When he censored the mail, one of his privates, Harold Cavanaugh, related, “He took extreme pains so that all that he would see were the contents. If something were written that should not have been, then and only then would he look to see the author’s name. He personally would take it back to the writer to explain why certain sections had to be deleted. After the required correction, the letter was on its way. The least time possible was lost and the author always knew what would be read by the addressee.”
Mathias was a devout Catholic. He went to Mass as often as possible and did all he could to make church attendance convenient for his men. He never swore. His company commander said of him, “He can hold more than his own with the toughest man alive; yet you won’t ever hear him use hell or damn.”
When a man in the second platoon had a problem, Mathias could sense it. He would discreetly offer his counsel, but he never intruded. One of his privates recalled, “He made allowances, but never compromised his standards. He seemed deeply hurt on the few occasions we failed to meet his expectations, but he never lost his temper.”
He had prepared himself in every way possible for the upcoming struggle. He was a student of military history. He had mastered every weapon and skill necessary to a rifle company. He had studied German weapons, organization, and tactics. He had learned the German language well enough to speak it fluently, and French well enough to ask directions. He had taught his men German commands and French phrases. “Valuable lessons,” Cavanaugh remarked. Afraid the Germans would use gas, Mathias had given his platoon schooling in vesicants, lacrimators, sternutators, and the like. “This knowledge later proved useless,” Cavanaugh remarked, “but he wasn’t overlooking a single phase of warfare.”
Col. Roy E. Lindquist, commanding the 508th, said of Mathias, “He will either earn the Medal of Honor or be the first 508th man killed in action.”
At the airfield on the evening of June 5, as the 508th loaded up, Mathias had shaken hands with each member of his platoon. The platoon was being carried in two planes; Private Cavanaugh, who was in the other stick, recalled, “There was an air of deserved confidence about this grand fellow. We shook hands and he said: ‘We’ll show ’em, won’t we, Irish?’ ”
• •
When Lieutenant Mathias was wounded from the shell burst and the green light went on, he had enough strength to push himself out of the way, so that the men behind him could jump. Had he done so, the crew of the C-47 could have applied first aid and—perhaps—gotten him back to England in time for a life-saving operation. Later, every man in his stick was certain that Mathias must have had that thought.
Instead, Mathias raised his right arm, called out “Follow me!” and leaped into the night. Whether the shock from the opening parachute, or the shock of hitting the ground, or excessive bleeding from his multiple wounds was the cause, no one knows, but when he was located a half hour or so later, he was still in his chute, dead. He was the first American officer killed by German fire on D-Day.
• •
Operation Overlord, the invasion of German-occupied France in June 1944, was staggering in its scope. In one night and day, 175,000 fighting men and their equipment, including 50,000 vehicles of all types, ranging from motorcycles to tanks and armored bulldozers, were transported across sixty to a hundred miles of open water and landed on a hostile shore against intense opposition. They were either carried by or supported by 5,333 ships and craft of all types and almost 11,000 airplanes. They came from southwestern England, southern England, the east coast of England. It was as if the cities of Green Bay, Racine, and Kenosha, Wisconsin, were picked up and moved—every man, woman and child, every automobile and truck—to the east side of Lake Michigan, in one night.
The effort behind this unique movement—which British prime minister Winston S. Churchill rightly called “the most difficult and complicated operation ever to take place”—stretched back two years in time and involved the efforts of literally millions of people. The production figures from the United States, in landing craft, ships of war, airplanes of all types, weapons, medicine, and so much more, were fantastic. The figures in the United Kingdom and Canada were roughly similar.
But for all that American industrial brawn and organizational ability could do, for all that the British and Canadians and other allies could contribute, for all the plans and preparations, for all the brilliance of the deception scheme, for all the inspired leadership, in the end success or failure in Operation Overlord came down to a relatively small number of junior officers, noncoms, and privates or seamen in the American, British, and Canadian armies, navies, air forces, and coast guards. If the paratroopers and gliderborne troops cowered behind hedgerows or hid out in barns rather than actively seek out the enemy; if the coxswains did not drive their landing craft ashore but instead, out of fear of enemy fire, dropped the ramps in too-deep water; if the men at the beaches dug in behind the seawall; if the noncoms and junior officers failed to lead their men up and over the seawall to move inland in the face of enemy fire—why, then, the most thoroughly planned offensive in military history, an offensive supported by incredible amounts of naval firepower, bombs, and rockets, would fail.
It all came down to a bunch of eighteen-to-twenty-eight-year-olds. They were magnificently trained and equipped and supported, but only a few of them had ever been in combat. Only a few had ever killed or seen a buddy killed. Most were like Den Brotheridge and Bob Mathias—they had never heard a shot fired in anger. They were citizen-soldiers, not professionals.
It was an open question, toward the end of spring 1944, as to whether a democracy could produce young soldiers capable of fighting effectively against the best that Nazi Germany could produce. Hitler was certain the answer was no. Nothing that he had learned of the British army’s performance in France in 1940, or again in North Africa and the Mediterranean in 1942–44, or what he had learned of the American army in North Africa and the Mediterranean in 1942–44, caused him to doubt that, on anything approaching equality in numbers, the Wehrmacht would prevail. Totalitarian fanaticism and discipline would always conquer democratic liberalism and softness. Of that Hitler was sure.
If Hitler had seen Den Brotheridge and Bob Mathias in action at the beginning of D-Day, he might have had second thoughts. It is Brotheridge and Mathias and their buddies, the young men born into the false prosperity of the 1920s and brought up in the bitter realities of the Depression of the 1930s, that this book is about. The literature they read as youngsters was antiwar, cynical, portraying patriots as suckers, slackers as heroes. None of them wanted to be part of another war. They wanted to be throwing baseballs, not hand grenades, shooting .22s at rabbits, not M-ls at other young men. But when the test came, when freedom had to be fought for or abandoned, they fought. They were soldiers of democracy. They were the men of D-Day, and to them we owe our freedom.
Before we can understand what they accomplished, however, and how they did it, and appreciate their achievement, we must look at the big picture.
* * *
I. British double-daylight savings time. French time was one hour earlier. Throughout Nazi-occupied Europe, clocks were set at Berlin time, and the Germans did not use daylight savings time, while the British set their clocks two hours ahead.
1
THE DEFENDERS
AT THE BEGINNING of 1944, Nazi Germany’s fundamental problem was that she had conquered more territory than she could defend, but Hitler had a conqueror’s mentality and he insisted on defending every inch of occupied soil. To carry out such orders, the Wehrmacht relied on improvisations, of which the most important were conscripted foreign troops, school-age German youths and old men, and fixed defensive positions. It also changed its tactical doctrine and weapons design, transforming itself from the highly mobile blitzkrieg army of 1940–41 that had featured light, fast tanks and hard-marching infantry into the ponderous, all-but-immobile army of 1944 that featured heavy, slow tanks and dug-in infantry.
Like ever
ything else that happened in Nazi Germany, this was Hitler’s doing. He had learned the lesson of World War I—that Germany could not win a war of attrition—and his policy in the first two years of World War II had been blitzkrieg. But in the late fall of 1941 his lightning war came a cropper in Russia. He then made the most incomprehensible of his many mistakes when he declared war on the United States—in the same week that the Red Army launched its counteroffensive outside Moscow!1
In the summer of 1942, the Wehrmacht tried blitzkrieg against the Red Army again, but on a much reduced scale (one army group on one front rather than three army groups on three fronts), only to come a cropper once more when the snow began to fall. At the end of January 1943, nearly a quarter of a million German troops at Stalingrad surrendered. In July 1943, the Wehrmacht launched its last offensive on the Eastern Front, at Kursk. The Red Army stopped it cold, inflicting horrendous casualties.
From Kursk on, Hitler had no hope of winning a military victory against the Soviet Union. That did not mean his cause was hopeless. He had a lot of space to trade for time on the Eastern Front, and in time it was inevitable that the strange alliance—Great Britain, the Soviet Union, and the United States—that only he could have brought together would split asunder.
His death and the total defeat of Nazi Germany would for certain lead to the breakup of the alliance, but Hitler wanted the breakup to take place while it would still benefit him, and he had good reason to believe that might happen—if he could convince Stalin that he couldn’t depend on the United States and Britain. In that event, Stalin could well conclude that the cost of victory to the Red Army fighting alone was too high. Once the Red Army had returned to the start line of June 1941—that is, in occupation of eastern Poland—Stalin might be willing to negotiate a peace based on a division of Eastern Europe between the Nazis and Soviets.
Between August 1939 and June 1941 the Nazi and Soviet empires had been partners, joined together in an alliance based on a division of Eastern Europe between them. To return to that situation, Hitler had to persuade Stalin that the Wehrmacht was still capable of inflicting unacceptable casualties on the Red Army. To do that, Hitler needed more fighting men and machines. To get them, he had to strip his Western Front. To do that, he had to hurl the forthcoming invasion back into the sea.
That is why D-Day was critical. In a November 3, 1943, Führer Directive (No. 51), Hitler explained it all with crystal clarity: “For the last two and one-half years the bitter and costly struggle against Bolshevism has made the utmost demands upon the bulk of our military resources and energies. . . . The situation has since changed. The threat from the East remains, but an even greater danger looms in the West: the Anglo-American landing! In the East, the vastness of the space will, as a last resort, permit a loss of territory even on a major scale, without suffering a mortal blow to Germany’s chance for survival.
“Not so in the West! If the enemy here succeeds in penetrating our defense on a wide front, consequences of staggering proportions will follow within a short time.” (What he meant was that a successful Anglo-American offensive in 1944 would pose a direct threat to Germany’s industrial heartland, the Rhine-Ruhr region. Southeastern England is closer to Cologne, Düsseldorf, and Essen than they are to Berlin; put another way, in the fall of 1943 the front line in the East was more than 2,000 kilometers from Berlin, while in the West the front line was 500 kilometers from the Rhine-Ruhr, 1,000 kilometers from Berlin. A successful 1944 Red Army offensive would overrun parts of Ukraine and White Russia, areas important but not critical to Germany’s war-making capability. A successful 1944 Anglo-American offensive would overrun the Rhine-Ruhr, areas that were indispensable to Germany’s warmaking capability.)
Thus, Hitler declared, it was on the French coast that the decisive battle would be fought. “For that reason, I can no longer justify the further weakening of the West in favor of other theaters of war. I have therefore decided to strengthen the defenses in the West. . . .”2
This reversed a policy established in the fall of 1940, with the abandonment of preparations for Operation Seelöwe (Sea Lion), the invasion of England. Since that time, the Wehrmacht had stripped down its forces in France, transferring men and equipment to the Eastern Front on an ever-increasing scale.
Hitler’s reasons for shifting priority to the West in 1944 were more political than military. On March 20, he told his principal commanders in the West, “The destruction of the enemy’s landing attempt means more than a purely local decision on the Western Front. It is the sole decisive factor in the whole conduct of the war and hence in its final result.”3 He went on to explain, “Once defeated, the enemy will never again try to invade. Quite apart from their heavy losses, they would need months to organize a fresh attempt. And an invasion failure would also deliver a crushing blow to British and American morale. For one thing, it would prevent Roosevelt from being reelected—with any luck he’d finish up in jail somewhere! For another, war weariness would grip Britain even faster and Churchill, already a sick old man with his influence waning, wouldn’t be able to carry through a new invasion operation.” At that point, the Wehrmacht could transfer forty-five divisions from the West to the East to “revolutionize the situation there. . . . So the whole outcome of the war depends on each man fighting in the West, and that means the fate of the Reich as well!”4
This was Germany’s only hope. More correctly, it was Hitler’s and the Nazis’ only hope; for the German people and nation, the decision to continue the struggle spelled catastrophe. In any case, had Hitler’s scenario worked out, in the summer of 1945 the U.S. Army Air Force, secure in its bases in England, would have started dropping atomic bombs on Berlin and other German cities. But of course in early 1944 no one knew when, or even if, the American Manhattan Project would be able to produce such a bomb.
• •
Hitler’s problem was not his priorities, it was how to hurl the coming invasion back into the sea. That problem was compounded by many factors, summed up in one word—shortages. Shortages of ships, planes, men, guns, tanks. Germany was overextended far worse than she had been in World War I. Hitler had criticized the Kaiser for getting into a two-front war, but at the end of 1943 Hitler was fighting a three-front war. On the Eastern Front, his troops were stretched over more than 2,000 kilometers; on the Mediterranean Front, which ran from southern Greece through Yugoslavia, then across Italy and southern France, his troops were defending a line of some 3,000 kilometers; on the Western Front, his troops were called on to defend 6,000 kilometers of coastline, running from Holland to the southern end of the Bay of Biscay.
Actually, there was a fourth front—at home. The Allied air offensive against German cities had driven the Luftwaffe out of France, forcing it to fight over German skies to defend German cities. The bombing had not had a decisive effect on German war production—not even close, as Germany was increasing its output of tanks and guns through 1943, although not fast enough to make up the losses—but it had put the Luftwaffe on the defensive.
Hitler hated that. Everything in his own psychology, everything in German military tradition, cried out for taking the offensive. But Hitler could not attack his enemies, at least not until his secret weapons came on line. It was gall and wormwood to him, but he had to stay on the defensive.
That necessity so stuck in his craw that it led him to make strategic and technological blunders of the greatest magnitude. When German physicists told him in 1940 that it might be possible to build an atomic bomb by 1945, he ordered them to abandon the project on the grounds that by then the war would have been won or lost. That was almost certainly a wise decision, not because his prediction was accurate but because Germany did not have the industrial or natural resources to produce an atomic bomb. German scientists went to work instead on other weapons; at Hitler’s insistence, these were offensive weapons such as diesel submarines, pilotless aircraft, and rockets. The Vergeltungswaffen (vengeance weapons) were designed and used, eventually, but in no wa
y were they decisive. The V-2, the world’s first medium-range ballistic missile, was not a military weapon at all but a terrorist device. (The Scud missiles used by Iraq in 1991 in the Gulf War were only slightly improved versions of the V-2; like the V-2, they were inaccurate and carried only a small explosive load.)
Hitler’s passion for bombing London and his indifference to defending German cities led to a monstrous, history-changing misjudgment. In May 1943, Professor Willy Messerschmitt had an ME-262 twin-jet fighter ready for serial production. Its cruise speed was 520 miles per hour, more than 120 miles an hour faster than any plane the Allies could send against it, and it mounted four 30mm cannon. Reichsmarschall Hermann Goering wanted the plane, but he had to clear it with Hitler. Hitler had been burned by Goering’s promises too many times, and not until December 1943 did Hitler witness a demonstration of the 262’s capabilities. Hitler was impressed, but he wanted a bomber to hit London, not a fighter to defend Germany. Goering assured him that the 262 could be modified to carry bombs, whereupon Hitler went into great raptures about what the jet bomber would do to London and to the anticipated Allied landings in France.
Goering, typically, had not known what he was talking about. Messerschmitt could not make a fighter into a bomber, and a larger jet airplane was pushing the technology too hard. So he ignored Hitler’s order and the Messerschmitt works started turning out 262s, a total of about 120 by April 1944. When Hitler got this news, he braced Goering and gave him strict orders that not only was the 262 not to be built as a fighter but that nobody should even refer to it as a fighter—it was to be known as the Blitz-bomber.
The Men of World War II Page 41