Legion Of Honour Recipients

"The admirals' academy careers are a study in contrasts. King made the best record. He was one of the lucky plebes who reached the Caribbean during the Spanish-American War, although he missed the Battle of Santiago. A star man in academic standing and a member of the junior varsity football team, the Hustlers, throughout his four years at the academy, in his first-class year he was chosen to command the battalion and graduated number four in a class of sixty-seven. His last year was dangerous, however. Put on report three times for smoking, he narrowly escaped a spell in the Santee and invited much more serious trouble by Frenching out to visit a girl in Annapolis. On one occasion a friend, learning of an unscheduled inspection at 10:00pm, loyally frenched out himself to bring King back on time. A few years later King was assigned to the Executive Department at the academy. At dinner with the midshipmen in Bancroft Hall one evening he was asked if he had ever frenched out. He admitted that he had. The next question was, "Did you ever get caught?" "No," King replied, "but I almost did." "How did you manage not to?" the midshipman persisted. "I am afraid I cannot tell you now," King parried, "but when you graduate, come out to my house and I will give you a drink and tell you how to French out and not be caught.""

"Whatever his failings in interpersonal relations, King was a superb administrator and a determined foe of bureaucratization. His Fleet Staff was kept purposefully small and officers were constantly rotated in from sea duty, then rotated out again in a year or so- before they could acquire what King balefully referred to as "the Washington mentality.""

"[King was] opinionated, short-tempered, highly irascible, and rude."

"We knew that America needed a shot in the national arm. Since December 7, 1941, our national heritage had yielded to a prideless humiliation. Half of our fleet still sat on the bottom of Pearl Harbor. The Philippines were gone, Guam and Wake had fallen, the Japanese were approaching Australia. What Admiral King saw, and what he jammed down the throats of the Joint Chiefs of Staff, was that just possibly the mighty Japanese had overextended. He saw that just possibly a strike by us could halt their eastward parade. The only weapon he held, the only weapon America held, was a woefully understrength fleet and one woefully ill-equipped and partially trained Marine division."

"Ernest King was something else again. Although I had met him in prewar years, neither I nor many people ever knew him. His prewar reputation- juniors liked to say he shaved with a blowtorch- raised him to almost demigod status in the eyes of some of his subordinates. Probably because the Marine Corps boasted its unique brand of toughness I wasn't much concerned about his reputation. Upon paying my first call to him as Commandant I did think we should understand each other, so before taking my leave I said, "Admiral, I want to tell you what I have always told seniors when reporting for duty. If one of your decisions is in my opinion going to affect the Marine Corps adversely, I shall feel it my duty to explain our position on the subject, no matter how disagreeable this may be. If you disagree, I expect to keep right on explaining until such time as you make a final decision. If I do not agree with that, I will try to work with it anyway. I say this, sir, because if you want a rubber stamp you can go to the nearest Kresge store and buy one for twenty-five cents." King stared at me a moment, then abruptly nodded his head- a characteristic gesture. In the event, I worked more closely with his deputy chief, Admiral Horne, his chief of staff, Admiral Edwards, and his planner, Admiral Savvy Cooke. [On a few matters] I was forced to go to him and I generally won my point."

"The news was a stunning blow, and it quickly rippled all the way back to Pearl Harbor and to Admiral Ernest King, Chief of Naval Operations, in Washington, D.C. Both King and Admiral Nimitz, in particular, were concerned about the impact of the tragedy on the impending plans to bomb Japan. They feared a controversy in the midst of what could be the war's- and the Navy's- finest hour."

"[King was] perhaps the most disliked Allied leader of World War II. Only British Field Marshal Montgomery may have had more enemies... King also loved parties and often drank to excess. Apparently, he reserved his charm for the wives of fellow naval officers. On the job, he "seemed always to be angry or annoyed"."

"The trial would begin in five days, on December 3, 1945. Admiral Nimitz and Admiral Spruance had disagreed with the inquiry's initial recommendation and suggested a letter of reprimand. However, the Chief of Naval Operations, Admiral King a stern and "by-the-book" Navy man, pressed for the trial, and Secretary Forrestal agreed... McVay had less than a week to prepare his defense. King, eager to hurry the proceedings, had refused McVay his first choice of counsel when his preferred lawyer proved not immediately available. McVay wound up with an inexperienced lawyer."

"Discipline is willing obedience to attain the greatest good by the greatest number. It means [the] laying aside, for the time being, of ordinary everyday go-as-you-please and do-what-you-like. It means one for all and all for one- teamwork. It means a machine- not of inert metal, but one of living men- an integrated human machine in which each does his part and contributes his full share."

"Anyone who won't take a chance now and then isn't worth a damn."

"Every naval officer has a job to do. He should do that job out of a sense of duty and should not get recognition for having done what he has been trained to do. His only reward should be the satisfaction of knowing that he has done the job well and to the best of his ability."

"Initiative means freedom to act, but it does not mean freedom to act in an offhand or casual manner."

"There is work in plenty for all hands- officers and men."

"The way to victory is long. The going will be hard. We will do the best we can with what we've got. We must have more planes and ships- at once. Then it will be our turn to strike. We will win through- in time."

"Machines are as nothing without men. Men are as nothing without morale."

"CINCUS to Vandegrift for his flyers- Many happy returns Sunday and congratulations- Keep knocking them off."

"I'd say they started something at Pearl Harbor that they are not going to finish. We are going to win this war."

"Our days of victory are in the making."

"I have a philosophy that when you have a commander in the field, let him know what you want done and then let him alone. I have two other philosophies. One is: Do the best you can with what you have. The other is: Do not worry about water over the dam."

"We knew what Nimitz was doing. He did the right thing, and we let him alone."

"Stalin knew just what it was he wanted when he came to Teheran, and he got it. Stalin is a stark realist, and there is no foolishness about him. He speaks briefly and directly to the point- not a wasted word."

"Well done, Frank Knox. We dedicate ourselves, one and all, to what surely would have been his last order- 'Carry On!'"

"Well, it's all over. I wonder what I'm going to do tomorrow."

"I can best stress the importance of the U.S. Navy to the American people when I state that without sea power on our side the United States would never have become a nation, would not have continued to exist as a nation, and even more specifically would not have won the great World War just so successfully concluded."

"Calculating risks does not mean taking a gamble. It is more than figuring the odds. It is not reducible to a formula. It is the analysis of all factors which collectively indicate whether or not the consequences to ourselves will be more than compensated for by the damage to the enemy or interference with his plans. Correct calculation of risks, by orderly reasoning, is the responsibility of every naval officer who participates in combat, and many who do not."

"The war has been variously termed a war of production and a war of machines. Whatever else it is, so far as the United States is concerned, it is a war of logistics."

"The actions in the Coral Sea and at Midway did much to wrest the initiative from the enemy and slow down further advance. Our first really offensive operation was the seizure of Guadalcanal in August 1942. This campaign was followed by a general offensive made possible by increases in our amphibious forces and in our naval forces in general, which has continued to gain momentum on the entire Pacific front. At the end of February 1944, the enemy had been cleared from the Aleutians, had been pushed well out of the Solomons, and was forced to adopt a defensive delaying strategy. Meanwhile, our own positions in the Pacific had been strengthened."

"The war in the Pacific may be regarded as having four stages: (a) The defensive, when we were engaged almost exclusively in protecting our shores and our lines of communication from the encroachments of the enemy. (b) The defensive-offensive, during which, although our operations were chiefly defensive in character, we were able nevertheless to take certain defensive measures. (c) The offensive-defensive, covering the period immediately following our seizure of the initiative, but during which we still had to use a large part of our forces to defend our recent gains. (d) The offensive, which began when our advance bases were no longer seriously threatened and we became able to attack the enemy at places of our own choosing."

"The operations in the Marshall Islands carried out by the forces under Vice Admiral Spruance were characterized by excellent planning and by almost perfect timing in the execution of those plans. The entire operation was a full credit to those who participated, and it is a noteworthy example of the results that may be expected from good staff work."

"For reasons of security, our submarine operations throughout the Pacific can be discussed only in very general terms. No branch of the naval service, however, has acquitted itself more creditably. Submarine commanding officers are skillful, daring and resourceful. Their crews are well trained and efficient. Their morale is high, and in direct ratio to the success of submarine operations. Materially our submarines are in excellent shape, and we have kept up to the minute in all features of design and scientific development and research. The versatility of our submarines has been so repeatedly demonstrated throughout the war that the Japanese know only too well that in no part of the Pacific Ocean are they safe from submarine attack. When the full story can be told, it will constitute one of the most stirring chapters in the annals of naval warfare."

"While we contemplate with pride the accomplishments of the past twelve months- accomplishments without precedent in naval history- we must never forget that there is a long, tough and laborious road ahead."

"In connection with the matter of command in the field, there is perhaps a popular misconception that the Army and the Navy were intermingled in a standard form of joint operational organization in every theater throughout the world. Actually, the situation was never the same in any two areas. For example, after General of the Army Dwight D. Eisenhower had completed his landing in Normandy, his operation became purely a land campaign. The Navy was responsible for maintaining the line of communications across the ocean and for certain supply operations in the ports of Europe, and small naval groups became part of the land army for certain special purposes, such as the boat groups which helped in the crossing of the Rhine. But the strategy and tactics of the great battles leading up to the surrender of Germany were primarily army affairs and no naval officer had anything directly to do with the command of this land campaign. A different situation existed in the Pacific, where, in the process of capturing small atolls, the fighting was almost entirely within range of naval gunfire; that is to say, the whole operation of capturing an atoll was amphibious in nature, with artillery and air-support primarily naval. This situation called for a mixed Army-Navy organization which was entrusted to the command of Fleet Admiral Nimitz. A still different situation existed in the early days of the war during the Solomon Islands campaign where Army and Navy became, of necessity, so thoroughly intermingled that they were, to all practical purposes, a single service directed by Admiral William F. Halsey, Jr. Under General of the Army Douglas MacArthur, Army, Army Aviation, and the naval components of his command were separate entities tied together only at the top in the person of General MacArthur himself. In the Mediterranean the scheme of command differed somewhat from all the others."

"The end of the war came before we had dared to expect it. As late as August 1943 strategic studies drawn up by the British and United States planners contemplated the war against Japan continuing far into 1947. Even the latest plans were based upon the Japanese war lasting a year after the fall of Germany. Actually Japan's defeat came within three months of Germany's collapse. The nation can be thankful that the unrelenting acceleration of our power in the Pacific ended the war in 1945."

"The price of victory has been high. Beginning with the dark days of December 1941 and continuing until September 1945, when the ships of the Pacific Fleet steamed triumphant into Tokyo Bay, the Navy's losses were severe. The casualties of the United States Navy, Marine Corps and Coast Guard reached the totals of 56,206 dead, 80,259 wounded, and 8,967 missing. Many of these gallant men fell in battle; many were lost in strenuous and hazardous operations convoying our shipping or patrolling the seas and skies; others were killed in training for the duties that Fate would not permit them to carry out. All honor to these heroic men. To their families and to those who have suffered the physical and mental anguish of wounds, the Navy includes its sympathy in that of the country they served so well. It is my sincere hope- and expectation- that the United States will hereafter remain ever ready to support and maintain the peace of the world by being ever ready to back up its words with deeds."

"I didn't like the atom bomb or any part of it."

"To the Class of 1901, United States Naval Academy."

"Any man facing a major decision acts, consciously or otherwise, upon the training and beliefs of a lifetime. This is no less true of a military commander than of a surgeon who, while operating, suddenly encounters an unsuspected complication. In both instances, the men must act immediately, with little time for reflection, and if they are successful in dealing with the unexpected it is upon the basis of past experience and training. As any decisions that I made during World War II sprang from the forty-four years' service that were behind me in 1941, I wish to acquaint the reader with the background of my professional life so that he may better understand their origins."

"The United States has never had the tradition of a military class. The President of the United States is the Commander in Chief of the Armed Services, and the officers and enlisted men of the Army, Navy, and Air Force are drawn from all classes of American life and must be trained from scratch."

"Fourth, Lieutenant Commander Edward Ellsberg, Construction Corps, the salvage officer, was in direct personal charge of the actual salvage work and diving operations; his technical knowledge and resourcefulness were adequate for all of the innumerable setbacks and difficulties; he developed an improved underwater cutting torch, worked out the technique of handling the pontoons, learned to dive during the months the actual operations were suspended and actually went down on the wreck some three times during the spring operations; he was the embodiment of perseverance and determination."

"Historically ... it is traditional and habitual for us to be inadequately prepared. This is the combined result of a number factors, the character of which is only indicated: democracy, which tends to make everyone believe that he knows it all; the preponderance (inherent in democracy) of people whose real interest is in their own welfare as individuals; the glorification of our own victories in war and the corresponding ignorance of our defeats (and disgraces) and of their basic causes; the inability of the average individual (the man in the street) to understand the cause and effect not only in foreign but domestic affairs, as well as his lack of interest in such matters. Added to these elements is the manner in which our representative (republican) form of government has developed as to put a premium on mediocrity and to emphasise the defects of the electorate already mentioned."

"While directing the movements of his ships in the western Pacific, Yamamoto, who fully realized the potential strength of the United States, was watching for the reaction of Nimitz and the possible approach of reinforcements. Neither King nor Nimitz could be lured into false moves by any of his strategems or taunted into premature action by newspaper critics at home."

""Admiral, asked McCrea, "is this story true that I hear about?" "Well, John, I don't know," replied King, deadpan. "Which story is it?" "They tell me," McCrea went on, "you were heard to say recently, 'Yes, damn it, when they get in trouble they send for the sons of bitches.'" King couldn't help but smile. "No, John, I didn't say it. But I will say this: If I had thought of it, I would have said it.""

"FLEET ADMIRAL ERNEST JOSEPH KING, USN. Born Ohio 1878. Annapolis Class of 1901. As Lt. Comdr., assigned first command, DD Terry, 1914. Awarded Navy Cross, 1916, for service as Assistant Chief of Staff to the Commander-in-Chief, Atlantic Fleet. Promoted to Comdr., 1917, Capt., 1922. Commanded Submarine Base, New London, 1923-1926,; USS Lexington, 1930-2. Served as Chief, Bureau of Aeronautics, 1933-6. Promoted Rear Admiral, 1939. In Feb. 1941, became Commander-in-Chief, Atlantic Fleet. Appointed Commander-in-Chief, U.S. Fleet, Dec. 1941, and Chief of Naval Operations, 1942. On Dec. 20, 1944, achieved newly established highest rank, Fleet Admiral. Awarded 3 DSM's, numerous other decorations, American and foreign."

"In the wake of the Pearl Harbor disaster, President Roosevelt made sweeping changes in the navy high command. When word of these changes reached the submarine force, there were cheers. The key people, it seemed, were all submariners. First, and most important, Roosevelt named Admiral Ernest Joseph King, Jr., to the post of Commander in Chief, United States Fleet, and Chief of Naval Operations, replacing Admiral Stark. King had commanded the Submarine Base at New London and a division of S-boats and had played a key role in salvaging two sunken submarines in the 1920s, the S-51 and the S-4. Although King had never commanded a submarine, he wore the dolphin insignia plus his aviator's wings. Second, King appointed former submariner Chester Nimitz to replace Kimmel (and Pye) as Commander in Chief, Pacific Fleet. After his submarine service before and during World War I, Nimitz had established the Submarine Base at Pearl Harbor and then commanded a division of early fleet boats, including Barracuda, Bass, and Bonita. King's staff in Washington was laced with submariners. For his deputy chief of staff he named Richard Edwards, then commanding Submarines Atlantic. Edwards, who would eventually become King's right arm, had commanded a squadron of fleet boats, and the Submarine Base at New London and had helped Lockwood fight for the Tambor class before the General Board in 1938. For his operations officer, King picked Francis Stuart ("Frog") Low, another submariner. Later, King appointed one-time submariner Charles Maynard ("Savvy") Cooke to be Assistant Chief of Staff for War Plans."

"Ironically, during four years of war, MacArthur may have owed the most to the very people he was certain were out to discredit and disparage him. While never among his fans, Franklin Roosevelt and George Marshall nonetheless consistently supported MacArthur within the framework of their global priorities, from the first efforts to resupply the Philippines to MacArthur's appointment as Allied supreme commander. Even then, where would MacArthur's Southwest Pacific Area have been had not Ernie King urged the Joint Chiefs to pour resources into the Pacific and wage a two-front war?"

"In a caravan of recon cars we serpentined through traffic that churned the Normandy roads into a trail of choking white dust. It parched our throats, watered our eyes, and chalked King's neat blues. From Omaha we turned toward Isigny, past the dry, malodorous tidal basin at Grandcamp-les-Bains where the enemy had destroyed a dozen fishing craft and damaged the tidal gates. From offshore a salvo echoed across the beach as the battleship Texas lobbed its broadsides into the Carentan flats where the enemy had withdrawn behind that city. After having so persistently badgered the Navy for capital ships in the bombardment, I was anxious that King see the effects of his big guns in the streets of Isigny. Hansen had parked two armored cars in the village square to cover our party with their guns. With General Marshall, King, Arnold, and Eisenhower bunched together in three open cars, an enemy sniper could have won immortality as a hero of the Reich."

"Betty Stark, known to the more junior officers of the Joint Staff Mission as "Tugboat Annie," was an easy man to get on with. Ernie King on the other hand was a difficult man to like. He had recently become Commander-in-Chief US Fleet and was effectively in charge of the day to day running of the US Navy, leaving the grand strategy to stark. This arrangement did not really work, and in March Stark moved to London as Commander-in-Chief US Naval Forces Europe, while King became both C-in-CUS and CNO. Nobody ever found King an easy man. He appeared prejudiced against all things British, but was probably better described as a ferocious Americanophile. He considered that any deployment of American forces in Europe, or, worse, North Africa was wasted as it detracted from the main theatre of the US Navy, the Pacific. His biggest dislikes were mixing US and Royal Navy ships in a combined force, or allowing US Navy ships to serve under foreign, especially British, command."

"In a period of one month- March 1942- King had inspired and advocated the plans and strategy that would govern the entire course of the war in the Pacific."

"King's role in the war was indispensable. He not only oversaw the expansion of the Navy, but he was also involved in plotting military strategy, directing the antisubmarine effort (he created the Tenth Fleet, a paper organization with himself at its head, to coordinate the antisubmarine war in the Atlantic), and helping coordinate American strategy and operations with those of the Allies. King retired in late 1945, shortly after promotion to five-star rank. For several years thereafter he served as an adviser to the Secretary of the Navy and to the President."

"In actual practice much of the Pacific war was devised by Admirals King and Nimitz. They were thus thrown into the closest cooperation, though most of the time they were far apart geographically. They maintained a constant dialogue in the form of radio dispatches, often several a day, letters, exchanges of representatives, and periodic meetings, usually in the Federal Building, San Francisco, King flying there from Washington and Nimitz from his headquarters in the Pacific. Though Admiral King's tone in communicating with Nimitz was occasionally acerbic, as was his nature, it is clear that the two commanders greatly respected each other. At the end of the war, King recommended Nimitz to be his successor as Chief of Naval Operations. Although their styles were in sharp contrast, King and Nimitz were more alike than different. Simplicity and directness were the keynotes of their characters. They were both dedicated to their country and to the Navy, though King's interests were more narrowly naval. Both were men of integrity and keen intelligence, and both were born strategists and organizers, with a genius for clarifying and simplifying and a jaundiced eye for the useless complications and waste emotion. Their chief difference lay in their attitudes toward their fellow human beings. King had little of Nimitz's understanding of, and empathy for, people. Said one of King's wartime associates, "Every great man has his blind spot, and his was personnel." King went to great lengths to draw into his command the sort of men he wanted and to eliminate those he did not. The results were not always fortunate. Several cases of his placing the wrong man in the wrong spot for the wrong reasons could be cited."