Dirty Wars: The World Is a Battlefield

9. The Troublemaker: Stanley McChrystal

THE UNITED STATES, 1974–2003; IRAQ, 2003—Stanley McChrystal was the son of an army general. He enrolled at West Point Military Academy in 1972, where he said he earned a reputation for being a “troublemaker.” He partied hard and seemed eager for action. One night, McChrystal and some friends staged a mock raid on one of the buildings on campus, using actual guns and balled-up socks as grenades. McChrystal was nearly shot by campus security and was later disciplined for his actions. A file full of disciplinary demerits, however, did not stand in the way of McChrystal making battalion commander. He graduated from West Point in 1976, finished Special Forces School at Fort Bragg in 1979 and commanded a Green Beret unit from 1979 to 1980, though he did not deploy during the most high-profile missions that were conducted during his early military career. “I missed Panama and Grenada and it bothered me,” McChrystal recalled. “You always wonder how you’ll do.” In the years following West Point, McChrystal pursued a dual track that would earn him a reputation for being a “warrior-scholar.” He picked up a master’s degree in national security and strategic studies from the US Naval War College and another in international relations from the Salve Regina University. McChrystal rose through the ranks of the Rangers and served with Airborne units as well as Special Forces.

In 1986, McChrystal became the commander of the 3rd Battalion 75th Ranger Regiment and, by all accounts, revolutionized the training regime for Rangers, modernizing the technology available to its forces and increasing the tempo of physical training and for night operations. McChrystal’s first known work with a JSOC team was in the lead-up to the 1991 Gulf War, when he served as the army special operations action officer for Operations Desert Shield and Desert Storm. While McChrystal was deployed to the Gulf to help coordinate special operations, he would spend the war in Saudi Arabia and at Fort Bragg. At the time McChrystal was entering the world of dark ops, he acknowledged, “I’ve never shot anyone.” Instead, he would focus on the planning and execution of missions, developing leadership skills and moving up through the Special Ops ranks.

By the late 1990s, McChrystal had become the commander of the Rangers. Dalton Fury, who led a Delta Force team hunting bin Laden in Afghanistan, served as a staff officer under McChrystal in the Rangers before moving over to Delta. “My Ranger peers and I had a unique opportunity to see the good and the bad in [McChrystal]. I think if McChrystal were wounded on the battlefield, he would bleed red, black, and white—the official colors of the 75th Ranger Regiment. He is 110% US Army Ranger,” Fury recalled. “Even with a bum back and likely deteriorating knees after a career of road marching and jumping out of planes he doesn’t recognize the human pause button.” Fury noted that as a Ranger, “McChrystal was considered a Tier II subordinate commander under the Joint Special Operations functioning command structure. The highest level, Tier I, was reserved exclusively for Delta Force and Seal Team 6. This always seemed to bother McChrystal. His nature isn’t to be second fiddle to anyone, nor for his Rangers to be considered second-class citizens to the Tier 1 Special Mission Units.”

Indeed, McChrystal fought for years to advance the position of the US Army Rangers in the Special Ops machinery, refusing to view them as a “farm team” for Delta Force. “The Rangers were, and still are, just as skilled in their Mission Essential Tasks as are the Tier I units in theirs,” recalled a former Ranger who served under McChrystal. “He believed that losing quality officers and noncommissioned officers to what many considered the true tip of the spear outfits—those granted the most funding, most authority, and given the premier targets—hurt the Regiment.” As Fury explained, in McChrystal’s eyes, “the Rangers were just as skilled in their primary mission of Airfield Seizures and Raids as Delta was in land based Hostage Rescue or the SEALs were in assaulting a ship underway.”

Fury recalled a conversation he had had with then-Colonel McChrystal in which they discussed the failed Eagle Claw operation in Iran, the Delta Force hostage rescue attempt in 1980 that remained a stain on the Special Ops community. “It was an interesting and enlightening conversation. The essence of the discussion centered on COL McChrystal’s reasoning that Beckwith should have continued the mission with fewer operators and lift helicopters. Even though the risk would have increased significantly, COL McChrystal felt the embarrassment in the eyes of the world of failing to try was exponentially more devastating to our nation’s reputation than executing a high risk mission that might have even an outside chance of success. McChrystal believed the American people would never accept such a decision like that again.”

After establishing himself as an iconic figure in the Rangers, McChrystal burnished his credentials with stints at Harvard and the Council on Foreign Relations in New York. In 1998 Dick Cheney, who then chaired the Military Fellowship Selection Board at the CFR, recommended McChrystal for the fellowship to “broaden” his “understanding of foreign relations.” At the CFR, McChrystal wrote an in-depth paper debating the merits of humanitarian intervention. In the paper, written before 9/11, McChrystal asserted, “It is military reality that the nation is incapable of unlimited action around the world. It is political reality that unconstrained or poorly justified US military intervention would be neither supported nor accepted, either by Congress or by other nations,” adding, “Our actions, particularly interventions, can upset regions, nations, cultures, economies, and peoples, however virtuous our purpose. We must ensure that the cure we offer through intervention is not worse than the disease.” McChrystal continued, “We must not put at risk our military capability to perform core missions crucial to national defense…. The cost of losing or significantly degrading the power of the United States,” he argued, “is a price the world can ill afford.” Ironically, McChrystal, who considered himself a political liberal, would ultimately owe his rise to fame to men who did everything he warned against in his CFR paper.

When the 9/11 attacks occurred, McChrystal was the chief of staff of the 18th Airborne. He was soon deployed to Afghanistan to help establish Combined Joint Task Force 180, which would become the forward headquarters for Operation Enduring Freedom. In the early days of CJTF 180, McChrystal ran a “hybrid organization” made up of Special Operations Forces, as well as conventional and Special Forces units. Based at Bagram Air Base, the task force had a mission to coordinate the full-spectrum war effort, directing operations targeting al Qaeda and Taliban leadership, in addition to other counterterrorism operations. The task force would take the lead in detention operations and interrogating prisoners for “actionable intelligence” in Afghanistan. CJTF 180 commanded many of the units that initiated the widespread use of night raids on suspected houses of al Qaeda or Taliban figures. These raids were considered a “blueprint for the war against terrorism” that would later be replicated elsewhere.

In July 2002, McChrystal was recalled to Washington, DC, for a promotion. Five months after he left Afghanistan, CJTF 180 became embroiled in a prisoner abuse scandal when it was revealed that in December 2002, two detainees in the task force’s custody had died from blunt trauma, exposing the “enhanced interrogation techniques” being used there. Whether it was the task force that was responsible or the Special Mission Unit that was using the task force’s facilities to conduct interrogations was never fully resolved. Two Military Police officers were tried in connection with the deaths. Although McChrystal’s time in Afghanistan was brief, it was there that he strengthened his close working relationship with a legend of the military intelligence world, Major General Michael T. Flynn.

Flynn, who was McChrystal’s deputy at the 18th Airborne, deployed with him to Kabul, where he served as director of intelligence for CJTF 180. Known in his early years as a hard-partying surfer, Flynn was commissioned in 1981 as an army second lieutenant and became an intelligence officer, doing multiple tours at Fort Bragg. He participated in the 1983 invasion of Grenada and the invasion of Haiti in the early 1990s. He spent his career working on sensitive military intelligence programs and building up systems for developing intelligence collection in “denied” areas. As McChrystal rose, Flynn rose with him. When McChrystal returned to Washington, Flynn returned to command the 111th Military Intelligence Brigade, whose members would, among other activities, deploy, “equipped with low density systems” such as unmanned aerial vehicles “to contingency operations throughout the world.” This period marked a dramatic uptick in the use of a variety of drones that would later become central weapons in Washington’s wars. Flynn would be on the knife’s edge of the intelligence technology that would be at the center of the mounting, global kill/capture campaign.

McChrystal watched from the sidelines as the invasion of Iraq got under way. Before “Shock and Awe” began, an elite group of JSOC commandos, known as Task Force 20, deployed inside Iraq ahead of the larger invading force. Its mission was threefold: help invading forces develop targets for air strikes, uncover SCUD missiles and other weapons of mass destruction, and hunt down HVTs such as Saddam Hussein. The “super secret” Task Force 20 “had been operating in the Kurdish autonomous region of northern Iraq for more than a decade, and in 2002 its forces infiltrated Iraq proper,” William Arkin reported in the Los Angeles Times in June 2003. “Commandos established ‘hide sites’ and listening posts, and they placed acoustic and seismic sensors on Iraqi roads to track activity. They penetrated Iraq’s fiber-optic network to eavesdrop on communications.” The task force, which numbered roughly one thousand personnel, included top-tier teams, each with a dozen commandos that would have free rein to travel throughout Iraq in pursuit of Saddam Hussein and the Baath Party leadership and military command structure.

Although TF-20 was given autonomy on the battlefield and coordinated its operations directly with Pentagon officials, at times its men attached themselves to conventional military units. “In 2003, JSOC soldiers were among the first troops in southern Iraq, riding in with the protection of an armored task force of the 3rd Infantry Division,” Arkin and Dana Priest reported in their book, Top Secret America. “According to three JSOC commanders, these troops helped the division kill upward of five thousand Iraqis in perhaps the bloodiest portion of the war, the march to Baghdad. ‘It sounded like World War II, there was so much noise,’ said a JSOC commander who was there. The gunners on the armored vehicles faced human waves of Iraqi army forces, fedayeen, and their ragtag civilian supporters. They were ordered to kill anyone who got up on the vehicles. ‘That’s the dirty little secret, the dark underbelly of the war,’ he said. ‘There were bodies everywhere.’” Armored “vehicles also delivered the JSOC commandos on their own missions to capture or kill senior Iraqi Baathists loyal to Saddam Hussein and to find and secure weapons of mass destruction.” They would never find any to secure.

McChrystal had returned from Afghanistan just as the Iraq War planning was kicking into full gear. His new position was as vice director of operations for the Joint Staff (J-2). Like many military and intelligence officials, he did not view Iraq as a terrorist threat and was not enthusiastic about the invasion. “There were a lot of us who didn’t think Iraq was a good idea,” McChrystal told journalist Michael Hastings. “We co-opted the media in the buildup to the Iraq War,” he said. “You could see it coming.”

The US efforts to fight against al Qaeda in Afghanistan, McChrystal asserted, were hindered by invading Iraq. He said:

Notwithstanding his misgivings, for the first month of the US invasion of Iraq, McChrystal would emerge from the shadows and become—at least for a month—one of the most public faces of the US military. At the Pentagon, he would address reporters and, behind closed doors, give classified briefings to Congress. In April 2003, Representative Jose Serrano, a Democrat from New York, dubbed the briefings “the daily lie.” Serrano’s sentiments were shared by other House Democrats. “I don’t benefit a great deal from [the briefings],” said Representative John Conyers. “I get more from other sources that don’t compromise my ability to speak” about the war, he said. “I thought it was not the best use of my time,” Representative Bobby Rush told the press of the briefings.

Other lawmakers, however, viewed the McChrystal briefings as more candid and worthwhile than the blustery sessions given by Rumsfeld. “My staff goes to the ones in the morning,” said then-Senator Joseph Biden, who supported the invasion of Iraq. “They are considerably more valuable than the celebrated ones when the secretary comes up.” Senator John McCain said, “They simply give us the facts without embellishment…. I don’t think [Rumsfeld] gives us the kind of pure military picture that these guys do.”

During one press briefing, McChrystal opened a window into the prominence of Special Operations Forces in the Iraq War. “They are more extensive in this campaign than any I have seen. Probably, as a percentage of effort, they are unprecedented for a war that also has a conventional part to it,” he declared. “It’s probably the most effective and the widest use of Special Operations forces in recent history, clearly.” The US military, McChrystal said, was using “a very precise and very focused targeting process against the regime.” By April 14, McChrystal had practically declared the war a victory. “I would anticipate that the major combat engagements are over because the major Iraqi units on the ground cease to show coherence,” he said. In reality the war was just beginning, and whether he thought invading Iraq was a “good idea” or not, McChrystal was about to taste the war firsthand, on the ground. Even as Bush declared “Mission Accomplished” in Iraq, McChrystal was being tapped by Cheney and Rumsfeld to run the most empowered kill/capture team in US history. In September 2003, he became the commander of JSOC.

THERE ARE DUELING MYTHOLOGIES that have developed around Stanley McChrystal. The dominant one, repeated breathlessly in various media profiles, is of the “warrior scholar” who is in better physical shape than any of the younger men under his command. He ate just one meal a day and ran twelve miles to and from the office every day in the 1990s when he was at the Council on Foreign Relations. He was well versed in the classics, yet enjoyed the Will Ferrell “dude” comedy Talladega Nights, and would quote it, and would cite Monty Python films frequently. His beer of choice was Bud Lite Lime. There is no doubt that men who served under McChrystal revered and adored him. “He’s a unique warrior in American history. I obviously have an intense personal admiration for the guy,” said Andrew Exum, a former Ranger who served under McChrystal in Iraq. “When you are a young Ranger platoon leader, and Stan McChrystal steps on the podium in front of you, then you are seeing everything you want to be in life: just a remarkable individual, a fantastic soldier, somebody who is just a tremendously capable individual and somebody who is widely admired. There’s a reason why folks in the community call him ‘the Pope.’ He’s the man above whom is no one else.”

Actually, McChrystal was not the first JSOC commander to be called “the Pope.” It was a reference dating back to the Clinton administration, when then-Attorney General Janet Reno complained that prying information from JSOC was like attempting to access the secret vaults of the Vatican. But, more than any commander before or after, to the JSOC community McChrystal was “the Pope.” Although he thought the Iraq War was a bit of a fool’s errand, McChrystal also saw it as an opportunity to revolutionize JSOC and push it to a more powerful position than ever before. “Stan was the epitome of a warrior. Stan is a man that, when he’s given a directive from the commander in chief, he moves out smartly and executes an order,” a former member of McChrystal’s team told me. “What Stan came to realize is that with the proper political backing in the White House he would be able to accomplish things with his force that had never been done before.”

Stanley “McChrystal is stubborn,” observed Fury, who served as a staff officer under him, “and no one can argue that he isn’t a man of extraordinary stamina, advanced intellect, and uncompromising dedication to his warriors, the American people, and our way of life. Personally, I don’t know a man with more stamina and stomach for the fight than…McChrystal. He sets an incredible pace, expects excellence, demands results, but most importantly he listens to the men on the ground.”

Once he took over at JSOC, McChrystal’s Ranger roots provided the inspiration for him to Ranger-ize the command. When he had run the 75th Rangers, “Terms like ‘kit’, often used by Delta and Seal Team 6 operators to collectively describe the gear, weapons, and equipment an assaulter carries was banned from the Ranger lexicon,” said Fury. “The term ‘assaulter’ or ‘operator’ was also verboten speak within the Regiment. The men wearing the red, black, and white scroll were Rangers, not assaulters and not operators. They also didn’t carry kit. They carried standard military issue equipment.” When he took command of JSOC, McChrystal believed that the various entities that made up the command should operate as a fluid team, with a “cross fertilization plan of skill sets and team building,” rather than reserving the most sensitive operations to Delta and SEAL Team 6, the Special Mission Units. “From the very beginning” of his time as JSOC Commander, “McChrystal tried to shake up the status quo of the Tier I outfits. He now owned those assaulters and snipers from the Army and Navy, and even though he completely supported creative risk taking and out of the box thinking, he quickly moved to fit their actions into an easily managed color coded box. It didn’t always work the way the General wanted though.” McChrystal believed that the Delta and Team 6 guys should work in tandem, but Fury said McChrystal quickly understood that it might not be the best approach. “It took a little while, but the General eventually recognized that the two units were apples and oranges and squaring them in that color coded box resulted in a fruit salad of conflicting skill sets, SOPs [standard operating procedures], and even mindset.” This ability to adapt became part of the McChrystal legend while he presided over the premier US counterterrorism units as the fight was increasingly going global.

But nearly invisible in the breathless media narrative of the warrior-leader’s ascent is another McChrystal—a man who in reality had seen very little action before ascending to the post of JSOC commander after the Iraq invasion. This McChrystal was a climber who had cozied up to the right people politically, whether Democrats or Republicans, as well as key figures within the military bureaucracy. In essence, he was one of the chosen few. “A third generation soldier, [McChrystal] missed the end of Vietnam while attending West Point. Graduating in 1976, he entered an Army hollowed out after the unpopular conflict in Southeast Asia,” asserted Carl Prine, the veteran military reporter. “With few wars to fight for nearly two decades, he advanced in a largely uncompetitive world, it all made perhaps even easier for him because his father—retired major general Herbert McChrystal—had been the Pentagon’s director of planning before his son took a commission.”

According to career military officers who knew McChrystal going back to West Point, he had been groomed for years to rise through the army ranks. “I like Stan very much, as a person,” said Colonel Macgregor, who was McChrystal’s roommate at West Point. But Macgregor charged that after 9/11, McChrystal had ingratiated himself with the neoconservatives, particularly Rumsfeld and Cheney. “He was someone that had made his reputation, in the Pentagon with Rumsfeld. He was someone who saw this ‘global’ Caliphate as a tremendous enemy, and kept beating the drum for that. And that endeared him to all of the key people.” The military, Macgregor said, is run under a “system that rests ultimately on a foundation that is cronyism. In other words, are you one of the boys? If they judge you to be culturally reliable, amenable, then you’re considered someone that should be advanced to the senior ranks. It’s a kind of brotherhood selection: ‘Is this man going to stay the course with us? Is he going to say whatever we tell him to say, do whatever we tell him to do?’” McChrystal, he told me, realized early on “that if he is going to advance, he’s going to have to ingratiate himself. And he does this in the Pentagon.”

Despite his stated concern about the way US military policy was alienating Muslims, McChrystal shared the political view that the United States was indeed in a war against Islam, according to a retired military officer who had known him from the beginning of his military career and went through Ranger training with him. “Boykin and Cambone and McChrystal were fellow travelers in the great crusade against Islam,” the officer told me. “They ran what was for all practical purposes an assassination program.” Macgregor said that when McChrystal was named JSOC commander, he was “given a mission under Mr. Cambone, who is Rumsfeld’s intelligence director, and General Boykin, who was Cambone’s right-hand man, to essentially go after the ‘terrorists.’ And of course we’re defining terrorist very, very broadly.” McChrystal, he said, “presided over this black world where any actions were justified against Muslims because you were fighting against the Caliphate.”

While McChrystal was reorganizing JSOC, the White House and Pentagon were demanding results in Iraq. By late 2003, the war the United States had already declared won was just beginning. The neocons’ vision for Iraq and their ill-conceived policies were fueling a nascent insurgency from both Sunnis and Shiites alike. The ground was laid during the year that L. Paul Bremer was running Iraq under the Coalition Provisional Authority.

BREMER WAS A CONSERVATIVE CATHOLIC CONVERT who had cut his teeth in government working for Republican administrations and was respected by right-wing evangelicals and neoconservatives alike. Forty-eight hours after 9/11, Bremer wrote in the Wall Street Journal, “Our retribution must move beyond the limp-wristed attacks of the past decade, actions that seemed designed to ‘signal’ our seriousness to the terrorists without inflicting real damage. Naturally, their feebleness demonstrated the opposite. This time the terrorists and their supporters must be crushed. This will mean war with one or more countries. And it will be a long war, not one of the ‘Made for TV’ variety.” Bremer concluded, “We must avoid a mindless search for an international ‘consensus’ for our actions. Today, many nations are expressing support and understanding for America’s wounds. Tomorrow, we will know who our true friends are.”

In mid-April 2003, “Scooter” Libby and Paul Wolfowitz contacted Bremer about taking “the job of running the occupation of Iraq.” By mid-May, Bremer was in Baghdad, leading the Coalition Provisional Authority.

During his year in Iraq, Bremer was a highly confrontational viceroy who traveled the country in a Brooks Brothers suit coat and Timberland boots. He described himself as “the only paramount authority figure—other than dictator Saddam Hussein—that most Iraqis had ever known.” Bremer’s first official initiative, reportedly the brainchild of Rumsfeld and his neoconservative deputy, Douglas Feith, was dissolving the Iraqi military and initiating a process of “de-Baathification,” which in Iraq meant a banishment of some of the country’s finest minds from the reconstruction and political process because party membership had been a requirement for many jobs in Saddam-era Iraq. Bremer’s “Order 1” resulted in the firing of thousands of schoolteachers, doctors, nurses and other state workers, while sparking a major increase in rage and disillusionment. Iraqis saw Bremer picking up Saddam’s governing style and political witch-hunt tactics. In practical terms, Bremer’s moves sent a message to many Iraqis that they would have little say in their future, a future that increasingly looked bleak and familiar. Bremer’s “Order 2”—disbanding the Iraqi military—meant that hundreds of thousands of Iraqi soldiers were forced out of work and left without a pension. “That was the week we made 450,000 enemies on the ground in Iraq,” one US official told the New York Times Magazine.

Within a month of Bremer’s arrival, talk of a national uprising had begun. As the bloody impact of his decision to dissolve the military spread, Bremer amped up his inflammatory rhetoric. “We are going to fight them and impose our will on them and we will capture or, if necessary, kill them until we have imposed law and order upon this country,” he declared.

On May 1, President Bush, wearing a bomber jacket, stood on the USS Abraham Lincoln before a large “Mission Accomplished” banner. “My fellow Americans, major combat operations in Iraq have ended,” he declared. “In the battle of Iraq, the United States and our allies have prevailed.” It was a fairy tale. The Saddam regime may have been deposed and Saddam’s days were numbered (not long after Bush’s speech, on July 23, 2003, Saddam’s sons, Uday and Qusay, were killed in a JSOC raid), but a guerrilla war—one with multiple warring forces—was just beginning.

Rumsfeld rejected claims that the United States was facing a “guerrilla” insurgency. “I guess the reason I don’t use the phrase ‘guerrilla war,’” he quipped, “is because there isn’t one.” But Rumsfeld’s newly appointed CENTCOM chief, who was technically the on-the-ground commander of the Iraq War, disagreed. General John Abizaid said at a July 2003 press conference at the Pentagon that the United States was now facing a “classical guerrilla-type war” in Iraq. Abizaid knew another front of resistance was opening, and it was not being run by Saddam’s “henchmen.” By mid-August 2003, three months after Bremer arrived in Baghdad, resistance attacks against US forces and Iraqi “collaborators” were a daily occurrence. New militias were forming, with both Sunni and Shiite groups attacking American troops. Rumsfeld and Bush both downplayed the extent of the uprisings in Iraq, saying they were being driven by fallen regime “dead-enders,” “criminals,” “looters,” “terrorists,” “anti-Iraqi forces” and “those influenced by Iran.” But there was one fact they couldn’t deny: The number of Americans returning home in tin coffins was exploding as attacks against US forces increased by the day. “We believe we have a significant terrorist threat in the country, which is new,” Bremer finally acknowledged on August 12. “We take this very seriously.”

On August 19, a Kamaz flatbed truck pulled up to the United Nations headquarters at Baghdad’s Canal Hotel and parked just below the office window of Sergio Vieira de Mello, the United Nations special representative in Iraq. Inside the building, a press conference was under way. Moments later, a massive explosion rocked the building. The truck had been driven by a suicide bomber and was filled with explosives, including a five-hundred-pound bomb from the former Iraqi military’s reserves. In all, twenty-two people were killed, including de Mello. More than one hundred were injured. The United States and the United Nations alleged that the bomber had been sent by Abu Musab al Zarqawi, a Jordanian-born militant who headed up the group Jama’at al Tawhid wa’al Jihad. A few days after the bombing, Rumsfeld delivered a speech at a Veterans of Foreign Wars convention. “We still face determined adversaries, as we’ve seen in Iraq and Afghanistan, the dead-enders are still with us, those remnants of the defeated regimes who’ll go on fighting long after their cause is lost,” Rumsfeld declared. “There are some today who are surprised that there are still pockets of resistance in Iraq, and they suggest that this represents some sort of failure on the part of the Coalition. But this is not the case. Indeed I suspect that some of you in this hall today, especially those who served in Germany during World War II or in the period immediately after the war were not surprised that some Ba’athists have kept on fighting. You will recall that some dead-enders fought on during and after the defeat of the Nazi regime in Germany.”

Rumsfeld tried to cling to the idea that the main resistance in Iraq was coming from such quarters, but the reality was, the most lethal forces rising in Iraq were responding to the invasion and occupation. While the United States was fighting multiple Sunni insurgent groups, Shiite leader Moqtada al Sadr was waging an uprising against the United States, along with a “hearts and minds” campaign to provide basic services to Iraqi neighborhoods. Because Sadr had brokered a tenuous alliance with some Sunni resistance groups, the United States was facing the possibility of a popular nationalist rebellion.

After the August bombing, the United Nations withdrew most of its six hundred international personnel from Iraq. In September 2003, the UN complex was bombed a second time, spurring the United Nations to withdraw all remaining non-Iraqi employees from the country. It was a powerful symbol of how far from accomplished the US mission in Iraq actually was.

That month, McChrystal became JSOC commander, tasked with crushing the insurgency that had been sparked by his bosses’ own policies, about which he had harbored doubts. Next to Saddam and his henchmen, the Jordanian terrorist Zarqawi, who had come to Iraq to fight against the US occupation, would become target number one of McChrystal’s task force.

Zarqawi had traveled to Afghanistan to fight with the US-backed mujahedeen against the Soviet occupation. In early 2000, he had been indicted in absentia in a Jordanian court for plotting to attack American and Israeli tourists. The Bush administration had tried to use Zarqawi to prove an al Qaeda tie to Iraq, after Zarqawi allegedly received medical treatment in Baghdad in 2002. When Bush made his case in a nationally televised address on October 7, 2002, that Saddam’s regime posed a “grave threat,” he cited “high-level contacts” between Saddam’s government and al Qaeda, charging that “some al-Qaeda leaders who fled Afghanistan went to Iraq. These include one very senior al-Qaeda leader who received medical treatment in Baghdad this year, and who has been associated with planning for chemical and biological attacks.” In his UN speech, Colin Powell called Zarqawi the leader of a “deadly terrorist network” that had been given safe haven by Saddam’s government. But the charge that Zarqawi was in Baghdad with the consent of the Iraqi government was a dubious one. Saddam’s regime and al Qaeda were rivals. Nonetheless, after the invasion, Zarqawi would eventually have a $25 million bounty on his head and JSOC hunting him in Iraq.

There is no doubt that Zarqawi was a savage character, but he was also a convenient villain for the United States. Washington was facing a mounting resistance in Iraq, and by inflating Zarqawi’s importance, it could place the fight in Iraq within the context of the broader war on terror. Zarqawi played his role perfectly. A year after the UN bombing, Zarqawi and his group would pledge allegiance to Osama bin Laden and form al Qaeda in Mesopotamia, also known as al Qaeda in Iraq (AQI). Despite his declaration of loyalty, Zarqawi would ultimately prove problematic for al Qaeda. His ruthless attacks on Muslims—in both Iraq and Jordan—would eventually play into the hands of the US occupation and Washington’s propaganda campaign against the Iraqi resistance.

IRAQ WOULD SERVE AS A laboratory for creating a new kill/capture machine, centered on JSOC, run by McChrystal and accountable to no one but a small group of White House and Pentagon insiders. Within months, the targeted kill/capture program would begin to resemble the CIA’s Phoenix Program from the Vietnam War, in which the Agency, supported by US Special Operations Forces and indigenous militias, carried out a vicious campaign to “neutralize” the Vietcong and its support networks. In plain terms, the Phoenix Program was effectively a well-organized death squad. “They killed huge numbers, thousands and thousands, of suspected Vietcong operatives,” said Gareth Porter, an independent historian who has written extensively about the Phoenix Program in Vietnam, as well as the history of JSOC. “Phoenix was in fact the grandfather of [the JSOC] approach to a war.”

Dealing with the Iraq insurgency would become an almost totally consuming task for the bulk of America’s most elite forces, though Rumsfeld and Cheney had global aspirations for JSOC’s expanded use. Rumsfeld signed an executive order on September 16, 2003—the same month that Holland retired as SOCOM commander, and General Bryan “Doug” Brown took over—establishing JSOC as the principal counterterrorism (CT) force of the United States. It contained preauthorized lists of fifteen countries where CT action might be taken and specified which actions could be carried out. Brown, a SOF vet and founding member of the 160th Special Operations Aviation Regiment, told the Senate that “the nexus of the Department of Defense’s global war on terrorism is at USSOCOM.” SOCOM, a newly established, free-standing command, would be “the lead combatant commander for planning, synchronizing, and as directed, executing global operations against terrorist networks in coordination with other combatant commanders.” A month later, Rumsfeld was demanding answers from his senior advisers. “Are we capturing, killing, or deterring and dissuading more terrorists every day than the madrassas and the radical clerics are recruiting, training, and deploying against them?” Rumsfeld wrote in a memo to Wolfowitz, Feith and Myers.

It was an interesting question and one many were debating in the counterterrorism community. But, as al Qaeda’s leadership fled to countries throughout the Horn of Africa and Arabian Peninsula and into Pakistan, the premier US counterterrorism force would be given orders to focus entirely on a nation that had no al Qaeda presence before the US tanks rolled in a year earlier. The Pentagon had distributed decks of playing cards to troops in Iraq, assessing a value to various leaders of the former Baath regime. Saddam was the ace of spades. The tradition dated back to the US Civil War. But this time around, the cards were produced not just for the military but as a consumer product sold to the public. The Bush administration seemed to believe its own propaganda about how easy victory would be in Iraq, reasoning that by destroying the Baath Party and killing or capturing its leaders, the war could be won swiftly.

When McChrystal hit the ground in Iraq in October 2003, his Task Force 20, renamed Task Force 121, would lead the hunt. Its members included JSOC forces, British SAS commandos and some local Iraqi teams. Their job was to plow through the deck of cards. “The mission of the direct action, special operations task force was really to focus on the old regime leadership,” recalled Andrew Exum, who led a platoon of Rangers in Iraq as part of McChrystal’s task force. “The deck of cards—you know, the most wanted folks. I think that was based largely on the idea that the insurgency in Iraq, the fighting, kind of goes away if a lot of these guys go away.” That theory would prove to be fatally flawed.

Whatever the strategic value of the effort, however, it had some success in its immediate goals—taking out selected individual targets. At McChrystal’s right hand as the forward commander of JSOC’s High Value Targeting task force was William McRaven, a Navy SEAL renowned for his scholarly ambition. Although McChrystal would receive much of the credit for building up JSOC’s capabilities and overseeing its greatest hits, people in the Special Ops community knew that many of the key achievements of the HVT Task Force were largely McRaven’s doing.

Raised in San Antonio, Texas, McRaven grew up with an appreciation for the military—his father flew Spitfire fighter planes in World War II. The young Bill McRaven was a big fan of James Bond films—he was particularly enthralled by Sean Connery’s underwater exploits in Thunderball, according to his sister. “That was his favorite!” Nan McRaven told Time magazine. “I said to him, ‘You can grow up to be 007.’ I guess he did.”

McRaven graduated from the University of Texas in 1977 with a degree in journalism. He enrolled in Navy ROTC on campus, and right after graduating with an ensign’s commission, he entered SEAL training. After finishing his training he was deployed to the Philippines. When Richard Marcinko created the Naval Special Warfare Development Group, SEAL Team 6, in 1982, he asked McRaven to lead one of the constituent SEAL teams. Marcinko’s freewheeling leadership soon put him at loggerheads with his young lieutenant. Marcinko bought his SEALS expensive cars and financed debauched parties on navy property that included prostitutes. “The SEALS were happy, I was happy, and nobody was getting in trouble except Bill McRaven,” Marcinko told Time magazine, remembering McRaven as a killjoy. “He was a bright guy, but he didn’t like my rude and crude way. If I was a loose cannon, he was too rigid. He took the special out of special warfare.” McRaven saw it differently. “I was not some white knight on a horse going with my lance against the windmill,” McRaven countered. Marcinko “was the boss, I was a very young lieutenant. There were some things I didn’t think were exactly right…and he relieved me” of duty. According to a former Special Forces commander, Marcinko asked McRaven to carry out “some questionable activities,” adding that McRaven refused and “would not back down.” Other officers in SEAL Team 6 reportedly found McRaven’s integrity heroic, but after his run-in with Marcinko, “thought it was the end of his career.”

Actually, it was Marcinko whose career in black ops was coming to an abrupt end—while McRaven’s was just getting started. In March 1990, Marcinko was sentenced to twenty-one months in prison on charges he defrauded the US government in a weapons sale. McRaven was soon given command of a platoon in SEAL Team 4, focusing on South and Central America. Very few details are publicly available about McRaven’s combat history, though he was a “task unit” leader in the Persian Gulf War, according to his official biography. In 1991, he headed to the Naval Postgraduate School, and graduated in 1993. He helped to establish the Special Operations/Low Intensity Conflict program and was its first graduate. He received a dual degree, in SO/LIC and national security affairs. His graduate thesis, “The Theory of Special Operations,” was published in book form and would become widely read and taught. The book analyzed several key Special Ops battles from World War II to Vietnam, presenting lessons that could be learned for future conflicts and wars. It is considered a seminal text in the study of Special Operations warfare. “Bill is reputed to be the smartest SEAL that ever lived,” a former commander said in 2004. McRaven went on to serve as a “task group commander” in the Middle East, and he also commanded SEAL Team 3, which operates in Southwest Asia. By 2001, he was a naval captain, commodore of the SEALS Special Naval Warfare Group 1.

Shortly after 9/11, McRaven’s SEAL team deployed to Afghanistan, but its commander could not join them. Two months before 9/11, McRaven had fractured his pelvis and part of his back during a parachute jump near his base in Coronado, California. Some predicted he might never fight again, let alone walk normally. McRaven resigned his command, but his career was not over. If anything, the parachute accident was fortuitous. Although McRaven was not on the battlefield initially, he would become a major player in the strategy that was to shape US counterterrorism operations for many years to come. Wayne Downing, newly appointed the deputy national security adviser for combating terrorism, asked McRaven to join his staff at the White House. McRaven ended up working for Downing for two years while he recovered from his injuries and is credited with having been the principal author of Bush’s “National Strategy for Combating Terrorism.” It was not a cushy job for a sidelined warrior. Captain McRaven would become the primary JSOC figure inside the National Security Council and coordinated the Office of Combating Terrorism. Among his jobs would be vetting and assembling lists of High Value Targets for JSOC to hunt down. He was one of the key players in militarizing US counterterror policy and building up the infrastructure for the creation of kill lists. McRaven’s time at the NSC would put him on a path to becoming one of the most powerful figures in US military history and a transformative figure in the institutionalization of assassination as a central component of US national security policy.

After 9/11, no more than two dozen men were on the US kill list. Once McRaven got to work, the list grew every year. After helping build the structure for JSOC to engage in a global manhunt, McRaven would finally forward deploy to implement it. There are “three people who really improved Special Operations Forces and who can claim a great amount of credit for the way they have developed since 2001,” Exum told me. “You can look at Bill McRaven, you look at Stan McChrystal and you look at Mike Flynn.”