Ralph Peters writing for the New York Post gives his assessment on why it is that we are winning in Iraq. He credits General Petraeus, the Surge GodFather, himself as one of the reasons. Here’s the article and here is what he had to say about General Petraeus.:
“Petraeus brought three vital qualities to our effort: He wants to win, not just keep the lid on the pot; he never stops learning and adapting, and he provides top-cover for innovative subordinates.”
We found that last part most fascinating. We’ve all heard the happy management-speak of “don’t be afraid to make mistakes” and while that appears to be fine and dandy advise, in order for it to work, you have to have a boss who will go to bat for you when things go south.
And in this context, “go south” doesn’t mean applying a different fabrication technique to your machinery skids only to find out you have a vibration problem when the plant is lit off or going with a different paint vendor which ultimately results in premature coating failures…. No, “go south” in the context of this War means possible loss of lives…. the lives of your soldiers and Marines.
And what about this concept of “innovation”? How is it that in the midst of the rigid, strict, by-the-book uniformity of the U.S. armed forces and in the crushing pressure of warfare is there allowed the development of an organic individual and group dynamic trait towards innovation?
In the eventual aftermath of this War, we hope someone sits down to write in detail that the successful execution in winning the peace in Iraq was due in large part to that unique and innate American ability to take our individualist impulses and meld them into the body and mentality of a victory-oriented team.
“Petraeus brought three vital qualities to our effort: He wants to win, not just keep the lid on the pot; he never stops learning and adapting, and he provides top-cover for innovative subordinates.”
We found that last part most fascinating. We’ve all heard the happy management-speak of “don’t be afraid to make mistakes” and while that appears to be fine and dandy advise, in order for it to work, you have to have a boss who will go to bat for you when things go south.
And in this context, “go south” doesn’t mean applying a different fabrication technique to your machinery skids only to find out you have a vibration problem when the plant is lit off or going with a different paint vendor which ultimately results in premature coating failures…. No, “go south” in the context of this War means possible loss of lives…. the lives of your soldiers and Marines.
And what about this concept of “innovation”? How is it that in the midst of the rigid, strict, by-the-book uniformity of the U.S. armed forces and in the crushing pressure of warfare is there allowed the development of an organic individual and group dynamic trait towards innovation?
In the eventual aftermath of this War, we hope someone sits down to write in detail that the successful execution in winning the peace in Iraq was due in large part to that unique and innate American ability to take our individualist impulses and meld them into the body and mentality of a victory-oriented team.
General P for "Person of the Year"!
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