Navy Cross Recipients

"Both in Europe and in the Pacific long roads still lie ahead. But we are now fully entered on those roads, fortified with unity, power, and experience, imbued with confidence and determined to travel far and fast to victory."

"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 final phase of the Pacific naval war commenced with the assault on Iwo Jima in February 1945, closely followed by that on Okinawa in April. These two positions were inner defenses of Japan itself; their capture by United States forces meant that the heart of the Empire would from then on be exposed to the full fury of attack, not only by our carrier aircraft but also by land-based planes, the latter in a strength comparable to that which wreaked such devastation against the better protected and less vulnerable cities of Germany. After Okinawa was in our hands, the Japanese were in a desperate situation, which could only be alleviated if they could strike a counterblow, either by damaging our fleet or by driving us from our advanced island positions. The inability of the Japanese to do either was strong evidence of their increasing impotence and indicated that the end could not be long delayed."

"The defensive organization of Iwo Jima was the most complete and effective yet encountered. The beaches were flanked by high terrain favorable to the defenders. Artillery, mortars, and rocket launchers were well concealed, yet could register on both beaches- in fact, on any point on the island. Observation was possible, both from Mount Suribachi at the south end and from a number of commanding hills and steep defiles sloping to the sea from all sides of the central Motoyama tableland afforded excellent natural cover and concealment, and lent themselves readily to the construction of subterranean positions to which the Japanese are addicted. Knowing the superiority of the firepower which would be brought against them by air, sea, and land, they had gone underground most effectively, while remaining ready to man their positions with mortars, machine guns, and other portable weapons the instant our troops started to attack. The defenders were dedicated to expending themselves- but expending themselves skillfully and protractedly in order to exact the uttermost toll from the attackers. Small wonder then that every step had to be won slowly by men inching forward with hand weapons, and at heavy costs. There was no other way of doing it. The skill and gallantry of our Marines in this exceptionally difficult enterprise was worthy of their best traditions and deserving of the highest commendation. This was equally true of the naval units acting in their support, especially those engaged at the hazardous beaches. American history offers no finer example of courage, ardor and efficiency."

"Never before in the history of war had there been a more convincing example of the effectiveness of sea power than when a well-armed, highly efficient and undefeated army of over a million men surrendered their homeland unconditionally to the invader without even token resistance. True, the devastation already wrought by past bombings, as well as the terrible demonstration of power by the first atomic bombs, augured nothing less for the Japanese than total extinction; yet without sea power there would have been no possession of Saipan, Iwo Jima, and Okinawa from which to launch these bombings. True, the Japanese homeland might have been taken by assault in one final amphibious operation of tremendous magnitude, yet without sea power such an assault could not have been attempted."

"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'll never forgive the Army for not taking at least part of the blame for Pearl Harbor. That was why I didn't like Stimson."

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

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

"During the war I kept neither a diary nor notes. I had then neither the time nor the inclination, and like most sailors, who through necessity "travel light," I have not accumulated any substantial body of personal papers. Since my relief as Chief of Naval Operations on 15 December 1945, I have spent many hours in recalling the events of World War II and of my earlier life in the Navy. My source has been my memory, verified and supplemented by references to official records and by the recollections of officers who assisted me in my wartime duties. The reader must therefore take this book on faith, for its statements are not bolstered by citations of numerous documents. I must ask him to believe, however, that I have made a sincere and conscientious effort to avoid the inspiration of hindsight and to record matters as they seemed at the time."

"War has changed little in principle from the beginning of recorded history. The mechanized warfare of today is only an evolution of the time when men fought with clubs and stones, and its machines are as nothing without the men who invent them, man them and give them life. War is force- force to the utmost- force to make the enemy yield to our own will- to yield because they see their comrades killed and wounded- to yield because their own will to fight is broken. War is men against men. Mechanized war is still men against men, for machines are masses of inert metal without the men who control them- or destroy them."

"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."

"First, all hands gave their best and their utmost, day and night, in good weather and bad, in order that the work might progress with all practicable dispatch. Second, the divers encountered the hazards of their work with unfailing readiness, with the greatest skill and frequently the greatest intrepidity and daring; it is trite to say that the job could not have been done without them; it is true to say that none could have done more than they did. Third, the commanding officer of the Falcon, Lieutenant Henry Hartley, whose seamanship was of the highest order, whose advice in all matters was invaluable, whose judgement was eminently sound, displayed a devotion to duty which was unceasing and a constant example to all hands."

"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."

"On the afternoon of 28 February 1939 King and Halsey went together on board Houston where some twenty or more flag officers of the United States Fleet had been summoned to pay their respects to the Commander in Chief of the Army and Navy. President Roosevelt was in high spirits, for he loved the Navy and always visibly expanded when at sea. As the admirals greeted him, he would have some pleasant, half-teasing personal message for each. King, when his turn came, shook hands and said that he hoped the President liked the manner in which naval aviation was improving month by month, if not day by day. Mr. Roosevelt seemed pleased by this, and, after a brief chat, admonished King, in his bantering way, to watch out for the Japanese and the Germans. King made no attempt to hold further conversation with the President, even though Admiral Bloch urged him to do so. He had never "greased" anyone during his forty-two years of service and did not propose to begin, particularly at a moment when many of the admirals were trying so hard to please Mr. Roosevelt that it was obvious. He had paid his respects civilly; he was in plain sight, and felt that the President could easily summon him if there were anything more to say. He believed that his record would speak for itself, and that it was not likely to be improved by anything that he might say at this moment. It seemed that the die was already cast, although the President's decision would not be made known for some weeks."

"King, when told that he could have eggs or pancakes and toast and coffee, asked with the severity of expression that has often disconcerted those who do not know his fondness for teasing, why he could not have both. The waiter gasped, but shortly returned with a monumental plate of eggs and pancakes that caused Marshall to wonder how King got that huge breakfast. The answer was simple: "I asked for it!" Although in some doubt as to whether he could eat his way through what he had brought on himself, the food tasted so good after a week in wartime London that King eventually disposed of it. He then in Navy fashion thanked the mess officer, asked to look over the galley, and congratulated and shook hands with the cooks."

"a. Would it further threaten or cut Japanese lines of communications? b. Would it contribute to the attainment of positions of readiness from which a full-scale offensive could be launched against Japan?"

"Do the best you can with what you have. Do not worry about water that has gone over the dam. Difficulties exist to be overcome."

"Dear Harriet: I have your letter of January 6th- and am interested to learn that you have to do my biography as part of your English work. As to your questions: I drink a little wine, now and then. I smoke about one pack of cigarettes a day. I think I like Spencer Tracy as well as any of the movie stars. My hobby is cross-word puzzles- when they are difficult. My favorite sport is golf- when I can get to play it- otherwise, I am fond of walking. Hoping that all will go well with your English work, I am, Very truly yours, E.J. KING Admiral, U.S. Navy"

"When they get in trouble they send for the sons-of-bitches."

""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.""

"He is the most even-tempered person in the United States Navy. He is always in a rage."

"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."

"Diplomacy, tact, and forbearance were not words to be associated with Ernest King, even at a young age. When his mother once scolded him for expressing his dislike in front of the hostess, seven-year-old Ernest held his ground. "It's true," he insisted, "I don't like it." Absolute candor, no matter how rude or insulting, became his trademark. "If I didn't agree," King later reminisced, "I said so.""

"Whereas Leahy was stern, reserved, and even dour, King was nothing short of bombastic. Throughout his career, King's personality was routinely commented upon- and frequently feared- by his contemporaries and junior officers alike. His seniors usually found it merely annoying, although many- Forrestal was clearly an exception- tended to overlook his grating manner because there was no question that this demanding and strong-willed individual was also highly intelligent and capable of delivering results. King simply had no tolerance for subordinates who failed to carry out his orders to his satisfaction. Considering King's satisfaction was a very high bar, many failed to clear it. "On the job" wrote historian Robert Love in his history of the chiefs of naval operations, "[King] seemed always to be angry or annoyed." But some of that anger or annoyance may well have been a mask that was best breached when one stood up to him or took the initiative in doing what King likely would have done had he been in the other's shoes."

"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."

"King on the other hand is a shrewd and somewhat swollen headed individual. His vision is mainly limited to the Pacific, and any operation calculated to distract from the force available in the Pacific does not meet with his support or approval. He does not approach the problems from a worldwide war point of view, but instead with one biased entirely in favour of the Pacific. Although he pays lip service to the fundamental policy that we must defeat Germany and then turn on Japan, he fails to apply it in any problems connected with the war."

"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 attitude was a paradox. He griped about too many people getting decorations, but he refused to establish a policy that would end the confusion. Nimitz was his voice of conscience, besieging King to approve the Purple Heart or to define different grades for the Legion of Merit. But it was futile. King did nothing. Nimitz tried to force the issue at their January 1944 meeting in San Francisco by demanding a formal board to standardize the awarding of decorations. All the services had different rules, argued Nimitz, and the Army Air Force was notably generous. If the services could not agree on a common policy, then the President should act. King stalled with a promise to study the problem. King's thinking began to change in June 1944. Just before King had left to watch the Normandy landings, Abby Dunlap had warned him that when the war was over the Army Air Force would get all the credit and the Navy would be forgotten. King thought she was too pessimistic. But when he next saw Abby and Betsy Matter following the invasion, he told Abby she had been right."

"King's bluntness went to extremes, because of his sense of self-righteousness and an undisciplined temper. Tact and discretion too often lost out to emotional excesses, especially in his early career. Together with his intellectual arrogance and lack of humility, King simply considered that he had more brains than anyone else in the Navy and acted accordingly."

"Paradoxically, King resented anyone who treated him the way he treated others, yet there is little evidence that he tried very hard to be more considerate or patient with other people. Throughout his life King would be a harsh and often intolerant judge of character, but his memoirs are mute on his own self-appraisal- other than when as an ensign he vowed to shed his softness and become a tough naval officer."

"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 the interim, Halsey was sent on an inspection trip of the Southwest Pacific, or so he thought. At the time, the navy and marine corps were fighting desperately to retain their toehold on Guadalcanal and thus prevent the Japanese from cutting their line of communications from the United States to New Zealand and Australia. As mentioned in previous chapters, the commander of this mission, Admiral Ghormley, was not up to the job. So just as Halsey's seaplane landed at Ghormley's headquarters, Halsey was handed a classified message telling him to assume command immediately. Morale shot up, and sailors were sometimes overheard arguing whether Halsey was worth two or three carriers. That hyperbole is not as fanciful as it seems and comes under the expression "leadership as a combat force multiplier." A competent admiral will make much better use of his fleet, inflict more damage on his opponent, and suffer less damage to his own. Hence, in a very real way, Halsey was worth a carrier or two, if not three. It all depends on the consideration given to the factor of time. This is not to say that his leadership in the Solomons was perfect. He lost too many ships in various tactical battles without exacting a commensurate price on the Japanese. Yet like Grant at the Battle of the Wilderness, he persevered and that meant success."

"On November 8 Halsey flew in like a wonderful breath of fresh air. During a tour of the area he showed extreme interest and enthusiasm in all phases of the operation, concurring with my existent positions and future plans. More important, he talked to a large number of Marines, saw their gaunt, malaria-ridden bodies, their faces lined with what seemed a nightmare of years. I believe then and there he decided to get us out as fast as possible. Halsey's fine sense of humor demonstrated itself that evening when he complimented me on the dinner and asked to see my cook, Butch Morgan. Morgan appeared spick and span in clean skivvy shirt and khaki trousers, his red mustache carefully combed. He stood smartly at attention while Halsey effusively praised his cooking. As the admiral went on and on, Butch looked increasingly uncomfortable and began to twist his skivvy shirt and toe the ground. I knew something was coming from him but I wasn't sure what. Finally Halsey stopped for breath, an opportunity Butch exploited with, "Aw, ...., ...., ...., Admiral." I dismissed him as the group dissolved into laughter. The story quickly spread through the fleet and even reached Washington. The next morning Halsey decorated some of my officers and men before I escorted him to the airfield. At the plane he turned and with eyes twinkling said, "Vandegrift, don't you do a thing to that cook.""

"...on October 18 we did receive a greatly needed morale boost: a dispatch announcing Ghormley's relief in favor of Bill Halsey. I held nothing personal against Ghormley, whom I liked. I simply felt that our drastic, imperiled situation called for the most positive form of aggressive leadership at the top. From what I knew Halsey would supply this like few other naval officers."

"At the sea south of Japan, the Third Fleet received Nimitz's ceasefire order at 6:14 a.m. on August 15- west of the International Date Line, and thus one day ahead of the United States. Before dawn that morning, Task Force 38 had launched hundreds of warplanes to hit Tokyo- and the first wave was already over the Japanese capital, dropping bombs and firing rockets. The American airmen found Japanese fighter resistance unexpectedly fierce, calling it "the most determined air opposition since the Okinawa operation." Seven U.S. aircraft went down in air combat on the morning of V-J Day, and another two were lost to accidents. The others turned for home, and were back aboard their carriers by eleven o'clock. At noon, the Missouri sounded her whistle and siren for one full minute. Her battle flags and admiral's four-star flag were broken out at the main. Halsey ordered a signal run up: "Well Done." He told the carriers to stow their attack planes on their hangar decks, so that the flight decks could be reserved for defensive fighter operations. The combat air patrol was reinforced. Halsey was not convinced that the peace would stick- and even if the Japanese government really meant to surrender, there was every reason to expect kamikaze attacks by defiant pilots. In a message that prompted hearty laughter throughout the fleet, he ordered the Hellcat and Corsair pilots to "investigate and shoot down all snoopers- not vindictively, but in a friendly sort of way." Halsey's wariness was well-founded. Twenty minutes later, radar scopes detected inbound bogeys. The combat air patrol and picket destroyers shot down eight Japanese warplanes during the next several hours. The last, at 2:45 p.m. on V-J Day, drew the final curtain on the Third Fleet's war: the fleet did not fire another shot in anger."

"Halsey, who belonged to the last class to enter the academy less than 100 strong, was the most athletic [of the future five-star admirals]. A winner of the Thompson Trophy Cup, he was elected president of the Midshipmen's Athletic Association and was the starting fullback on the Navy teams of 1902 and 1903. In later life he liked to say he was the poorest fullback on the poorest teams Navy ever produced (their two-year record was 8-14). He also took an active part in class activities, serving on the class supper, crest, Christmas card, graduation ball, and cotillion committees. He was less active in the classroom and finished forty-third of sixty-seven, wearing the stripes of Second Battalion adjutant. At graduation, the academy's chief master-at-arms congratulated him with the words, "I wish you all the best luck in the world, Mr. Halsey, but you'll never be as good a naval officer as your father!""

"Halsey was a navy junior who spent three boyhood years at the academy while his father was an instructor there. His application for appointment was automatic."

"William F. Halsey was Commander of the South Pacific Fleet and the war's most colorful admiral."

"The decision to invade Leyte directly and skip the Mindanao operation was bold. It undoubtedly sped up the pace of the war. Halsey must be given primary credit for this. It was bold because it was the first time MacArthur had conducted an operation beyond the range of land-based air cover. The size of the operation required that Nimitz provide significant reinforcement's to MacArthur's Seventh Fleet and task the Third Fleet with providing overall cover to the invasion. This was the cause of the divided command structure that bedeviled the Americans during the battle. The USN's principal weakness going into the battle was the divided command structure and unresolved command relationships between supported and supporting commanders. This laid the foundation for the troubles to come."

"Halsey was perhaps the Navy's nearest analogue to the Army's General Douglas MacArthur, a towering personality to whom the ordinary rules did not consciously apply. Halsey was never as overbearing as MacArthur, nor did he cross the red line into domestic US politics, but he was a political and strategic asset to Admiral Nimitz and the Navy's top commanders in Washington throughout the war. No one better exemplified the warrior spirit of the US Navy during the greatest trial by combat in its history."

"On Wednesday, January 7, the Enterprise force returned to Pearl from patrol, and its commander, crusty warrior Vice Admiral Halsey, came ashore. Halsey's ferocious scowl, which announced to all that he hated the enemy like sin, could not conceal the twinkle in his eye that bespoke his affection for his fellow sailors, particularly those who served under him. We lack eyewitness records of what happened next, but we know that Halsey barged into the CincCPac conference that day or the next and cleared the air by sounding off loudly, and no doubt profanely, against the defeatism he found. He then and there permanently endeared himself to his commander in chief by backing him and his raiding plan to the hilt. Because he was a vice admiral and Commander, Aircraft, Battle Force, and was liked and respected by all, his words carried decisive weight. Long afterward, when Halsey came under criticism, Nimitz recalled this difficult period and refused to participate in the general censure. "Bill Halsey came to my support and offered to lead the attack," he said. "I'll not be party to any enterprise that can hurt the reputation of a man like that.""

"Halsey, the public's favorite in the Navy, will always remain a controversial figure, but none can deny that he was a great leader; one with the true "Nelson touch." His appointment as commander South Pacific Force at the darkest moment of the Guadalcanal campaign lifted the hearts of every officer and bluejacket. He hated the enemy with an unholy wrath, and turned that feeling into a grim determination by all hands to step up to hit hard, again and again, and win. His proposal to step up the Leyte operation by two months was a stroke of strategic genius which undoubtedly shortened the Pacific war. Unfortunately, in his efforts to build public morale in America and Australia, Halsey did what Spruance refused to do- built up an image of himself as an exponent of Danton's famous principle, "Audacity, more audacity, always audacity." That was the real reason for his fumble in the Battle for Leyte Gulf. For his inspiring leadership in 1942-1943, his generosity to others, his capacity for choosing the right men for his staff, Halsey well earned his five stars, and his place among the Navy's immortals."