Monthly Archives: January 2015

Foot Fetishes and Objective Correlatives

I don’t much like feet, but it’s hard to get around without them. These days, my bunions bark at me when I try on shoes with heels over two inches, shoes without arch support, shoes that bind across the inside joint. (In other words, most footwear I might fancy.)

But my much maligned metatarsals do not explain why shoes are on my mind. Earlier this month I learned a new word while attending my second residency at Bennington MFA Writing Seminars: objective correlative. Lisa Doublestein defined it in her graduate lecture as “a symbolic article used to provide explicit rather than implicit access to emotion in art.” An objective correlative offers a shortcut to the feeling the author wants to convey — connecting readers, stories and characters. An objective correlative says it without saying it.

Objects, I realized, are my way in: objects lead to memories, and memories lead to feelings. My mind — racing to the next thing and the thing after that — rarely stops to consider feeling. But objects, real or imagined, can pull me to a stop.

When I looked back at what I’ve written over the past six months, I was astonished to recognize a recurring thread.

First I wrote about walking with my father:

“Remember to pick up your left foot, Dad, I reminded him as we proceeded. I listened for the telltale scrape of his left shoe brushing the sidewalk. A year after his stroke, he still had to think to swing his left leg all the way forward and strike with the heel.

Then I described “the puddle of his feet, seemingly devoid of bones.”

This past week, I wrote about how he ministered to his shoes:

Every weekend—Sundays I think—my father would assemble his kit: a brown towel, an old nylon stocking, Aqua Velva aftershave, thin rags coated in polish, two horsehair brushes (one for brown, one for black), shoe black, and several cans of Kiwi shoe polish—cordovan brown, black, and clear.

On the floor in front of him he lined up his shoes—at least two pair and sometimes three. His shoes were of high quality, leather that would last, in enduring styles: wing tips, I remember, with thick soles. After laying the brown towel across one knee, he began his standard operating procedure: remove laces, wipe with damp towel, twist open lid of brown or black shoe polish, apply thin coat with previously used cloth, set aside to cure. Repeat with mate. Returning to the first shoe: buff the tongue, inside, heel, outside and toe with the brush matching the shoe polish; repeat application of polish; when ready, buff: swipe shoe with aftershave to harden the polish. Then: rest shoe on the cloth-covered thigh, heel toward the belly, grasp nylon with two hands roughly 18 inches apart, see-saw across the nose of the shoe. If necessary, tidy up soles with shoe black.

I wrote about the shoes he was reduced to wearing in very old age:

He hadn’t polished his shoes for at least ten years before he died, having exchanged his oxfords for sensible shoes, most recently black Brooks Addiction Walkers. Their wide soles helped stabilize his balance, or in the manufacturer’s promotional language, their “energy-returning MoGo midsole cushioning… provides study support mile after mile by supporting low arches and keeping pronation under control.” I replaced them every six months, inserting the orthotic that shoved his collapsed arch — (the left or the right? how could I forget?) — into a shape resembling a normal foot.

When I met with the Academics Officer at Officer Candidate School in conjunction with research I’m doing, he told me they can tell something about a recruit’s commitment from the way he or she selects his boots on day one. Footwear, again.

I remember how my father loved to recount how his flat feet almost barred him from consideration by the Marines… how my mother was inordinately proud of her shapely feet (a former I. Magnin shoe model)… how my father rubbed my mother’s feet at night. She had bunions just like mine.

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“Warm and Human Soldierly Philosophy”

Henry Snively Campbell 2012

Today and tomorrow, I’m doing reconnaissance of a sort, albeit not of an opposing force. I’m looking for information that will help me understand my father better.

After spending seven years as his caregiver, I thought I had Dad figured out. But almost two years since his death, I remain curious. I was so busy caregiving that I missed the window when he could have answered my questions.

How did he become the gracious man I knew in old age? After hurdling heart disease to support his family, raise four children and be there for my mother during her final illness, he could finally relax. With his fighting years behind him — in the literal and figurative sense — I thought perhaps he returned to the person he was when young. Smart and sensitive, he had been the middle child who empathized with others, particularly his mother, who bore the brunt of his father’s criticisms. His career in the Marine Corps, I thought, explained his emotional distance when I was growing up, his command presence at home.

I’m rethinking that. Watching my brother’s taped 2003 conversation with him, I was struck by my father’s expression when he described the personal connection a leader must have with the troops for whom he is responsible. In his memory, he was back in 1941, soon to be commissioned second lieutenant, preparing to lead men in war. He was 24.

Then I read a passage in General Victor Krulak’s book, First to Fight: An Inside View of the U.S. Marine Corps. “Brute,” as he was known, gave his take on the brotherhood of the Marines. It is embodied, he suggested, in a section of the Marine Corps Manual written by General John A. Lejeune in 1921 called “Relations Between Officers and Enlisted Marines.” In six short subsections, Gen. Lejeune laid out what officers must do to preserve the “spirit of comradeship and brotherhood” that came out of WWI. I saw my father in this:

b. Teacher and scholar — The relation between officer and enlisted men should in no sense be that of a superior and inferior nor of master and servant, but rather that of teacher and scholar. In fact, it should partake of the nature of the relation between father and son, to the extent that officers, especially commanding officers, are responsible for the physical, mental and moral welfare, as well as the discipline and military training of the young men under their command who are serving the nation in the Corps.

At the end of the passage, Gen. Krulak noted this:

“This warm and human example of soldierly philosophy, in addition to its enduring wisdom, implies a lesson for anyone who aspires to lead men. In it, General Lejeune uses the term officer ten times, the term men ten times, and leadership or leader three times, but he never used the more sterile terms personspersonnel, supervision or management at all. Lejeune knew he was talking about warm, living human beings.”

Seems my father didn’t leave the Marine Corps behind at all. Perhaps it taught him to be a better man, a better father, the one he never had.

 

Click here to read General Lejeune’s order in its entiretyIt remains in the Marine Corps Manual nearly 100 years later.

 

 

 

 

 

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The Intimacy of Leadership

 

 

Henry S Campbell, 1945, 23rd Marine base camp Maui

What makes young men and women willing to risk their lives on the front line? What is leadership in a military organization? How is it taught and instilled? These are some of the questions I’m pondering in preparation for some research I’m undertaking as background for a memoir.

My father, a retired Marine Corps Colonel who fought in World War II, rarely talked about his wartime experiences. Sometimes his emotions overwhelmed him, but more often, he didn’t think they were worthy of elaboration; like many of his era, he didn’t consider himself a hero. The heroes were the other guys. The ones who died.

My brother Dean recently stumbled across a video recording of his conversation with my father in 2003, ten years before his death. Talking about his officer training in Quantico in 1941, he recalled that his mother and aunt visited the base just as he came off the bayonet course. He remembered that he “ran it for blood.” Then he explained why he took the training so seriously — not because he needed to save his own skin when facing an enemy, but because, as a second lieutenant, he would likely be responsible for his platoon:

“You’re going to teach kids this stuff. You’re their mommy, you’re their daddy. They depend on you for literally everything at the platoon level, which is the message I drilled my young candidates on. It’s your monkey. It ain’t going anywhere. You better fly it.

“If you’re good at this, you’ll know their names, and if they’re married, you’ll know their wive’s names and the names of their kids, be interested in them as individuals. Because when you get into battle time, there’s no time to get an introduction. All that should be behind you. You’re familiar with the guy; you’ll know what he’ll do and what he won’t do. You’ve got to know this and that takes intimate contact. That’s a serious matter, which is why the Marine Corps is good at what they do. There’s nothing impersonal about any of it, no matter what you see in the movies.”

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