officers, and on his Staff were some of the most enthusiastic soldiers
in the service. There was no room for an inefficient leader in any
branch of the force, and the knowledge that the Commander-in-Chief
valued the lives and the health of his men so highly that he would not
risk a failure, kept all the staffs tuned up to concert pitch. We
saw many changes, and the best men came to the top. His own vigour
infected the whole command, and within a short while of arriving at
the front the efficiency of the Army was considerably increased.

The Palestine G.H.Q. was probably nearer the battle front than any
G.H.Q. in other theatres of operations, and when the Army had broken
through and chased the enemy beyond the Jaffa-Jerusalem line, G.H.Q.
was opened at Bir Salem, near Ramleh, and for several months was
actually within reach of the long-range guns which the Turks
possessed. The rank and file were not slow to appreciate this. They
knew their Commander-in-Chief was on the spot, keeping his eye and
hand on everything, organising with his organisers, planning with
his operation staff, familiar with every detail of the complicated
transport system, watching his supply services with the keenness of a
quartermaster-general, and taking that lively interest in the medical
branch which betrayed an anxious desire for the welfare and health of
the men. The rank and file knew something more than this. They saw the
Commander-in-Chief at the front every day. General Allenby did not
rely solely on reports from his corps. He went to each section of the
line himself, and before practically every major operation he saw the
ground and examined the scheme for attack. There was not a part of the
line he did not know, and no one will contradict me when I say that
the military roads in Palestine were known by no one better than the
driver of the Commander-in-Chief's car. A man of few words, General
Allenby always said what he meant with soldierly directness, which