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WATO: General Tonje's legacy in Kenya Defence Forces

Contrary to some media portrayals, Tonje Rules are not about rotating leadership among the three services in a cyclical arrangement.

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by MOHAMED WATO

Columnists29 April 2024 - 16:53
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In Summary


  • The misinformation surrounding the Tonje Rules often generates unwarranted expectations and speculation.
  • These guidelines were designed to ensure dynamic leadership within the military
Kenya Army officers prepare before the arrival of the President during the official opening of the EALA in parliament in Nairobi on March 5, 2024

In 1999, as a young officer in the Kenya Army, I was part of a troop movement to the North Eastern border of Kenya, responding to a mobilisation order issued by the then Commander in Chief, President Daniel Moi.

This directive was in response to incursions by a militia group, which had not only crossed into Kenyan territory but also vandalised a military base and stolen valuable equipment. As we prepared for a possible confrontation in Garissa, excitement and readiness buzzed through the ranks.

However, the situation de-escalated after the militia heeded President Moi's ultimatum, leading to a stand-down and a shift toward conducting training exercises instead.

This incident provided a backdrop for one of the most significant transformations in military training under the stewardship of General Daudi Tonje, then Chief of General Staff.

Recognising the gathered forces as an opportunity, General Tonje initiated a pioneering distance learning programme in partnership with Egerton University. This programme was ceremoniously launched in Dadaab, marking a significant shift towards educational enhancement for military personnel.

Witnessing these events firsthand, I was struck by General Tonje's strategic acumen and his role as a transformative leader within the Kenya Defence Forces.

General Tonje's tenure is renowned for the introduction of what are popularly known as 'Tonje Rules'. These guidelines were designed to ensure dynamic leadership within the military by limiting the tenure of service commanders to no more than four years or until reaching the mandatory retirement age, whichever came first.

The aim was to provide opportunities for emerging young generals to assume leadership roles, fostering a sense of renewal and vigour in the military's upper echelons.

However, it is crucial to address some common misconceptions surrounding the Tonje Rules. Contrary to some media portrayals, these rules are not about rotating leadership among the three services in a cyclical arrangement.

Such interpretations misrepresent the intent and undermine the strategic flexibility of the appointing authority, which retains the prerogative to select leaders based on merit and other critical factors.

It is also important to note that these rules are not enshrined as legal provisions but are more of an institutional tradition. The misinformation surrounding the Tonje Rules often generates unwarranted expectations and speculation.

It is essential to understand that the military command structure is robust, with clear protocols for leadership transitions, guided by recommendations from the Defence Council and decisions made by the President.

As we look to the future, the legacy of General Tonje’s reforms continues to influence the strategic direction of the Kenya Defence Forces.

His vision for a well-educated, dynamically led military remains a cornerstone of our national defence strategy, ensuring that the forces are not only ready to defend the nation but are also well-prepared to adapt to the changing complexities of modern warfare and leadership challenges.

Retired major

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