I was on my way to Kabul, Afghanistan, in early September 2004 to become the new Director of Intelligence (CJ2) for the Combined Forces Command-Afghanistan (CFC-A), in charge of the U.S.-led Coalition conducting Operation Enduring Freedom. For interminable hours, I hunkered down in an uncomfortable webbed seat, deep in the noisy bowels of the windowless airplane, watching heavy pallets strain at their tiedown chains. Finally, the C-17 transport aircraft executed a steep descent into the airport, where I emerged into a scene of bustling activity.
My points of contact knew I was coming, but I wasn't sure they knew when. I had my Kevlar helmet and body armor, but no extra-protective antiballistic "sappie" plates. I had my standard-issue pistol, but no bullets. Gaining commands were supposed to pick up their new people and provide these essentials. I was glad to be in Afghanistan, but felt a tad vulnerable for the moment.
A tall, distinguished officer in desert camouflage uniform quickly appeared, and asked for me by name. He introduced himself as Commander Jim Gleeson, Royal New Zealand Navy, and the Deputy CJ2. A prompt and professional "Kiwi," he was there to pick me up and deliver my plates and ammo. Throughout the difficult course of my year-plus deployment, I would learn to appreciate just how fruitful our U.S.-New Zealand partnership could be through my work with a succession of three highly accomplished Kiwi deputies.
Team Building
Commander Gleeson introduced me to many aspects of my new job, such as interaction with the Afghan National Army, the United Nations, and the rest of the international community. Jim's respectful demeanor and objective analytical insights set a positive tone for what would be many cordial and productive friendships. I was surprised to learn from Jim how many New Zealand expatriates worked for the UN or for various international non-governmental organizations. He understood how exposed they felt, but knew how important they were from his experience with successful peacekeeping in East Timor. We needed the international community to remain confident and fully engaged in its critical work of reconstruction and nurture for the embryonic Afghan government.
Jim is a devoted father and coach. Tacked on the wall next to his desk, he kept a picture of his athletic young son advancing a rugby ball in a sea of opponents. Jim's paternal pride extended to the way he cared for his troops. Before I arrived, he had established an evening meeting to give everyone a chance to review events, assess their significance, and plan for the next day. Jim and the sergeant major would make announcements and provide a pep talk. Sometimes there would be a quick all-hands training session.
My first impulse was to think we didn't have time for all that, but then I realized we couldn't afford not to do this sort of team building. Few of these people knew each other, much less ever worked together, or knew much about Afghanistan or the mission at hand. With the constant turnover of personnel, we had to build a new team this way every day! As a catalyst for the entire endeavor, Jim recommended that I personally address the troops daily about what we were doing in Afghanistan, what our priorities were, and what was expected of us. However pressed for time, I always made a point of doing this. Thus, Jim helped create a successful CJ2 staff battle rhythm that constantly regenerated and empowered our team, giving all players the confidence that they, too, could advance the mission.
History Lessons
Jim's relief was lieutenant Colonel Alistair MacKinnon, New Zealand Army. Like me, he preferred strict meritocracy. He shared with me the story of the illfated World War I British-led campaign against the Turks in 1915 at Gallipoli. In eight months, about 8,000 troops of the all-volunteer Australian and New Zealand Army Corps (ANZAC) were killed. ANZAC troops performed with great bravery, but their efforts were wasted. Never again would Australia and New Zealand accept imperial British leadership without question. Al explained how 25 April, the anniversary of the landing at Gallipoli, has become a national day of remembrance. With his poignant history lesson, he reminded us how no nation should hold a leadership position by virtue of size, tradition, or even past success, but rather by merit. I had to earn his loyalty and respect just as much as he had to earn mine.
Al also taught me great appreciation for indigenous peoples, and knew much about the Maoris of New Zealand. European settlers never defeated them. Over time, settlers and Maoris came to terms, more or less. With great respect and authentic ferocity, he demonstrated the Maori warrior chant, called the Haka, which the New Zealand national rugby team, the All Blacks, raise before every game. "Haka is about harnessing the physical and mental power within yourself, and building unity," a reporter for the New Zealand Herald wrote. Al taught a number of people on our team the All Blacks' Haka. Their rousing performance for the whole CJ2 staff made us all feel part of one powerful team, striving together for a noble purpose.
The Haka helped us think about the indigenous people of Afghanistan, so desperately poor and in need of our help. It reminded us never to underestimate them, to always consider them both respectable partners and worthy opponents. In the past, many of us dismissed the Afghan mujahedin fighters' claim that they defeated the Soviets. We were inclined to say that the Soviets were driven out only with our help-our money and weapons. However, the mujahedin really were tremendous fighters, and deserve much credit for the Soviet defeat. Their ancestors fought British forces and drove them out in the 19th century. As with the Maoris, these are not people with whom to trifle.
Leading by Example
Al's relief was Army lieutenant Colonel Rory McGregor. A superb planner and trainer, he placed just the right emphasis on discerning the commander's intent and planning responses to various contingencies. He compiled and exercised an outstanding plan for CJ2 support to CFC-A for the September 2005 National Assembly and Provincial Council elections, key milestones in the effort to grow Afghan democracy and sovereignty. Ever vigilant, Rory developed sound emergency action procedures for all contingencies, including attacks on the CFC-A compound. He drilled the staff in force protection to ensure the CJ2 team could maintain operations, even from the cover of sandbags and bunkers.
After a camp-wide rash of negligent weapon discharges (mostly because of carelessness at the clearing barrel), Rory and my sergeant major conducted a safety stand down. All CJ2 personnel, regardless of service or nationality, reviewed and practiced weapons handling. Rory shrewdly insisted each person take this opportunity to learn about everyone else's weapon as they were very different from one another. Under Rory's careful guidance, everyone learned how to use them all. This would be a significant advantage in the heat of a firefight. He understood the importance of interoperability, and how familiarity and training can smooth out differences before a crisis erupts.
Rory led by example, insisting on full integration through shared obligations and burdens. When the Americans had to participate in a urinalysis sweep, he provided a urine sample, too. Rory never stood on privilege or shirked difficult work. He arranged to extend his tour through Christmas just so his relief wouldn't miss the holiday with his family. Rory was that kind of selfless leader.
He was deputy when it came time for me to redeploy in October 2005. It meant a lot to me that Rory taught a new group the Haka, and led them in a stirring tribute to me, and in welcome to the new CJ2. The Haka conveyed our strength and unity with a unique Kiwi zest.
I owe much to all three of my New Zealander deputies for making my 2004-2005 deployment to Afghanistan productive. They played important roles in accomplishing the command's overall mission, and taught me these essential principles of successful coalitions:
* Coalitions prize strength, unity, cooperation, and interoperability.
* Coalitions are built on shared values, intent, commitment, risk, sacrifice, knowledge, understanding, trust, respect, discipline, plans, procedures, and experiences.
* One must identify differences early and develop ways to compensate for them.
* Everyone joins a coalition for selfinterest, but actions must serve the common good.
* Since the only constant is change, coalition teambuilding requires continual effort.
* One leads only with the consent of those led.
* Do not underestimate anyone as either partner or opponent.
New Zealand has never gone to war by itself, and probably never will. Being much smaller and less powerful than the United States, it has long studied how coalitions work as a key component of national security strategy. I learned in Afghanistan that Kiwi military personnel expect to work not only with other militaries, but also with the United Nations and the rest of the international community. As a result, New Zealand's military professionals have a great deal to teach us about how to make coalitions succeed. We ought to learn from them, because we now operate under many of the same imperatives. We need all the partners we can get, and Kiwis are some of the best. Together, and only together, can we prevail against our enemies and make this world a better, safer place.
Captain Ash has been a naval intelligence officer for 26 years. He is currently the commanding officer of the Fleet Intelligence Training Center Pacific, San Diego, California. He served as the Director of Intelligence for the Combined Forces Command-Afghanistan from September 2004 to October 2005.