By Jeffrey Grey
Lieutenant-General Sir Thomas Daly was once a popular soldier and the most influential figures in Australia's army historical past. As leader of the final employees in the course of the Vietnam conflict, he oversaw an important reorganisation of the military as he fought a warfare lower than political and source regulations. during this detailed biography, Jeffrey gray exhibits how Daly ready himself for the demanding situations of command in a time of significant political upheaval. A Soldier's Soldier examines Daly's profession from his access to Duntroon within the early Nineteen Thirties until eventually his retirement 40 years later, masking the most important matters within the improvement of the Australian military alongside the way in which. Drawing on wide interview transcripts, the booklet presents a compelling portrait of Sir Thomas Daly and his exclusive occupation.
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Additional resources for A Soldier's Soldier: A Biography of Lieutenant General Sir Thomas Daly
Several of the respondents to Garth Pratten’s thorough and wide-ranging study of Australian battalion command observed the difference that the change in command made after Geard’s removal: ‘I’ve never seen a greater transformation in a battalion, in morale, in everything, from bad to excellent’; ‘Geard was quite hopeless, he couldn’t make up his mind. 11 The popular stereotypes that Australians sometimes attach to their image of their soldiers do not hold true in explaining the proficiency of Australian officers any more than they explain the capabilities of Australian troops more generally.
30 The original conception was that the 16 A SOLDIER’S SOLDIER Photo 10 2/10th Battalion officers, 1939. 001) 16th, 17th and 18th Brigades would form the 6th Australian Division, the first Australian formation committed to the war in the Middle East; the 2/10th had taken over lines at Ingleburn vacated by the 16th Brigade when it had shipped out. However, a reduction in the number of infantry battalions in a brigade from four to three meant that two of the battalions in Egypt were now surplus to establishment.
G. J. Geard, had both been ‘relieved for cause’, which is to say sacked. 3 As one of his junior officers who had served with him before the war observed, ‘his two great qualities were . . administration, and his ability to train troops. 5 This was not a trivial matter; nor were its consequences confined to the individual COs concerned. Chilton thought Geard ‘a nice enough bloke’ who should never have been placed in command of a battalion. Several of the respondents to Garth Pratten’s thorough and wide-ranging study of Australian battalion command observed the difference that the change in command made after Geard’s removal: ‘I’ve never seen a greater transformation in a battalion, in morale, in everything, from bad to excellent’; ‘Geard was quite hopeless, he couldn’t make up his mind.