THE DISRUPTIVE CAREER OF MICHAEL FLYNN, TRUMPS NATIONAL-SECURITY ADVISER
By Dana Priest at the New Yorker
http://www.newyorker.com/news/news-desk/the-disruptive-career-of-trumps-national-security-adviser?intcid=mod-latest
"SNIP.............
McChrystal, who was appointed to run jsoc in 2003, brought Flynn in as his intelligence chief to help him shake up the organization. Flynn was one of the few high-ranking officers who disdained the Armys culture of conformity. But McChrystal also knew he had to protect Flynn from that same culture. He boxed him in, someone who had worked with both men told me last week, by encouraging Flynn to keep his outbursts in check and surrounding him with subordinates who would challenge the unsubstantiated theories he tended to indulge.
In mid-2007, Flynn returned home with three years of jsoc secrets in his head. He had witnessed close-quarters combat and killings. He had helped load the bodies of dead and wounded Seal Team 6 and Delta Force warriors into evacuation helicopters. Like his comrades, he had spent twenty hours a day, seven days a week, focussed on killing the enemy. Sometimes women and children were killed, too. He wouldnt even take a break to attend his sons wedding, a moment of personal sacrifice he mentions often when reflecting on those days.
In 2012, Flynn became director of the Defense Intelligence Agency, in charge of all military attachés and defense-intelligence collection around the world. He ran into serious trouble almost immediately. Ive spoken with some two dozen former colleagues who were close to Flynn then, members of the D.I.A. and the military, and some who worked with him in civilian roles. They all like Flynn personally. But they described how he lurched from one priority to another and had trouble building a loyal team. He made a lot of changes, one close observer of Flynns time at the D.I.A. told me. Not in a strategic wayA to Zbut back and forth.
Flynn also began to seek the Washington spotlight. But, without loyal junior officers at his side to vet his facts, he found even more trouble. His subordinates started a list of what they called Flynn facts, things he would say that werent true, like when he asserted that three-quarters of all new cell phones were bought by Africans or, later, that Iran had killed more Americans than Al Qaeda. In private, his staff tried to dissuade him from repeating these lines.
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