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Sunday,
April 6, 2003 |
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Books |
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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.
I T 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.
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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. |
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