Ship of Ghosts (80 page)

A mountain range ran its entire length like a spine, with summits as high as eighty-three hundred feet. On the southern coast, the mountains fell steeply into the sea, making that shoreline a barrier to trade and to war. The north coast’s tropical plain was more inviting. Cut through with rivers and forest growth, it was well suited to agriculture—and airfields. The narrow northern beach, guarded by palms and ironwoods and covered in kunai grass, stretched for miles, overlooked by scattered coral ridges, some of them five hundred feet high.

From the British government outpost at Aola to the small Catholic missions in the west, the human settlements were small and prehistoric. The climate, the insects, and the rampant disease made the place hard to tolerate. A coconut plantation owned by Lever Brothers, the world’s largest, drew its employees from the nine thousand resident Melanesians, traditionally divided by culture but now joined imperfectly by one of the few useful things that Britain had brought there: pidgin English.

The U.S. Navy would not have greatly concerned itself with the Solomons, with a census roughly that of Trenton and a population density of ten people per square mile, if not for the accident of its geography, astride the sea-lanes to Australia. Tulagi, the British administrative capital, had the best anchorage for hundreds of miles around. On that rocky volcanic islet nestled against Florida Island, huge trees and mangrove swamps lined the shore where they hadn’t been cut back to accommodate the trappings of Western empire: a golf course, a commissioner’s office, a bishop’s residence, a government hospital, a police barracks, a cricket club, and a bar.

Guadalcanal lay about twenty miles south of Tulagi. It marked the southern end of a broken and irregular inter-island corridor that meandered northwest between two parallel columns of islands and dead-ended, about 375 miles later, into the island of Bougainville. As the principal route of Japanese reinforcement into Guadalcanal, this watery path through New Georgia Sound would acquire an outsized strategic importance. It would be nicknamed the Slot.

ADMIRAL CHESTER W. NIMITZ
, fifty-six, the grandson of a German hotelier from the Hill Country of central Texas, was born to a rare style of leadership: gentle but exacting, gracious but hard and fearless, like a mailed fist in a satin glove. There was no ruthlessness in him unless one counted as ruthless his willingness to burden the people he relied on with his complete and unfaltering trust. That burden fell heavily upon the men who worked for him, but one of his gifts was an ability to turn the burden into a source of inspiration and uplift for those who shouldered it. The U.S. Navy never needed a leader of his kind more badly than in the months following the treachery of December 7, shortly after which he took command of the Pacific Fleet.

Nimitz’s will was ferocious, but held inward and insulated by a kindly temperament that made his ascent to high command a surprise to connoisseurs of four-star ambition. His intensity was apparent only in his close physical proximity, where the heat from his eyes, it was said, could be felt on the skin. Nimitz was an unusually effective organization man, stoic and controlled but demanding. Ascending to theater command had never been his ambition, for ambitions, he felt, were meant not for personal gain but to pursue common goals within the established order of a group. In 1941, a year before circumstances forced him to accept it, he had turned down the appointment to become commander in chief, Pacific Fleet (CINCPAC). He had done so out of respect for the system, unwilling to vault past the twenty-eight officers who were senior to him. But after the attack on Pearl Harbor his own commander in chief gave him no choice. Franklin D. Roosevelt plucked Nimitz from his post as the Navy’s personnel boss and installed him as leader of the most important naval theater in the world. It was a call to duty that allowed no humble refusals. The president told Navy Secretary Frank Knox, “Tell Nimitz to get the hell out to Pearl and stay there till the war is won.” The Pacific war would be America’s war. Running it would be a lonely charge. A commentator for
Collier’s
magazine would call the Pacific “an unshared front where America’s production, her strategy, her skill and valor must stand the acid test alone.… Our national feeling with regard to the Pacific burns with a purer flame. We seem to realize that here is not a war rooted in the age-old hatreds and grudges of Europe. Here, rather, is a war to resolve new and inescapable problems.” Those problems would be many and their owner, as far as the Navy cared, was Chester Nimitz.

Nimitz’s chief of staff, Raymond A. Spruance, would call him “one of the few people I know who never knew what it meant to be afraid of anything.” His duties were of the kind that exhausted the conscientious and the caring. After the Oahu attack, he had to sort out its myriad administrative consequences—three thousand letters to send to bereaved families, untold gatherings of men and machines to reassign to useful tasks. As head of the Bureau of Navigation, which handled personnel issues, he had tendered the applications of the ambitious and the vengeful, including more than one U.S. congressman who phoned him after December 7 to lobby for an enlistment. Overwhelmed and sleepless, Nimitz was said to have told his congressional supplicants, “Go back and vote us appropriations. We’re going to need them.”

On December 19, Nimitz left his office on Constitution Avenue and returned to his apartment on Q Street to share the news of his appointment with his wife. Sensing his reluctance, Catherine reminded him, “You always wanted to command the Pacific Fleet. You always thought that would be the height of glory.”

“Darling,” replied Nimitz, “the fleet’s at the bottom of the sea. Nobody must know that here, but I’ve got to tell you.”

He had grown to dread the assignment, and would have even if it didn’t entail commanding a wounded squadron, the battleships of Task Force 1, whose lifeblood, their oil, still seeped in rainbow ribbons from their broken hulls off Ford Island. He would have dreaded it because he knew his promotion was a zero-sum transaction; it required the demotion of someone else, and that person happened to be one of Nimitz’s closest friends, Husband E. Kimmel. Pearl Harbor had burned on Kimmel’s watch, so Kimmel paid the price. If the charge of negligence failed by the standard of a trial court, and if the proceeding that tarred him was driven more by political expediency than by examination of a fuller truth concerning who had what level of warning and when, it was also the verdict that the code of naval leadership required. A captain was expected to go down with his ship; why not an admiral with his base? The principle was clean, simple, and predictable in operation. It was the Navy way.

Within a few short years America’s fleet would be more powerful and capable than any before it. The same could be said of Nimitz’s superior in Washington, the leading U.S. naval commander of the day. Though he worked in guarded isolation, giving subordinates little direct access, no admiral had ever wielded the same degree of personal influence on wartime policy as Ernest J. King. As the commander in chief of the U.S. Fleet (COM-INCH) and chief of naval operations (CNO), he was preeminent in both planning and command. His influence and his formidable personal nature made him a figure to be reckoned with within the Navy Department bureaucracy. Ensconced on the front corridor of the fourth floor of “Main Navy,” the large headquarters building on Constitution Avenue, he was memorably unlike Nimitz. “Subconsciously he sought to be omnipotent and infallible,” his biographer wrote. “There were few men whom he regarded as his equal as to brains; he would acknowledge no mind as superior to his own.” He was abrupt and unyielding, visibly intolerant of those he deemed fools. Though his first reflex was always to reject even the best advice, he did once concede to a staffer, “Sometimes my bark is worse than my bite.”

King penalized caution wherever it surfaced. In March, he was outraged to learn that one of his admirals in the South Pacific, Frank Jack Fletcher, had decided to return to base to refuel his carriers rather than hold them ready to intercept enemy shipping gathering near Rabaul. During the Battle of the Coral Sea in May, he took a dim view of Fletcher’s refusal to release his destroyers to pursue the retreating Japanese carrier force. When Nimitz subsequently recommended Fletcher for both a promotion and a medal—taking pains to defend his judgment to King by pointing out Fletcher’s shortage of destroyers to protect his carriers—King refused to approve either.

King reduced all issues to their impact on keeping his fleet ready for war. No other considerations counted. When officials at the Department of the Interior’s Fish and Wildlife Service informed him in June that Navy units were targeting whales and other marine mammals during gunnery exercises, King quickly put an end to it, writing Nimitz, “Undoubtedly these acts are committed lightheartedly by the crews without realizing that the killing and injury of whales results in the destruction of valuable war materials of which there is a wholly inadequate supply.” King was indifferent to the concerns of marine biologists. To him it mattered only that his fleet needed whale meal and lubricants, resources that the West Coast whaling fleet, thinly drawn by a two-ocean war’s demands on shipping, was struggling to provide.

Most people who crossed King’s path came to fear him for one reason or another, but the
New York Times
war correspondent Hanson W. Baldwin, no stranger to the COMINCH’s high mercury, saw something else in his bluster. “His greatest weakness is personal vanity,” Baldwin wrote. “He is terrifically sensitive and in some ways has many of the attributes of a woman.” This remark probably revealed more about Baldwin than about King, whose virility was actually a mark against him. Women avoided sitting next to him at dinner parties because, it was said, “his hands were too often beneath the table.”

King’s personality was famously and not flatteringly likened to a blowtorch. Some people turned that metaphor to his favor, saying he was “so tough he shaved with a blowtorch.” That nuance would have been lost on him, for he was never willing to propel his career by cultivating people’s favor. After facing off with King at a meeting once, General Dwight D. Eisenhower wrote in his diary, “One thing that might help win this war is to get someone to shoot King. He’s the antithesis of cooperation, a deliberately rude person, which means he’s a mental bully.” King liked his tough reputation. When he was called to Washington to replace Harold Stark as CNO, King remarked, “When things get tough, they call for the sons of bitches.” It marked the style of King’s intellect and independence, and not necessarily for the better, that he mistrusted the judgment of anyone but himself. Those he deemed lesser minds included some formidable figures, including General Marshall, whom King deemed provincially Eurocentric and ignorant of seapower and the Pacific generally, and the one officer who would prove to have the keenest judgment of all the flag officers in the Navy: Chester W. Nimitz. King soon learned that he could give his Pacific Ocean Area chief some space to operate, but in the early days he was known to treat Nimitz as he did other subordinates. Of Nimitz he had once said, “If only I could keep him tight on what he’s supposed to do. Somebody gets ahold of him and I have to straighten him out.” Apparently leery of Nimitz’s accommodating way, King sent him unsubtle signals about his expectations. Once he wrote to his Pacific commander, “You are requested to read the article, ‘There Is Only One Mistake: To Do Nothing,’ by Charles F. Kettering in the March 29th issue of
Saturday Evening Post
and to see to it that it is brought to the attention of all of your principal subordinates and other key officers.” So overriding was his will to action that for a time King made a practice of bypassing Nimitz in operational matters. If this was a test of fortitude, Nimitz passed. Finding the discourtesy intolerable, he confronted King during one of their many meetings and told him the state of affairs had to change. King let Nimitz run the Pacific naval war thenceforth with little overt interference.

Fair, gentle, courtly, and vigorous, Nimitz was a match for any of the blustery egos surrounding him. He would emerge in time as the Pacific war’s essential man, the figure through whom all decisions flowed, on whom all outcomes reflected, and whose judgment was respected from Main Navy all the way down the line. He lay like a valley of humility between two mountains of conceit: Ernest King and General Douglas MacArthur, the commander of the Southwest Pacific Command and the Navy’s stalwart intramural rival. The divided Army-Navy command would be a continuing complication in the war ahead. King and MacArthur had enough weight of will to pull major commanders into their orbits and hold them in place by their gravity. Nimitz, in time, became their fulcrum.

Nimitz generally reserved his thoughts for himself. Complaints he harbored that had no bearing on plans, fruitless reprimands, second and third guesses—he held them within. The emotional pressure they created often left him sleepless. Most nights he awoke at 3 a.m., read till 5:30, then went back to bed. The pace of work at CINCPAC headquarters needed just a few months to exhaust him utterly. By spring 1942 his mind was a turmoil, his spirit gripped by pessimism. The repair of the battle fleet and the reconstitution of Pearl Harbor naval base were moving more slowly than many wanted. He feared his supporters were turning sour. “I will be lucky to last six months,” he lamented in a letter to Catherine.

But the season of spring was like a lifetime in that war. Though grievous damage to the fleet was still visible at Pearl, the loss was never as great as it had seemed. All but two of the battleships were sent to the West Coast for repair and modernization and made ready for war within months. The war, of course, did not wait for them. Reconstituted around its aircraft carriers, and under the leadership of new commanders, the Pacific Fleet struck back in the spring.

The carrier fleet’s surging esprit de corps, such a novelty for the battered warriors of Pearl Harbor, carried Chester Nimitz through the six months he had most dreaded. The Pacific Fleet’s flattops, under Vice Admiral William F. Halsey, Jr., ventured forth and struck targets from the Gilberts all the way to Japan’s home islands. A task force with the carriers
Enterprise
and
Hornet
, the latter playing host to a flight of strangers, twin-engined Army bombers, launched an audacious raid against Tokyo. After Colonel Jimmy Doolittle’s B-25s had done their work, the Combined Fleet’s commander in chief, Admiral Isoroku Yamamoto, pledged to draw out and destroy the nuisance-making U.S. fleet once and for all. He made plans to seize Midway and the Aleutian Islands, then target Hawaii itself. He also continued the push from Rabaul south toward the stronghold of Port Moresby, New Guinea. He meant to isolate Australia, then continue southeast to threaten U.S. bases as far away as Samoa.