Subaltern Stories: My Best Companion in War, the Section NCO

 I've had occasion to know several outstanding NCOs during my 3 decade long service in the Army. It is my candid view that NCOs are the backbone of subunits. A soldier has to perform well, pass up-gradation tests and gain some experience, for his selection as an NCO. Thus selected on merit and seniority and at the same time very young as they are, their leadership is crucial to the strength, resilience and performance of an organized body of troops. I began my career in the Army as the Officer Commanding of a Line Section of 1 Corps Signal Regiment in 1971. This Section had eight NCOs; one  havildar, two naiks and five lance naiks. Hav Mohinder Singh was the Section NCO. When I joined duty, he was away on leave, but I came to know that he had made all arrangements for my reception and initial settling down. I also came to know that he was blamed in a court of inquiry and was to face disciplinary action on return from leave. What I found intriguing was that he was very popular with the men in the Section despite the pending disciplinary case. The Regiment got orders to move for operations and those on leave were recalled. Mohinder arrived and got into action. I found him pleasant, confident, resourceful and competent. We got ready for the move as part of the advance party. No one bothered about the disciplinary action in the heat of the operational move. After we reached Pathankot, our Section was given the task of laying a long field cable (carrier quad) route astride Pathankot- Jammu Highway and also carrying out heavy maintenance of a P&T permanent line (PL) route between Pathankot and Samba. It meant staying away from the unit for the Section. Mohinder showed his organizational skills, innovative ability and stamina for sustained hard work during this period. An effective leader who could inspire the men and get the best results according to a meticulous plan! He told me frankly, his requirements- I should tell him the tasks to be performed and provide the resources. He further clarified that he would ask for a resource only if it was to be procured. He also asked if I could manage to get extra rations and a few bottles of rum! He added that the 2IC and QM were aware of this requirement. One more thing he wanted was the password before last light. And that's all. He said that once a task was given I didn't have to bother, take it as done! He also found ways to engage me. Learn to drive, see places and visit our detachments! He got my official accommodation, office cum residence in a set of 3 tents, 180, 112 and 40 pounder. Remarkable in neatness and improvisation, with all field comforts, these tents were furnished by Army issued items such as cable drums, duck boards, coir mats, GI wire, table telegraphs and camp chairs. He got a neat wall around the tents with locally available sarkanda. While this set up was created as my official accommodation near Madhopur Railway Station he had another surprise for me; he liaised with the Railway Station Master to get a room for me and got it furnished with several amenities including a civil telephone. This was to be my private accommodation! What surprised me most was the composition of our detachments. We had a mix of men from different parts of the country. Mohinder cleverly formed five detachments with class composition, one each of Sikh, Jat, Bihari, Maharastrian and South Indian boys with a naik or lance naik as the detachment commander. He deployed them in five different locations close to the PL route. He distributed tasks judiciously and took care of administration. These detachments were highly motivated and cohesive and very proud of their professional skills. There was a degree of competition among them to excel in everything they did. Each detachment would try to impress me by their professional output as well as the food they prepared. It was a custom for me to have at least one meal with any one of my detachments every day and it always turned out to be a pleasant experience. I enjoyed the informal interaction with the men. We became a close knit family. The men had very tough tasks to carry out, but they enjoyed as well. The local people of Punjab were very supportive and helpful and they came forward to welcome us. The patriotic spirit and love of the local people impacted on the morale of troops. I had to have milk, lassi and kinu juice every now and then when I moved around. Within a few days I learned how to drive. I had a jeep to myself, but I learned to drive the bigger vehicles as well. Mohinder was a good driver. Although we had drivers, all my NCOs had learned driving. In fact, they were experts! The linemen were versatile who could do unimaginable feats and in a short span of time I got to know their capabilities and potential. My appreciation for Mohinder grew day by day. Not a very disciplined peacetime soldier, he was unorthodox, but he turned out to be the most dependable in War! In my later life in the Army I've always looked for such talents. I did come across similar characters, but long periods of peacetime service did not afford the right opportunities for many of them.

Subaltern Stories: Chopper Ride with a General

It was in Samba and a few days after the 1971 War that I got a chance to have a chopper ride, my first and that too with  a general who rose to become the Chief of Army Staff. Major Madan, GSO2 Ops (Air), HQ 1 Corps was a good friend due to two reasons; he was the brother-in law of my course-mate, Rakesh Sachdeva and as the OC Exchange I helped him in speaking to his home at Pune regularly. One day I told major Madan that I would like to fly in a chopper and he agreed to arrange. In those days helicopters were not so common and I felt excited.  Within two days I got a call from him asking me to go to the helipad immediately, a chopper was waiting for me. It was in the afternoon and I rushed to the helipad in my uniform. I saw the chopper but there was no familiar face around. So I walked up to the pilot, introduced myself and explained my purpose. He said he had no idea about my going with him, it was a VIP flight about to take off in 5 minutes with Lt Gen Raina and the destination was Jammu. But he added, if the General desired so, he would gladly accommodate me. I had no means of reaching Major Madan and there was little time before takeoff. As a matter of fact, I could see the General alighting from his car. I took a quick decision, walked up to the General, gave him a smart salute and asked, " Sir, may I have your permission to take a lift with you to Jammu?" He looked at me and winced but I could see the expression changing into a faint smile. "Ask the pilot and if he is willing to take you, do come along", replied the General. I went  back to the pilot and conveyed the General's approval. The pilot asked me to hop in and fasten the seat belt. It was a very short journey that took about 25 minutes, an exciting experience for me. As we landed at Jammu I could see the red carpet welcome laid out in honor of the General. There were many senior officers present to receive the General. Some of them shook hands with me as well. That's when the General turned to me, shook my hands and asked where I wanted to go. I thanked him and said I would go to the city and see a movie. A brigadier turned to me and offered his car. I accepted the offer gladly and went to the market in his staff car. On my way to the movie theatre I called up the Adjutant and informed about my chopper ride with the General to Jammu and requested to be picked up. The Adjutant sent me a jeep for my return to the unit after the movie. I later on learned that Lt Gen Raina was GOC, 2 Corps and he was on a visit to Jammu immediately after the successful culmination of the War in the Eastern Theatre that resulted in the liberation of East Pakistan!

Subaltern Stories: Cabaret in Pathankot

After the 1971 war, 1 Corps Signal Regiment continued to stay at Samba for several months. A sister unit, M Communication Zone Signal Regiment was in Pathankot. The CO of the Communication Zone Signal Regiment was very friendly towards officers of our Unit as well. While having dinner in our Officers Mess during a visit,  he asked the youngsters whether anyone would like to see a cabaret. The response was positive and spontaneous. He, in turn, invited us (captains and below) to visit Pathankot during the weekend for a well deserved break! He advised the 2IC of our Regiment to follow the example of his Regiment, which sent all young officers to see the newly opened cabaret. He also added that 15 tickets for the show on Saturday would be booked in advance for his guests. Our 2IC accepted the invite but asked us to go in two batches of 7 each under 2 captains. I happened to be in the first batch. Our leader was a senior captain, several years senior to me and about to be promoted as a major. We went in 2 jeeps and lined up in front of the hotel for the show. In fact, the first show was still in progress when we arrived and there was a crowd already waiting. Cabaret was new to Pathankot and unruly behavior was not uncommon or unexpected. We joined the people had lined up waiting impatiently for the first show to get over. Finally the doors opened and people came out singing, talking loud and laughing. It was a commotion when they passed our line with the senior  captain in front. Suddenly someone said "Jai Hind Saab" to our senior captain. He was a bit surprised, but smartly turned his head and looked back. That made the officer just behind, another captain, also to turn his head backwards. I was the next in line and I could see the guy who wished the senior captain. He was a Jawan from our Unit and I was face to face. I acknowledged by wishing him in reply "Jai Hind". Both senior officers had ducked smartly leaving the embarrassment to me. Later on we all laughed at how we got caught and how the news of officers seeing the cabaret would spread in the Unit. What if the men asked for an out pass to follow our example? Having seen the cabaret I decided never to repeat the mistake. It was vulgar, uncouth and quite boring aside from the embarrassment! Of course, the subalterns had some fun as we could tease the senior captain by wishing him "Jai Hind Saab" as long as we were in Samba!

Subaltern Stories: Pathankot, Palangthod, Pakistan, Pillai

 1 Corps Signal Regiment concentrated at Pathankot in 1971 prior to its move to Its operational area in Samba. My section NCO, a Punjabi from Pathankot, got me some Palangthod, a very tasty sweet which I really liked. Since then I had been waiting for an opportunity to go to the city to buy Palangthod.  The Regiment got orders to move to Samba but I was asked to stay back in the rear and await orders to move the rear party. Having become the Rear Party Commander I decided to fulfill the desire to eat Palangthod. I went to the city in the afternoon and bought 2 Kg Palangthod. While I was in the market came the big surprise; the first wave of Pakistani aircrafts. I could see the menacing aircraft in the sky. I got into my jeep and rushed back to the Unit. By the time I reached the Unit the men had come out and they were on stand-to thanks to the prompt action of my Senior JCO. He briefed me that things were under control and I felt relieved. Then the Senior JCO informed me that he had to put my sahayak Signalman Pillai in the quarter guard due to an indiscretion. As soon as he came to know about the Pakistani air attack, Pillai got agitated and highly excited. He loaded his 303 bolt action rifle, came out in the open and started firing indiscriminately. Fortunately, he didn't hurt anybody. He was furious and wouldn't listen to anyone. Somehow he was overpowered, disarmed and put in the cell by the colleagues. I went to see Pillai. By this time he had regained his composure and was behaving in a normal way. He was sorry for his angry outburst and promised not to repeat such mistake. I released him  from detention next day morning after serving him a stern warning. This was my first experience of War! I associate Pathankot with Palangthod, Pakistan and Pillai!!

Subaltern Stories: Talk with the Ladies

It was an Officers Mess party and I was a newly posted subaltern. Like other young officers I too collected a drink and moved to a corner near the bar. I was nursing the drink and watching the senior officers and ladies from a distance when the senior subaltern came to me and asked what the hell I was doing alone and away from the others but very close to the bar. He asked me to go to the ladies and talk with them. I tried to protest saying that I didn't know any lady but the senior subaltern was undeterred. He forced me to go with him to a group of senior ladies and introduced me by announcing my name and adding that I was keen to meet the ladies! After that he left the scene. I felt awkward but to cover up my discomfort I started making conversation. I asked one of the ladies about the 2IC, who was away on a course, assuming that she was his wife. She answered without hesitation about the course and that prompted me to prolong the conversation by asking more about  the 2IC and their children. The other ladies started giggling and laughing but I couldn't make out the reason. I persisted with the line of conversation until the lady told me that more questions about the 2IC might not be appropriate for her to answer and pointed to another lady whom I might talk to. Embarrassed, I took leave of her and went to the bar for a refill. And I took a decision not to get pushed by the senior subaltern or for that matter by anyone especially when it comes to ladies! 

Prohibition Vs Choice

It was in the early nineties that I got posted as Commanding Officer, 6 Technical Training Regiment (6TTR), Goa. This is a unit to train signal operators at the basic level and for up-grading to higher classes as tradesmen. It was a well organized setup that was handed over to me by Col SG Apte, my course mate. The Subedar Major (SM) was a very smart person; he briefed me in detail about morale, discipline, welfare of troops and public relations. One item of importance was the conduct of men in public when on out pass. The men who came to upgrading courses liked to freak out during weekends when they went out to the city and more often to the Goan beaches on out pass. It was not uncommon for these guys to get drunk and get into trouble. So the SM used to take care by restricting out pass and sending men in groups under a Junior Commissioned Officer (JCO). He wanted my permission to continue this practice. I didn't like that solution, but allowed the status quo for the time being. However, I thought about an idea how to occupy the guys without imposing restrictions. Maybe, my experience in my college (REC Calicut) where we enjoyed unlimited freedom had created a strong belief in me against any type of restrictions.
I've a strong conviction in favor of removing restrictions and creating alternative options. I have observed over the years that men by and large remained highly envious of the lifestyle of officers. They get to see the officers mess and compare it with their mess. Any Jawan would aspire to have the facilities that they notice in an officers mess. Signal Operators are educated guys, exposed to the luxuries of life and when they come on an upgrading course they want to freak out. They don't mind spending some money for the kick. Goa is a place where liquor is available freely and at a reasonable price. So the guys like to go out and some of them booze up beyond their limits. Having analyzed the psyche of these men I thought if we were to create a facility in the unit that was attractive for these guys then they might not have to go out and seek the same and in that process break the law, get into trouble and at times get beaten up. This is the genesis of a Jawans' Institute at 6 TTR. I discussed the idea with the officers and JCOs. A few of them were skeptical, but my enthusiasm prevailed. I conveyed the idea to all personnel during the Sainik Sammelan and everyone welcomed it. I formed a team under the 2IC for implementation. An Institute was got ready for inauguration in two weeks time! It was modeled after the Officers Mess; it was something novel and those in charge put their heart and soul into this project to make it a great success. They framed rules for the institute; timings, dress code, liquor policy, accounting procedures, guest policy and so on. It was to be managed by the Jawans, for them and their families. I inaugurated the Jawans Institute in the presence of officers JCOs and Jawans. It was a great success. The men in charge took pride in running the institute as close in style to the Officers Mess as possible. Any Jawan could sign a chit for a drink be it whiskey, brandy, gin, beer, soft drink or rum. It was a departure from the practice of rum issue thrice a week for men. The 2IC and his team explained to the men as to how to change the way they drink; nurse a peg of whiskey for 20-30 minutes before a refill. The men liked to copy what happens in the officers mess and adapted to social drinking indulging in conversation with their friends while having their drinks. There were hardly any excesses. The men accepted the change and conducted themselves with dignity, pride and restraint. Everyone soon adjusted to the new order; drinking in accordance with what he could afford and in a respectable manner! The idea that the Institute is a place to relax and socialize was understood and accepted. The bar formed a part of the Institute, serving alcoholic as well as soft drinks and snacks.
The Jawans Institute became quite popular within weeks of its inception. The Commandant 2 Signal Training Centre liked the idea and he encouraged us right from the beginning. The General Officer Commanding, ATNKK&G Area on his visit appreciated it and asked others to emulate this idea. The word spread and similar Institutes and Clubs came up in other units as well!
I'm  posting this story at a time when the Kerala Government decided on a statewide prohibition policy. I'm against reintroduction of prohibition in any part of India as I feel it would be a failure, giving room for a private, unregulated and illegal "prohibition industry" similar to the one that thrives in Gujarat, the only state under full statewide prohibition in the country. Instead, we should seek more and more innovative solutions to alcoholism, drunkenness and associated law and order, health and social issues. I would recommend better choices to engage people, including propagation of social drinking!

Amritsar Menons

It was December 1971, immediately after the Indo-Pak War. I was the 2IC Fault Control, 1 Corps Signal Regiment, then deployed at Samba. My immediate boss, the OC Fault Control was Captain RC Sharma, a dashing young officer. In a short span of time we became good friends, mutually supporting. I admired his professionalism, leadership and above all guts to take up a stand, especially when any senior was found unjust or unreasonable. In fact, he taught me not to get bullied and not to accept nonsense from anyone senior in rank. RC influenced my future conduct in no small measure. I became more confident and in turn relaxed as a young officer in my first unit.

RC had been waiting for the War to get over, to get married.  He got engaged by the end of the year 1971 and his marriage was scheduled to take place early next year in Amritsar. Although he had invited all officers, the CO asked Major SB Sharma to represent the Unit for the wedding and also to take a young officer along with. Since RC and I were close friends, Major Sharma asked me to join him on the day he was set to go to Amritsar. I could barely collect a few essential clothes from my tent as Major Sharma was waiting in his vehicle. He was at the wheel and asked me to sit next to him as the co-driver. It was a memorable journey for me. We discussed many things, but when I asked about where we were going to stay he told me to await a few surprises! We reached Amritsar in the evening and Major Sharma asked me whether I was keen to see Jalianwalabagh? I was, indeed! Then he told me that we were about to reach that historic place and added that we would be staying there for the next two days! No sooner than we reached the destination, I noticed people waiting to receive us. It was a very warm welcome to the Major Saab and me, the Captain Saab as I was being addressed! Major Sharma introduced me to his wife. He announced my name, Unni and clarified further in Punjabi, that it was pronounced exactly as 19 in that language. This evoked instant recognition and of course amused the hosts. I got a big surprise when Mrs Sharma affectionately introduced me to a young man saying, “Unni, meet my brother Padam Menon”. Neither Mrs Sharma nor her brother looked like  Malayalees! Major Sharma chipped in, “Unni, now you know why I got you here, my in-laws are from your place, Kerala”! I couldn’t believe my eyes and ears! Now, Mr Padam Menon shook hands with me and said, “Captain Saab, It is true, I’m a Menon, but I’m not from Kerala. However, we do have a connection. We will discuss it later. Let us have some tea and refreshments. Have you ever had Amritsari Kulca, the best in the world? ” With those words, he led me into the house and to the dining table. It was an excellent treat! I relished several authentic Punjabi dishes, but it was the Kulcha that created a lasting impression!

 I asked Padam to tell me more about the Kerala connection. With a chuckle, he asked me whether I had been to Kalady. When I said yes, he started talking about the great Adi Sankaracharya who revived Hinduism centuries ago. I knew about the great saint and his mission to spread Adwita philosophy. Padam went on to narrate Sankaracharya’s tour to the length and breadth of India covering several latitudes, longitudes and scaling the Himalayan altitudes and the magnitude of what he achieved in a very short span of his lifetime. There were several disciples and followers who accompanied the great saint. One of them, a Menon, stayed back in the Punjab. He never returned to his native land, Kerala but settled down in Amritsar. Padam is a descendant, a great grandson of this follower of Adi Sankarachrya. “So there is a connection with Kerala, albeit centuries old, surviving through generations”, said Padam.

I was impressed. I could see a great unifying force in India, the Hindu religion.

RC’c wedding was grand, in typical Punjabi style. I thoroughly enjoyed the event. The Menons were very hospitable and in two days I got a fair exposure to Amritsar and its rich culture. In fact, I liked the place and the people. Culture takes time, several years, may be hundreds of years, to evolve. I’m reminded of a definition of culture by Swami Chinmayanada, another saint of Kerala who said that when a group of people live for a long time in a place what habits, beliefs, rituals and the way they live all together would form their culture! It took only two days for me to get influenced by Amritsar culture!

The Best Commanding Officer

The most admired position for an Army officer is, no doubt, that of a commanding officer (CO). 10 COs in all, in 5 units; I’ve compared my COs on different aspects, but most importantly on the ability and performance as a leader.  More specifically, on how effective he was in the role of a CO. That said, it wasn’t that simple an exercise; if I were to ask myself, whom did I like most, the answer would have been different. If the achievements over the entire military career were to be factored, the choice might be different. Well, I’ve picked up one as the best CO from among the 10 I served from 1971 to 1987 until I got promoted and became a CO. During the first 16 years of service, I had two tenures, one in MCTE and another in OTA, altogether for about 6 years. I’ve left out that period; therefore in a span of 10 years I had 10 COs (7 lieutenant colonels and 3 colonels). Two out of them became major generals and three, brigadiers. The best CO among them, in my assessment, is Lt Col GK Bhagat!

When I joined my first unit, 1 Corps Signal Regiment, in 1971, the CO was Lt Col R K Gupte (RKG) and the 2IC, Maj G K Bhagat (GKB). It was a big unit, bigger than any unit I served later in life. We were more than thirty officers when I reported on posting. The number swelled during the War thanks to termination or suspension of several courses at MCTE, to reach an impressive and difficult to manage figure, above 50. RKG, a diminutive figure, who looked more like a professor, told me in the first interview on posting that he had more service than my age and I could count on him like a son. It touched my heart. I found him compassionate, well read, cerebral, knowledgeable and above all unshakable in the face of adversity. He never passed the buck. He became a role model for me!

 GKB was very different from RKG in his looks, style, attitude and demeanor. Stout, well-built and somewhat beefy, he looked impressive in the combat uniform. He was loud, gregarious, warm and omnipresent. Together they made a great team, the CO and 2IC, complementing each other so well! We were privileged to have this combination to lead us during the testing times in the 1971War. I don’t hesitate to say, what I learned in the first year of my military service in 1 Corps Signal Regiment is far more than what I could learn anytime later. The fact of the matter is, the training and the experience of war got in 1 Corps Signal Regiment came handy during my future career in the Army and later in the Corporate Sector!

GKB replaced RKG as CO in 1972 after the War as both of them were promoted and RKG moved out on posting. I was close to RKG and revered him as my mentor. Notwithstanding the same, I felt happy since the versatile GKB was to take over as the CO. He could step into the shoes of the CO smoothly and effortlessly. GKB was flamboyant, lively and highly visible to one and all in the Regiment; he knew each one of us too well! Of course he had the advantage of seeing and knowing us for some time. He had a genuine interest in people and coupled with a phenomenal ability to memorize, he could call almost anyone in the Unit by his name! It was instant rapport with GKB for an officer, JCO, NCO and OR alike!

I once faced a ticklish problem with a GSO2 Ops of a division under 1 Corps. He was a senior major of the Corps of Signals. He tried to bully me, the OC Exchange for a favor; threats and abuses that I felt I couldn’t take. The right person to tackle such issues, I thought was the 2IC. I rang up GKB and explained to him the problem. He asked me to immediately ring up the GSO2 Ops and tell him to put his finger up his**** and start whistling. He further said, “Unni, never accept nonsense, react then and there! I called the GSO2 Ops and spoke to him; he was too shocked to hear me! GKB had the apt quick fix for any problem! Two days later I saw the GSO2 Ops in our Officers Mess in the company of the CO and 2IC. GKB introduced me to the visitor and asked me to get a call for him to his residence, a civil telephone number of Bangalore. The GSO2 Ops was taken aback, wondering how GKB could remember his residential telephone number! GKB impressed everyone saying that he used to see the exchange call records every day and not only made a mental note of important telephone numbers, but also of call history; it was three days since the GSO2 Ops spoke to his wife! I got the call put through and the GSO2 Ops thanked me!

GKB had an amazing ability to remember numbers and he was adept at putting it to effective use! He was very popular among the staff, Corps HQ and commanders and staff at lower formations of the Corps thanks to his attitude to help and display of genuine interest in a person to the extent of remembering his first name and telephone number by heart! 

GKB spent a lot of time with the officers when the Unit was deployed at Samba. I learned from him how to play bridge. He was fond of party games; Mrs Bhagat and he introduced us to an exciting card game “whist drive”! He was a good sportsman. He used to join us for badminton. He made a difference in parties by making us sing and dance and joining us with his dholak (folk drum). He was very popular among the ladies and kids as well.

I’ve learnt ‘delegation’ in the true sense under GKB. He left the Signal Centre entirely to me. Only once a day I gave him a briefing, that too on the phone, after my meeting with the CSO. I remember one occasion when he took a chance! The CSO, Brig M S Sodhi, told me that he would like to visit the Signal Centre next day. I told GKB about the visit, and he asked whether I was ready. On my saying yes, he asked me to go ahead and to further coordinate the details with SO1 Signals. SO1 gave me the time of visit and added that I should give a visit folder to the CSO next day morning. In fact, the CSO  told me about the purpose of the visit and added that he didn’t want the normal bullshit. I got the Signal Centre ready and informed the CO in the evening about the preparation and readiness. He asked me about the folder. I had planned to write it next day early in the morning. The CO asked me to show the folder to SO1 before I gave it to the CSO. I went to the Corps HQ next day as usual and before meeting the CSO gave the folder to SO1 and requested to have a look. The SO1 looked at the file cover, opened it and I could see the change of expression! Normally a very pleasant and cool person, the SO1 was furious. He asked me whether the CO had approved the folder. I told him in reply, “Yes, he had approved, but not seen it”. The SO1 told me that it appeared a casual attitude and he was not to be party to it. He gave the folder back and wished good luck. I was shaken but since it was about time to meet the CSO, I walked into his office. I gave him the customary briefing and reminded about his visit to the Signal Centre, scheduled at 10 AM that day. I then gave him the folder and he thanked me saying that he would read it before coming to the Signal Centre. I went back to my office and called up GKB. He already knew about the folder; SO1 had briefed him. The folder had only 4 pages, ordinary file cover and hand written! GKB asked me about the contents. I told him that it contained the ideas of the CSO that he had told over a period since he arrived and a few ideas of the CO and mine as well; future plans, anticipation and action in advance or in time, motivation, priorities, gardening and so on. “Well done; let us see what happens. I’ll be there to receive the CSO”, was his response. The CSO came at 10 AM, the visit lasted 90 minutes and at the end he complimented all of us involved in managing the Signal Centre. And he had a special word of praise for the unorthodox folder! I felt relieved. GKB was lavish when it came to recognition and he, in turn, did express his appreciation,  making me feel proud!

GKB held a conference of company commanders and the Subedar Major (SM) on “Raising Day Celebration”. The Adjutant and OIC Signal Centre were also called for the conference. The Adjutant read out the tentative program and the tasks involved. Each task was discussed and company commanders, one after another, argued why that task should not be given to his company due to one reason or another. After all four of them finished their arguments, the SM volunteered to take on the task. This pattern continued and every time the SM came forward to take on the task and responsibility. GKB made a slight deviation when it came to a few tasks to be done by the Signal Centre staff and detailed me to take on without going for a discussion. The conference got over, but GKB asked the officers to stay back. Then he addressed us and I found him at his eloquent best! He asked me how I planned to get the tasks done while running the Signal Centre. I told him about changing from 3 shifts to 2 shifts and on the final day working with a special 1 day shift besides getting additional manpower from M Com Zone Sig Ret, a sister unit. Then he asked the company commanders one by one why they couldn’t accept responsibility gracefully and arrive at practical solutions. How the SM could accept so much? The few lessons of leadership and management that I learned that day are vivid in memory! GKB could drive a point home most effectively!

During the 71 War I observed one thing in the 1Corps Signal Regiment that was unique. It was a very large unit with abundant resources. The CO and the 2IC were magnanimous and forthcoming to help anyone in need; professional ethics of a high degree and at times disregarding of procedures for speedy and timely action! This attitude percolated down the line and we the young officers imbibed those values. I must say that I’ve tried to emulate such examples during my command of Units in war and peace; I’ve had the privilege to be the CO of 12 Field Sub Group, A Composite Signal Regiment (later 21 Corps Signal Regiment) and 6 Technical Regiment.

There are several achievements of GKB as CO 1 Corps Signal Regiment. One of them was the successful conduct of the first Plan AREN exercise, “Sanchar Pragati” paving the way for a revolution in Army communications. He had a few brilliant people in his team and it performed as a cohesive unit under him, each one of its members rising to his potential. One trait of GKB that I found rare and perhaps inimitable was an ability to deal with different people in different styles. GKB was an accomplished actor who could change the tone, the manner, the language, the choice of words and the modulation of his speech to deal with an individual or a group more effectively. Whenever he called me for any discussion, he made me comfortable and paid undivided attention to what I said making me feel an equal intellectually. I’ve seen him treating someone else very differently and yet commanding respect!

GKB had his way with JCOs and men; he knew their pulse instantly and they adored him. An enterprising NCO had requested me for a posting to his home station, Halwara, and added that forwarding his application was not enough; I should bring it to the notice of the CO informally while playing bridge! I mentioned this to GKB and he remembered telling this NCO, before the 71 War to apply for his choice posting on the return of the Unit to Mathura. GKB knew the details of the case and got the posting as requested for.

I can list several qualities of GKB and narrate events to highlight the demonstration of those qualities in ample measure during the1971 War and Peace that preceded and followed. I saw him as 2IC and CO. What is the most unique quality if I were to pick up one? To my mind, it is his ability to deal with people in different ways and styles! I’ve tried to emulate, but it is a candid admission I never succeeded. That is one of the reasons why he remains my hero, my best CO!

Restores the Command!

It was in the early days of its stay at Jaffna Fort that 12 Field Sub Group (12 FSG) had the privilege to welcome Brig Manjit Singh, Commander 41 Infantry Brigade.  I was the Commanding Officer of 12 FSG. It was indeed a memorable occasion for me and a spectacular event in the history of this EW unit.

 Manjit had just taken over command when the Brigade got orders to move forthwith to Jaffna, Srilanka to take part in Op Pawan. IPKF had suffered heavy casualties when the LTTE turned hostile in the early days of Op Pawan. 41 Infantry Brigade was being rushed to reinforce the badly affected 54 Infantry Division. No sooner than the Brigade arrived at Palali in Jaffna it was pressed into action; ordered to link up with 1 Maratha Light Infantry (1 MLI) deployed in and around Jaffna Fort.

12 FSG was co-located with 1MLI. We were within the defended area occupying a flank along with one of the MLI companies. 1MLI and other troops including 12 FSG in the area were under a siege, surrounded on all sides by the LTTE and harassed by them. We used to come under sporadic fire. We were totally cut off with no road or air link. There was no way for us to get out or for that matter any type of help to reach us. We had some stock of ammunition, fuel and rations but no fresh supplies or replenishments.  The only link that existed was radio communication. It was a humiliation for the mighty Indian Army and 54 Infantry Division in charge had to undertake a major operation to break the siege.

Jaffna Fort was constructed by the Portuguese in 1618. It was captured by the Dutch in 1658. They expanded it and rebuilt the gate in 1680. The British took control over the Fort in 1795 and it remained with them till 1948. It is a historical land mark, a heritage site. On one side is a lagoon. There are many important buildings within the Fort and without. From the ramparts of the Fort one can get a panoramic view of the beautiful surroundings including the lagoon and boats that move around. It was a matter of prestige to occupy this Fort, apart from its military importance.

When 12FSG moved to the Fort in early October 1987, the LTTE had not been hostile. We could move around and get a feel of the place. It is one of the most beautiful places on the globe. We could also meet with the people in Jaffna who were friendly, cultured and simple. But it took only 3 weeks for us to face a hostile LTTE when it launched a fierce attack on Indian troops deployed around the Fort. Our troops retaliated. It was no more peace keeping. IPKF carried out a few raids and captured some militants. It was war, by now. The LTTE responded by putting a noose around our localities. The LTTE dominated the lagoon as well. This led to a complete siege that lasted for almost a month. During this period 12 FSG was able to carry out interception of hostile radio communications and provide valuable signal intelligence and combat information from its detachments deployed on the ramparts and the tall T & T office building outside the Fort. We came under fire several times but luckily suffered no casualties. During this period we had to adapt and innovate a lot to take on the unconventional and unfamiliar LTTE communications that kept us fully and meaningfully engaged. The siege and consequent shortages did affect us; one of the major worries was the shortage of diesel to run our generators.

It was welcome news for us that 41 Infantry Brigade had been tasked to link up and we awaited its arrival eagerly. However what we came to know through  intercepts was bad news. The Brigade had faced very stiff opposition on its way; it was stalled at many places initially and had to stop the advance mid-way due to ambushes and heavy fire. It suffered heavy casualties. However Manjit took a bold decision to move forward with a small group comprising his GSO3 and two infantry companies. It was a daring move and despite interference from the LTTE, Manjit managed to reach the Fort at night with a few dead bodies and several injured soldiers. Col TPS Brar, CO, 1 MLI received him and took him to the Ops Room. I was present there along with Maj Shankar Murthy, my 2IC. Manjit and I had known each other very well but I found him dazed and unable to respond to my words. His combat dress was full of blood and he was in a terrible state of mind. He had no contact with his Brigade Headquarters and battalions. He didn’t have any information about what was happening and he wanted to get in touch with them. He was desperate. CO, MLI told me about the predicament and I went to Manjit offering help in contacting the Brigade Headquarters and battalions. The GSO3 knew the frequencies of the radio nets although his set was out of order. I asked Shankar, my 2IC to rush to our EW detachment close by and search for the brigade radio net, B1 and battalion nets. Manjit wanted to go to the detachment and I took him there in my jeep. On the way he came to my den and changed his clothes, getting rid of his blood soaked combat dress and wearing my shorts and T shirt. As soon as we reached the EW detachment, we heard Shankar yelling on the radio set trying to speak with someone; he had succeeded in getting through on B1. Manjit grabbed the hand set and roared! Soon the Tiger was yelling at his staff and Commanding Officers at the top of his voice but he was visibly relieved! At last he could speak with his BM, Deputy Commander and Battalion Commanders. He gave fresh orders to resume the move to the Fort. Then he turned to me and hugged me. He hugged Shankar. And he told us that we had restored his command! He shook hands with our JCOs and men. He had tea and biscuits with the EW detachment. He thanked every one of us. Manjit requested me for keeping this link throughout the night and I had no hesitation in allowing. He continued to communicate with his staff and unit commanders through this link throughout the night.

It was a great moment for EW albeit it was not our typical role. 12 FSG, the first EW unit of Indian Army to take part in active operations could restore the command for a brigade commander during operations! Manjit got an MVC in this operation!! He had always acknowledged and praised the role of EW in Op Pawan.  I did not refer to anyone but took the decision on my own in searching out his Headquarters and battalions and facilitating the communication to the Brigade Commander for the crucial link up. 41 Infantry Brigade linked up and took charge of Jaffna Fort.  Manjit and I became close to each other. He used to move out of the Brigade Headquarters quite often and I used to travel with him. Thanks to our association, I got to know the tactical requirements in such unconventional operations and together we could employ EW imaginatively to provide intimate support to counter insurgency operations.

Brig Manjit Singh, MVC was a daring and dynamic commander. He was willing and wanting to use EW. Together we planned, experimented and innovated. EW support became a part of all operations of 41 Infantry Brigade and 12 FSG was in great demand. The Brigade Commander became a great admirer of the potential of EW and remained an advocate of EW as a force multiplier! 12 FSG displayed a high degree of professional excellence during its stay in Jaffna peninsula. Within a short span of 3 months this EW Unit of around 120 personnel got 12 awards! There are many significant achievements of 12 FSG in Op Pawan; the first and perhaps the most spectacular, is “Restoring the Command"!