion drawn from my experience in Canada with the Gifted Children Programme which our children went through.

In Canada, gifted children – who constitute about two percent of the student population – possess an advanced degree of general intellectual ability that requires differentiated learning experiences beyond what is normally provided. They are identified through a written examination in Grade 4 and placed in self-contained programmes designed to meet their unique needs, characteristics, and interests.

These programmes, run by teachers with additional qualifications in special education, offer:

• Learning content more relevant to their interests and abilities
• The opportunity to work with intellectual peers of similar or higher aptitude
• The ability to collaborate with like-minded individuals who share creative and complex ways of thinking
• A space to relate with others who have similar interests

Applying the Model to DSSC

I noted the parallel between gifted children and the student officers at DSSC. Both groups, I argued, thrive on intellectual stimulation beyond the conventional.

My suggestion was simple: for one tactical exercise, give the students a blank map sheet with minimal inputs – force levels, weapons, logistics – and let them begin by marking the International Boundary themselves. Let them create the exercise and devise its solution.

In this approach, no pre-made solutions would be available. Each map sheet would be unique, requiring original thought. Instructors would need to work overtime to correct and assess each solution. Perhaps one or two of the resulting exercises could be conducted for the entire course.

The Faculty’s Response

The idea was presented to the DSSC Commandant, who asked Brigadier Sameer to share it with the entire faculty. At the end of the presentation, a senior faculty member posed the question that sealed its fate:

“How will we assess the students?”

The Baby Thrown Out

The proposal was rejected. Not gently, but decisively – the baby thrown out with the bathwater, loofah, and soap.

It became painfully clear that in military training, the ultimate aim is not to teach or to nurture creativity, but to assess. To measure. To fit every solution into a predetermined mould.

And in that process, somewhere along the journey from Gentleman Cadet to Staff College graduate, the creative thinking that got us through the SSB is systematically extinguished.

The young officers who asked me to write their draft for them were not lazy. They were products of a system that had trained them, over years, to look backward for answers rather than forward for possibilities.

That, I realised, was the greatest tragedy of all.

On my blog on Z – The Commanding Officer’s Jeep,  was a comment by Veteran Colonel BIS Cheema as appended below.

‘How things have Changed with use of Public Property? I was commissioned in 1948, and joined 1 DOGRA, at Jalandhar. No one including the Commanding officer ever used any public transport for any private or personal use, unless, it was specifically hired, on payment of 8 Ana, equal to 50 Paisa, per mile. The duty slip was made out in Red Ink. All offers, including the Commanding Officer, used to come from the residence to Office/ Unit lines in their personal transport, that was mostly cycles. Sahayaks were allowed only in field units, and on payment of Rs. 30/- per Month. The same was deducted by CDA from pay. Ladies and Children were not allowed access to Officers Mess, except a specially dedicated room, that was marked as Ladies Room.

Officers never used any Government item, of clothing and equipment. we purchased cloth from Officer’s Shop, got our uniforms stitched to fit each individual at his own cost. One never saw an officer using regular Government issued Shoes for Other Ranks. We got our Service Pattern Boots made by cobblers under own arrangements. There were no free rations for officers at peace stations. Officers Messes were run on the basis of No-Profit-No-Loss. Daily Messing costs were equally shared by all dining members. Such was concern shown by officers towards use of Public property, to be able to earn the respect of the all ranks under their Command.’

How did these aspects change?  When did these change?

Has any officer ever paid for using government vehicle? I never paid for it during my service (1982-2004).

When was the practise of allowing ladies and children into officers’ mess commence?  When I joined our Regiment, the practise was in vogue. Ladies and children had access to ante-room, dining room and even the bar.

When was a Sahayak/ helper/ buddy/ orderly authorised for officers? When was the system of payment for the same discontinued? I was never charged a penny for the same.

Our Regiment was deployed in our operational area in  Rajasthan deserts for Op PARAKRAM when I assumed command.

In the first week I passed directions regarding day-to-day administration of the Regiment.  For sure, a Havildar (Sergeant) Clerk was the first one to flout one of my directions.

I instructed the Adjutant, Capt Subhash, that  the Havildar Clerk  be chargesheeted.

Subhash came to my office in the CO’s Caravan with the charge sheet which I approved.  He asked me ” Sir,Can I march him up tomorrow morning?  It’s already 8 PM now.”

“No.  March him up now,” I replied.

“Now Sir? At night Sir?” He asked.

“Yes. Now. Remember we are in our operational area, ready for a war any minute,” I affirmed.

On taking over command, I realised that there were lots of gaps in the documentation of our soldiers.  Most data was either outdated or was missing.  I got into designing and coding a software for capture and analysis of soldiers’ information, soon after I took over command.  My initial two weeks were fully devoted to automating the entire system.

During the designing and coding stage, I used to work day and night, mostly sitting in my comfortable Lungi.  That evening too I was dressed in my Lungi and vest.

Subhash looked at me and said “Sir, if you want him to be marched up now,  you need to change into uniform.“

“Give me five minutes and I will be back,” I said, and walked into the bedroom space of the Caravan and changed into uniform.

The Havildar was duly reprimanded for his minor offence.  It had a great impact on the soldiers – not because it was the first punishment I awarded, but more because the recipient was a Havildar Clerk.

After two years in command, I hung up my boots, to migrate to Canada.  During my dining out, Subhash narrated what happened in the five minutes I took to change into uniform that day.

“After you said ‘Give me five minutes,’ I went out of your office and realised the gravity of what I said to you.  I rushed to Major Suresh, our Second-in-Command and narrated what happened. 

Major Suresh gave a smile and said ‘Don’t worry. The old man will never take you wrong.  I know him very well from our Academy days.‘”

Now Subhash’s question to me was “Why did you not admonish me for what I said?  Before coming to this Regiment, I served in a Field Regiment for four years.  There if I had said so, you can well imagine my plight.  Even Major Suresh didn’t seem perturbed over my conduct with our CO.  That hurt me even more and I have been carrying this guilt with me for the past two years.”

Looking at Subhash I said “If you felt guilty for something you did in good faith, you should have confided in me then and there.  You would not have had to carry the burden this far.”

“But that day why did you act the way I told you to, and not admonish me,” was his next question.

“If I had said anything to you or admonished you for an act done in good faith, you would have lost your self-confidence and self-esteem.  Later, you would not have had the courage and conviction to advise the Commanding Officer and point out any error or folly in my decisions or directions,” I philosophised.

In 2002, our SATA Regiment was designated to be equipped with Unarmed Aerial Vehicles  (UAV).  Having experienced as to how our Medium Regiment was equipped with Bofors Gun, I realised that there is a critical need for complete infrastructure to house and operate the UAV and the crew.

In 1987, our Regiment received Bofors Gun while located in the Kashmir Valley.  The Guns and the Gun Towing Vehicles were parked in the open, with these costly and high-tech equipment wizening in the vagaries of weather.  It was in true sense proving an old Malayalam adage ആനയെ മേടിക്കുവാൻ കാശുണ്ട്, തോട്ടിമേടിക്കുവാൻ കാശില്ല  meaning ‘You have enough money to buy an elephant, but not enough to buy a hook (ankus) to control the elephant.’  It was a similar case – Indian Army had spent crores for procuring the equipment, but did not have a few lakh to build the sheds to house them.

Whatever it was, I got down to working out the infrastructure requirement as specified by the manufacturer- that too by someone who had hardly any clue of aircraft operation and avionics.  The UAV Base was to come up in Rajasthan, which already had an Aviation Squadron operating from a small airbase.  The UAV infrastructure was to be created there which involved extending the existing runway – both in length and in width and also reinforcing it to facilitate UAV operation.

Luckily for me, the Commanding Officer of the Aviation Base was our course mate from NDA – Colonel Kesar Shekhawat.  He provided all technical and aviation inputs and extended all out cooperation in planning the UAV base.  I made many trips to his Base and he always provided me transport and accommodation and also looked after me very well.

I visited many UAV Bases in all corners of the country – operated both by Indian Army and Air Force – interacted with the crew operating the UAVs and learnt their needs and the deficiencies they had.  They suggested many modifications to the existing infrastructure they had and also provided lot of valuable inputs.  Most of these bases operated UAVs with existing infrastructure the base had and they had very few of the infrastructure as specified by the equipment manufacturer. 

After two months of detailed planning, we came out with an extensive document regarding the layout of the augmented Base, buildings, accommodation for crew, housing for all technical equipment, hangars for UAVs, and so on.  The entire project cost ran over ten Crore.

Project report did raise shackles of the higher Headquarters who wanted me to scale down the project so that the project could be sanctioned by the Army Headquarters.  With this high-cost project, sanction of Ministry of Defence was needed.  I refused to budge and held on and advised them to scale it down if they felt so.  The other option offered was to phase out the entire project, which I again refused and advised the higher Headquarters  to do so if they deemed so.

No one wanted to bell the proverbial cat.   The file moved at a snail’s pace through the corridors of power to be ultimately sanctioned.  Now Indian Army had enough money to buy the hook for the elephant.

Immediately on sanctioning of the project, work commenced in full swing.  Every month I had to fly to Jodhpur from Devlali for a day or two to oversee the progress of the  work.  

Why did the Commanding Officer had to travel every month for a task that could have been executed by any Major in the Regiment?  It was all because in those good old days, Majors were not allowed to fly even on Temporary Duties.  The backchat (apparently emanated from our Second-in-Command) among the junior officers were that in case someone displayed a sad face early in the morning, the Commanding Officer will send him to Agolai to oversee the progress of the work.   The officer detailed will end up spending at least three days on the train – from Devlali in Maharashtra to Jodhpur in Rajasthan.

I took a cue from it and during a Regimental Officers’ Mess event declared that in case I see any officer with a long face, I will despatch him to Agolai.  Our Regimental Ladies understood what it meant.  After that the mere mention of the word Agolai by me to any officer of the Regiment  would be followed by the officer’s reply “Sir, She is really taking care of me.  There is no problem.“

I hung my boots a year after the project commenced in full swing, duly supervised by Colonel Kesar Shekhawat.  A complete UAV Base as envisaged in my project report was completed in two years.   Then only our Regiment took over the UAVs and made them operational. 

This must be the first time in the history of the Indian Army that the complete infrastructure as specified by the equipment manufacturer,  including air-conditioned living accommodation for the crew came up well before the induction of high-tech UAVs. I am told that this base is the best UAV Base of the Indian Army today.