At ordinary times, in harbour, the Staff officers engaged on the operational side were following the movements of such enemy vessels (chiefly, of course, submarines) as were known to be at sea, as well as those of our own vessels. (In the latter case frequent orders to ships were necessary to ensure that they did not meet each other at night--when risk of collision would be incurred owing to ships not carrying lights, or in thick weather.) They put into execution the orders given by myself or the Chief of the Staff, and were engaged in elaborating plans of future movements and drawing up the necessary orders for such movements as I had in contemplation. They were also engaged in arranging all gunnery, torpedo and other practices and exercises, and in the constant work of the production, revision and issue of orders for the organisation and tactical working of the Fleet. On the _matériel_ side, the Staff work comprised that of storing, provisioning and fuelling the Fleet, all questions of instruction, training, personnel, discipline, mails, refits and repairs, etc. In action each member of the Staff had his own particular duty allotted to him. The secretaries took notes and recorded proceedings; certain officers had as their sole duty that of watching and reporting to me every movement of enemy vessels; one officer was detailed to attend solely to torpedo attacks made by the enemy, keeping me informed of their progress and of their possibilities; another dealt with all questions relating to concentration or distribution of fire, bringing to my notice any signals required to give effect to our preconceived arrangements; each signal officer had his own special duty, one being responsible that all signals for tactical movements made visually were also made by “short distance” wireless telegraphy. One wireless officer worked in the main office and one in the auxiliary office. The Staff was so organised as to leave the Commander-in-Chief free to take a comprehensive survey of the whole position, whilst ensuring that nothing that should be done was left undone. It must, however, be realised that the rapidity of movement of fleets is so great that, at critical moments, the Commander-in-Chief of a fleet, or the Flag Officer Commanding a Squadron, must of necessity make instant decisions; there is no time for consultation or for advice. III.--PREPARATION OF CRUISING ORDERS