They had reacted much too slowly when Winters fired on them from the road. They failed to put together an organized base of fire when the shooting started.
Easy, by contrast, did almost everything right. Winters called this “the highlight of all E Company actions for the entire war, even better than D-Day, because it demonstrated Easy’s overall superiority in every phase of infantry tactics: patrol, defense, attack under a base of fire, withdrawal, and, above all, superior marksmanship with rifles, machine gun, and mortar fire.”
More can be said. For example, the physical fitness of the Easy men was a sine qua non. They put out more energy than a heavyweight boxer in a fifteen-round title match, way more; they put out more energy than a man would playing sixty minutes in three consecutive football games. Also notable was the company’s communication system, with radio messages, runners, and hand signals being used effectively. The leapfrog advances and retreats put into play the training they had undergone at Toccoa and were carried out in textbook fashion. The evacuation of the wounded was likewise carried out with calm efficiency. The coordination with British artillery was outstanding.
So was Winters. He made one right decision after another, sometimes instinctively, sometimes after careful deliberation. The best was his decision that to attack was his only option. He provided not only brains but personal leadership. “Follow me” was his code. He personally killed more Germans and took more risks than anyone else.
But good as Easy Company of the 506th was, and there was no better light infantry company in the Army, there was nothing it could do about that terror of the battlefield, modern artillery. Easy had to cross the dike to get home. It could not stay in the open field and get pounded. But in crossing the dike, the company exposed itself to zeroed-in German artillery. A few minutes of total terror, and the company had taken more casualties than it had in its encounters with German riflemen by the hundreds earlier in the day.
“Artillery is a terrible thing,” Webster said. “God, I hate it.”
The Public Relations Office of the 101st Airborne Division gave the action extensive publicity, in typical wartime jargon: “Winters’ order had to be, and was, for a bayonet attack. As a result of that brave order two companies of SS were heavily battered and forced to withdraw without getting an opportunity to start their attack which was scheduled to start at almost that very instant.”
Insofar as the German 363rd Volksgrenadier Division launched a major attack at Opheusden at dawn that day, against the left flank of the 506th, the small action at the dike may have been crucial. Had the German SS companies proceeded unmolested south of the dike, they would have hit regimental HQ at exactly the moment Colonel Sink had to concentrate his attention on Opheusden.
Sink was appreciative. He issued a General Order citing 1st platoon of Easy for gallantry in action. After describing the bayonet charge, he wrote: “By this daring act and skillful maneuver against a numerically superior force”
the platoon “inflicted heavy casualties on the enemy” and turned back the enemy’s attempt to attack battalion HQ from the rear.
A couple of days after the bayonet attack, Colonel Sink paid Winters a visit. “Do you think you can handle the battalion?” he asked, indicating that he was considering making Winters the X.O. of 2nd Battalion. (Maj. Oliver Horton had been killed in battle of Opheusden on October 5.)
Winters, twenty-six and a half years old, a captain and company commander for only three months, gulped and replied, “Yes, sir. I know I can handle our battalion in the field. Combat doesn’t worry me. It’s the administration. I’ve never had administration.”
“Don’t worry,” Sink assured him. “I’ll take care of that part.” On October 9, he made Winters the X.O. of 2nd Battalion.
Winters’ replacement as Easy Company commander failed to measure up. He came in from another battalion. Pvt.
Ralph Stafford was scathing in his description: “He really screwed up. He not only didn’t know what to do, he didn’t care to learn. He stayed in bed, made no inspections and sent for more plums.”