The Tribune - Spectrum

ART & LITERATURE
'ART AND SOUL
BOOKS
MUSINGS
TIME OFF
YOUR OPTION
ENTERTAINMENT
BOLLYWOOD BHELPURI
TELEVISION
WIDE ANGLE
FITNESS
GARDEN LIFE
NATURE
SUGAR 'N' SPICE
CONSUMER ALERT
TRAVEL
INTERACTIVE FEATURES
CAPTION CONTEST
FEEDBACK

Sunday, April 6, 2003
Books

Sam Bahadur, the soldier’s soldier
Kuldip Singh Bajwa

Field Marshal Sam Manekshaw: Soldiering with Dignity
by Lt Gen Depinder Singh. Natraj, Dehradun. Pages V+247. Rs 450.

IT is very difficult to put down the personality of someone who stands as tall as Field Marshal S.H.F.J. Manekshaw, MC, within the lifeless pages of a book. Fortunately, Lieut-Gen Depinder Singh, PVSM, AVSM, with his easy flowing anecdotal style has made the multifaceted personality of this living legend come alive. Depinder Singh was well placed to observe and experience the qualities of the Field Marshal from the unique vantage point of his military assistant during his tenure as the Chief of the Army Staff from June 6, 1969, to January 15, 1973.

Manekshaw, affectionately known as "Sam Bahadur," has the combination of a brilliant mind, penetrating inquisitiveness, clarity of thought, instant grasp of the essentials, and dynamic decisiveness. He has been the most outstanding soldier leader of independent India. In close synergy, and very often even outpacing the soldier, has been the remarkable human being in him. His compassion, genuine concern for those he commanded and easy accessibility created strong bonds of two-way loyalty. He exhibited the rare quality of standing up to his superiors and staunchly standing by his subordinates. More than that he had the ability to give confidence to his subordinates, never humiliated them even when they were at fault and went out of his way to build them up.

 
In 1967 I joined his staff at Kolkata. Soon after my arrival I sent a paper up for his signature with the file note, "The Army Commander may sign if he approves." Within 10 minutes Sam breezed into my cabin holding my file at arm’s length, asking, "Is this offending file yours? What do you mean by saying ‘the Army Commander may sign if he approves?’ What do you think I have brought you here for? If you consider that I must sign this paper, just say so and I will sign!" He had ensured that I was not diminished in the eyes of my intervening superiors, and that I was encouraged to take decisions even on his behalf. During my service of 35 years I rarely came across officers who went to such lengths to groom their subordinates.

With his candid style, friendly aura, and sense of humour he was able to build an instant rapport with soldiers. In November 1971, when we were awaiting orders from the government, Manekshaw addressed a huge gathering of soldiers all keyed up to advance into Pakistan. He very forcefully stressed that we must treat all women in Pakistan with great respect and consideration. In the middle of his address, he suddenly pointed to a burly soldier of the Sikh Light Infantry, "O, tera dhiyan kithe wey! Yad rakhin Pakistan vich sarian zenanian terian Mawan te bhainan hon gian!" (Hey, what are you thinking of! Remember to treat all women in Pakistan like your mother and sisters). The impact was instant and electric, and the message went home.

It is a tribute to his exceptional courage that in April 1971, when put under great political pressure to militarily intervene immediately in the erstwhile East Pakistan where the Pakistan Army was committing horrifying atrocities, he broke from the tradition of Indian Generals of never saying no to their political bosses. With finesse he made Indira Gandhi, the most autocratic of Indian Prime Ministers, agree to wait for six months so that the Army was properly prepared for an assured victory. It is well known that he played a key role in crafting the decisive defeat of Pakistan and the liberation of Bangladesh.

Manekshaw also re-emphasised the dignity of soldiering in the corridors of power in New Delhi. On a rather warm day the Defence Secretary , Harish Sarin, a very powerful civil servant, upon entering the Ministry’s conference room said to a Colonel sitting close to a window, "You there, open that window!" Before the Colonel could get up came a sharp "Sit down" came from Manekshaw, who had also just entered from another door. Turning to the Secretary, he said, "Mr. Secretary, don’t you ever address one of my officers in that tone of voice. You may say, "Sam, would you please open that window, and I will open the window for you. That officer is a Colonel, and not ‘You there’." The message went home and the Army did regain some of its lost dignity. There is a host of anecdotes in this that also bears witness to Manekshaw’s ready wit and sharp repartee.

The blurb on the cover dubs the Field Marshal as one of the most controversial figures in the history of the armed forces, and picks on his showmanship and flamboyance as irksome. Undoubtedly these remarks are untrue and unkind. How could an Army Chief, mired in controversy, successfully lead not only the army but also practically the armed forces of India to their finest hour after independence? Obviously such remarks reflect a lack of understanding of the art of military leadership, which has to be effective in the frightening life-and-death situations of battle. Equally, these carry an unmistakable tinge of jealousy and pettiness. It is a matter of shame that in a conspiracy between some political leaders, the bureaucracy and one of the services, the nation has failed to fully honour and utilise the talents of this deeply committed patriot and an extraordinary leader of proven merit.

This well-written book is for those who wish to understand the effective exercise of leadership at the very top of the organisational pyramid of the Army.