He played no favorites, made no friends, but always noticed excellence and commented on it. His praise, however, was not effusive. Usually he would simply make a note about it in front of others. "Sergeant, your team made no mistakes." Only when an accomplishment was exceptional did he praise it explicitly, and then only with a terse "Good."
As he expected, the rarity of his praise as well as its fairness soon made it the most valued coin in his strike force. Soldiers who did good work did not have special privileges and were given no special authority, so they were not resented by the others. The praise was not effusive, so it never embarrassed them. Instead, they were admired by the others, and emulated. And the focus of the soldiers became the earning of Bean's recognition.
That was true power. Frederick the Great's dictum that soldiers had to fear their officers more than they feared the enemy was stupid. Soldiers needed to believe they had the respect of their officers, and to value that respect more than they valued life itself. Moreover, they had to know that their officers' respect was justified-that they really were the good soldiers their officers believed them to be.
In Battle School, Bean had used his brief time in command of an army to teach himself-he led his men to defeat every time, because he was more interested in learning what he could learn than in racking up points. This was demoralizing to his soldiers, but he didn't carehe knew that he would not be with them long, and that the time of the Battle School was nearly over. Here in Thailand, though, he knew that the battles coming up were real, the stakes high, and his soldiers' lives would be on the line. Victory, not information, was the goal. And, behind that obvious motive, there lay an even deeper one. Sometime in the coming war-or even before, if he was lucky-he would be using a portion of this strike force to make a daring rescue attempt, probably deep inside India. There would be zero tolerance for error. He would bring Petra out. He would succeed.
He drove himself as hard as he drove any of his men. He made it a point to train alongside them-a child going through all the exercises the men went through. He ran with them, and if his pack was lighter it was only because he needed to carry fewer calories in order to survive. He had to carry smaller, lighter weapons, but no one begrudged him that-besides, they saw that his bullets went to the mark as often as theirs. There was nothing he asked them to do that he did not do himself And when he was not as good as his men, he had no qualms about going to one of the best of them and asking him for criticism and advice-which he then followed.
This was unheard of, for a commander to risk allowing himself to appear unskilled or weak in front of his men. And Bean would not have done it, either, because the benefits did not usually outweigh the risks. However, he was planning to go along with them on difficult maneuvers, and his training had been theoretical and game-centered. He had to become a soldier, so he could be there to deal with problems and emergencies during operations, so he could keep up with them, and so that, in a pinch, he could join effectively in a fight.
At first, because of his youth and small stature, some of the soldiers had tried to make things easier for him. His refusal had been quiet but firm. "I have to learn this too," he would say, and that was the end of the discussion. Naturally, the soldiers watched him all the more intensely, to see how he measured up to the high standard he set for them. They saw him tax his body to the utmost. They saw that he shrank from nothing, that he came out of mudwork slimier than anyone, that he went over obstacles just as high as anyone's, that he ate no better food and slept on no better a patch of ground on maneuvers.
They did not see how much he modeled this strike force on the Battle School armies. With two hundred men, he divided them into five companies of forty. Each company, like Ender's Battle School army, was divided into five toons of eight men each. Every toon was expected to be able to carry out operations entirely on its own; every company was expected to be able to deal with complete independence. At the same time, he made sure that they became skilled observers, and trained them to see the kinds of things he needed them to see.
"You are my eyes," he said. "You need to see what I would look for and what you would see. I will always tell you what I am planning and why, so you will know if you see a problem I didn't anticipate, which might change my plan. Then you will make sure I know. My best chance of keeping you all alive is to know everything that is in your heads during battle, just as your best chance of staying alive is to know everything that is in my head."
Of course, he knew that he could not tell them everything. No doubt they understood this as well. But he spent an inordinate amount of time, by standard military doctrine, telling his men the reasoning behind his orders, and he expected his company and toon commanders to do the same with their men. "That way, when we give you an order without any reasons, you will know that it's because there's no time for explanation, that you must act now-but that there is a good reason, which we would tell you if we could."
Once when Suriyawong came to observe his training of his troops, he asked Bean if this was how he recommended training soldiers throughout the whole army.
"Not a chance," said Bean.
"If it works for you, why wouldn't it work everywhere?"
"Usually you don't need it and can't afford the time," said Bean.
"But you can?"
"These soldiers are going to be called on to do the impossible. They aren't going to be sent to hold a position or advance against an enemy posting. They're going to be sent to do difficult, complicated things right under the eyes of the enemy, under circumstances where they can't go back for new instructions but have to adapt and succeed. That is impossible if they don't understand the purpose behind all their orders. And they have to know exactly how their commanders think so that trust is perfect-and so they can compensate for their commanders' inevitable weaknesses."
"Your weaknesses?" asked Suriyawong.
"Hard to believe, Suriyawong, but yes, I have weaknesses."
That earned a faint smile from Surly-a rare prize. "Growing pains?" asked Suriyawong.
Bean looked down at his ankles. He had already had new uniforms made twice, and it was time for a third go. He was almost as tall now as Suriyawong had been when Bean first arrived in Bangkok half a year before. Growing caused him no pain. But it worried him, since it seemed unconnected with any other sign of puberty. Why, after all these years of being undersized, was his body now so determined to catch up?
He experienced none of the problems of adolescence-not the clumsiness that comes from having limbs that swing farther than they used to, not the rush of hormones that clouded judgment and distracted attention. So if he grew enough to carry better weapons, that could only be a plus.
"Someday I hope to be as fine a man as you," said Bean.
Suriyawong grunted. He knew that Surly would take it as a joke. He also knew that, somewhere deeper than consciousness, Suriyawong would also take it at face value, for people always did. And it was important for Suriyawong to have the constant reassurance that Bean respected his position and would do nothing to undermine him.
That had been months ago, and Bean was able to report to Suriyawong a long list of possible missions that his men had been trained for and could perform at any time. It was his declaration of readiness.
Then came the letter from Graff. Carlotta forwarded it to him as soon as she got it. Petra was alive. She was probably with Achilles in Hyderabad.
Bean immediately notified Suriyawong that an intelligence source of a friend of his verified an apparent nonaggression pact between India and Pakistan, and a movement of troops away from the shared border-along with his opinion that this guaranteed an invasion of Burma within three weeks.