General Peay added to this foundation by enhancing America’s force presence in the region. This had to be done carefully; basing U.S. military forces there jarred local sensitivities. He skirted that problem by structuring a force that combined prepositioned equipment and rotational units,71 spreading the forces throughout the Gulf area, using joint facilities to conduct operations,72 and placing a select few headquarters of subordinate commands in the region to run day-to-day operations. These actions demonstrated America’s intent to share the military burden and gain local cooperation and support for its military missions . . . while not building U.S. bases in the region or basing dedicated forces there. As an added benefit, they allowed flexibility in the size and composition of U.S. forces.

These new directions created far greater capabilities for meeting the emerging challenges in this vital area of the world. Tony Zinni was the beneficiary of the innovative and tireless work of Generals Hoar and Peay.

FROM HIS first day on the job, Zinni got himself up to speed militarily by immersing himself in briefings, intelligence reports, and conversations with commanders who had experience in the region. But he knew this was not enough. There was nothing like being there. He already knew how important it was to see a place firsthand, and to spend enough time there to build critical relationships.

General Peay made frequent trips to the region. While he was away, Zinni stayed behind, keeping the home fires burning, as the nature of his job dictated (the CINC goes forward and the DCINC stays back). Yet each time Peay returned, his increased insight and wisdom amazed Zinni. You can’t acquire such things from briefings and readings at headquarters.

Several months after his arrival at CENTCOM, Zinni at last made a trip to the region. His primary orientation was to check out the forces—what were out there, what they were doing, seeing them on the ground, getting briefs. But he also visited senior military commanders and national leaders.

During his visit, he attended a number of social events with Arabs . . . he would attend many others over the next years. People in that part of the world don’t sharply distinguish business from social.

Zinni:

In the Arab world, they conduct business far more casually than we do at home—or in Europe, the Pacific, and other places where I’d served. In America or Europe, the meetings are structured. There’s a timetable and an agenda. You limit small talk—and feel guilty when you indulge in it. You tick off items that must be covered. And once they’re covered, you instantly move on.