Our military career is known for its rotational nature, a rolling stone that gathers a variety of soldiers and leaders, creating a vast database of experiences. Some of these experiences stand out, and today, I pen an ode to a man who commanded respect. I write in an open domain for two reasons: because he has enough followers in the civil street who will also understand what I have to say, and to clarify some real-life incidents which I feel I must share or clarify for the larger military audience. He was known to live by two taglines: “Nation First” and “No Fear, No Regrets” as a soldier.
Military men all over the world get a halo because of the nature of their job. While we notice and admire individual bravery and capabilities, it is much more that makes generals who win wars.
War is much more than the basic skills that we see in Bollywood war movies. Gen DP Pandey has ‘been there done that’ in most that young soldiers and officers dream of. Among other distinctive experiences, including counter-terror operations in J&K over multiple tenures, he was at the center of operations in the Dawar Sector in Northern Kashmir during the Kargil war. It is a pleasure to meet his colleagues from that era as they tell you how they navigated the challenge with Major DP Pandey at the forefront of most things. Among other things, one incident of the recovery of 23 youths being exfiltrated for training as terrorists in training camps in PoK in 1998 was recalled, when 23 years later the Army Commander interacted with the youth in 2022. They were living a second chance at life.
He was a man bloodied and chiseled in battle, and he carried and built on that rich experience as he went on to higher roles.
The tactically brilliant soldier needs generalship that ensures that he is made to fight when absolutely necessary and on missions that lead to real military or national gains. The rare gems understand and excel at operational battle and theater levels of war – the real arena of Generals. Soldier lives matter and good generals understand that. It needs professional acumen and leadership skills that cannot be bracketed in definitions.
I personally had seen the general briefly as a BGS in 10 Corps and then as ADG Public Information (later Strategic Communication). Then I got lucky to have him come to us in 15 Corps as the Corps Commander for a tenure where he seemed to carry an energy driven by a larger cause. I recall meeting him at the office entrance on his arrival and hear him say in his characteristic manner – ‘lucky to have you in the team’.
Operations were his forte, but then what was not? Logistics, DV matters, administration, welfare of troops and families, internal security, battle of narratives, civil-military synergy. Strategic planning at a ‘whole of nation’ level and from all that cull military missions were complex processes that the General made look simple.
His mission planning was clear – the primary role is on the Line of Control, securing the lines of communication part of it, and then came the added role of counter-terror operations. His command got clarity on priorities at the operational level, got resources, and then freedom to execute, which came with the responsibility to perform. Whatever role you were assigned, you found him at your side suggesting methods, nudging, and guiding/goading for better operational efficiency – the role of generals. Everyone was being gently nudged. With the IAF, he built synergy that would affect capacities in war. Hardly anyone or any branch was not nudged – personally by the General. This was done with an efficiency that only those directly related were privy to – only he understood the complete matrix at play.
It was Counter Terror, the third priority for his command, which probably got more media and social media attention. Many in and outside uniform were uncomfortable with his flamboyant style. He lived what people saw and when that was captured it went viral. He was always on the driving wheel when in a 4-wheel drive but preferred the Chinar 1 Royal Enfield as his transport. His swag was natural in every step he took.
It endeared him to the young soldiers, it was captured by the media and that took the message to the youth on the street till he soon had a battery of fans. In one clip where the Army Commander (Now COAS) was seen at Lal Chowk, a street vendor at Lal Chowk told the General that he knows him from social media.
He was as if with a radar looking for opportunities to live life big on purpose as head of the Chinar Corps. His energy reminded of the quote ‘the speed of the leaders decides the speed of the team’. Every small or big event became a celebration in his presence. AMSB Seminars in Chinar Corps during his watch tested new boundaries, Kargil Vijay Diwas celebrations had the Army Commander (the indomitable Gen YK Joshi) and the Corps Commanders ride a bike to the Kargil Memorial, Independence Day Celebrations at the Chinar memorial were a celebration of the spirit of India, Parliamentary Standing Committee on Defense at BB Cantt was an opportunity to tell the parliamentarians about soldiering in Kashmir, media briefs after an operation, or even the launch of a song Beti by Waqar Khan, all were touched by his personal touch driven by a good intent. He would jump at and simply multiply the impact of opportunities to further National and IA causes.
His interaction with the population, a key component of counter-terror operations, was direct and transparent. On one occasion he was seen interacting with families of all the known active terrorists in Kashmir and being offered any help that they may need to get their sons back alive.
In another, he could be seen walking on the streets of Pulwama or having Kawa in a restaurant, interacting in characteristic open manner. He took the local conversations to terrorism as a complete challenge and not just the terrorist with the gun. He talked about the ecosystem of radicals feeding and sustaining terror while they remained safe from the impact, he called them the ‘white collar terrorists’. He talked of graduating from countering terrorists to countering terrorism – which would include countering the ‘white collar terrorists’. We can see the strategy in play in J&K.
Decision-making was simple and straight. If you met him, you came back charged with new ideas and energy.
His fan club is larger than we can imagine. Don’t be surprised if you meet a youngster who knows him well from his social media presence. He is among the top Army generals with a genuine fan base – it extends.
It was not only men in uniform but the ones in civil roles who were also affected by his charm. He was part of the top hierarchy shaping Kashmir’s security post-August 19 legislative changes, including the LG, the DGP, IGP, and the intelligence agencies. It was his ability to build synergy beyond his own organization that made him instrumental in steering a path-breaking program called ‘Sahi Raasta’, designed to guide youth who may have fallen for the radical narrative. The program continues to affect lives.
There is an entire lot of young Kashmiris who were mentored by him and swear by the path shown by him. His bandwidth was more than any of us could fathom.
### Sharing Two Anecdotes
**What does a soldier seek from the commander? Large heart and broad shoulders.**
I was responsible to manage the Social Media accounts of Chinar Corps. One day at about 1215h, I got a call from my team saying that we (the Chinar Corps handle) were being trolled on Twitter. On being asked why, I was told that seeing the Twitter trend on the birthday of PM Modi, we had wished PM Modi from the official handle and were targeted for being a political tweet from an official handle. I was aware this would have political overtones. I asked how long it had been live and was told about 15 minutes; I asked the team to delete the tweet. The reaction died down until in the evening a known Indian Army baiter put a screenshot of the tweet and the slugfest started. I knew we had let down the Corps Commander. The General patiently listened to what had happened. His response was brief, ‘should have told me, never mind will handle’. The next morning when I met the General, he shared that he had conveyed to the Army Commander and the COAS that the incident happened under his watch and he is responsible and will take suitable corrective action. He came to the team office, we were rightly silent with no words of explanation. He was in his regular element, a commander who would infuse energy into the dead, and said ‘come on, only those who work make mistakes, keep up the good work’. He has been targeted by many, including veterans, for mala fide intent in that tweet. He has maintained what he told the Army Commander: it happened under his watch, he is responsible. Do we need more from a General? That’s why this needs to be told again and again, and this is the reason we will always be at his beck and call for duty – whenever, wherever.
In another incident, a battalion in the Corps Zone had suffered a negative event. When you have a large army, negative events happen. It is then on the team to handle it well and take corrective action. I was in the General’s office when he received a call. The Commanding Officer of the battalion was on the line. The Corps Commander’s words were ‘I know things have gone wrong, I also know I have a good man on the ground to handle it. Do well, if you need anything from the Corps – call me.’ Soldiers and junior commanders would understand the import of these words from a Corps Commander to a man in the center of a crisis.
The tale would be incomplete without talking about the woman behind the soldier, Mrs. Usha Pandey. She has diligently stayed away from the spotlight. The elegance to step back when the spotlight was on him and be on his side when he needed it, is rare. A man with Gen Pandey’s energy and drive needed someone to steady the boat. When a boat is moving fast and furiously, an invisible hand steadies the boat. A respected academician with rich experience in guiding students – probably she used similar skills with Gen Pandey.
Soldiers and Generals like him keep the Indian Army flag flying high. We need brilliant tacticians and outstanding strategists (both are not the same), we need more and more like him. We are sure he will keep serving the nation with the motto ‘Nation First’.
