One Bullet Away

I sat quietly, happy to listen as long as Marine cared to talk. He must have sensed it because he paused, sizing me up, and asked bluntly how I saw my role in the platoon. For a second, I was taken aback. I hadn’t expected a quiz on my command technique, and I certainly wouldn’t have asked the same question of Captain Whitmer earlier. But his directness impressed me. I thought for a moment and told Marine I didn’t want to roll in like the new sheriff in town, changing the rules before I knew how things worked. I told him I tended to give people the benefit of the doubt and then nail them to the wall if they took advantage of me. Without using Captain Novack’s words, I tried to promise him competence, courage, consistency, and compassion.

In return, I expected that Marine would back me up in front of the troops. We would disagree behind closed doors. He nodded. Marine was a new staff noncommissioned officer (NCO), but I sensed from the start that he was of the old school and knew that seasoning me was a primary, if unspoken, part of his job. As if to affirm this, Marine told me about Chris Hadsall, his platoon commander in 1/1’s Charlie Company two years before. Hadsall had apparently become the yardstick by which he judged officers. “We’ll get you up to speed like Lieutenant Hadsall in no time, sir,” he assured me.

By the time we’d finished our third cup of coffee, Marine and I had staked out our respective roles in the platoon. My greatest fear had been clashing with a platoon sergeant I didn’t like or couldn’t trust. But I liked Marine, and I trusted him instinctively. Most platoon sergeants, I suspected, feared an overeager and domineering young lieutenant. I pledged to be neither. On our way to the door, Marine said the words I’d been waiting to hear since OCS: “Time for you to meet the platoon.”

I thought I’d be nervous. The new lieutenant meeting his first command was supposed to be like first love or losing your virginity. Staff Sergeant Marine called the platoon from the armory, where they were cleaning weapons after the field exercise. I watched them walking in groups of two or three across the parade deck, hands blackened with carbon, wearing green T-shirts and camouflage trousers. This was my platoon. I would train them, deploy with them, and maybe even go to war with them. Their performance would directly reflect my leadership. I wasn’t nervous at all.

The forty-five Marines fell into a formation of three ranks, one for each section. They were so young. Half of them looked under twenty. I was only twenty-three, but that small gap cast me in the role of coach or big brother. So the authority came naturally. Staff Sergeant Marine stood six paces from the center of the front rank. He took reports from each of the section leaders and about-faced toward me.

He saluted and called out, “Good afternoon, sir. Weapons platoon, all present.”

I stood at attention in front of him and returned his salute. Marine stepped off smartly, leaving me alone in front of the men.

The last thing they needed was a Pattonesque monologue from a newborn lieutenant, so I introduced myself and said I was happy to be the newest member of the platoon. I told them I wanted to meet with each man individually over the coming week and asked if they had any questions for me. There were none. Staff Sergeant Marine dismissed them, and they headed back to the armory. I thought I heard approval in his voice as we walked back to the office. “No bullshit, sir. Marines appreciate that.”

The next ten months were a graduate seminar in infantry tactics, our last chance to learn before doing it for real. Captain Whitmer was the professor, and his style was unlike anything I’d seen at Quantico. Many of my buddies in 1/1’s other companies complained that their commanders kept a thumb on them. They shunned boldness for fear of making an attention-grabbing mistake. The prevailing culture of 1/1, at least among the officers and senior NCOs, was careerist: laugh at the colonel’s jokes, don’t get anyone hurt, and stay under the radar.

Not Captain Whitmer. The standard Marine Corps brief before live-fire training began with the words “Safety is paramount.”

“If safety were paramount,” Whitmer declared, “we’d stay in the barracks and play pickup basketball. Good training is paramount.” Whitmer’s idea of good training reminded me of something I’d read about the Roman legions — their exercises were bloodless battles so that their battles were bloody exercises.

He drove the point home one night on a windy ridge above the Pacific. The battalion’s three rifle companies were moving independently toward a cinderblock town. Our mission was to link up near the town no later than 0100 and capture it for follow-on forces to use as a staging base. A reconnaissance team was observing the town, and the battalion’s plan of attack kept changing as the team updated its reports on how the defenders were set up.