6:53 | 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.
Keywords : David Barno Fairchild Republic A-10 Thunderbolt II Afghanistan Hamid Karzai LLoyd Austin civilian casualties rules of engagement air support George Bush
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.
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.
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.
Justice details a too-close-for-comfort interaction with a vehicle-borne IED. The IED came as a complete surprise and the entire F.O.B. fell into what Justice could only describe as “chaos” immediately following the explosion. She suffered several injuries and had to work with the nurses back in Bagram and depend on the friendship of comrade Colonel Ellison to come back from the injuries.
The 10th Mountain Division deployed to Somalia, where LTG Lawson Magruder worked with his Marine counterpart to secure distribution of humanitarian aid and stop the fighting between rival factions. It was not yet the Information Age, so he and his staff would huddle around a lone satellite phone every evening.
Lawson Magruder, who commanded troops in the Somali deployment, was disturbed by what he discovered after the conflict was over. Partisan distrust following a change of administrations had sidelined the most experienced diplomat in the area. This contributed to an already bad situation.
It was a busy four days in Iraq for the 3rd Brigade Combat Team commanded by Bob Clark. Once the cease fire was declared, his mission became more humanitarian with swarms of displaced persons to take care of. Then there was that Elvis sighting.
The bomber jacket worn by a hometown character caught LC Johnson's young eye, so he always had the Air Force on his mind, not the Army. He was stationed at isolated radar sites in the Southwest, at first. Then he got his first taste of a real Air Force base in Japan, where he worked in supply and at the clubs on base.
The army had to plan for operations that were short of total war, stability and security operations. Lawson Magruder worked with a team writing new light infantry doctrine, which was the type of force that would be tasked with these missions. Ironically, he was soon at the 10th Mountain Division, which was destined for Somalia.
Ken Preston's first duty was at Fort Hood, where he got a plum assignment in the headquarters company as a tank crewman. There were only three tanks in the section, including the battalion commander's tank. The unit spent a lot of time testing and evaluating new tanks to determine which technology the Army should adopt.
The attack helicopters, Humvees and other armaments were lined up in the empty desert, poised for attack. To Bob Clark, it seemed like a mini-version of the mighty Normandy armada. Then it was a mad dash into Iraq and the Euphrates River valley.
On September 11, 2001, there were 130 senior leaders huddled in a town pavilion during a war exercise in Heidelberg. An aide handed a slip of paper to V Corps commander Gen Scott Wallace. He showed it to Command Sgt Major Ken Preston. A plane had hit he World Trade center. Then there was a second slip of paper and the General stood up and addressed the crowd. Everything had changed at that moment.
When Bob Clark arrived to assume command of the 3rd Brigade of the 101st Airborne Division, Saddam Hussein had just moved into Kuwait and the unit was preparing to deploy. Soon, he was staring across the Saudi desert into Iraq.
As he progressed in the Air Force at a number of bases, logistics expert LC Johnson enjoyed the environs of places like Los Angeles and England. When he got to Korea, he had a role to play in the Pueblo incident as the man who knew the nuts and bolts of that area of operation.
Retired LTG Bob Clark reveals what he considers to be the number one requirement of good leadership. He also recalls the music that encouraged morale in Vietnam and later in Operation Desert Storm. A visit by Jay Leno to the field in Saudi Arabia was also much appreciated.
His sister units had deployed from Germany into Kuwait. Ken Preston's group was held in Germany to set up a program to train tank and Bradley gunners heading to the conflict. Of course it was the middle of winter. After the quick resolution to the war, the training program ended and it was his turn to deploy to provide security for the pullout.
After commanding troops in combat as a lieutenant in Vietnam and as a colonel in Iraq, Bob Clark still had a lot of service left in him. He had more commands including the 101st Airborne Division before he finally retired. He reveals some of the insights that he learned during his career.
He was back at Fort Knox, where ordinary tank gunners became master gunners. Ken Preston enjoyed passing knowledge on to young NCO's who could go back to their units as a more valuable asset. He had served in Germany and the Middle East and was coming up on a big decision. Make twenty and retire or keep going?
Whether to stay in the service or move on is a question that is well known to service members. For LC Johnson, it was an easy choice. It was a down economy, he had limited options at the time because of his race, and, most importantly, his mother said it was a good idea.
Ken Preston had a very rewarding position as 1st Sgt at BNCOC, the basic NCO course at Fort Knox. Scouts, tank and Bradley crewmen and mechanics all received their instruction there. He was elevated to deputy commandant, which meant that he was now the busiest person in the Army. He was right up on twenty years and he filled out the form for a retirement date, but his boss had something to say about that.