AS the No. 2 general at United States Central Command from the Sept. 11 attacks through the Iraq war, I was the daily "answer man" to Defense Secretary Donald Rumsfeld. I briefed him twice a day; few people had as much interaction with him as I did during those two years. In light of the recent calls for his resignation by several retired generals, I would like to set the record straight on what he was really like to work with.
When I was at Centcom, the people who needed to have access to Secretary Rumsfeld got it, and he carefully listened to our arguments. That is not to say that he is not tough in terms of his convictions (he is) or that he will make it easy on you (he will not). If you approach him unprepared, or if you don't have the full courage of your convictions, he will not give you the time of day.
Mr. Rumsfeld does not give in easily in disagreements, either, and he will always force you to argue your point thoroughly. This can be tough for some people to deal with. I witnessed many heated but professional conversations between my immediate commander, Gen. Tommy Franks, and Mr. Rumsfeld — but the secretary always deferred to the general on war-fighting issues.
Ultimately, I believe that a tough defense secretary makes commanders tougher in their convictions. Was Donald Rumsfeld a micromanager? Yes. Did he want to be involved in all of the decisions? Yes. But Mr. Rumsfeld never told people in the field what to do.
