Growing Crisis of Morality in the Indian Armed Forces Leadership

Dear Chander,
Two interesting and vividly written articles on the scams troubling our Defence Forces lately, one each by Maj Gen APS Chauhan (Former Chairman COAS Complaints Advisory Board) & Col SK agarwal (ex JAG Br) published in e-paper The Tribune, Chandigarh, dated 12 Nov 2010, are linked below. I feel that it desirable to circulate these through RMS blog for info of all.
With warm regards,
Maj Bhupal Singh, Veteran

GROWING CRISIS OF MORALITY by Maj Gen A.P.S. Chauhan (Retd)
Friday, November 12, 2010, Chandigarh, India
What has come to surface as series of misdeeds and misconduct at the highest level of military establishment, now with the chiefs as dramatis personae resorting to indulgence in satiating petty greed, is far from mere illegal transactions for appropriating assets not lawfully entitled to. It is an unimaginable misdemeanor, not in terms of material value or commission and omission in a state of forgetfulness as may be contrived, but in the impulse to commit the very act. This indicts these officers of willful disdain for military virtues and self-discipline in their own character when they are the custodians for ensuring the same in others.

Character is the keystone of the profession of arms and embedded in military virtues. These are not individual cases as one may believe, but group tendencies in a cycle of exposures over a period and a dangerous fall out from protracted corrosion in officer discipline and leadership accountability, with the military code shifting loyalty to fulfill personal agendas. When heads should have rolled at the top, it was never done.

TARNISHED BRASS: Some recent cases of professional impropriety by generals:

Adarsh Housing Society case : Large number of senior military officers, including service chiefs allegedly got flats in a Mumbai housing project that was initially conceived for families of Kargil heros, but later subverted to suit interests of influential people. The 38-story high-rise is under the scanner for building violations and also for posing a security risk as it overlooks army and navy installations.

Sukhna Land Scam : Three lieutenant generals and a major general among others indicted by a court of inquiry irregularities in issuing a NOC to a private party for commercial use of land adjoining a sensitive army station. Lt Gen Avadesh Prakash and Lt Gen P.K. Rath facing court martial.

Dry Ration and Frozen Meat Scam : Two lieutenant generals, S.K Sahni and S.K. Dhaiya from the Army Service Corps indicted for irregularities. Sahni being tried by a court martial while Dahiya got a reprimand.

Liquor Scam : Maj Gen G.I. Singh cashiered and awarded two years RI for illegally selling canteen liquor in the open market.

Procurement of UN Mission Supplies : Two major generals, Anil Swarup and S.P Sinha belonging to the Army ordnance Corps indicted for procuring items at highly inflated prices. Court martial proceedings against Swarup underway.

Molestation Case : Maj Gen A.K. Lal cashiered by general court martial for allegedly molesting a woman captain.

Tehelka Episode : Maj Gen P.S.K. Choudhry cashiered and awarded one year RI for demanding and accepting bribes from fictitious arms dealers.

Disproportionate Assets : Maj Gen Anand Kapur from the Army Service Corps booked by the CBI for allegedly possessing assets disproportionate to known sources of income.

JAG’s case : Maj Gen Nilendra Kumar, head of the Judge Advocate General’s Department awared Army Chief’s censure for several counts of impropriety.
(Several cases are pending before High Courts and the Armed Forces Tribunals, seeking a stay on or quashing of proceedings)

That these generals have been hoodwinking a practically foolproof selection procedure and drawing benefits from apparently flawed appraisals could not have happened without collusive or tacit abetment at the political -bureaucratic level that exercises primacy over all decision-making. For instance in the 90s an officer who should have been dismissed for cowardice in field rose to the level of army commander by dubious doctoring of his record because he was connected to a defence secretary. This happened in tandem with granting indiscreet favour to another who was connected to a political party. In another example, a defence minister colluded with brass on import of coffins. The previous army chief was under a cloud for transactions while as army commander, actually sabotaging an inquiry that could have pinned him down, but was shielded by the ministry.

The onus for arresting the fall from grace lies directly on the government that seems to be making a mockery of running a nation with an unabated tide of misdemeanors in its corridors. Time has come to roll heads. The generals involved must pay dearly for the shame they have brought to the profession of arms and its standing. In the meanwhile the Chief, having resolved and pledged to cleanse the institution, must be given unfretted support by the Government and the institution to purge the system, restore credibility and accountability with assured non-interference by politicians.
The writer is former chairman of the COAS Complaints Advisory Board
Read the complete version:
GROWING CRISIS OF MORALITY by Maj Gen A.P.S. Chauhan (Retd)

Plugging loopholes in the system
Corruption in the public life is well documented but it is just not acceptable in the armed forces for the very simple reason that the nation can ill afford to hand over security of the country's borders in the hands of corrupt officers. Such elements need to be weeded out, dealt with a firm hand, while honest officers and whistle blowers respected and rewarded to restore the trust and confidence of the public in the armed forces.
The writer retired from the Judge Advocate General's Department
Read more:
Plugging loopholes in the system by Col S.K. Aggarwal (Retd)

The Bureaucrats- Judiciary cycle takes the Veterans for a ride

Click on links below to comprehend the time delaying tactics adopted to appease the Military Forces: Net result a big zero on Rank Pay denied since 1986...
Eigteen months ago
NEW DELHI 02 Jan 2009: With the armed forces complaining of being handed out step-motherly treatment by successive pay commissions, which they feel are dominated by civil service interests, PMO has decided that the three services will have a dedicated panel to decide salary issues.
The PMO, however, has declared it will set up a high powered committee to review the command and control functions, and the status of the armed forces vis-a-vis that of their civilian and paramilitary counterparts.
Form separate Pay Commission for armed forces- PMO to Bureaucrats
Today: PTI 07:09 PM,Sep 08,2010
Form separate Pay Commission for armed forces: Judiciary- Supreme Court to govt

US Troops Respected- The Best Commercial

Obama to the Navy...
And, finally, whether you’re 26 years old or 89, if you’ve worn the uniform and taken care of America, America will take care of you. With a modern VA that keeps faith with our veterans and wounded warriors. With a 21st century GI Bill that gives our veterans and their families the chance to live out their dreams.

This is America’s covenant with you — our solemn commitment to all those who serve. And while our nation has not always fulfilled its duties to its armed forces, let there be no doubt: America’s men and women in uniform have always fulfilled theirs. And that’s exactly what America’s Navy did last month in the seas off Somalia.
(Courtesy V/Adm Desilva John,former VCNS)

Tailpiece: WHEN or WILL IT HAPPEN IN INDIA?

Change of Command Ceremony- US Army

more photographs click here
Change of command of a unit or formation is a very important event. Sadly, in the Indian Army this function is mostly confined to the offices.

I had the pleasure of witnessing change of command of a US Army Reserve unit, in San Diego, California in 2007. Let me recount the details.

The main event of the ceremony was a ceremonial parade by the unit personnel. It was presided over by the Brigade Commander, who had come from a few hundred miles away. To witness the parade, former serving and retired Brigade Commanders, officers commanding, other officers, NCOs and men were invited. I was a special invitee, guest of a serving Colonel. A band was in attendance.

The Brigade Commander reviewed and addressed the parade. He praised the services of the out going Officer Commanding and introduced the incoming incumbent. Next, the out going and incoming Officers commanding addressed the parade and also the senior most NCO (like our Subedar Major).

During the speeches, the role played by the ladies of the Unit was highlighted too, particularly since this unit had sent sub units to Iraq and some were due to go.

The Brigade Commander and the two officers commanding went down from the podium. The Senior Most NCO took the Regimental Standard from the Honour Guard and handed it over to the out going officer commanding. He in turn handed it over to the Brigade Commander. The Brigade Commander handed over the Standard to the new Officer Commanding and he in turn handed it back to the senior most NCO. This was followed by a march past.

After the Parade refreshments were served and there was social interaction.

ABOVE ARE PICTURES OF COL ARJINDERPAL SINGH SEKHON, US ARMY (A CARDIOLOGIST) TAKING OVER COMMAND OF THE US 349TH COMBAT SUPPORT HOSPITAL ON JANUARY 21, 2007, LOS ANGELES.
Col Arjinderpal Singh Sekhon, US Army- Command Ceremony

Lt Gen Harbhajan Singh, PVSM
Signal Officer-in-Chief, 1988-91

SCPC: Govt, forces at loggerhead over pay scale

Sudhi Ranjan Sen
Monday, September 29, 2008, (New Delhi)

An unclassified telegram from Navy chief, the senior most of the three chiefs, to his men on why the new pay scale will not be implemented drove home a strong message to the government.

However, the unprecedented move aimed at calming the forces ended up angering the government and is now threatening to start a standoff between the forces and the government.

"A committee has been set up, let it start the process. But I hope our genuine demands are addressed thoroughly," said Chief of Army Staff Deepak Kapoor.

But a similar move by the Chief of Naval Staff Admiral Suresh Mehta on Wednesday has upset bureaucrats and politicians and they are considering action against him.

On Wednesday, the Army chief told his men that the new pay scales would not be implemented till the anomalies were sorted out and until then they should be patient.

However, ministry sources say the letter sets a dangerous precedent of defying civilian leadership.

But why did the Navy chief write the letter?

Since the pay commission downgraded lieutenant colonels and their peers in the Navy and Air Force, there have been coordination problems with other forces and bureaucrats.

On two occasions after the hike was announced, Coast Guard officers refused to work under the Navy in routine operations on the west coast. And Para-military officers have refused to work under army battalion commanders in field operations.

Sources tell NDTV that Admiral Mehta's letter was really meant to soothe feathers in the forces that may have been ruffled by such incidents.
But can the Navy chief write such a letter?

"A commander has a right to speak to his men. I see no problem in sending a telegram like this," said Lt Gen Raj Kadyan (Retd). Rather than debating whether the Chief of Navy Staff can write such a letter to his men, the civilian leadership should perhaps examine why he wrote it.
Govt, forces at loggerhead over pay scale

Comment: The Bureaucrats have a uncanny skill of putting the cart before the horse to ensure that the Government Machinery neither can move forward nor backward! Just look at the reams of rules and forms packed tight like cordite in the various Government Ministries; they are yet to be digitised!

Services Selection Board: Diluting Standards

Five DAY PROGRAMME
The candidates are called through “Call Letters” to appear in 5 days tests at SSB (Allahabad/Bhopal/Bangalore/Mysore/Varanasi/Dehradun)

Four categories of tests: A) Screening Test B) Psychological Test C) Group Testing Officers (GTO) Test D) Interview Screening Test (First Day). After the individual has filled in certain Forms and also the Bio Data forms known as “Personal Information Questionnaire” (PIQ), the candidates will undergo two types of tests as under.

a) Verbal and Non-Verbal tests
b) Picture story writing followed by discussion of the stories

Once the Screening Test is over, the results are declared within 1 hour of the completion of the test. Those who clear the test are required to stay back for the next 4 days and the remaining persons are dropped back at the Railway Station for their return journey.

Psychological Test (Second day). These tests are in four parts as under:-

Thematic Apperception Test (TAT)- Commonly known as Picture Story writing.
Word Association Test(WAT)
Situation Reaction Test(SRT)
Self Description Test(SD)
Group Testing Officers (GTO) Test (Third and Fourth day)
The following tests are conducted in this caregory :-

Group discussion
Group Planning Exercise (sometimes known as Military Planning Exercise)
Progressive Group Tasks
Half Group Tasks
Individual Obstacles
Group Obstacles Race
Command Task
Lecturette
Final Group Task

Interview: (Held during afternoon/evening hours on 2nd/3rd/4th day)

Board Meeting (Fifth day)
The candidates are required to appear before the complete Board of Examiners comprising of President,Dy President, all the psychologists, all the GTO’s and Technical Officer. After the Board Meeting is over,the final result is declared within ½ an hour. Selected candidates are required to stay back for their medical examination (takes about 3 to 5 days) in the Military Hospital near by or at a different place and the remaining candidates are dropped at the Railway Station for their return journey.

NOTE: Candidates appearing for the first time for a particular type of entry are paid 2nd class return journey fare from the place of their residence to the place where they have come for the interview. Accommodation and messing are free for the entire duration of their stay while under going SSB Tests. The Air Force candidates are required to go to a different place for medical examination on the specified date. Air Force candidates who had applied for ‘Pilot Entry’ have to first appear in ‘Pilot Aptitude Battery Test (PABT)’. Those who are rejected in P.A.B.T cannot re-appear in this test subsequently.

Diluting the Selection Process
The Asian Age, 19 August 2008
General faces probe over Army selections
New Delhi: The Indian Army has ordered a court of inquiry against a senior officer of the rank of Major-General who had earlier headed one of the Service Selection Boards (SSBs) at Allahabad, Army sources have confirmed. The court of inquiry was set up after allegations that the officer had favoured a candidate for selection, sources said. "The findings of the court of enquiry are awaited," sources said. The Service Selection Board is the board which conducts personality and intelligence interviews to analyse the potential and capability of aspirants wanting to become officers in the Indian Army...
Diluting the selection process: OLQ debased!
SSB Guide

Defence Forces Rank Status Downgradation: A self inflicted injury

Child AbusersPragmatic Euphony: 6th Pay Commission Implemented

@Veeru/ Menon/ Navdeep:

The dilution of rank of Lt Colonel and equivalents is not the handiwork of SCPC. AVS-1 (based fully on Lt General Bagga’s report) was a pet project of the then army chief, not meant for the other two services. The other services were forced to accept the report as their officers were feeling let down in comparison. BTW, that army chief is currently holding a post equivalent to a Cabinet minister, managing disasters now (after causing a few in the army :-0 ).

That report changed the first select-grade rank from Lt Colonel to Colonel. The services had used this logic in the fourth and the fifth pay commission of first select grade rank for equivalence in pay. When the same logic was used by the SCPC, post-AVSC, it has come to hurt the services. The blame, if any, lies on the top brass, that has at least for the last three decades, caused maximum damage to the services by their own inchoate actions.

One thing that the top brass have ostensibly succeeded so far is in directing the ire of the service officers towards the politicians and bureaucrats. It is time the service officers and veterans realised who really lies behind the sad realities confronting them. Why not a dharna by the veterans at the Army/ Air force/ Navy house against the HR/ promotion/ exit policies in the services? Maybe, the palatial houses of a few retired service chiefs would also be a suitable alternative for these protests and demonstrations.
Pragmatic Euphony: 6th Pay Commission Implemented

Comments: The dilution of Ranks is the sole responsibility of Army Brass. An example, the Lt Col rank reduced to a non entity. Can a Red Tab Colonel gain the respect of his troops? One needs to the see the cause and effect of Red Tabs commanding a Battalion as Peacekeepers in Congo! The full Colonels have produced smugglers and Child Abusers! A real war alone will prove the disaster of diluting the rank structure, "Victory or Defeat".

Challenges of Commanding a Signal Regiment

Strength
With a post graduate degree in science and having successfully completed the TSO Course followed by a long tenure with DRDO I was not overawed by technology the tenure of more than three years with 27 Mtn Div Sig Regt had provided me enough practical knowledge about the nuts and bolts of running a Divisional Signal Regiment as also the pitfalls of not being vigilant on a 24X 7 job. From Chhabra I had learnt how to bring the maximum concentrated effort at the time required and from Kapoor the power of delegation. I was also by now well versed in the finer points and the intricacies of dealing with the Staff both Signal and the General. I had also learnt over time that there was a play of the personal egos involved in these interactions. One of my major strength was in that I had in my a wife a person who though a total novice to regimental life was not only willing but keen to get involved in the welfare of the regimental families and the various formation activities, though unfortunately she was saddled with a willing but a weak team. The regiment was lucky in having a top class Quartermaster in Capt Chander a General Service (GS) officer, Goverdhan Rai a sincere and honest cipher officer and Barar a competent TMO. Strangely they were the GS and Special List officers who had not lost their élan and helped me to lift-up the regiment Another asset was Zorawar Singh the loyal Subedar Major. He had an imposing personality and led a team consisting of a number of competent JCOs.

Weaknesses
With no major commitments after the Bangla Desh operations the unit deployed for long in Punjab had fallen in to the culture of a static unit and was costing on its past glory mainly the weakness of the regiment lay in the senior officers. My Second in Command, good in planning was deficit in delivering. From of the other three Majors at regimental HQ one was downright dishonest, inefficient and incompetent as also a shirker with a trait of trying to forge links with senior officers through his wife who with little interest in the welfare activities of the regiment was a part of the senior lady’s Rummy and Mah-Jong circuit. The other major having risen from ranks though willing and honest had his professional limitations. The third fresh from the SODE course on promotion reported in shirt and trousers with his uniform yet to fetch up with the rest of his baggage; unfortunately he also suffered from lack of confidence and low self-esteem. The Boys due to long inaction in Malout to me appeared to have become rusty. I also noticed a general lack of interest in soldering. To the external environment I was an outsider not part of the clique of those who were together during the Bangla Desh Operations.

Opportunity
I could discern that even with the limited assets at my command and some effort there was an opportunity to bring back the regiment operationally up to mark. There was also an excellent opportunity to groom the crop of young officers with the regiment to be good and competent Signal officer by giving them giving responsibility and providing necessary guidance. I also noticed a chink in the armour at Div HQ in the weak AQ branch lacking the confidence of the GOC which I fully exploited to the advantage of the regiment.

Threats
The Regiment stationed at Ranchi in Bihar was no body’s baby. 9 Inf Div was placed under Central Command located at Lucknow. However. due to geographical constraints for administrative support it was dependent on Eastern Command at Calcutta. We also had a third master: for operations the formation came under 2 Corps located at Chandi Mandir in Haryana which itself was part of the Western Command then located at Shimla. It was a hopeless situation in so far as the ‘Chain of Command’ was concerned; I would at times get calls even from the Signal Directorate at Army HQ. Any one in the chain could find fault with us with none willing to extend a helping hand in a crisis situation or when a lapse had taken place. The Staff at Div HQ did not have much love lost for me personally a newcomer. Internally there were good chances of pilferages of the POL (Petrol Oil and lubricants) , rations and sale of the cheap liquor from the unit canteen to civilians as also misuse of local purchase privilege with the prevailing lowered threshold of honesty.

Strategy
The Strategy after detailed analysis of the situation and a deep deliberation that I evolved was to first convenience the officers and make them understand that our first priority as Signallers was to provide reliable communication to the formation possible only if the regiment was professionally competent. The next point that I stressed upon was the need to excel in the tasks assigned to the regiment in the training directive issued by the Formation HQ as also those offered and willingly accepted. With this achieved I assured them that every other problem could be tackled and I would then be able to act as a shield to protect the regiment from external pulls and pushes.

Junior Commanders
Deciding not to be too dependent on my listless senior officers I gave additional responsibilities and provided opportunities to the junior Captains and Second Lieutenants to exercise their imitative in the process I was prepared to accept a few mistakes committed by them. I did not believe in Zero error syndrome. My interest was in building their self confidence. However, this entailed a lot of guidance and supervision by me and also at times blowing hot and cold. It was with immense pleasure and satisfaction that I saw them growing fast professionally, delivering the goods every time and making my hands strong. To name a few the three stalwarts Rajeev, Choudhry and Sood as also Mehta come to my mind; same four were also together once again on the OST course at MCTE Mhow when I was their Faculty Commander. It was also important and I ensured to have efficient and honest officers posted at the Brigade Signal Companies especially those located at a distance from Ranchi to take care of any problems emanating from the three Brigade Commanders.

Annual Inspections
Charity begins at home and had to start at my level. Not only I had to be scrupulously honest and just in my dealings as the Commanding officer but my actions had to be visible; only then I could enforce discipline on the others. The reluctant individual who had over time got used to easy ways unfortunately had no options but to fall in line; their Black books despite valiant efforts on their part about my acts of commission and omission remained blank. I also lead the officers for the PPT (Physical Proficiency Test) as part of the GOC’s annual inspection though of 43 years by then I managed it without much difficulty.

Dividends
The pilferages stopped the regiment did not have a single malaria case that was rampant in other units the power of local purchase for mechanical transport and telecom equipment that has large loop-holes to be exploited was tightly controlled and kept under acceptable limits which resulted compliments whereas some other units had to face the GOC’s ire on both accounts. With the records at Ranchi and the unit having been away for long the publication of casualties in respect of the Jawans was in serious arrears; some case had even become time barred. This was effecting the pay and allowances of the jawans and causing latent dissatisfaction; I spoke to Records Officer at the Signal Training Centre and sent my Head Clerk to the record office at Jabalpur used some special provisions and eventually got the mess sorted out.

Troops Welfare
Next was the food for the jawans which I would check the preparations on daily basis. The quality of the food served in the regiment had interesting yet serious repercussions. With the GOC’s and GSO1’s personal staff getting attached to the regiment due to their administrative convenience for their meals the news about the high quality of food in the Signal Regiment soon spread to Div Camp resulting in a near revolt; with every jawan clamouring to join our Langhars this was some thing that was neither desirable in the overall interest of discipline nor acceptable to me. Hopefully, from the prodding of the OC troops the AQ and the Camp Commander by the GOC the quality of the food served to the Div Camp would have improved.
To be continued.......

Brig Lakshman Singh, VSM (Retd)

Challenges of Commanding a Signal Regiment

My long overdue promotion came through as Commanding officer of 9 Infantry Divisional Signal Regiment in 1973; possibly one of the very few non Staff College qualified to command a Divisional Signal Regiment. The regiment then located in Malout in Punjab was shortly to move to Ranchi in Bihar.

Maj Gen Dalbir then the GOC commanding the Division at Kalimpong had commanded 9 Division during the Bangladesh operations. A dominating personality both in size and demeanour blessed with a caustic tongue would spare no one even his brigade commanders if he found something not to his liking or amiss. He did find a solitary occasion to tick me off for fault of mine, later he did change his impression about me and compensated that with a remark at the time of my farewell courtesy call at his office. After the regulation cup of tea he wondered as to why I could not continue as his Commander Signals. To his kind thought I responded by asking if I could be of any help to Mrs Dalbir who was then staying at Ranchi in separated family quarters.

My wife’s association with Mrs Dalbir unfortunately did not find favour with the new setup and did create a few problems for me and my wife with veiled advice from various quarters to desist from being too close to the lady being offered in perfusion. However Jeet was made of a different mettle and did exactly what was demanded by the occasion unmindful of the consequences and with my full support.

On my way down to Siliguri to catch the train making connection to Ranchi I called on Brig Desai the CSO; I also had a lunch appointment with Brig Balaram at New Mal who very graciously waited for me even though I reached the Brigade offices Mess well past the lunch hour. Brig K Balaram, Commander 123 Brigade, with the Corps of Signal being his parent arm, would always stay in the Signals Mess in preference to the Alfa mess of HQ. Whenever he visited the Div HQ on duty in the afternoons he would dash to spent time in the Radio Mechanic Shop fiddling with massive valve radio sets.

With Jeet and family still at Dehra Dun I thought it prudent to move them to Ranchi during my joining time itself which still was a separated family station. Having settled them at Ranchi and leaving Jeet to fend for herself I left for Malout near Bhatinda in Punjab to take charge of my new assignment.

Once again I took charge of the regiment, all packed and ready to move like the earlier take over of 40 Medium Regiment Signal at Dehra Dun and that of the 81 Inf Brigade Signal Section during the Exercise ‘Doaba’. All the three command taking over were with the incumbents having already left.

I have been away in field area while my wife looking after the children and their schooling for the last three years or so. Back in Ranchi we had a Council of War with me declaring ‘I would have not much time to look after the family, commanding a regiment is a 24X7 job’. Her reply was equally curt and explicit ‘I have looked after your children for the last three years now it’s your turn’. As always the children and money became mine when it suited her otherwise I had no control on either of them. Though the children suffered in their studies she fulfilled her duties as the CO’s wife and the first lady of the regiment to a much more extent than what could be expected of her.

Commanding a unit in a peace station has its own perils. Domestic problems of the officers, petty jealousies of the ladies, both regimental as also of the formation resulting in disconnect among officers which soon manifest in the daily working. In addition I the new the Commander Signals perceived as an outsider; had a unsympathetic if not a downright hostile Div HQ Staff. The other Commanders were well bonded having faced the perils of the operations and shared the fruits of victory and the spoils of war together. This became even more obvious, when we all gathered for the Tea, post the GOC’s weekly conference at Div, will all of them huddled together leaving me standing aloof.

More importantly my shifting the family to Ranchi without approval was strongly frowned upon by the GOC and in tandem by the AQ which became a real dampener to my spirits. When the GOC gave me a baleful glare on this issue while interviewing me at Malhout I offered to send the family back to Dehradun which to some extent satisfied his ego. Perhaps the other reason for his being upset with me was that I had landed in the HQ already wearing the badges of my new rank thus depriving him of the privilege of doing the honour for which I had no solution to offer.

My own unit Majors and senior Captains were tired, dispirited and disinterested in their work unfortunately a few also not too honest; the temptations to dip in the till of rations and petrol and the cheap canteen liquor fetching good price in civil were too strong for them to resist.

I was soon to learn about the technical calibre, efficiency and capability of these so called seasoned officers in the process I nearly burnt my fingers. Come the first exercise with the Formation HQ on return to Ranchi; it was simple a move of the formation with its various elements to a distance of a few kilometres away from the town to check the various deployment drills and procedures.

My understanding that a unit back from Bangladesh operations and deployment on the Western front would be having all its drills well taped proved unfounded and came as a rude shock. I was happily unaware of the acronym SWOT learnt at the LDM Course at Secundrabad exactly two years later. However the analysis that I made after observing the internal and external environment of the regiment followed the same logic.
..... To be continued

Brig Lakshman Singh, VSM (Retd)

The Aura and Grandeur of Command

A Battalion is a military unit of around 500- 1500 men usually consisting of between two and six companies and typically commanded by a Lieutenant Colonel. Several battalions are grouped to form a Brigade.

In modern British forces, and other world armies a Lieutenant Colonel usually commands a regiment (in the artillery and armoured regiments) or a battalion in the Infantry.

In the upgraded Indian Army the Battalions are commanded by Full Colonels (red tab) and second in command is Lieutenant Colonel. The aura and grandeur of Lieutenant Colonel has been reduced to a Company Commander in the Indian Army.

Will this lowering of Rank structure augur well for the Indian Army? Maybe further up gradation is the process and in future the Battalions will be commanded by Brigadiers!

Lt Gen Harwant Singh in his article "Defence leadership: Incentives required to attract talent", posted on 09 Jun 2008 in this blog has aptly brought out the consequences of dilution in Ranks.
Quote: "In the military each rank carries a certain degree of aura and authority and any dilution or serious alteration of this structure tends to upset the hierarchical system and response to command authority." unquote

The aura and grandeur of a Battalion commander has surely been diluted. The time tested rank of a Lieutenant Colonel who has been a Battalion Commander for the last 200 years of the Indian Army has been relegated to rank of a Major. Does this augur well for the Indian Army? Have we fallen in a trap designed by the Bureaucrats to dilute the command and control structure of the Armed Forces?

We request readers to share their views.
Moderator

Learning to Command

The Corps Commander Lt Gen J N Choudhry arrives to witness the Hockey Match.

How a young officer learns to command and grow on joining his first unit and the role of the seniors NCO,s and Jawans who help him in the process . One has to learn by watching, asking, and following.

NDA
Cadets were embodied as recruits and trained as such. (As cadets we would line up in NDA early every month, for what was known as Pay Parade and were handed over the princely some of Rs 16, that was the salary of a recruit those days, that too from the Rs 800 we were required to bring from home and deposit in NDA. However, they were also introduced to the graces considered necessary in officers; Dress, Table manners, Etiquette and so on.

IMA
I was totally bereft of any idea of how to manage, lead or deal with JCOs, NCOs and OR, my encounters, till now having being with the Drill JCO the PT NCO or the Weapon Training staff at IMA and a few of the same at School of Signals. Coupled with this was the awe of senior officer ranks. The Platoon Commander at IMA and the Group Officer at the School both a Captain the first and only contact with an officer looked a towering figure; any rank above was much beyond my vision.

Section Commander
As 2 I/C of Main wireless section, it was, for me, a period of growing up as an officer, the process of learning by watching Capt Sikand and doing what he directed me to do I somehow became totally dependent on his presence and felt a bit lost when he proceeded on annual leave leaving me to survive on my own.

Troops
My grateful thanks to the NCOs who held my hand during critical periods and help develop my self- confidence. Men are very discerning possibly my attitude willingness to learn respect for their experience and knowledge made them come forward. The Indian Soldier never lets down his officer but first, one has to win his confidence and respect in turn by respecting his experience and knowledge.

Technical Stores
The Main Wireless section or rather its store which also served as the Section office with a folding table (Table Tele) and two folding leather stool for the section Officer Commanding (OC) and the Second in Command that was me to sit across was located in a ramshackle barrack.

399 Radio Set Shelter
Six Ton Studybaker vehicle with PE95 Generator
The Section had a mix of about 15 or so mobile vehicle mounted 400 watt SCR 399 radio sets of US Army and the Command Vehicle High Power (CVHP) with the Radio Set RS 53, of British origin along with Command Vehicle Low Power (CVLP) with radio set 19 HP and a number of PE 95, 15 KVA generators and assorted charging engines for the secondary batteries held.

RS 53
RS 19 HP
RS 62
The section also held Radio sets like 19, 19 HP and 62. There was a bewildering array of equipment spares, accessories and tools to my inexperienced eyes making it worse with some on the racks and the rest piled up in a haphazard manner on the floor of the store. As a routine we were required to be in the section office after lunch and before the games parade doing nothing even if we wanted to do with all the men away possible cutting grass of performing some such non- technical but essential task under the Subedar Major. What I still remember with amusement is the picture of the Section Havaldar busy most of the time making Lists, lists after lists- of men of equipment of vehicles and whatever.

The Corps Troops Shooting Competition Gill, Saran, self sitting and Siddhu on Mic

Company Commander
The OC Company the most non- technical officer commanding the most technical company was always meticulously turned out both in uniform and civies, a former Adjutant of Signal Training Centre Jabalpore where he had the reputation of changing his stiffly starched uniform three times a day, stiff most of the time he would Blow Hot and Cold. Sadly his efforts generally ended with predictable results to run the Science and Physics classes of the Ionosphere with his stick. For him winning the Corps Troops drill or shooting competition was more important that being the requirement of the day than the on- going CEME inspection of the equipment with even the Radio mechanics required for maintaining and preparing the equipment taken away from the command of the section. Maj Siddhu the Company Commander, would address me as Lakshman when in good spirits and as Mr Lakshman Singh when in foul mood. 2nd Lt were then designated as Mr, but now an extinct tribe.

Brig Lakshman Singh VSM (Retd)

Comments: The old school of Generals in the Army were sportsmen and proficient in troops games which trickled down the chain of command. Games and sports fostered and built team spirit and lasting relationships. Sadly the interest in sports and games has diminished which is discernible from the media reports where defence teams are in the background. Now our arm chair Generals, in lighter vein, would prefer to be office bound rather than find time to play/ encourage/ witness troop games.

Arms and the missing men

Does the pay commission address the army’s real problem— the huge shortage of officers? Its recommendations alone will certainly not do, writes Lt Gen Vinay Shankar.

Parity
Going by media headlines, the Sixth Pay Commission’s substantive message to the defence forces is that it has attempted to bring about pay parity with the bureaucrats — as if this is all that matters to them. Comparison is certainly an issue but it is not the only issue.

Steady disaffection
The defence services’ repeated pleas for a special pay board for them have never been accepted by the government, nor has the services’ request for at least including defence services officers as members of the Pay Commission Committee. Why do these legitimate requests get repeatedly stonewalled? The only explanation could be that the government is not yet sufficiently convinced about the necessity to treat the military as a special category. The consequence within the military is that of slow and steady disaffection.

Redressal
With each pay commission, some hopes do get rekindled. It has been the same during the period of deliberations of this pay commission. Now that the report is out, what is the denouement? The broad spectrum view is that Justice Srikrishna has been relatively more sensitive and more appreciative than his predecessors. He has tried to redress some of the disparities that the earlier pay commissions had inflicted. There are many issues that will still bother the defence services, but altogether there is recognition that this time there has been relatively greater understanding and commitment to address their concerns.

Real crisis
But the real issue is whether the dispensation that is eventually awarded on the basis of the pay commission’s recommendations has any direct impact on the crisis that the army is facing — the huge shortage of officers. It was on Army Day this year that the army chief drew the nation’s attention to this problem. Many believe that this is something that should have been done at least a decade ago.

Increasing commitments
The army has been unsuccessfully grappling with this problem for close to three decades. It began to hurt from about the mid- eighties— the time it was stretched to the point of snapping. The time when we were on an expeditionary mission in Sri Lanka, concurrently coping with Operation Blue Star and its aftermath, and also dealing with Operation Rhino in Assam. Since then, there has been no let up in the army’s commitments. As a matter of fact, the situation in Kashmir from 1990 onwards has further exacerbated matters.

Basic building block
It is important to know a little about how the army functions to better understand the gravity of the problem. The basic building block of the army is what we call a ‘unit’; also known as battalion or regiment depending on the corps to which the unit belongs. All the ‘action and execution’ in the army is at this level. After this level, the direct command of soldiers ceases.

Commanding officer
A unit is expected to have around 600 to 800 soldiers and 18 to 25 officers and is commanded by a colonel. It is at this level that an officer learns soldiering and the operational employment of his unit in battle. This level is also where the officer’s baptism to leadership is initiated. Similarly, soldiers after completing recruit training come to the units to be welded into a fighting force and imbibe values of loyalty, discipline, comradeship and pride in the profession of arms. But all this can only happen if there is good leadership in the unit. Otherwise who will teach, train and lead by example? Who will the soldiers and young officers aspire to emulate? Sufficiency and quality of officers is thus critical to the health of units, the basic building block of any army.

Weakening of Command
So when units do not have adequate numbers of officers the army’s foundation gets weakened. Let us see how critical the problem is. The quoted figure of shortage is about 11,000 to 12,000, which approximates to a deficiency of about 30 per cent. Since all the shortages are in the ranks of subalterns and captains, at the unit level this gets compounded to more than 50 per cent of the authorisation. Consequently, units today are making do with barely 8-12 officers against the 18-25 that should be there. Take away leave, sickness and other sundry commitments and the effective strength gets further whittled down to 4-6 officers.

Officer quality
It ought to be a matter of wonder then as to how our army, for instance, successfully fought the Kargil war and continues to effectively combat terrorism and militancy in J&K or in Assam and the Northeast. Some plain speaking on this score from within is necessary. We must admit that had the army been ‘better’ officered it could have accomplished much more or achieved what it did at lesser cost; better— both in terms of numbers of junior leaders and the overall quality of leaders.

Inherent strength
What the army managed to achieve has largely been due to its inherent resilience and the deeply ingrained ethos of duty above all else and delivering without bellyaching, values bequeathed to it in its formative years, post independence, by its leadership — a leadership which was not without its faults.

Lack of leadership
Symptoms of the growing ailment have been surfacing with increasing frequency over the last decade or so. Suicides, soldiers running amuck, court cases, moral turpitude, the list is long. There would be many explanations for the rash of disciplinary cases that are taking place but we must all accept that the principle reason is leadership.

Izzat
Debates on pay, perks and izzat and what constitutes good leadership material are interesting academic pursuits, but right now there is a crisis brewing. We need immediate answers and an action plan that can be implemented over the next five years.

Chief's concern
The army chief has publicly drawn attention to perhaps his single most important concern — not the gun, but the man behind the gun. The prime minister and defence minister should take note. This Pay Commission’s recommendations alone will certainly not do.

Lt Gen Vinay Shankar (Retd)
Former DG Arty

Reproduced: Thursday, March 27, 2008, Indian Express

Comments: Para headings included for convenience of Blog readers. A sound analysis which needs immediate attention on all aspects enumerated above to obviate the declining image of the Defence Forces.

Lessons from the Indian Army

Economic Times, published this lovely article about the Indian Army and there are a lot of lessons that corporate executives can pick-up from their best management practices. Therefore, employing an Ex Servicemen one has tapped a trained resource pool, that can make an impact in the corporate world.

Winner Every Time
The army believes in the doctrine of the “Warrior and a Winner”. In the battlefield, the “Winner Takes it All” and there’s no space for the second-best. Leaders instill the courage to swim against the tide and take risks. Leaders need to possess ingenuity and creativity to improve operating processes and procedures.

Flexibility
The army believes that no plan survives the first engagement, howsoever brilliant it is. Changes have to be incorporated after the enemy faces the first offensive and counters it. It’s important to be dynamic and flexible in decision-making.

Pay Packet
The army believes that money can’t bind an individual to an organization. The ethos, work culture and scope to achieve satisfaction are more important.

Command
The army follows the “directive style of command” where junior leaders don’t have to look over their shoulders at every stage of the battle. Flexibility and individual empowerment are important and bureaucracy does not work in the battlefield.

Motivation
The army doesn’t quantify productivity on monetary considerations. Esprit de corps, camaraderie, regimental pride, are some of the key motivators.

Intake
The army recruits through Screening Boards and Services selection Boards, the best and fittest are enrolled or commissioned. Many officers leave the Army mid-way as promotional chances are tunneled through a pyramid barrier. None the less the best are chosen for the Higher Command. Jawans mostly retire after an average stint of about 20 years.

Decision Making
In the battlefield, speed and boldness is more important than perfection. Indecisiveness can be a fatal flaw. An average decision taken on time can carry the day while a brilliant decision that came late can result in defeat.

Knowledge upgrade
The army believes sending its officers back to school to keep them updated. A high flying officer goes to top notch defence colleges every two to three years.

Know the way
Army leaders follow the dictum, “Know the way, show the way and go the way”