Well, the day after E2 posted the droid post, a new report by Afghan “experts” was released. It is a complete crock, which couples blindingly obvious facts to a set of BS recommendations that are so wrong they can easily be dismissed an reasonably intelligent eight year old child (but not our betters in DC). This low hanging fruit I cannot pass up.
So last July, Kabul was graced with a 72 hour visit from the brain trust of The Center for American Progress. As one might expect from the name of this fine organization, they are statists who want nothing to do with progress – if one defines progress to mean getting things done in an efficient, appropriate manner. No, they came to contribute their brain power and earn their seven digit salaries the new “old fashioned” way – by using their impressive academic credentials and political connections to write up a “point paper,” which contains no insight, no understanding, nothing new, and is, in the end, flat-out, demonstrably wrong. But you get that from your hyper-credentialed betters don’t you?
Here are the blindingly obvious “insights” contained in the report linked above; you ready?
1. Reset the relationship with President Hamid Karzai while still using leverage to advance reforms
2. Clarify the message
3. Support and invest in democratic institutions and forces
4. Support a more inclusive peace process.
5. Shift from a development strategy to a sustainable economic strategy
I kid you not; this is what several million dollars funding buys from DC think tanks. If I need to explain how wrong, stupid, boneheaded, or just plain ignorant these five ideas are, then you haven’t been reading FRI long enough. What the geniuses from the Center for American Progress are touting is to continue down the same path we have been on for a decade. Typical statist bullshit from elites who, by virtue of their connections and political advocacy, will always be immune to the consequences of the disastrous policies they inflict upon the citizenry. So, as naturally as day follows night, this brings me to Harry Truman and the Berlin Airlift.
Message from E2: Stay with him folks, this is not an arbitrary tangent; he’s gonna bring it around.
How did the Berlin Airlift come about and why was it successful? My understanding of that critical period in world history has been wrong for most of my life. Like many of you (I’m betting) the period between the end of the war and the blockade of Berlin was compressed in my memory: war ends, Marshall plan starts, the Soviets dick things up because they are stupid and the new Air Force sorts it all out with an impressive military airlift. That is not what happened.
The true story behind the Berlin Airlift is fascinating in many respects. First, there were three years of flailing about (which makes our efforts in Afghanistan almost appear to be favorable in comparison) before the Soviets started the blockade. Second, the men who rescued the effort from the disastrous, amateur hour, FUBAR exercise that it started out as got no credit, while the incompetent who created the mess became Chief of Staff for the Air Force.
The story behind the Berlin Airlift is the subject of a fascinating book by Andrei Cherny call the Candy Bombers. What I did not know before reading it was that nobody in Washington DC thought that Berlin could be supplied by an airlift. Had the initial, unorganized, caffeine and adrenaline fueled effort started by Curtis LeMay continued, the conventional wisdom would have proved correct.
When Harry Truman asked his advisers what should be done about the blockade of Berlin their answers were uniform across the board: cut and run. Here was Harry Truman – a man considered to be the “accidental president” and also considered weak, indecisive and poorly educated.
Truman has a vice president he doesn’t trust, a secretary of defense who was clinically insane (a fact, not a smartass comment), and every general or admiral he asks tells him the same thing: we can’t do the airlift, we can’t fight the Soviets, we have to cut and run. There were two generals who did not agree with this advice – one was Lucius Clay, a man who never saw one day of combat having been forced to head up procurement for the war effort before being appointed the military governor of Berlin. The other a distinctly unpopular general named Bill Turner, who turned the airlift from an exciting seat of the pants misadventure into an operation that ran like a metronome. Every three minutes a plane landed and every three minutes one took off. If there were more than three planes on the ground at the Berlin airport, somebody was in for a severe ass chewing once Turner determined who was responsible. Clay (like Truman) understood the psychological importance of not cutting and running. Turner was the only man who knew how to organize and run a proper airlift. We owe these two men a tremendous debt but I doubt any of you have ever heard of them before. That is sometimes the price of being a real hero- others get the credit and you get sent home.
What I find fascinating is that Truman stuck to his philosophical guns in spite of every newspaper, every TV reporter, every flag officer, and every tenured parasite at the Ivy League schools proclaiming him wrong. This reminds me of President Bush and his experience before The Surge strategy was conceived in Iraq. When he asked the Joint Chiefs for advice, what he got is “keep doing exactly the same thing, only better”.
Where are we going to find leaders who will stand on principle, buck against the tsunami of toxic, ineffective advice thrown at them from elites who went to the “proper schools” for the “right credentials”? Why should we listen to three policy wonks who spent God only knows how much of our (taxpayer) money for three days inside an embassy that is as far removed from the real Afghanistan as the playground at the West Annapolis Elementary School? The simple truth is that the number of acceptable endstates in Afghanistan are limited and none of them involve “clarifying messages” or “resetting” (I hate that word now) relationships with President Karzai.
The best we can do is support regional leaders, train up a respectable security force and then get the hell out. We’ve had ten years of relationship resetting and clarifying of messages. What we need now is a leader to articulate in simple terms what we are going to do and when we are going home. And as Harry Truman proved long ago – sticking by the conviction that America is right and stands with the forces of good on this earth is the most effective way to move past the conflicting advice of the elites and into the pantheon of men who truly made a difference in their time. The men in that pantheon stuck to their guns – we need a leader who will stick to his.
My good friend E2 has kept FRI alive for the past few months allowing me to put up a post I’m dying to share. We’ll complete our remaining projects in a few months and then I can start posting again about what we were up to this year. Last week I got a treat that was too good not to share; a chance to link up with my friend Col Dave Furness, USMC, the commanding officer of Regimental Combat Team 1 currently deployed to the southern Helmand. Col Furness was heading out to look over the positions of the 1st Battalion, 3rd Marines (Lava Dogs) commanded by LtCol Sean Riordan, who came through the Marine Corps Infantry Officer Course when Dave and I were instructors there. I needed to see the USAID FPO’s in that neck of the woods providing a perfect excuse to tag along.
When Dave and Sean first showed up several months ago there was some of hard fighting left do to penetrate this far south but that turned out to be the easy part. Terrain and vegetation forced the Taliban into linear defenses. They tried minefields in front in an effort to bog down the advancing Marines. But Marines have helicopters, so they would fix the villains with a frontal holding attack and then fly into their rear and chew them up. The Taliban were quick to figure out that move and countered with minefields and fighting positions to their rear too. The Marines started flying into their rear to fix them, a tactic which allowed the Marine infantry in front to flank the Taliban and pin them against the Helmand River. Fish in a barrel, except for the runners who manage to slip out, ditch their weapons and start walking meaning they no longer fit the PID profile and cannot be engaged.
A few months back as they were pushing south the Marines would run into situations that (for guys like them) are a dream come true. An ANP commander pointed out a village where his men have hit 3 IEDs in as many weeks and each time the villagers poured out with AK’s to start a firefight. A few nights later the Marines blow a controlled det on the road to simulate an IED hit and when the villains rushed out with their flame sticks they met what we lovingly call the ‘L shaped ambush’. No doubt (knowing the Lava Dogs) the villains also met Mr. Claymore, were introduced to the proper use of a machine gun section, and were treated to a 40mm grenade shower from those new and super deadly M32’s. Bad day. Not many survived that textbook lesson on the proper use of an ambush squad, but those days are long gone. The Taliban has run out of options in their limited (yet effective) playbook and have gone to ground but are still planting the IED’s and will still strike at what they consider soft targets but these attacks seldom rise above the level of being a minor nuisance.
As everybody in the world (except President Karzai) knows, these IED’s kill and maim vast numbers of innocent Afghans, yet rarely inflict casualties on ISAF units. The Marines still get hit by them but have deployed in such a way as to significantly reduce the vulnerability of their line infantry. Know how? By staying off the bog box FOBs and getting into little squad size combat outposts.
But Baba T, you ask, isn’t that how the Brits got their asses kicked so badly a few years back in the very same district centers the Marines are now occupying? This is true and speaks to the difference in organization, culture, task organization, and combat power between the services. The average British soldier is every bit as good and in most cases better trained than his American army counterpart. But not the Marines who have far superior entry level training and a history of battlefield innovation. But the Marines are not supernatural and trying to work out of COP’s in places like Musa Qala is proving tough.
Southern Helmand Province is a long, flat narrow area, where the population is confined mostly to strips of land in close proximity to the Helmand River or one of its main canals. The Marines are able to spread out into COP’s (combat outposts) PB’s (Patrol Bases) and OP’s (observation posts) covering the entire AO (area of operation). These positions are manned by junior NCO’s and in one PB the senior Marine was a Lance Corporal. They move positions frequently; every time the Marines set up in a new one of any size local families immediately move as close to the positions as they are allowed and start building mud huts. For them a small band of Marines equals security and the implicit trust shown by this pattern of behavior is something in which the Marines rightly take great pride.
So if the Marines have been kicking ass out there, why is the title of this post “Attention to Detail”?
Brace yourself for a confusing yet illuminating segue.
Back in the early 90’s, LtGen Paul Van Riper interrupted one of our IOC field events because he had been directed to stage a capabilities demo for a visiting member of the British Royal Family. I think it was Prince Andrew, but may have that wrong. General Van Riper is probably best known as the man who destroyed the US Navy in a 2002 “free play” staff exercise. But his reputation back then was as a general who would go” high order” at the slightest provocation.
I recall when he showed up outside the old combat town in Quantico; my fellow instructors and I lined up to render him a salute but for some reason I cut my salute early. He glared at me as if I were a putrid urine specimen. And not just a casual glare – he held it for what seemed like hours as my face worked its way through the various stages of red finally topping out at crimson. I remember observing full Colonels on the side of the road picking up trash (they had apparently been told to have their Marines get this done the day before but didn’t- so now they had to do it). We saw those Colonels because we had to go back and get clean uniforms for our students and ourselves – after five days in the field we were pretty stinky and no member of the Royal Family was going to be forced to deal with stinky Marines.
The General came up with a slick ambush involving a SPIE rig extract which would deposit our students in a LZ just down the road where the Prince could shake hands and take photos. We rehearsed for two days all the while correcting what we thought were very minor issues, but they were defects Gen Van Riper found intolerable. The demonstration came off without a hitch – which we expected because we (the IOC staff) were good at this sort of thing. But we were forced to recognize the 5000 rehearsals Gen Van Riper had insisted on had served us well. We had thought General Van Riper a lunatic; his obsessive attention to detail some sort of sick personality quirk but it turned out he was showing us what had to be done for a mission of this nature.
We were wrong to label Van Riper as anything other than a consummate professional despite his prickly personality.
Here’s why: attention to detail saves lives. It is not something that one can turn on one moment and off the next. It is a habitual behavior borne of years of practice, and even more years of serious ass-chewing from those above you who know the business. We had always known attention to detail was critical, but had applied it only when practicing the deadly arts of war. We were masters at running complex live fire and maneuver training which required considerable attention to detail to pull off. However, in all honesty, we just didn’t apply it in the garrison or classroom setting. As young officers we thought we could turn it on in the field because that’s where (we thought) it was important. What Gen Van Riper and the many others like him were demonstrating to us was that we were wrong – you can never turn off attention to detail.
Our first stop on our tour of 1/3’s area was a newly established logistics hub, which was a pigsty. I had never seen Dave ‘channel’ Gen Van Riper before, but I have now, and man, it is a sight to behold. He went high order, repeating over and over that a unit that can’t keep its own little camp in order is a unit unfit for combat operations outside the wire. “If the little things are kicking your ass, how the hell do you expect me to believe you can accomplish the big things I sent you out here to do?” I’m paraphrasing here because between Dave and SgtMaj Zickefoose, so much ass was being chewed that I thought it best to go hide in the MRAP and didn’t even attempt to write down what they were explaining in the harsh unequivocal terms of infantry Marines.
There was good reason for Dave’s rant. The active fighting has been long over, but the dying continues due to IED strikes and the most important factor in countering IED’s is attention to detail coupled with strict adherence to procedure. As we visited every little PB, COP, and OP in the Lava Dogs AO (there are over 50 of them now), we found that the logistics hub was the exception – each base and outpost we visited after that was spotless (or as spotless as things can be in the desert). Although the Lava Dogs had mastered the art of maintaining a clean and organized patrol base, Dave and the SgtMaj continued to pound home their message: the fighting is over, we have tried every trick in the book to lure them into fighting us, but they won’t play anymore and have gone to the IED. The procedures for mitigating IED’s are well established and well drilled. They cannot be deviated from, no matter how hot it is, how long you’ve been out, or how far away the next available EOD teams may be.We must follow the procedure to the letter, no exceptions, because the lives of your fellow Marines depend on it.
Military life is often plagued by weak martinets who make the lives of their troops a burden by insisting every rule and regulation be followed to the letter. They use rules and regulations to cover for a lack of confidence in their professional ability to make good decisions; so when confronted with problems they make no decisions, hiding instead behind the letter of the law contained in the UCMJ. Good commanders insist on attention to detail and following established procedures because paying attention to detail needs to be habitual for it to be effective – you just cannot turn it on and off. To quote Col Furness: “Attention to detail and strict adherence to orders is what keeps men alive.” But then, he’s no martinet. As an example: despite rule 1 (no keeping local dogs as pets) you will find dogs on every little base Dave owns. I’m not sure he knows they are there because he tends not to look at or notice them as he walks into these small, clean outposts.
The local dogs are good for morale, can take the heat better than military working dogs, and have over and over saved mens lives when they accompany their American friends on patrols. Somebody gets them flea collars, a rabies shot and de-wormed and from that point on they are part of the tribe. A martinet would put an end to that nonsense instantly because it is against the rules – benefits to the men and mission be damned. But a commander who understands Napoleon’s maxim “The moral is to the physical as three is to one” he’ll find a way to work around problems like this by applying the spirit, not the letter of the law. Besides, the Marines broke the code on local dogs in Iraq so seeing them on every post here is really no surprise.
As did Gen Van Riper all those years ago, Dave continues to pound into his Marines’ heads the need for attention to detail. When “The Ripper” would rip into us we didn’t have the advantage of combat experience so the context of these lessons were lost on us. Maybe I shouldn’t say “us” but they were on me. I think it was Dave Furness (could have been Paul Kennedy for that matter – now a newly minted Brigadier General – making me one of the prouder former Marines on planet earth – I love seeing my friends do so well) who told me the first time you lose a Marine because he was doing something he shouldn’t or had on him something which he shouldn’t (like an ipod or cell phone that suddenly rings at the worst possible moment) you learn instantly to go Van Riper on them because if you don’t, you’ll lose more in the same manner and that will break you.
Killing the Taliban is the easy part of this conflict because, as I’ve pointed out about 100 times in past posts, they just plain suck at fighting and we have become very proficient in targeting and killing people. Getting the Marines to treat the local people with respect and project friendship and warmth is also easy. The Marines with RCT 1 are in close contact and living with these people 24/7. It is in their nature to smile, give kids candy, treat the injured etc… The only consistent problem the Marines have with the local population is their treatment of dogs and other domestic animals. Yet despite this, the Marines cowboy up, doing their duty as good troops always do.
The only thing the local people of southern Helmand are concerned about, when it comes to Marines, is that they are going to leave. They would much rather see them stay – I hear this from the locals everywhere I go in this Province.
Now the hard part of the job is maintaining focus day after day in the heat, dust, and wind of the Helmand River Valley. This is where experienced combat leadership comes into play. Getting face to face with Marines to hammer home over and over that they must maintain their vigilance, that they can’t get sloppy just because the Taliban won’t play anymore. This is when the hammer has to come out because it is human nature to slack off when the pressure is off. Well, the pressure may be off from the Taliban but it certainly isn’t from the RCT 1 command group. Which is exactly how it should be.