Article published in Pen And Sword Club magazine March 2013.
‘Poacher-turned-gamekeeper’, ‘spy’, ‘Colonel meeja’…the nicknames were endless.
It may not have been the most conventional role for a journalist but the contradictions between my recent operational post and my day job are what made it challenging, rewarding, fascinating and occasionally infuriating all on a daily basis.
I was mobilised from my job as Deputy Foreign News editor at Sky News and deployed to Kabul for five months to create the role of Media Advisor to the ISAF Deputy Commander (and commander of British forces in Afghanistan), Lt Gen Adrian Bradshaw then Lt Gen Nick Carter. Privy at the highest level to the most sensitive information and thinking, input to some of the most important decisions on the campaign and a close working relationship with the most influential military figures in the British Army today. The kind of access and headline-rich environment a journalist could only dream of. But a privilege and situation which with my military hat on meant careful management of those potential stories, anticipating how my alter-ego might interpret the campaign’s every move and decision and turn them into news.
People always think the hardest part of sitting in the no-man’s land between the media and the military must be to adhere to the Official Secrets Act and resist the temptation to ‘make’ my hack’s career on a scandal or sensitive information that I’ve acquired during military service. The reality is that’s relatively easy – a decision when I first joined the TA that the line would never be crossed and classified information and behaviour shared on trust stayed just that. And, contrary to popular belief, integrity is a quality valued in journalists and service personnel alike.
What is far harder is reconciling what are two very different, independent, antiquated and stubborn professions and institutions and attempting to get them to work in a more collaborative and less combative way; a task which is all the more difficult when under operational pressure and tempo.
The military is all about discipline, protocols and the chain of command. There are drills for everything. God help you if you put a comma or tab in the wrong place in a Fragmentary Order, Warning Order, Operational Order or any other kind of ‘service writing’. Every type of briefing has a format and powerpoint is a must, with a gold star if you can include flow charts. Officer cadets spend half their first term at Sandhurst marching back and forth across a drill square at 140 paces a minute in painstakingly bulled boots. But it is exactly that regimented way of life that makes the British Army one of the best in the world.
Journalism on the other hand is about thinking laterally, finding the point of view others have not considered. It means questioning authority, exposing imperfections and mistakes, and where the military is concerned, making sure nothing uttered by senior commanders is taken at face value or left unchallenged. Your writing and style are your signature. And the idea that any briefing or report should require anything other than your magnetic storytelling or charisma – let alone follow a dictated structure – is abhorrent. Mention powerpoint to a journalist and you’ll have them running for the hills.
So when the two come together it can be fairly interesting.
The sceptical glances I got initially as a journalist ‘in advisor’s clothing’ disappeared early on. I would like to think that it was because people realised I was a professional and started to believe that it is possible to be a journalist and still have a modicum of integrity. I think it’s more likely though that they thought that if I was put there somebody somewhere must have trusted me and at the end of the day I might actually be useful if I could shed some light on this ‘meeja’ lark.
One of my closest allies was a colleague working on the very opposite end of the information spectrum. That caused a few eyebrows to be raised until people understood that in order to be prepared for the worst possible leaks and stories in the press, and mitigate against the damage they might cause, I had to be conversant with everything that was going on in the campaign, including and most especially the most sensitive reports, intelligence and decisions – material most likely to cause the most controversy and therefore the most damaging headline if it ever hit the press.
There was a steady stream of stories and incidents to respond to as well as media engagements and embeds to plan and manage for the General. They were busy months of Insider Attacks, Prince Harry on the front line, the Camp Bastion attack, troop drawdown announcements, not to mention the ISAF commander coming under investigation. But for me what took the job beyond its media advisor tag and what made it all the more fascinating was that it was all about diplomacy, building and nurturing key relationships and enabling the passage of information to the right people at the right time. Those relationships outside the military machine – with both the Afghan and international press – were key but ironically more straightforward than those within it. It was a time-consuming and painstaking process of making sure the various headquarters across Afghanistan were talking to each other and to the Pentagon and to Whitehall, and to the various military institutions in the UK. And that they were all following the same ‘narrative’, and saying the same thing or would in the event of x, y or z. And if they weren’t, then finding a compromise they could all agree upon. And that meant tiptoeing through the different personalities, different agendas as well as coalition and national politics on the one hand, and making sure the UK position was represented in the ISAF decision-making process on the other.
A minefield to negotiate, an exhausting pace and level of pressure and constant demands and questions from three timezones to keep up with. There were occasions where I breathed a quiet sigh of relief when what I had predicted happened on cue; when advice I had pushed hard was borne out; when risks I had taken to achieve an aim under time pressure paid off. I hadn’t expected it to be easy; after all I’d agreed to deploy at 24-hours’ notice, to a job that didn’t exist, in the media management of the UK’s most unpopular military campaign in the last century. But to be privy to decision-making at that level, working with military minds at the top of their game, and battling to bring media and communication considerations to the forefront of military campaign planning was exciting, challenging and rewarding. I enjoyed it so much I would have stayed on well beyond the end of my tour. I was given the freedom of manoeuvre to have real impact and use my specialist knowledge and experience to best effect. I handed over a job which is now firmly on the map and made it one which I think justifies the continued investment in specialists and their deployment to the right jobs, where they can contribute unique skills which the military lacks and add real value.
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