A tribute to our tactical commanders– The epitome of combat leadership in action

With the words “Ladies and gentlemen, I hereby declare Marawi City liberated from the terrorist influence that marks the beginning of the rehabilitation,” President Duterte signaled the end of five months of hostilities.

Who were the major players responsible for its success? Who made it possible for the war to be won? It is our hope that the heroes, both those who sacrificed their lives and those who live to tell, will be heard and seen and given the recognition and reward they need.

When the nation is confronted with threats to sovereignty or territory, the character of the leader becomes crucial to the decision-making process and the actions resulting from such decisions. We have been witness to such instances, where zeal drives rational men to do irrational acts, where ideology begets militant action that goes against the rules and the law.

During such times, the heart of a warrior and the experience of a commander are of most value. Often we have had to encourage our leaders to think and act with a military mindset, for that is what the situation asks for.

Combat leadership is best understood in the context of its realities: danger, chance, exertion, uncertainty, apprehension and frustration. With all these bearing on combat operations, there is a certain kind of character needed for a combat leader to prevail and conquer.

As Carl von Clausewitz says, “the genius for warfare is aggressive and physically energetic, bold and firm, and has a steady character and calm mind unphased by the circumstances of the moment.” That particular character of a combat leader can come in handy in times of crisis for those in charge.

Essential attributes

A quick look at the essential attributes of successful combat commanders (CC) gives us a better sense of what it took to liberate Marawi.

Character is the bedrock on which the whole edifice of leadership rests. With it, the full worth of an individual can be developed. Without it-particularly in the military profession-failure in peace, disaster in combat or at best, mediocrity in both, will result.

We often use this word “character” carelessly, there are those of notoriously evil character, as well as those of an exemplary one. Yet in its usual understanding, it stands for those magnificent traits that make tactical commanders achievers. It stands for the time-honored code of the officer corps. It stands for self-discipline, loyalty, readiness to accept responsibility and willingness to accept mistakes. It stands for selflessness, modesty, humility and willingness to sacrifice when necessary.

Courage could well be treated as a trait of character, as indeed it is. Yet it deserves, I believe, a separate category, for I know not of one recipient of our military history accolade for leadership of enduring fame who was not known for great gallantry.

There are two kinds of courage, physical and moral, and he/she who would be a true leader must have both. Both are products of the character-forming process, of the development of self-control, self-discipline, physical endurance, of knowledge of one’s job and therefore, of confidence.

These qualities minimize fear and maximize sound judgment under pressure, and with that indispensable thing called luck, often end up in success despite seemingly hopeless situations. Putting aside impulsive acts of reckless bravery, both kinds of courage bespeak an untroubled conscience, a mind at peace with God.

Positive attitude

A leader of warriors and liberators should be able to keep up with the best of his/her troops in the hottest regions and the toughest terrain. Energy means mental, physical and psychological stamina. Physical energy in combat is manifested in stamina, endurance and pushing oneself beyond the ordinary limits of the civilian threshold of pain and effort when the situation calls for it.

Positive attitude means the ability to think in terms of possibilities and opportunities, despite the odds. This in turn requires trusting your subordinates and allowing them to try new approaches, to learn, and even to fail, by allowing them such freedom. They will be able to exercise their initiative and resourcefulness which would result in their being more dependable, especially in combat.

With a positive attitude, one will always be able to learn from failure, and take action; that there is something better that can be done, and something you can do better than others.

Force and aggressiveness are also key traits that leaders must have.

Boldness, audacity and energy of a commander are mandatory, especially when imposing his will upon his command to get a specific result. In Mindanao, fierceness is premium. The forcefulness and aggressiveness of a commander, physical visibility in the frontlines of battle are vital to morale and a critical factor for the enemy to buckle down. Our Marawi Commanders did just that. They were at the forefront, leading, guiding, inspiring the troops, and showing the enemy the power of leadership in action.

Decisiveness is another must-have. This ability to make decisions quickly, correctly, and resolutely does not come easily. Situations in decision-making are not always black or white. Most of the time, these are shades of gray, requiring a lot of gray matter to discern and decide. This is the reason why many are hesitant to make a decision for fear of making the wrong one. But the Commander is duty-bound to decide, for indecision is the worst that could happen, especially tactical operations.

Fear of failure

The one battle most leaders and commanders lose is the battle against the fear of failure.

Decisiveness is a badge of command that gives the signal that one is in charge, that one has the entire situation under control. Knowing when to make the decision requires awareness of time and the effort needed to implement a decision, depending on its complexity.

Risk-taker, that is another given for the CC.

In a very fluid situation where life or death are the only two options, especially if the probability of death has greater odds, taking risks is a prerogative that can influence the situation for the better. A CC has under his stewardship soldiers whose families depend on their staying alive and coming home in one piece, breathing. Troops expect their officers to move with them, and lead them on the ground. Morale is impaired if they sense that the CC avoids danger. War is a gamble. The advantage goes to a leader who, after weighing the odds carefully, will not hesitate to plunge when his gut and instinct tell him that the decisive hour has come. And then he leads the way.

Loyalty is a core value of leadership, which stamps a unique and inviolable bond between a CC and the troops. It goes beyond commitment, and works both ways, defining command unity, solidarity and the fighting form of both individual and unit. That loyalty is anchored on shared experiences and close interaction further underscores its importance in the overall scheme of things. Where there is loyalty, there is a spirit of solidarity, one that drives committed soldiers to do great things and rise to the challenge of war and sacrifice.

These traits and characteristics define the basics of good CCs and successful leaders. It is evident, from the Marawi operations, and all the other military campaigns of our time, that there is no shortage of such good men and outstanding leaders in our military.

After all is said and done, our CCs deserve the highest accolade for heroism and gallantry. May their tribe increase.