. The "will to do" comes of the confidence that
one's knowledge of what requires doing is equal to that of any other
man present.

This is the controlling idea and all constructive planning and work in
the field of information is shaped around it.

CHAPTER TWENTY-FIVE

COUNSELING YOUR MEN

Among the ever-pressing problems of the commander, and equally of the
young officer schooling himself to the ways of the service, is the
seeking of means to break down the natural timidity and reticence of
the great majority of men.

This he can never do unless he is sufficient master of himself that he
can come out of his own shell and give his men a chance to understand
him as a human being rather than as an autocrat giving orders. Nothing
more unfortunate can happen to an officer than to come to be regarded
by his subordinates as unapproachable, for such a reputation isolates
him from the main problems of command responsibility as well as its
chief rewards. So holding himself, he will never be able to see his
forces in their true light, and will either have to exercise snap
judgment upon the main problems within his own sphere, or take the
word of others as to the factors on which promotions, rewards and
punishments are based within the unit.

When the block is due to an officer's own reticence, mistaken ideas
about the requirements of his position, or feeling of strangeness
toward his fellows, the only cure for him is to dive head-first into
the cold, clear water, like a boy at the old swimming hole in the
early spring. Thereby he will grow in self-confidence even as he
progresses in knowledge of the character of his men and of human
nature in general.

If an officer is senior, and is still somewhat on the bashful side, by
watching the manner of his own seniors when he gets counsel, and
thawing toward his immediate juniors, thereby increasing his
receptiveness toward them, there will occur a chain reaction to the
bottom level.

The block, however, is not always of the mind and heart. No man can
help his own face, but it can sometimes be a barrier to communication.
One commander in European Theater was told by his Executive that his
subordinates were fearful to approach him because of his perpetual
scowl. He assembled his officers and he said to them: "I have been
told that my looks are forbidding. The mirror reminds me of that every
morning. Years ago I was in a grenade explosion, and a consequent eye
injury an