As a lieutenant general in the U.S. Army, Russel Honore was never one to sugarcoat anything. He became known as the "Category 5 General" for the way he commanded the military response to Hurricane Katrina, which was also a mission that thrust him squarely into the media spotlight.
"I learned from six weeks of almost 12- to 18-hour days, about dealing with the media," says Honore, who now is a paid consultant to CNN on issues such as the oil disaster in the Gulf of Mexico.
"When I was in Katrina, I was always asked how I feel about it. What the sh** do you mean, how do I feel about it? This is what I think. If I'm a leader, I have a mission,"¬† Honore says.¬† "I ain't answering no feeling question."
The man in charge knew that anything he might say at any point during those long days might come back to haunt him, and in fact, there were some who didn't like Honore's style at all, but he says he tried hard never to let his guard down too much when talking with the media.
But in retirement, Honore was a little more willing to talk about his feelings, even putting pen to paper last year in a book that included a passage about how to handle yourself during a crisis. In "Survival: How a Culture of Preparedness Can Save You and Your Family," Honore lays out the simple lessons he learned about when and how a general should deal with the press:
Rule 1. Keep your mission in mind when answering any questions.
Rule 2. Never give praise of criticism to political leaders.
Rule 3. Remember that you've taken an oath to obey the orders of the president.
Rule 4. If you don't want to hear or see it again, don't say it.
"There is no such thing as off the record, 'cause you can say things when you're tired, frustrated, and in war, all kinds of negative stuff is said, and I knew that my style of operating, there were a lot of retired officers who didn't like my demeanor, 'cause I was direct and sometimes used colorful language and sometimes became a little too passionate," Honore says, "but one of my other rules in dealing with the press is that it's a battle drill between you and the press in terms of speaking to the American people."
During the course of his 37-year military career, there were times when internal battles raged within him - when he didn't agree with a course of action, or the way something was being handled. But a general always has the option to resign, he says.
"There were things I disagreed with, " Honore says, "and that was done privately, and I had to ask myself a few times, 'Do I stay and deal with this, or do I let it go?' There were a couple of times when I was a three-star general and things came at me, and I seriously considered sending in my papers, but I thought about it, and you know, they say never send an e-mail when you're mad."
Honore made it clear that he didn't want to talk directly about the current situation involving Gen. Stanley McChrystal, but he did share some insight about those backroom conversations that happen everywhere from the battlefield to the Pentagon to the White House.
"This is a big f***ing deal, he didn't say that for mass consumption, but it got put out there. We have to take into account that in the adult world we live in, there are private conversations in the White House and hey, welcome to the real world, that's the human dimension and that's the little thing that keeps life interesting," Honore says. "When you form a team, why do you try to form a team? Because teamwork builds trust and trust builds speed. There's always the undercurrent of a little friction in that team, but if that's made public, then it can deteriorate the public trust between people. Whoever hasn't violated that trust should cast the first stone."
What if a general becomes so important to a mission that he feels like he can say almost anything? What happens then? I ask. Honore quotes back another famous general to me. This one, the legendary French Gen. Charles de Gaulle, who once said, "Graveyards are full of indispensable men."
"He had something there," Honore says.