REQUIRES SKILL

Bay of Plenty Times, Volume LXX, Issue 13647, 21 May 1942, Page 7

REQUIRES SKILL

COMMAND IN ICELAND Diplomacy Also Needed Intricate and Many-sided Job headquarters, icel aX D BASE COMMAND—The mathematics, chemistry and propaganda that constitute modern war and the traditions of the United States Army are blended in Maj. Gen. Charles H. Bonesteel, who commands the American soldiers and, marines in Iceland, states the “Christian Science Monitor.”

General Bonesteel’s job is an intricate and many-sided one. Primarily he must he a leader and strategist. But diplomacy and social obligations have their place in command as varied and as cosmopolitan as this. Prime consideration of the Commanding General and his staff is the defense of Iceland against any German attack. It commands the North Atlantic and in Germans hands would he an important base for operations against war materials going to Britain. To protect the island. General Bonesteel is applying the accumulation of 3 8 years experience in the United States Army with a steady, directed energy that has won the admiration of colonels and buck privates alike. Naturally he will not say whether or when he expects an attack, only that the forces must be ready “at any time” to repel invaders. Command and Diplomacy

“In modern warfare,” he says “everyone must be a combat soldier. Bombing, parachute troops and air infantry have wiped out the old idea of a front line. Cooks and quartermaster troops must be as ready to fight as combat teams.” Diplomacy is as much a part of the General’s job as commanding troops. The fighting men of five major services, the 'United States Army and Navy, the British Army and Royal Navy and the Royal Air Force are gathered on this island.

There are also numerous Norwegian sailors and airmen, seamen iflrom merchant vessels and Icelanders, stolid, proud people quick to resent any fancied slight to their freedom. This heterogeneous population has its problems of supply, housing and entertainment, problems which take time, thought and .tact. National feelings are easily bruised. Priorities on supply are disputed. General Bonesteel, in addition to his strong military duties, must help straighten out tangled disputes, soothe injured feelings, and keep his command in harmony with its military and civil neighbours. It is a task which calls for calm and tact plus an immense amount of detailed work.

In this the General has been aided by his staff, anr characteristically he gives all his credit to them for things that are good and assumes the blame when things go wrong. British. Counterpart

General Bonesteel’s opposite number, Maj. Gen. H. O. Curtis, the General Officer Commanding the British Army in Iceland, is as much a product of the British Army as is General Bonesteel of the American. Bluff, he-medaled Curtis and Bonesteel get along well. Both generals say co-operation is “remarkably close.” There is a lack of the petty bickering which m&rr6d isolations between the France and Flanders two years ago. General Bonesteel looks the part. He is tall, lean and limber as a rookie shortstop. ,His eyes are bright blue and piercing. The Army’s No. 1 soldier in Iceland, and he is also its No. 1 worker. He is up every morning at 6.15. He eats what his soldiers eat. Running an army demands as much paper work on the part of the boss as running an automobile factory, but General Bonesteel spends as much time as .possible with the troops. “You can’t command from a desk.” is his favourite saying. “Not only must an order be given. but you must see that it is carried out exactly. He dives into dugouts, sights rifles from positions to test the field fire, turns up at odd places and unexpected moments to watch soldiers at work or in the field. West Point Tradition General Bonesteel’s theory on inspection is that units should be commended on the spot for what is good. He explains that this leaves the unit in a better frame of mind and ready to work harder. “Of course,” he adds, “errors must be seen and corrected.” His roots are deep in the Army. His father and grandfather gi adu-

ated from West Point. He himself was born on an Army post. Fort Sidney, Neb. . He grew up among soldiers. His son, Capt. Charles H. Bonesteel, U. S. Engineers, is serving under him in Iceland. The General hopes that two grandsons will he in the classes of 19 60 and 19 6 3 at West Point. Until the entrance of the United States into World War I, General Bonesteel’s life was similar to that of thousands of other young officers in the United States Army. He went to Prance as a Captain with the 7th Division, the last regular division to see active service abroad. In the Army’s lean years between wars General Bonesteel rose to Colonel in 19 37 and Brigadier General on Sept. 1, 1940. Although strict, he’s well liked by his men. The older soldiers speak of him the way old ballplayers speak about John J. McGraw. A reason for this mixture of affection and respect may he found in the General’s habit of never passing an enlisted man without saying “Hello” or asking some question about his welfare.

“He’s Quite a Guy” A Sergeant said, “I saw him the other day. He inspects the guard very close and then says. That s right. Sergeant, keep ’em Smart. We’ll show everyone we can turn out the best guard on this island.’ He‘s quite a guy, the old man. He don’t miss a trick.” The General’s hours are long. He regrets he has little time for reading anything but professional literature, a few magazines and mystery fiction. Like most soldiers whose service has been largely in the field, he appears to dislike the more elaborate forms of social life. But the General can and does unbend with great charm. Before the New Year’s Day reception at headquarters, the younger lieutenants feared it might lacu pep. But the General danced with the U.S. Army nurses, and stuffed Icelandic and British visitors with rare delicacies. The guests said it was the best party ever given in Iceland. But primarily General Bonesteel is the man who, when his transpoi t tossed in Reykjavik Harbour, said, “We are here for business.”