American Valor Quarterly Issue 3 - Summer 2008 | Page 18

episode which illustrates
how he brought to bear the
full weight of his
professional integrity in that
difficult environment.
Field commanders in
Vietnam were continually
vexed by what many viewed
as unreasonable restrictions
on conduct of the war.
Besides what were known
as “rules of engagement,”
prescribing how the forces
and their weaponry could be
employed, there were the
major
geographical
Andrew J. Goodpaster as a
West Point cadet - 1939.
restrictions which placed
enemy sanctuaries across Vietnam’s borders with Laos and
Cambodia off limits to allied forces.

United States Military Academy

MACV’s leadership was deter mined that, however
disadvantageous, these orders would be scrupulously observed.
At a given staff meeting another senior officer, in fact the MACV
chief of staff, took the occasion to suggest some deviousness —
deliberately keeping up border violations, which had thus far been
infrequent accidental incursions, “until,” he proposed, “they
become the norm.” General Goodpaster reacted very strongly
to this suggestion of willful disobedience. “I don’t think our
government can or will get into the Cambodian business by the
by-products, side effects, of a pattern of violations,” he counseled.
Persisted the other officer, a major general: “My thought is that
this is what we would force by getting into accepting this as the
norm.” General Goodpaster, this time in a harder tone: “I must
say my reaction right now is that that’s an improper course on
our part, it’s an improper thing to do, and we can’t be drawn into
playing that kind of a game.” And they were not.

sporting event for English ladies called the slow bicycle race. The
object was, while riding one of those old-fashioned bicycles with
a very large front wheel, to go as slowly as possible without
being disqualified by going out of your lane or putting your feet
down. This required extreme feats and gyrations of balance at
near-immobility. It was an apt analogy. The personal relationships
General Goodpaster established with NATO leaders, military
and civilian alike, and the respect and admiration those officials
had for him, were key elements in his considerable ability to
influence the alliance during his tenure.
General Goodpaster also brought to the command in Europe a
realistic understanding of the multiple constituencies he served.
At one point, when the Air Force offered to upgrade the aircraft
assigned to him, his executive officer explained that the new model
would not require refueling stops and would thus be able to get
him to Washington much faster. Responded General Goodpaster,
“I don’t want to get to Washington any faster.”
At the heart of his strength as a leader was one fundamental trait,
uncompromising integrity. This, and his unflagging willingness to
serve, resulted in his being called out of retirement to become
Superintendent at West Point in the wake of a very serious honor
crisis. Moreover, he accepted the assignment even though it carried
only three-star rank, this after he had served for many years
wearing four stars. Here his essential modesty was on display, as
was his customary placing of service before self.

There are many stories from his days back at West Point that
illustrate the kind of man General Goodpaster was, and the kind
of example and influence he brought to bear — exactly, I might
say, what was needed at that crucial juncture. I like one rather
simple story about a stained glass window given by the West
Point Class of 1944 as a thirtieth reunion gift to the Military
Academy. The window was installed above the main entrance to
the Cadet Mess, and featured powerful lights that shone through
the glass at night, producing a dramatic display. Part of West
Point’s agreement in accepting the gift was a commitment to turn
General Goodpaster often spoke forthrightly of what officers on the lights and illuminate the window every night.
should be like, and what we have a right to expect of them. The
Association of the United States Army has a lecture program Three years later, when the nation faced an energy crisis, the
named in honor of General Lyman L. Lemnitzer. I was present Department of the Army issued stringent conservation guidelines.
on the evening of the inaugural presentation in that series, when At West Point the Post Engineer ordered an end to outdoor
the speaker was General Goodpaster. He cited “wise and effective illumination — including the Class of 1944’s stained glass window.
American leadership” as “the major reason for success in WWII In due course a member of that class saw what had happened
and the Cold War,” and spoke of the essentiality of “respect for and complained to the Superintendent. General Goodpaster called
American-style civil-military relationships” under both good and the appropriate staff member into his office, along with the Post
not so good civilian leadership.
Engineer. The conversation was brief. “Is it true that we promised
to illuminate the 1944 window at night?” General Goodpaster
Commanding the NATO armed forces was a task demanding asked. “Yes, sir, we did,” said the staff officer. “A promise is a
principled leadership of a high order, along with well-honed promise,” General Goodpaster replied. “We will continue to
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