arl A. Spaatz, the first leader of our
independent Air Force, was so renowned for this disciplined habit of
getting everywhere and seeing everything that, even when he was a
relatively young major, a story about his ubiquitousness gained
service-wide fame. An ailing recruit was being examined by a doctor at
March Field. "Do you see spots before your eyes?" the doctor asked.
"Heavens," groaned the recruit. "Do I have to see him in here, too?"

Once formed, the habit of getting down to the roots of organization,
of seeing with one's own eyes what is taking place, of measuring it
against one's own scale of values, of ordering such changes as are
needed, and of following-through to make certain that the changes are
made, becomes the mainspring of all efficient command action.

In battle, there is no other way to be sure. In training, there is no
better way to move toward self-assurance.

CHAPTER FOURTEEN

THE MISSION

There is a main reason why the word "mission" has an especial
appropriateness to the military services and implies something beyond
the call of duty. The arms of the United States do not advance simply
through the process of correct orders being given and then executed
with promptness, vigor, and intelligence.

That is the greater part of the task, but it is by no means all.
Military systems reflect the limitations and imperfections of their
human material. Whatever his station, and experience, no man is wise
enough and all-seeing enough that he can encompass every factor in a
given problem, take correct judgment on every area of weakness,
foresee all of that which has not yet happened, and then write the
perfect analysis and solution for the guidance of his subordinates.

The perfecting of operations, and the elimination of grit from the
machinery, therefore become the concern of _all_, directing their
thought and purpose to the doing of whatever needs to be done to
further the harmony and efficiency of the establishment, taking
personal action where it is within their province, or calling the
matter to the attention of higher authority when it is not. In this
direct sense, every ensign and second lieutenant has a personal
responsibility for the general well-being of the security structure of
the United States. This is fact, and not theory. In World War II, many
of the practical ideas which were made of universal application in the
services were initiated by men of very junior rank. But the ex