The Nimitz We Need Now

Review by Bill Doughty––

Historian Ian Toll calls Clyde Symonds’s new book “The greatest biography yet written about the greatest admiral in American history.” The book is “Nimitz at War: Command Leadership from Pearl Harbor to Tokyo Bay” (Oxford University Press, 2022).

This book compiles well-known Nimitz information during the war in the Pacific and spices the narrative with new flavors: what Nimitz was saying to colleagues, writing in letters to family, and doing in his limited spare time with friends in Hawaii during the war. Symonds seems to get into the mind of the great admiral “behind those cool blue eyes, impassive expression, and enigmatic demeanor.”

Nimitz was serious but did not take himself too seriously. He was known for storytelling, and he enjoyed 

a good ribald joke, which Symonds relays in “Nimitz at War.” Readers will smile at Nimitz’s hotel joke, what he said to his daughter about praying in church, how he joked about his missing half ring finger, and how he labeled his toilet paper at his Makalapa home.

This biography is bracketed almost entirely to the war years, starting with Nimitz’s arrival to a devastated Pearl Harbor. It’s divided into four parts: Taking Command, The South Pacific, The Central Pacific Drive, and Dénouement. Using excellent sources, including contemporaneous correspondence and messages, oral histories, and especially the Nimitz Graybook, Symonds takes readers to Nimitz’s side during battles and campaigns in the Marshall Islands, Coral Sea, Midway, Guadalcanal, Aleutians, Philippine Sea, Saipan, Leyte Gulf, Okinawa, and more.

Marines at Betio during Battle of Tarawa

We get a gripping recounting of the intelligence preparations, training challenges, command tensions, and communications frustrations in the early 1940s. We read about Nimitz’s quiet “anxiety” in the lead-up to the Battle of Midway, for example, where Nimitz decided to trust Rochefort’s intelligence and ambush the then-powerful Imperial Japanese Navy. “It is difficult in hindsight to appreciation the boldness of that decision,” Symonds writes.

Nimitz had high regard for the Sailors and Marines he sent in harm’s way, including the heroic Marines who assaulted Betio and the fearless Marines who stormed Iwo Jima. Nimitz famously reported, “Among the Americans who served on Iwo Island, uncommon valor was a common virtue.”

The lives of Sailors, Marines, and Soldiers lost in combat weighed heavily on him, yet he was able to “compartmentalize” thanks to words of wisdom from his grandfather: “never to worry about things that were beyond his control.”

We read about Nimitz’s love for hiking and long walks, swimming in the ocean, playing horseshoes, and shooting at a pistol range at Makalapa.

Toll may be right that this is the best Nimitz biography considering the depth of the analysis, the plethora of photos, and the 15 fantastic maps and charts by Jeffrey L. Ward. What makes this book extra special is the way Symonds weaves relationships between Nimitz and other contemporary leaders: How E.J. King underestimated Nimitz, how Spruance and Halsey could be as different as ice and fire yet still be friends, and how MacArthur could be so obstinate and belligerent but still fail to steamroll Nimitz and the Navy despite continual efforts to challenge command authority.

Nimitz was in firm control of strategy during the U.S. Navy’s advancement across the Pacific. We see how he trusted and was supported by Spruance, Lockwood, Layton, Mitscher and others –– and how he met the challenges of dealing with Towers, Holland “Mad” Smith, Halsey, and especially MacArthur.

When Nimitz received his fifth star as Fleet Admiral he wanted Spruance to also receive a fifth star, but Washington instead awarded it to Halsey, whose brash and bombastic style caught the media’s attention much more so than Spruance’s quiet, diplomatic, and cerebral way. Symonds makes the case that Spruance deserves his more respected place in history.

Of course, like all humans, Nimitz was not a perfect person. Symonds calls the Texas hill country admiral “a product of his time and his culture” in that he avoided African American service members (with the notable exception of Messman Doris “Dorie” Miller, to whom Nimitz presented the Navy Cross for December 7 heroism). In 1943 there were no black officers in the Navy. And Nimitz also wanted no part in having women service members on his staff, disallowing WAVES from serving in the Pacific.

Relocating Americans of Japanese Ancestry (AJAs) to concentration camps.

Still, Nimitz resisted persecution of Americans of Japanese ancestry (AJAs).

At the outset of the war, Secretary of War Henry Stimson and Army General John DeWitt pushed for relocation of AJAs.

DeWitt “instituted a program that eventually relocated some 120,000 Japanese Americans from California and other western states, miles inland.

In March of 1942 FDR approved a recommendation to remove 158,000 AJAs from Hawaii as well.

Although some relocation camps were set up in Hawaii, Nimitz thought the idea of removing AJAs from Hawaii was “neither necessary nor desirable.” Symonds writes: “It was not out of an enlightened concern for the civil rights of Japanese Americans; he simply recognized the practical limitations of such a policy.” Nimitz realized AJAs played a critical role in the local Hawaii economy.

Symonds shows how Nimitz dealt with many respected high-profile visitors, first in Hawaii and later in Guam. One of the guests who visited Pearl Harbor was first-lady Eleanor Roosevelt, who also toured Bora Bora, Aitutaki, Tutuila, and even Guadalcanal, helping raise the morale of fighting men there.

At the end of the war, Nimitz took a statesmanlike stance in ordering his officers enlisted Sailors and Marines to utter no more insults or epithets and to treat the defeated people of Japan with dignity: “Neither familiarity and open forgiveness nor abuse and vituperation should be permitted,” he ordered. 

Nimitz ended his career as Chief of Naval Operations, working for prickly Secretary of the Navy James Forrestal. As CNO, Nimitz successfully fought for Navy independence during efforts to downsize and consolidate the military services after the war. “As strong a champion as he was of joint service and joint command, he fought hard to prevent the Navy from being subsumed altogether … His calm, non-confrontational manner acted as a balm to the fierce and sometimes better inter-service rivalries concerning unification, budgets, and national policy.”

Nimitz’s priorities, plans, and abilities –– especially his skill in dealing with challenging colleagues, subordinates, and senior leaders –– were the mark of brilliance. Though Ian Toll calls “Nimitz at War” a biography, Symonds claims it’s not:

“This is not a biography of Chester Nimitz. It is, instead, a close examination of his leadership during his three and a half years directing World War II in the Pacific Theater when his actions and decisions guided the course of the war and helped determine its outcome, the legacy of which we still live with today. In many ways, it is remarkable that he assumed such a role. National trauma –– social, political, economic, and military –– produces a cultural tension that can challenge democratic norms. In such circumstances, the loudest, most aggressive voices often assume leadership roles. During World War II, military and naval leaders such as Admiral Ernest J. King, General Douglas MacArthur, Admiral “Bull” Halsey, and General George Patton all rose to prominence. All were talented and competent. All were also larger-than-life figures whose temperament, stubbornness, self-assurance, and impatience characterized their leadership. They were, and are, polarizing figures.

“Nimitz, like Generals George Marshall and Dwight Eisenhower, exemplified another leadership style, a quieter one that depended on intelligent listening, humility, and patience. Nimitz did not shrink from hard decisions –– he was, at critical moments, as bold as any commander in the war. Yet he believed that ultimate success depended on accommodation as well as determination, on humility as well as aggressiveness, on nurturing available human resources as well as asserting his authority. Rather than impose orders, he elicited solutions; he sought achievement, not attention. He unified. His was a quiet, calm, yet firm hand on the tiller during an existential crisis, and his leadership style reinforced rather than challenged democratic norms. It is a leadership template more relevant than ever.”

Symonds says his “focus and purpose” is to “re-create and evaluate” what Nimitz experienced and achieved in the 1,341 days of the war in the Pacific as he “commanded, directed, and supervised the largest naval force ever assembled in the largest naval war ever fought.”

As a result of his excellent presentation, Symonds also succeeds in profiling the type of leader we need not only in the Navy, but also for the United States itself: indeed, “a leadership template more relevant than ever.”