AUSSIES & KIWIS IN VIETNAM: A LEADERSHIP LESSON
One recent Saturday morning I watched a move entitled “Danger Close,” which dramatizes one experience Australian and New Zealand soldiers in the Vietnam War of the 1960s and early 1970s. Although we Americans tend to think of Vietnam as totally our disaster in an Asian land war, we need have allies like the Aussies and Kiwis fighting with us in addition to the South Vietnamese.
In August 1966 as I was turning 16 years of age, an Australian army regiment complimented by a New Zealand detachment was based in the southern area of the then South Vietnam. The area was near the coast of the South China Sea and had jungle broken by numerous former rubber plantations which was a remainder of the French colonial era. Their fire base had artillery to support the infantry in the field.
One night the base was hit by a barge of mortar rounds fired by the enemy. The base commanders decided the next day to send out a company-size patrol to find and destroy the mortars. Company D was selected, commanded by Major Harry Smith. Smith was a career military officer. He had served in the Malaysian Emergency of the 1950s in which British imperial forces had kept the future Asian states of Malaysia and Singapore from communist domination. Smith then was assigned to Australian special forces and when he came to command Company D earlier in 1966, he brought the commando mindset with him for enhanced training and preparedness for any situation.
Thus, Company D was the best trained unit in the regiment, a state or readiness not always appreciated by his soldiers. The unit was a mixture of volunteers and draftees with an average age of 20. And Smith’s superior officers in the regiment also did not appreciate Smith’s affinity for special forces. Major Smith wanted the assignment for the mission, and he got it. The unit had 109 Australian soldiers and a 3-man artillery spotter team of New Zealand soldiers.
In the field about 5 miles from the base on a hot and humid day Company D found where the mortars had been fired with no enemy in sight. Proceeding onward to attempt to engage the enemy, the unit was ambushed by regular North Vietnamese (RNVN) soldiers. Smith’s company was a mess of a situation because the company’s platoons were separated at the time. The forward platoon was overrun by the enemy.
Air support was nonexistent because of heavy rains. Artillery support from the base was very active and helpful to Company D to keep RNVN soldiers from effectively attacking the two other platoons. The attacks were so violent that ammunition became scarce. Helicopters dropped extra ammo on top of the company, so much so that the soldiers had to dodge the falling ammo boxes.
When the regiment became cognizant. His commanders ordered Smith to retreat and return to base. He refused. Smith requested the armored personnel carriers (APCs) to come to him for relief. His superiors initially feared that doing so would open the base to RNVN attack, but they finally relented.
The APCs wanted an hour to assist Company D. In the meantime, the unit suffered repeated attacks from what was estimated at 2000 enemy soldiers, a ratio of 20:1. When all seemed lost for the unit, Smith encouraged his soldiers with the words, “Remember who you are.” Realizing that they were skilled and trained soldiers kept them from being annihilated. When the APCs arrived, the enemy was driven away. When Company D returned to base, the body count was 18 dead while the enemy lost about 245 dead on the field.
I use many military lessons for leadership because when people are locked in a life-and-death struggle, leadership usually determines success or failure. Take my previous post about the Irish company at Jadotville, Commandant Quilan made the difference in that not one Irish soldier was killed despite overwhelming attacked by a force of a 20:1 numerical advantage. Or take the engagement on Little Round Top at Gettysburg in July 1863, when Colonel Chamberlain of the 20th Maine Regiment ordered his soldiers to fix bayonets when they ran out of ammunition and then charge the enemy, he also made a positive difference.
So, here are the leadership takeaways from Major Harry Smith-
Training those for whom you are responsible is essential.
Keeping one’s wits about himself in times of crisis keeps one’s unit morale high.
Offering encouragement to the troops is essential.
The mission comes first.