U.S. Army (L. McQueen)

General Shalikashvili addresses U.S. and UN troops at Sword Base in Mogadishu, Somalia, Operation Restore Hope HOW ARE GREAT LEADERS MADE? Lessons from the Career of General John Shalikashvili (1936–2011)

By ANDREW MARBLE an exemplar in civil-military relations, and a Commander Europe from 1992 to 1993—a remarkable, effective diplomat. critical period of post–Cold War transition. General Shalikashvili attained the Finally, he himself served as Chairman of highest positions of command and influence the Joint Chiefs of Staff, the highest ranking peaking at an August 6, 2011, in the U.S. military. As Assistant to Chair- memorial service for the recently man of the Joint Chiefs of Staff General Colin deceased General John Sha- Powell from 1991 to 1992, he was the trusted Dr. Andrew Marble is currently writing the likashvili, former Secretary of interagency representative of perhaps the authorized biography of General John Shalikashvili. S He authored the former Chairman of the Joint Defense William Perry described the general most powerful Chairman in U.S. history. as a superb military leader, a Soldier’s Soldier, He also held the position of Supreme Allied Chiefs’s memoriam in JFQ 63 (4th quarter 2011).

ndupress.ndu.edu issue 64, 1 st quarter 2012 / JFQ 135 RECALL | How Are Great Leaders Made? uniformed position in the world’s most pow- If we wish to understand how great heavily centered on logistics, and diplomati- erful military, from 1993 to 1997. leaders are made, General Shalikashvili’s cally sensitive What catapulted General Shalikashvili command of Provide Comfort provides an ■■ holistic understanding of how to lead to this pinnacle of leadership was his stellar excellent case study. How did he accomplish a team command of Operation Provide Comfort, this miracle? Since there was no preexisting ■■ altruistic motivations for tackling the which represented the first time that a major playbook for such an unprecedented crisis, task at hand. international humanitarian crisis was tasked the general had no option but to rely solely on to the U.S. military. the skills and experience he developed during Challenges In April 1991, more than 500,000 his prior 33 years of military training. When On April 17, 1991, Lieutenant General Kurdish refugees had been chased into the he stepped off the plane in Turkey to take Shalikashvili, second in command at U.S. mountains on the Turkish-Iraqi border in command of the operation, what skills did he Army Europe (USAREUR), was in a mild the aftermath of the first Gulf War. Barred bring with him? state of shock. As an expert in the subject of from crossing the border by a nervous My research on the life and career of defending Western Europe from a possible Turkey and too afraid of Saddam Hussein’s Shalikashvili has led me to conclude that he Soviet invasion, he had never before heard of military to willingly return to the lowlands drew on three main resources that made him the Kurds. But after a series of meetings that of Iraq, the Kurds were stuck. Not equipped an effective, unifying leader: day in Heidelberg, Stuttgart, and Frankfurt, for the inhospitable mountain conditions, Germany, he boarded a plane to Incirlik, Kurdish men, women, and children began ■■ rock-solid professional competency Turkey, on orders to evaluate and report dying at a rate of 1,000 per day. Called in to in handling complex operational challenges, back on this rapidly developing refugee crisis lead the combined rescue operation, General especially those that were one of a kind, at the Iraqi border. His first thought before Shalikashvili accomplished what General Powell would later term a “miracle”: leading a coalition of militaries from 13 nations and what catapulted General Shalikashvili to this pinnacle more than 50 nongovernmental organizations of leadership was his stellar command of Operation Provide (NGOs) to stop the dying and return all the Comfort Kurds to their homes in Iraq in only 90 days.

Then Lieutenant General Shalikashvili greets Kurdish citizens in Isikveren, Turkey, during Operation Provide Comfort U.S. Army (Stephen B. Jones)

136 JFQ / issue 64, 1 st quarter 2012 ndupress.ndu.edu MARBLE departing was to check his footlocker to see if the Service schools had provided him with a manual titled something akin to “operations other than war.” But no such manual existed; this was the first time the U.S. military had U.S. Navy (April Hatton) been called upon to lead the response to a major international humanitarian crisis. By the time the general arrived in Incir- lik, the situation had changed so rapidly that, while en route, he had been made commander of the entire operation. After a quick review of the situation, it became clear just how herculean the task before him was. In the days ahead, he would have to:

■■ develop efficient ways to get food, Kurdish children play in refugee medical expertise, and shelter to the largest camp at Turkey-Iraq border during concentrations of refugees in the mountains in Operation Provide Comfort order to stop the dying ■■ create a coalition protection zone in northwestern Iraq, construct temporary taught to him early in his career while serving The general was able to convert his camps within them, and create transit stations as a second lieutenant leading a platoon in expertise into influence. As a senior Army between these camps and the main popula- Alaska in the early 1960s. The general later staff officer at the Pentagon in 1986, Major tions in the mountains recalled with appreciation his platoon sergeant, General Shalikashvili helped develop the ■■ build an organizational structure and First Sergeant William Grice, stating: Army position on the reduction of medium- processes to integrate the ever-expanding range nuclear missiles in Europe. General number of military personnel, NGO person- [He] knew that if our platoon was going to be Robert W. RisCassi, USA (Ret.), General Sha- nel, and supplies that were arriving often good at the countless things that would make likashvili’s boss at the time, later recalled the willy-nilly into Iraq and Turkey us a finely honed war-fighting machine, then moderating influence that Shalikashvili had. ■■ keep the Iraqi military from interfer- he had to teach me and practice with me so “There were camps that said we can’t give ing with the rescue and repatriation effort that when I walked that gun line, the soldiers up one iota of anything, and those who said ■■ work closely with the Turkish govern- would know that I knew more than them.1 maybe there are some things we can give up,” ment to ensure their continued support of RisCassi recalled. “Shalikashvili just brought the operation as well as with the local Turkish So throughout his career, Shalikashvili logic to the table. He’s relaxed, non-intrusive. population to help with logistics supply efforts threw himself into becoming an expert at His forte is knowledge.”2 ■■ convince Kurdish tribal leaders, at the whatever he was tasked to do. Upon arriv- By the time he reached flag grade, appropriate stage, to encourage their disparate ing at Fort Bliss in the early 1960s, First Shalikashvili’s expertise in a broad array groups to return to Iraq. Lieutenant Shalikashvili took a 2-week crash of logistical and operational areas allowed course to learn about the Nike Hercules him to manage complex systems. For The challenges were indeed daunting, guided missile system. For the next 2 years, example, as deputy commander of the 1st and a trip to Turkey that he originally thought he instructed U.S. and Allied officer students Armored Division in the mid-1980s, one of would last a few days would be extended ranging from second lieutenants to general the “hats” he wore was as “mayor”—making into months. Yet Shalikashvili faced his new officers on the topic. His superiors consis- him responsible for providing service to a assignment with his characteristic calm. By tently lauded his ability to relay complex military community of 27,000 Soldiers with this point in his career, he had a proven track information in an accessible way and to a an annual budget of more than $65 million. record. Since being inducted as a draftee into wide range of students. The community he was responsible for as the the U.S. Army in July 1958, he had developed Similarly, when Captain Shalikashvili USAREUR deputy commander, his position a broad array of leadership skills that he could was a nuclear weapons control officer for at the time of Provide Comfort, had an even rely on. the 32d Army Air Defense Command in larger budget of $100 million. Germany, he developed a system of easy-to- Shalikashvili’s proven logistical and Maestro of Operational Challenges understand instructions and booklets. operational capabilities earned him chances One of General Shalikashvili’s greatest A subsequent command inspection found to experiment. As commander of the 9th strengths was his ability to manage highly his system so effective that it was adopted Infantry Division (ID) at Fort Lewis in 1987, complex missions, particularly those with a USAREUR-wide. Other large units with Major General Shalikashvili oversaw a “high major logistical dimension. The basic building similar quick-reaction responsibilities and technology test bed” tasked to integrate three block of this skill was the importance he placed functions would visit Captain Shalikashvili’s brigades—one heavy armor, one light infantry, on “knowing one’s stuff.” This was a lesson operations center for first-hand study. and one “experimental mechanized”—into ndupress.ndu.edu issue 64, 1 st quarter 2012 / JFQ 137 RECALL | How Are Great Leaders Made?

Powell. Laterally, USAREUR was responsible Truck convoy transports Kurdish refugees from mountain campsites to for much of the day-to-day planning and tent cities established by U.S. forces providing the bulk of the logistical support. Down the chain of command were the men and women of the operation, who would come to number more than 35,000 troops from 13 countries. The military contingent would also work in close cooperation with volunteers from more than 50 NGOs, as well as with Turkish government officials and citizens.

Shalikashvili’s huge appetite for creative solutions to both logistical problems and operational challenges was infectious U.S. Navy (April Hatton)

What helped General Shalikashvili a new type of fighting force. During his 2 This brief overview of General Sha- coordinate the efforts of this vast team was years of command, the division came close to likashvili’s career helps us understand one of that he had a holistic perspective—the ability accomplishing what would normally take the the key skills that he brought to bear on this to see how the parts relate to the whole.6 U.S. Army Training and Doctrine Command massive rescue effort. “Knowing his stuff” This was a skill he had honed throughout his 10 years to complete (design a division, build and having built up a broad range of experi- career. One such opportunity came during an organization, design and procure equip- ences in managing logistics and logistical- a 3-year stint at the Army personnel center ment, and create a corresponding doctrine and intensive missions gave him the confidence to in the early 1970s. There, he focused on both train Soldiers how to fight under it). Provost tackle Operation Provide Comfort calmly and the individual and the whole as an assign- Marshal Larry Saunders of the 9th ID recalled creatively and to understand and get others to ments officer, guiding the careers of almost that Shalikashvili made the experimental understand how these complex problems— 14,500 field artillery majors and lieutenant division work because of his ability to “operate such as airdrops, ground transportation, colonels by trying to match their talents and in chaos without operating chaotically.” Sha- and building temporary camps and way- the Army’s needs in making position assign- likashvili’s huge appetite for creative solutions stations—could be solved. One example of ments. His superiors at the time noted how to both logistical problems and operational how he drew on past experience to tackle the Shalikashvili demonstrated “the rare combi- challenges was infectious. “Yes you can do it!” problems faced at Provide Comfort involves nation of confidence and humility, ambition he would tell his team. “Don’t give me five to the command structure of the units left to and selflessness, which enable him to be sen- six ‘A’-level ideas, instead give me twenty or watch over the Kurds after the main ground sitive to the problems of an individual or drive thirty ‘B’-level ideas. We can improve later. units left Iraq. In a highly untraditional move, an Army-wide requirement.”7 Let’s just keep the pace going.”3 an aviation brigade commander was put in And Shalikashvili cared deeply about Shalikashvili’s expertise in creative control of the remaining infantry, aviation, the individual. It is telling that he used the logistics would serve him well when called and support units. Shalikashvili had experi- occasion of his retirement speech in Sep- upon as the deputy commander to handle mented to great success with such an unorth- tember 1997 to drive home the point that two untraditional missions of high diplomatic odox arrangement during his command of members of the military “are not ‘personnel,’ sensitivity. One was Operation Steel Box, the 9th ID at Fort Lewis.5 but living, breathing people.” He unfailingly a mission to retrograde 100,000 chemical treated every person—regardless of rank or munitions—including the nerve agents sarin The Ultimate Team Player specialization—with the same fundamental and VX—out of Germany. A second mission No such complex operation undertaken respect. Reflecting on Shalikashvili’s tenure was an 11th-hour operation to rush the troops in a rapidly changing environment can be as SACEUR, USAEUR commander General and equipment—including tanks—of 7th managed by just one man. The logistics of David Maddox stated, “He’s unassuming, Corps from Europe down to Saudi Arabia in rescuing these 500,000 refugees could only be straightforward, and most importantly time for the Gulf War ground campaign—all accomplished by a coordinated team effort. caring. He makes people feel comfortable. without interrupting Germany’s Christmas As commander, General Shalikashvili was He cares [about] what you say and what you holiday traffic. Shalikashvili successfully responsible for the coordination. think. I think that everyone—be it a private handled both, leading General Powell to Up the chain of command for this or a general—knows that he listens and cares remark to then SACEUR General John particular operation were the strategic poli- about their views.” U.S. Navy Europe com- Galvin, “Shali is looking good, isn’t he? I cymakers: Shalikashvili reported to General mander Admiral Mike Boorda agreed: “He mean really looking good.” Galvin agreed.4 Galvin, who in turn reported to General has this way of listening to you, and while you

138 JFQ / issue 64, 1 st quarter 2012 ndupress.ndu.edu MARBLE are talking he makes you feel you are the only of his own position. John Lee, who was the decisions needed to be made immediately via person in the world.”8 command sergeant major in the 3d Brigade of discussions among the coalition command- Shalikashvili also had the rare ability the 9th ID when Shalikashvili commanded, ers on the ground. Such a decisionmaking to become even more polite and considerate later recalled: environment allowed Shalikashvili’s excellent as the pressure mounted. Admiral Thomas interpersonal skills to come into full play. Fargo experienced one example of this in 1994 [General] Shalikashvili did not major in The relationship that he developed over the when he was Director of Operations (J3) of the minor affairs. He focused on the higher-order course of the operation with British com- U.S. Atlantic Command when Shalikashvili role that a division commander should take mander Major General Robin J. Ross, Royal was Chairman. While at the hospital one day on: how to resource, equip, and train a multi- Marines, for instance, played a key role in with his wife who was undergoing surgery, thousand man division. He would never jump eventually convincing the British govern- Admiral Fargo was summoned to a secure in and start making loud and public correc- ment to change its rules of engagement to phone to speak with General Shalikashvili. tions. Instead he was very good at holding the allow British artillery to be deployed into Apologizing for having to call at this inoppor- leadership levels accountable for what was northern Iraq.10 tune time, Shalikashvili explained that Fargo under their particular purview, and he used Another facet of being a team player was the only one available who could provide the chain of command to effect change. is understanding that the team sometimes him with some needed information. “Once I needs wiggle room to work in. Mistakes can relayed to the Chairman what he needed to happen, and subordinates occasionally need know—information for an important briefing what helped General the leeway to attempt creative solutions. he had in one hour with the U.S. President on Shalikashvili coordinate the Brigadier General Stanley Kwieciak, USA our plans to intercede in Haiti—he spent five (Ret.), recalled a situation that occurred when more minutes on the phone with me asking efforts of this vast team he took over in 1979 as battalion commander about details of my wife’s surgery,” Fargo said. was that he had a holistic in Bamberg, Germany, under Colonel “I never forgot this and neither did my wife. perspective—the ability to Shalikashvili—the division artillery com- He showed his compassion.” see how the parts relate to mander for the 1st Armored Division at the This basic respect that Shalikashvili the whole time. Within a few months of his arrival, had for people worked as a lubricant to division headquarters conducted an inspec- smooth the dozens and even hundreds of tion. “We failed miserably,” recalled Kwieciak, interactions that he had during the course of Shalikashvili adopted the same approach “but Shali didn’t say ‘You screwed up.’ Rather any one day of Operation Provide Comfort— during Provide Comfort. Soon after arriving, he said ‘go get to work and see if you can fix regardless of whether it was with a superior, he delegated day-to-day operations to his things.’” Shalikashvili gave him the nod to subordinate, media representative, Kurdish deputy, Major General James Jamerson, USAF reorganize his unit contrary to the Army’s tribal leader, refugee, coalition member, rep- (Ret.), and his chief of staff, Brigadier General Table of Organization and Equipment, a resentative of the Iraqi military, or an NGO Anthony Zinni, USMC (Ret.). This allowed tweak that was a key part of Kwieciak’s cre- volunteer. Shalikashvili to focus on supervising the field ative plan to make his battalion more efficient This lubricant would prove crucial formations, maintaining good relations with and fix maintenance and training problems. because every day of the operation required the national contingent commanders, and At the end of Kwieciak’s command came a juggling priorities. Shalikashvili would later adjudicating any disputes that could not be second inspection—which, Kwieciak recalled, recall that during Provide Comfort, they had resolved lower down the chain of command. the battalion passed with flying colors. “the most interesting meetings that you might Maintaining good relations with the Shalikashvili exercised such leadership want to attend, because everyone knew that national contingent commanders was particu- qualities during Provide Comfort. General he had the highest priority of equipment or larly crucial to such a high-profile international John Abizaid—who commanded the 3d Bat- supplies that needed to be moved on any coalition effort. There were tricky issues that talion, 325th Airborne Infantry, which was given day.”9 needed to be hammered out. For example, each brought into the operation as an air combat Colonel Frank Adams, USA (Ret.), was country had its own set of rules of engagement team—would later recall that “Shalikashvili a brigade commander at the 9th ID when that dictated what its military could and could was very comfortable letting the command- Shalikashvili commanded. “Gen[eral] Shali’s not do. Under French rules, for instance, a ers on the ground do their job. He would personable, calm, nonthreatening approach French infantry platoon could not come to the come to the ground only to get the informa- was very good in making people—even aid of another coalition platoon under attack. tion he needed to be a strategic leader.” In prominent people—not feel like they’ve come And British national rules—despite the press- the chaos of the operation, when a misunder- out of a discussion having lost, even if their ing need for such support—would not allow standing led Abizaid’s unit to move deeper ideas were not adopted,” he said, explaining British artillery battalions to be deployed into into Iraq than planned, Shalikashvili did not how Shalikashvili’s temperament went a long northern Iraq to support either coalition forces reprimand him for it. This professionalism way toward maintaining team unity. or their own troops. earned Abizaid’s deep respect. This respect As a team player Shalikashvili also The rapid pace of events on the ground was mutual; Shalikashvili would later call on respected the roles and responsibilities of often meant that national commanders Abizaid to serve as his executive officer when other individuals on his team by refrain- could not report back to their home offices Shalikashvili became the Chairman of the ing from stepping outside the parameters for guidance or instructions. Many times Joint Chiefs of Staff. ndupress.ndu.edu issue 64, 1 st quarter 2012 / JFQ 139 RECALL | How Are Great Leaders Made? U.S. Navy (Benjamin David Olvey)

General John M.D. Shalikashvili, USA

lend them assistance. Knowing that the U.S. 1944, he watched Polish fighters bury their Altruistic Motivations troops stationed there would be dismayed war dead in the small yard of his second In July 1995, two top nuclear scien- that their greatly anticipated homecoming home, which later collapsed around the tists—Robert Peurifoy and Sidney Drell— was being postponed by at least 6 months, Shalikashvili family when hit by a German spent a full day briefing top U.S. policy- Shalikashvili flew to Somalia to make a per- dive-bomber, forcing them to take refuge in makers on the results of the most in-depth sonal appeal. Larry Icenogle, the Chairman’s cellars and sewer pipes. Fleeing to Germany study to date on whether the United States Public Affairs Officer at the time, recalls after the uprising was suppressed, his family should sign the Comprehensive Nuclear Test Shalikashvili telling the troops, “We got these lived for 8 years with the assistance of chari- Ban Treaty. Dr. Drell later recalled General nations into this, we’ve got to help get them table relatives. Distant nonblood relatives Shalikashvili as being the most informed of out.” Through the power of his personal then brought his family to the United States all the policymakers they briefed, and Dr. touch, the Chairman helped the ground in 1952. A grateful Shalikashvili would recall Peurifoy believed that Shalikashvili was the troops understand how much their sacrifices that these American benefactors—who only policymaker they met with who seemed would contribute to the larger good. provided his family with sponsorship, a deeply concerned with doing the right thing Shalikashvili was such an exceptional safe ocean passage, housing, jobs, and for the country. Shalikashvili was seemingly leader because he was so motivated by a one of those rare individuals who had the desire to contribute to the common good. natural ability to connect with others by The roots of Shalikashvili’s altruism can be Shalikashvili respected the expressing—through speech, intonation, traced back to formative experiences in his roles and responsibilities of body language, or other indirect signals—his early years. He knew firsthand the misery other individuals on his team empathy and concern. that war could bring. His own father would by refraining from stepping Shalikashvili was able to use this skill twice become a prisoner of war, once of the outside the parameters of his to motivate, as demonstrated during the Germans in 1939 and then of the Allies in drawdown of the humanitarian intervention 1945, and he saw the toll this took on his own position in Somalia. Because many of the coalition family. In addition, his childhood home was partners were small countries lacking robust destroyed by German artillery when Adolf even college scholarships—“didn’t know logistical support, the United States decided Hitler’s military invaded Poland in 1939. us from beans.”11 Thus, Shalikashvili’s own to extend its own deployment in order to Then, during the bloody Warsaw Uprising of childhood experience served to reinforce the

140 JFQ / issue 64, 1 st quarter 2012 ndupress.ndu.edu MARBLE importance of both helping others in need task ahead of them and come to the task with Shalikashvili—who by then was General and, as a commander who put troops in enthusiasm and not to fight over turf, wire Powell’s assistant—briefed Congress on the harm’s way, approaching the use of violence diagrams, and who works for whom or what recently completed Provide Comfort. What with utmost gravity. . . . . I don’t recall one meeting where someone those assembled learned from Shalikashvili started pointing at someone else and saying was that his deputy commander for the that is your job, why don’t you start doing operation, Jim Jamerson, was an “absolute Shalikashvili’s childhood this. . . . It was just great.14 professional.” Brigadier General Dick Potter experience served to reinforce was a “super [S]oldier,” and his 10th Special the importance of both As the commander of the team, Sha- Forces Group performed an “absolutely helping others in need and likashvili was the one whose motivations magnificent effort through and through” would help set the tone for the operation as in stopping the suffering and dying in the approaching the use of a whole. Reflecting on Shalikashvili’s per- mountains. Major General Jay Garner did a violence with utmost gravity formance during Provide Comfort, General “masterful job” in selecting campsites and Powell lauded him for being “not only a designing and building transit centers—as General Shalikashvili had a strong gifted leader but [also] a sensitive human did Brigadier General Donald Campbell and desire to serve the country that took in his being,” one who “understood what it was to his “magnificent” Reserve Soldiers from Civil family and gave them “boundless oppor- be a refugee.”15 Affairs in working with NGOs to meet the tunities.” During his tenure as Chairman, Indeed, many times during the opera- needs of the refugees. Shalikashvili stated that the honor of being tion, Shalikashvili would visit the Kurdish At the end of Shalikashvili’s prepared nominated by President Bill Clinton to the camps. As he strolled from tent to makeshift statement, Representative Norman Sisisky position was but the second greatest in his tent, he would seek out the refugee children, (D–VA), who had earlier traveled to the life: “The first was the day back in 1958 when particularly the orphans. They would chat region to see the operation firsthand, looked I became an American citizen”—the first and and laugh together. Asked about those visits pointedly at Shalikashvili from the dais at only citizenship he would ever hold.12 to the camps, Shalikashvili replied: “When the front of the room and said, “General, As one final motivation, the military you see youngsters who are muddy and you talked about all your commanders but I community itself was Shalikashvili’s every- dirty and near death, and then see them a can tell you that it was your enthusiasm over thing. He was a man who had a genuine love few weeks later cleaned up and playing and there that really did the job. And you really for Soldiers and the soldiering life. He likely feeling like kids again—if you walk away are to be commended.”17 pledged absolute dedication to the military from that without your heart beating fast, Little wonder, then, that author David family as a captain stationed in Germany in then you are made out of something different Halberstam once wrote that Shalikashvili 1965. Within the space of a few short months than I am.”16 had “an immigrant’s special appreciation that year, he lost his first wife to cancer and And despite Shalikashvili’s efforts for America and a belief that this country, their baby to complications following a to avoid the spotlight, his enthusiasm for not just in the eyes of its own citizens, but in premature birth. A stricken Shalikashvili felt rescuing these needy refugees would be rec- the eyes of much of the world, was the place “the sun would never shine brightly again.”13 ognized. At a September 1991 House Armed the least fortunate turned to as the court of His performance reviews from the period, Services Committee Defense Policy Panel, last resort.”18 The passing of an immigrant however, suggest a young Soldier who beat back the dark shadows by focusing all his considerable talents on improving his mili- tary community. To reiterate, during his command of Provide Comfort, Shalikashvili relied on three important resources to help accomplish the U.S. Navy (April Hatton) mission. The first was rock-solid professional competency in dealing with complex opera- tions, particularly one-of-a-kind, logistically challenging, and diplomatically sensitive missions. The second was his holistic under- standing of how to lead a team. But it was the third source—altruistic motivations for tackling the task at hand—that was particu- larly important for such an unprecedented humanitarian operation. Shalikashvili would later recall: Refugee camps in Turkey were established by thousands of Kurds It was an eye opener to me how much can be who fled to escape Iraqi forces done by men and women who see an awesome ndupress.ndu.edu issue 64, 1 st quarter 2012 / JFQ 141 RECALL | How Are Great Leaders Made?

Conducting final inspection of Joint Services Honor Guard at farewell ceremony DOD (R.D. Ward)

That Fled Europe After War,” The Washington 9 General Shalikashvili, remarks to the House despite Shalikashvili’s efforts Post, September 21, 1993, A1. Armed Services Committee Defense Policy Panel, to avoid the spotlight, his 3 Unless otherwise sourced, all direct or Hearing on Proposed Aid to the Soviet Union and indirect quotes from individuals stem from author Kurdish Relief Efforts, September 4, 1991. enthusiasm for rescuing these interviews held between September 1, 2010, and 10 Donald G. Goff, “Building Coalitions for needy refugees would be August 22, 2011. Humanitarian Operations—Operation Provide recognized 4 David Halberstam, War in a Time of Peace: Comfort,” individual study report, U.S. Army War Bush, Clinton, and the Generals (New York: Scrib- College, Carlisle Barracks, PA, April 15, 1992, 20. ner, 2001), 321. 11 Smith. 5 Gordon W. Rudd, Humanitarian Interven- 12 Veterans of Foreign Wars, Washington, DC, who came to the United States as a 16-year- tion: Assisting the Iraqi Kurds in Operation Provide February 28, 1994, CJCS Selected Speeches, Special old stateless war refugee, yet retired as the Comfort, 1991 (Washington, DC: U.S. Army Collections, National Defense University Library. highest-ranking Soldier in the world’s Center of Military History, 2004), 215–216. 13 General Shalikashvili, dinner remarks to the 6 most powerful military on July 23, 2011, Richard Meinhart, a professor in the Military Survivors/Tragedy Assistance Program for gives us all cause to reflect. General John Department of Command Leadership and Survivors, May 24, 1997, CJCS Collected Speeches. Management at the U.S. Army War College, 14 Shalikashvili, remarks to the House Armed Shalikashvili’s success story is one that makes the same argument in Carol Smith, “New Services Committee Defense Policy Panel. offers many lessons for those who wish to Orders: John Shalikashvili, once the nation’s top 15 General Powell made these remarks at JFQ develop leadership skills. general, works to regain command of his life the Pentagon ceremony where Shalikashvili was after a stroke,” Seattle Post-Intelligencer, July 7, awarded his fourth star before his assumption to NOTES 2005. the Supreme Allied Commander Europe; untitled 7 Shalikashvili’s 201 (military personnel) file, video, Shalikashvili family archives. 1 Linda D. Kozaryn, “Joint Chiefs Chairman Shalikashvili family archives. 16 Tad Szulc, “What we need to do,” Parade Cites Lessons Learned as New ‘Louie’ in U.S. 8 Untitled American Forces Network news Magazine, May 1, 1994. Army,” Pentagram, May 5, 1995. video made on the occasion of General Shalikash- 17 House Armed Services Committee Defense 2 John Lancaster, “Shalikashvili: A Military vili’s promotion to Chairman of the Joint Chiefs of Policy Panel. Man From the Start; Soldiering Runs in Family Staff (CJCS), Shalikashvili family archives. 18 Halberstam, 323.

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