their mutual respect and trust. It all started that day.
After de Billiere left, Franks had a session with Rupert Smith and selected members of his staff, in order to get to know their capabilities and to give Smith some initial planning guidance.
Rupert Smith was bright, intense, focused, and very much at ease with himself, and Franks could see they would get along well. Although he had come from a Special Forces, light-infantry background, he was not intimidated in the least with commanding an armored division, and was also quite willing to listen and to give his subordinate commanders wide latitude in their methods for mission accomplishment. He wanted to get to work immediately. He took notes, asked questions, clarified guidance when Franks was not clear, and was candid in expressing his views but seemed quite willing and comfortable to take orders from an American. Franks was glad to have them on the team.
On 19 January, Franks visited them. At their assembly area along the east coast, the British had staked out a live-fire maneuver area where the downrange impact area for direct-fire systems was out over the water. There they could maneuver a brigade and conduct live fire with their tanks, artillery, aviation, as well as practice minefield clearing and berm breaching. During his visit, in the course of an attack exercise by 7 Brigade, commanded by then-Brigadier Patrick Cordingly, Franks rode a Challenger tank and fired a few rounds. They were training hard and aggressively. Franks liked what he saw and told Major General Rupert Smith so.
Smith had his hands full. The British were forming a division by assembling the most modern forces from all over their army. Only their 7 Brigade was a set unit. Smith was putting the others together as they flowed into theater. He had the same team-building and training challenge as Franks himself, and Franks understood. With that in mind, he determined to leave Smith and his division at this training area and close to their logistics base as long as possible. They could accomplish twice as much in the same period of time as they could when they picked up and moved to the west to join VII Corps's Tactical Assembly Area.
Meanwhile, units were crafting a variety of innovative training techniques. For example, they constantly practiced refuel on the move. They set up fuel trucks and long hoses, quick-disconnect nozzles, and the fastest pumps they could get and made an arrangement something quite like a service station crossed with an auto-racing pit stop. The tanks and other vehicles drove to the hose ends laid out on the desert floor at a spacing that could accommodate whatever size unit they wanted to refuel (within reason — usually determined by the terrain and the availability of refueling material). The drill was to anticipate when they needed fuel, preposition the fuel trucks at a spot, direct the tankers to it, get them there and through it as fast as possible, then get the unit back into its tactical organization… all the while maintaining some semblance of organizational integrity. It took lots of practice to get it right.
Units performed a lot of live fire, including what the Army calls calibrating, boresighting, and zeroing their major direct-fire weapons systems to make sure rounds hit where they aimed them — different procedures for each type of weapons system.
Major General Butch Funk at the 3rd AD had a particularly challenging training situation. Since his division equipment was the last to be shipped from Germany and it had been loaded in such a way that the tactical integrity of his units was lost, the assembling of his division was a major challenge. Yet in some ways he knew that 3rd AD was ahead of the game, since they had just completed their semi-annual gunnery and maneuver training in Germany. What they needed to do, he realized, was work on major unit moves and formation changes in the desert, maneuvers not possible to train in Germany, and so he turned the assembly of the division over to his junior officers and his noncommissioned officers, led by division command's Sergeant Major Joe T. Hill, took his commanders out into the desert to his Tactical Assembly Area, and used HMMWVs to move and navigate in the desert, spaced like the whole division. It was a masterful use of the entire chain of command to handle a variety of simultaneous activities.
Major General Ron Griffith had a different challenge. Though he, too, had to assemble his division amid fractured unit integrity, his division had had the bad luck of arriving when competition was highest for trucks to transport them the 400 kilometers to their desert assembly areas. On top of all that, Franks gave Griffith responsibility to be VII Corps reserve for an ARCENT mission to protect the ARCENT lines of communication (the road networks designated for unit and supply movements, in this case, the Tapline Road) from a preemptive Iraqi attack while XVIII Corps moved west. This was a real mission, requiring staff planning and orders — no small amount of work for a division-sized organization. Thus he had a real mission, plus he had to assemble and train the division all at the same time.
Griffith drilled his division hard and conducted as much live-fire training as he could fit in. He also worked his artillery, including MLRS, into his maneuver training. For their live firing, the 1st Armored used what was called Jayhawk range, a ten-by-fifty-kilometer piece of uninhabited desert the corps had arranged with the Saudis. A daily major exercise for all the units using this range was to make sure that no unsuspecting Bedouin and his herd wandered into the impact area — not to mention U.S. military vehicles or aircraft. There were no fences, no roads, no terrain features, and no electronic or phone communications with the Bedouins who shared the desert with VII Corps.
IN the period before the battle, Fred Franks simultaneously devoted his most concentrated efforts — with the help of a great many smart, skilled people — to working out the corps's plan of attack. Before we get to that, though, we need to spend some time placing the story in its context. We need to look at the nature of military plans and maps, and then at the planning processes in the headquarters above his, in CENTCOM and Third Army, to show how his plans were formed out of those and how he helped influence them.
PLANS
Plans and orders are not the same. Plans are options. Orders make things happen. Units make many plans, but some never get executed.
The job of a unit's staff is to manufacture feasible options — and to continue manufacturing them. The commander needs as many options as possible. You try to be like the pool player, Franks likes to say, making a shot but also lining up the cue ball for the next shot.
Normally with plans, there are such words as 'effective for planning on receipt, execution on order.' This allows subordinate units to do their own planning and work out all the details. If events turn out anywhere close to the assumptions in your plan, then it is a matter of telling the organization to execute a specific OPLAN. That rarely happens without adjustment.
Sometimes you update the plan: when your mission or troops available to you have been modified, when your senior HQ modifies their own plan, when the enemy does something different or unexpected, when you get a better idea, or when you spot an enemy vulnerability to exploit. U.S. units make lots of plans, which on occasion causes concern with our allies. Their much smaller staffs are not capable of producing the prodigious numbers of contingency plans that Americans can generate.
Nonetheless, the more options, the better. Thinking through a situation and developing a wide range of options, then keeping your force in a physical posture where those options remain available to you, lets you outthink an enemy and then outfight him. It is a process that continues during a battle.
MAPS
Land forces use terrain. They fight on the ground. How they dispose their forces on that ground relative to the enemy and with what weapons are crucial to the successful outcome of a battle or a series of battles.
The U.S. Army still uses paper maps to picture that ground. As with service station maps, they have lines and use colors to represent various features, but they also include an overprinted grid system that allows soldiers and leaders to describe their locations from coordinates. They also include terrain contours that allow them to determine hills, valleys, etc. Newer technology will soon allow soldiers to see the terrain in three-dimensional virtual reality, and indeed fly over it, drive around on it, or walk through it. This technology will allow commanders to better
