6:33 | It was a tough job for the top commander in Afghanistan. General David Barno had to manage relations between President Karzai and the United Nations and the forces fighting the war. He soon determined that a fair and free election was the best way to thwart the efforts of the Taliban.
Keywords : David Barno Afghanistan LLoyd Austin Hamid Karzai United Nations (UN) counter insurgency Zalmay Khalilzad election Taliban
David Barno relished the challenge of rebuilding a broken Army in the years after Vietnam. He finished a four year run with the 25th Infantry Division as a company commander, and began to develop a respect for the new Ranger battalions. That's where he felt he should go next.
General David Barno formed a task force to train Iraqi exiles during the preparations for that conflict and he managed it so well that he got some attention up the chain. His next assignment was a big one, command of the combined forces in Afghanistan.
Following the tragic deaths of ten Afghan children, it fell on General David Barno to tell President Karzai about the incident. He describes the effect this had on the rules of engagement going forward and he discusses a document he drew up to give guidelines to the troops that would keep them in the good graces of their hosts.
General David Barno describes the evolution of the Joint Special Forces Command into the high tech force it is today. He also looks back on his command in Afghanistan and wonders, could he have done more to bring the conflict to a conclusion?
What would be the positive memories of his time in Afghanistan? For General David Barno, the best thing was seeing young officers blossom into senior leaders. He had a quiet, lone homecoming and then a radically different operating environment, the Pentagon.
What's it like for a retired general to watch from the sidelines as wars continue? David Barno answers that and has a few observations about how his former command in Afghanistan is being managed.
He grew up in a house full of military memorabilia and in the eighth grade, David Barno decided that not only would he become an Army officer, he would go to West Point. He immediately began to execute a plan to make it happen.
Many of the instructors at West Point had served in Vietnam, recalls David Barno. The war was on the mind of every cadet and when Vietnam fell, they knew they would not be going there. This particular class would become known for the number of future generals it produced.
He heard of Grenada on a Friday and on Monday he was flying there. David Barno was a Ranger company commander who took part in the hastily put together operation. It was such a patchwork of units and plans that everything went wrong that could. It spurred congressional hearings that actually helped correct the situation.
It was assumed to be a one day operation, but it was on the the third day of action on the island of Grenada that David Barno faced his first combat. The Ranger company commander took away many important lessons from that chaotic operation.
After attending the US Army Command and General Staff College, David Barno went to the 2nd Ranger Battalion as the operations officer. Preparations were underway at the time for Operation Just Cause, the invasion of Panama.
It was freezing cold at Fort Benning, where David Barno boarded a C-130 with the 2nd Ranger Battalion to jump into tropical Panama. It was time to clean up a mess there and, unlike the chaotic Grenada operation, there was a rehearsal and a real plan.
The invasion of Kuwait was a heavily mechanized operation, so infantry commander David Barno watched that from afar. In the 90's, the Army was focused on various peacekeeping operations. Was that going to be their new focus? On September 11, 2001, it became clear what the new mission would be.
Every Army officer has had mentors and for David Barno, it was not only men he had served under but men who had served under him. Since his retirement, he has been busy writing and teaching and remembering how his military career was the dream of a lifetime.
Bill Pearson had been to Vietnam twice and returned unscathed, but the Army wasn't done putting him in danger. He was assigned as an aviation consultant to Iran, advising the Shah's air force on it's supply of American aircraft. The day he arrived, martial law was declared and it wasn't long before there were mobs outside trying to burn down the building. The embassy was no help. Escape seemed impossible.
Bob Stewart was more nervous going to Vietnam than he was going into space the first time. You could get maimed in combat but in space you were either A-OK or completely gone. He made two flights on the space shuttle and, along with Bruce McCandless, made the first EVA with the new MMU, the Manned Maneuvering Unit.
He repaired radios in the Marines, but Norman Kling was now an electrical engineer working at McDonnell Douglas. When he tried to get his Marine Reserve commander to recommend him for a commission, the answer caused him to leave the Reserve.
After the Challenger tragedy, NASA mission specialist Bob Stewart returned to the Army where they made him a general. He worked at the Strategic Defense Command, a legacy of Ronald Reagan's SDI program. At some point the Army wanted him in Washington DC, at which point he promoted himself to ski bum.
Returning Marine Norman Kling had his eye on college when he got home from the Pacific. He entered the electrical engineering program at Washington University in his home town of St. Louis. He had a soft spot for the Corps in his heart or maybe it was his head. Either way, he joined the Marine Corps Reserve.
Some of his pilot friends were recruited by the airlines but Bob Stewart had other ideas. He became a test pilot. They got the money but he had the fun. He was instrumental in bringing the Apache and Blackhawk helicopters into the Army's fleet of airships.
When the cease fire was declared, American units had not yet reached Baghdad. In his command track, Geoff Farrell had the graphics on his screen to guide him right in, but it was decided we would not go. Looking back to that critical moment, he reflects on the decision.
Bob Stewart arrived in Houston as the first active Army officer to become a space shuttle mission specialist. After a year of classes, he was given a technical task, develop the shuttle's entry flight control system. The first flight was scheduled for two years out but he had to give management some bad news.
After the battle, the men of the 2nd Armored Cavalry did humanitarian work for the Iraqi civilians, then it was time to return to Germany. For Geoff Farrell, a feeling of unreality set in on the flight home. How do you decompress from combat? At least those who fought in this war were not going to experience the humiliation that Vietnam veterans had faced.
Bob Stewart was walking on air. He just got a call from NASA that he was accepted as a mission specialist on the space shuttle program. He was going to be an astronaut, but first he had one more flight in his capacity as an Army test pilot.
He considered it the finest education available. Geoff Farrell went to West Point, where he soaked up all the history and knowledge available there. He was assigned to Europe, where he patrolled the German border as Soviet Communism was dying. There was a brief period of jubilation when the wall came down, then they heard about Saddam Hussein.
They had prepared for the wrong war. Geoff Farrell's armored cavalry unit was going to the desert to confront Saddam Hussein, but their vehicles and uniforms were green and all their training was for fighting in European forests. Once they got to the staging area in Saudi Arabia, they adapted well.
During Operation Just Cause, John Le Moyne was assigned to the Joint Special Operations Command (JSOC) as a liaison officer to other agencies. In this capacity, he was able to observe some high level command operations that were very impressive. It was only a short while after this brief conflict that Saddam Hussein began to make noise in the Middle East.
Lt. Geoff Farrell was sleeping in the command track when he heard it on the radio. We were at war with Iraq. His armored cavalry unit crossed from Saudi Arabia into Iraq where they were greeted by friendly children in the middle of nowhere.
John Le Moyne had come in to Saudi Arabia leading an advance team. Starting from scratch in the desert, in the summer, huge operating bases were established. The locals were amazed at the way the Americans adapted to the environment. It was during this conflict that many innovations in troop care and comfort were devised.
It was near anarchy in Budapest following the fall of the Nazis. Many were starving surrounded by rubble. Bob Ratonyi was overjoyed when his mother returned from a labor camp but then he watched as communists turned Hungary into a Stalinist dictatorship.
Thermal imaging had been around for a while and Geoff Farrell was very familiar with it. GPS, however, was new and expensive, and no one was familiar with it. Both were integral to the swift victory in Desert Storm. Before his deployment he declined a dose of an experimental drug that was supposed to protect against chemical weapons and he wonders if that drug contributed to Gulf War Syndrome.
It was all propaganda, everything on the radio and in the newspapers. That was life in communist Hungary as Bob Ratonyi was coming of age. He urged his mother to take an offered post as the party representative at her factory so she could take advantage of it.
John Le Moyne never had a bad assignment. That's the way he looked at it, anyway, and it had a lot to do with the excellent leaders he encountered throughout his career. They helped him crack the code on how to win the trust of soldiers.
He was free. Bob Ratonyi had made it out of communist Hungary into Austria. His first stop was a refugee camp, which was overcrowded. He made it to Vienna with the help of a Catholic charity and, once there, he made straight for the American embassy. Unfortunately, the quota for refugees had been met. He had three choices, Australia, Sweden and Canada.
For Geoff Farrell, who fought in Desert Storm with the armored cavalry, it was obvious. It was technology and training that ensured victory. We had a lot of it and the Iraqis had very little. Our weapons had a longer range and, when a sandstorm came up in the middle of a battle, we had GPS and thermal imaging.