Gen. Kevin Byrnes' real legacy might
be shaking up the status quo in Army leadership training.
Despite a career spanning 26 years and tours ranging from
Vietnam to Bosnia to the Pentagon, Gen. Kevin Byrnes was
never a particularly high-profile figure. That changed in
August, when Byrnes—the third-highest ranking four-star
general in the Army and head of the service's Training and
Doctrine Command (TRADOC)—made headlines as the first
flag officer ever to be relieved of duty for failing to
comply with a direct order to end an extramarital affair.
Byrnes, legally separated, was on the verge of finalizing
his divorce, and his affair was with a civilian. It was
hardly surprising that the coverage surrounding Byrnes'
premature end as TRADOC's chief focused almost exclusively
on the affair, and whether the punishment meted out by Army
Chief of Staff Gen. Peter J. Schoomaker was fair. But according
to a number of officers—including those who historically
have not been Byrnes fans—an equally big story in the
wake of his departure is what he accomplished at TRADOC.
"He was actually trying to do some good stuff," says one
senior officer. "He became something of a radical among
the four stars, and did some things I never would've expected,
like hiring a certain prematurely retired Army major. That
might end up being his real legacy."
That retired major was Donald Vandergriff, an award-winning
ROTC instructor at Georgetown University. He is a leading
military reformer whose penetrating indictment of the Army's
personnel system, Path to Victory: America's Army and the
Revolution in Human Affairs (Presidio Press, 2002), attracted
a serious following both inside and outside the Army. Despite,
or perhaps because of, the favorable attention Vandergriff's
book received, fellow retired military reformer the late
Col. David Hackworth presciently called the pull-no-punches
Path to Victory a "career-ending" endeavor.
Vandergriff went on to receive plaudits, including ROTC
Instructor of the Year and the Legion of Merit, but it came
as no surprise when he was passed over for promotion.
As his final day in uniform neared earlier this year, Vandergriff,
like most retiring officers, was mulling over offers from
various contractors. But at the annual Association of the
United States Army breakfast in March, Vandergriff had a
surprisingly pleasant encounter with Byrnes. "He apologized
for not personally thanking me for a copy of Path to Victory,
and then asked what I'd been working on," says Vandergriff.
He then handed Byrnes a copy of his latest work in progress,
a critical study of the Army's ROTC system and curricula
titled "Raising the Bar," noting that it might be helpful
with developing the Army's new Basic Officer Leadership
Gratified as Vandergriff was for the brief exchange, his
expectations that Byrnes would read the draft report were
slim. He also was unsure about how his criticisms of the
gestating Basic Officer Leadership program would go down.
But three days later, Byrnes ordered his senior subordinates
to read the report with an eye toward integrating elements
from it into the program.
Not long after, Vandergriff had an offer to come to work
at TRADOC's Futures Center (Forward) in Crystal City, Va.,
where he and others have been tinkering with the Basic Officer
Leadership Course. According to several sources, their efforts
at the Futures Center, headquartered at Fort Monroe, Va.,
had been well-received by both Byrnes and Lt. Gen. Robert
L. Van Antwerp, head of Army Accessions Command, the TRADOC
unit whose tasks include new officer training.
According to a number of active-duty officers, Byrnes wasn't
considered a thoughtful innovator before going to TRADOC,
but once there he seemed to grasp the importance of the
human dimension of the Army's transformation" effort.
"While everyone from the Army Research Institute to instructors
saw the flaws in BOLC, it was the beginning step in the
right direction," says one officer. "And at the enlisted
level, things aren't being done the way they always have.
Drill sergeants aren't just barking orders, but are leading,
more noncombat specialists are getting combat training,
and more emphasis is being put on critical thinking and
the importance of adaptation."
Byrnes laid a good foundation for his successor, Lt. Gen.
William S. Wallace, who, pending Senate confirmation, will
get his fourth star and command of TRADOC in October. Just
as Byrnes hired Vandergriff, Wallace—coming from a billet
as chief of the Army's Command General and Staff College
at Fort Leavenworth, Kan.—last year hired retired Brig.
Gen. Huba Wass de Czege, one of the Army's brightest military
reformers from the 1980s, as an analyst at the staff college.
"There's been no word if he's coming with Wallace to Fort
Monroe," says one officer. "But if Wallace has had him on
the payroll, it means he's serious about making the training
system one that really puts an emphasis on leadership, thinking
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