Now this is managing

A perfect follow-up to today’s post on Bush’s management of the Iraq situation comes in the form of this New York Times story on the job Major General David H. Petraeus is doing commanding the 101st Airborne in Northern Iraq. [Petraeus, Petraeus… that name sounds familiar–ed. I’ve blogged about him before.] A few nuggest from the story suggest the kind of management skills necessary to get results:

A five-day trip through the 101st Division’s large area of operation showed that American military, not the civilian-led occupation authority based in Baghdad, are the driving force in the region’s political and economic reconstruction. The ethnic makeup of the north — a diverse blend of Arabs, Kurds, Turkoman and tribes — is less hostile to the American presence than the troublesome Sunni triangle around Baghdad, although it has the potential for ethnic strife. But that only partly explains the military’s relative success here. Other elements are the early deployment of a potent American force large enough to establish control, the quick establishment of new civil institutions, run by Iraqis, and a selective use of raids to capture hostile groups or individuals while minimizing the disruption to local civilians. Another factor has been an American commander who approached so-called nation-building as a central military mission and who was prepared to act while the civilian authority in Baghdad was still getting organized. An Army general who holds an advanced degree in international relations from Princeton, General Petraeus was steeped in nation-building before he arrived in Iraq. He served as the assistant chief of staff for operations for SFOR, the international peacekeeping force in Bosnia. His division is also well suited for its mission. Unlike an armored unit, it has lot of infantry soldiers — nearly 7,000 — to conduct foot patrols and stay in touch with the local population. It also has 250 helicopters to travel across northern Iraq. “We walk, and walking has a quality of its own,” the general says. “We’re like cops on the beat.”…. The 101st has also established an employment office for former Iraqi military officers, found grain silos for local farmers and trained the local police. In some cases, like the creation of an internal Iraqi security force, the 101st developed policies that Mr. Bremer’s authority only recently embraced. “If there is a vacuum in the guidance from Baghdad or from Washington, Petraeus will study the situation and take action,” said Gordon Rudd, the historian for the Office of Reconstruction and Humanitarian Assistance, the civilian authority in Iraq before Mr. Bremer’s appointment…. The 101st Division’s sense of mission is swiftly apparent at General Petraeus’s command center inside a Mosul palace. “We are in a race to win over the people,” reads a sign. “What have you and your element done today to contribute to victory?”

Obviously, the art of management at Bush’s level is slightly different than at Petraeus’ level. Still, the general’s clear definition of the mission and willingness to take action should resonate in the White House.