Thursday, April 30, 2009
Their eyes were always on the thing that would lead to command. . . .they were born to command and this was the objective, and anything else was a diversion.
Rear Admiral Chester W. Nimitz Jr.
(son of Fleet Admiral Nimitz)
Wednesday, April 29, 2009
Tuesday, April 28, 2009
"This is a great time to be a Sailor, this is a great time to be in the cryptology field," said center Commanding Officer, Captain Edward H. Deets III upon the initial commissioning of the Center for Naval Cryptology at Corry Station - Pensacola, Florida. "We have the best and brightest Sailors. They are very smart and highly motivated. For their service, we must ensure they are given all the tools and opportunities they need to succeed. The Center for Naval Cryptology is sharpening the point of America's spear."
Captain Connie Frizzell is the FIRST female Commanding Officer for the Center for Information Dominance and is the YOUNGEST Commanding Officer in the command's history. She was recently recognized by her high school when she was inducted into the school district's wall of distinction during ceremonies at the Cicero-North Syracuse High School.
She will be relieved as commanding officer by Captain Gary Edwards on 26 June 2009. Her follow-on assignment is with the Joint Staff at the Pentagon.
Monday, April 27, 2009
Agents assist users in coping with the ever-increasing extent of information available from a host of heterogeneous sources including the internet. Agents operate autonomously, have rules that constrain their operations, and are reactive to changes they detect in their environment. Advanced agents interact and collaborate with other agents and learn from their experiences. Other advances include increasingly sophisticated abilities to adapt their behavior. In networked environments, agents can be mobile to seek the information they need or to follow their user. For mobile users who only connect to a network periodically, the intelligent agent can act as a surrogate representative. Agent technology depends on the use of standards and technologies to support requested services.
In this thesis, 21st century aspects of this technology are discussed, including concepts for information acquisition, protection, processing, transport, and management.
Susan K. Cerovsky-Lieutenant Commander, United States Navy
B.S., University of South Alabama, 1984
Master of Science in Information Technology Management-June 2000
Evan A. Hipsley, Jr.-Lieutenant, United States Navy
B.S., Old Dominion University, 1993
Master of Science in Information Technology Management-June 2000
Sunday, April 26, 2009
TO STANDARDIZE CURRENT PRACTICES, WORKING UNIFORMS, DUNGAREES, AND FLIGHT SUITS ARE AUTHORIZED IN ALL NAVAL COMMISSARIES. EXCHANGES, SNACK BARS, DISPENSARIES, DISBURSING OFFICES, AND OTHER SERVICE TYPE FACILITIES, AND NO ONE WILL BE DENIED ENTRANCE FOR BEING IN THE "IMPROPER" UNIFORM, ASSUMING THOSE WORN ARE CLEAN, NEAT, AND IN GOOD CONDITION. BASE COMMANDERS WILL REVIEW SIMILAR RESTRICTIONS APPLICABLE TO DEPENDENTS AND ADOPT REGULATIONS CONSISTENT WITH CURRENT FASHIONS.
Admiral Elmo Zumwalt, Chief of Naval Operations
Z-gram # 57 (Elimination of Demeaning or Abrasive Regulations), 10 November 1970
Upon his death, President Clinton said "He is the Sailor who never stopped serving his country, never stopped fighting for the men and women in uniform, never stopped being the conscience of the Navy. His earthly voyage is now done. And now he sails beyond the farthest horizon, out of the home port where at last he is safe from all storms."
Saturday, April 25, 2009
“Commanding Officers and officers in charge:
Use Navy history to educate and motivate our Sailors.
In line with my 2009 guidance and our Navy ethos, Commanding Officers are the front line in communicating our mission, spirit, and heritage.
We are a profession with common goals, common purpose, and strong culture that is a force multiplier.
Each year, Sailors face change; they grow, develop, lead, and move on to new challenges. the mission, the culture, and the bonds of service remain.
Commanding Officers lead development of those ties to professional esprit de corps.”
Better get to it.
Friday, April 24, 2009
- Get the really big ideas right.
- Educate – and if necessary, sell -- your subordinates on those ideas. Ensure everyone shares a common command vision.
- Execute them (the big ideas) together. Once everyone is on the same sheet of music, the next step is to work together as a team to put those big ideas into action.
- Then, identify lessons learned and best practices to improve the whole process. You have to feed them back in to refine the big ideas -- which then have to be transmitted to the subordinate leaders to change the way you are executing.
Commander, U.S. Central Command
Thursday, April 23, 2009
Barack Hussein Obama
President of the United States of America
in his discussion with U.S. Naval Academy midshipmen at the White House
I am not exactly sure what this means but it sounds incredibly meaningful.
Wednesday, April 22, 2009
Joe Boogren - Commander, 6th Fleet
David Carson - Commanding Officer - NIOC Menwith Hill Station
Susan Cerovsky - Information Warfare Commander - CCSG 12
Stone Davis - Commanding Officer - NIOC Texas
Eric Dietz - Commander, 3rd Fleet
Justin Kershaw - Commanding Officer - NIOC Yokosuka
Tim Rohrer - Commander, 2nd Fleet
Frank Shaul - Commanding Officer - NIOC Pensacola
What accounts for the differences between them in superior and average commands?
Three areas make a difference between the results of superior and average commands:
- the Sailors in the command,
- the relationships between them
- the activities they perform
"Relationships" refers to the relationships between different groups of Sailors and the ways these groups of people interact with each other. "Activities" include those things that people do that make the biggest differences between average and top commands.
Five activities were identified:
- Maintaining Standards
- Building Esprit de Corps
- Training and Development
Tuesday, April 21, 2009
Captain John Schultz, head community manager at Navy Personnel Command, uses the farming analogy of “seed corn” for junior officers, a valuable resource for future needs.
“One of the things we’re working today is clearly defining what that agriculture base should be. We put a lot of emphasis on the control-grade work, but you don’t get people in the control grades unless you have a healthy O-1 to O-3, the seed corn,” he said.
The Navy uses the farming analogy later on when these seed corn grow into O-4s and O-5s. They call it sorting the wheat from the chaff. And later, when they are O-6s, the Navy puts them out to pasture. This is all too much farm talk about Sailors as far as I'm concerned.
Sailors are our most important asset, maybe we shouldn't refer to them as an agricultural base. Makes me worry about them being tilled under (E7-E9 continuation boards) to produce a stronger crop.
Monday, April 20, 2009
The heroics of this Medal of Honor winner while imprisoned in the infamous ‘Hanoi Hilton’ in
My article on The Extraordinary League of Officers and Gentlemen who have won his leadership award.
USS STOCKDALE was commissioned on Saturday, 18 April - my #1 son's birthday.
Sunday, April 19, 2009
Admiral Arleigh Burke
Saturday, April 18, 2009
They thus acquire an unmerited reputation, and render the service a burden, but they above all do mischief in preventing development of individuality, and in retarding the advancement of independent and capable spirits.
When war arises the small minds, worn out by attention to trifles, are incapable of effort, and fail miserably. So goes the world.
Friday, April 17, 2009
Captain James Hagy
Navy Information Operations Command Hawaii
in the SPRING Edition of INFODOMAIN (90MB file)
Thursday, April 16, 2009
If we desire creative intelligence and moral courage from our officers, Congress must create a system that rewards these qualities. Civilian graduate education, especially in the social sciences, humanities, and languages, can strengthen the intellectual caliber and cultural literacy of our officer corps. Three-hundred sixty degree evaluations are more likely than the current system to identify morally courageous and innovative leaders. Our subordinates judge us every day, but we’ve created a system to make sure that promotion boards never hear those judgments, and our officer corps is worse for it. Some fear that 360 degree evaluations will become ‘popularity contests’ but in my experience those fears are unfounded. Troops admire leadership and despise pandering, and have a much better record than promotion boards of distinguishing between the two.
Read the entire article by clicking below.
Colonel Paul Yingling
Irregular Warfare and Adaptive Leadership
Presented to US Army Command and General Staff College on 2 April 2009.
Wednesday, April 15, 2009
Flag Officer Announcements
Your favorite Information Warfare (IW) Captain has been selected for Rear Admiral Lower Half (RDML). Someone between these two guys was selected.
------ INFORMATION WARFARE (161X) ------
SR INITIAL ELIGIBLE - BERGMAN, R. G. 017596-00 01 FEB 06
JR INITIAL ELIGIBLE - BARKSDALE, C. A. 018324-00 01 OCT 06
Somewhere in the process the SSG provided the CNO with a high-level blueprint as well as a roadmap with immediately actionable steps - operational, process, and technological that our Navy can take to begin developing the capabilities.
Has anyone seen the results? Please leave a comment.
Tuesday, April 14, 2009
- Commanded large overseas shore station - NSGA Misawa. Earned Gold Anchor Award two years in a row. Won Travis Trophy and Meritorious Unit Commendation.
- Commanded the Naval Security Group Command, Washington, D.C.
- First Officer in Charge of the Cryptologic Support Group Rota, Spain.
- Created a whole new approach to command screen/selection process. Used a participatory process with people - not just records.
- Identified ways and means to disseminate Combat Support Intelligence directly to those who need it.
- Created a school for cryptologic officers.
- Paying more attention to our Sailors and showing more concern for their families. Staying in touch with the officers, Chiefs and Sailors in the community.
- Never compromised my integrity.
- Not afraid to say - "I made a mistake, let's fix it."
- Created new alliances with our coalition forces during Desert Shield/Storm.
- Believe and practice participatory management.
- Keep my balance. Like to order my priorities.
Monday, April 13, 2009
What are the fundamentals? They are:
- professional competence,
- sense of urgency,
- attention to detail,
- leadership and
- maintaining the highest ethical standards."
Vice Admiral Jack Dorsett
Director of Naval Intelligence (OPNAV N2)
Sunday, April 12, 2009
you have to do something you have never done.
From - The Leadership Secrets of Jesus by Mike Murdock; published by Honor Books, Tulsa OK; 1996
Saturday, April 11, 2009
“A thoughtful mind, when it sees a nation’s flag, sees not a flag only, but the nation itself; and whatever may be its symbols, its insignia, be read chiefly in the flag of the government, the principles, the truths, the history which belongs to the nation that sets it forth.”
Henry Ward Beecher
“The National Flag,” 1861.
Friday, April 10, 2009
Thursday, April 9, 2009
Admiral James Stavridis
Wednesday, April 8, 2009
Admiral James Stavridis, Commander SOUTHERN COMMAND
Stavridis is something of a new breed among commanders. He has gained a reputation for being less wedded to convention, more open to engaging with the news media and the public, an advocate for creating civilian and even private partnerships for the military. And as a military chief, he is an outspoken believer that "smart power" can trump traditional firepower.
From the Associated Press Wireservice
Tuesday, April 7, 2009
In a cyberspace environment of constant change, the Department must continually review its posture. It is clear we cannot accomplish all we desire in this evolving domain without significant assistance from a broad range of partners from academia, industry, and other governments.
Collectively, with the support of Congress, the Department will:
- Continually assess emerging threats and existing vulnerabilities.
- Exercise our abilities to anticipate, predict, prevent and respond to cyberspace attacks.
- Build capacity and capability to take advantage of the opportunities and limit challenges inherent to cyberspace.
- Organize ourselves, within the U.S. Government, to defend national interests and advance national policy through cyberspace.
Monday, April 6, 2009
Sunday, April 5, 2009
“I am a disciple of Adam Smith,” he says wryly. “Peace can be reached by free trade, but free trade requires that the sea be policed by a strong navy.”
Saturday, April 4, 2009
Everyone in the Navy must own the new NWU, they just can't wear it - in the Pentagon, off-base, in the combat zone, after normal duty hours, while riding public transportation, while exiting their cars, etc, etc. Edward Ziegler, a spokesman for Naval District Washington said, "It's just a matter of common sense."
I believe the Navy doesn't think Sailors have any (common sense).
Friday, April 3, 2009
Commanders who do not believe in the usefulness of IO will focus on kinetic operations instead of a full spectrum view using all the elements of combat power; and The increased speed and reliability of information that passes from the human network (physical) to the computer network, and from the tactical to the strategic levels, allows commanders and staffs alike to understand and integrate IO into combat operations more effectively.
INTEGRATION OF INFORMATION OPERATIONS IN COMBAT
Christopher R. Quick
Major, United States Army
Naval Postgraduate School Masters Thesis
Thursday, April 2, 2009
Mentorship impacts both personal development (maturity, interpersonal and communication skills) as well as professional development (technical and tactical knowledge and career path knowledge).
The goal of mentorship is to assist the lesser-experienced person in reaching his/her personal and professional potential. It is critical to understand that mentorship is not any one behavior or set of behaviors, but rather includes all of the leader development behaviors (that is, counseling, teaching, coaching, and role modeling) that are displayed by a trusted advisor.
The strength of the mentorship relationship is the fact that it is based on mutual trust and respect. Assessment, feedback and guidance accelerate the developmental process and enhance performance. When this occurs within a mentoring relationship, even higher performance results.
Mentoring requires taking advantage of any opportunity to teach, counsel, or coach to build skills and confidence in the mentored. Mentoring is not limited to formal sessions but can include every event from quarterly training briefs to after-action reviews to casual, recreational activities.
One of the most important legacies that today’s senior leaders can leave on the Navy is to mentor junior leaders to fight and win future conflicts. Mentoring develops great leaders to lead great Sailors.
Wednesday, April 1, 2009
|Chief Petty Officer Ratings established on April 1, 1893|
| Artificer |
| Special |
Artwork by Suzanne Frie
MCPON's CPO Birthday Message: Anchor Up Chiefs ** (See note at the bottom)
Story Number: NNS090331-04
Release Date: 3/31/2009 9:47:00 AM
From Master Chief Petty Officer of the Navy (MCPON)(SS/SW) Rick D. West
WASHINGTON (NNS) -- On the occasion of the chief petty officers' 116th birthday, Master Chief Petty Officer of the Navy (MCPON) (SS/SW) Rick D. West sent the following March 30.
"On April 1st, our entire mess will pause to celebrate the 116th birthday of the United States Navy chief petty officer. Traditionally, this is a time for each of us to look at the honored traditions of our mess and the heritage associated with it.
In the days leading up to our birthday, I've taken some time to read up on many of my predecessors. One I'd like to discuss with you this year is our fifth Master Chief Petty Officer of the Navy, MCPON Billy Sanders.
Twenty five years ago, MCPON Sanders was leading an enlisted force that was gradually downsizing, and he was stressing a need to keep our ranks filled with the best possible people.
He turned his attention to the senior enlisted and said that there was no room for mediocrity. He addressed the entire group and told the master chiefs, senior chiefs and chiefs that, "it's clear from your years of service that you have made a career decision to remain in the Navy — that's not enough. It's time to be a professional military man or woman."
"It's time," Sanders wrote, "to be Navy."
What a statement, and look at how relevant it is today as we reach the end of a time where our force has grown smaller. Leadership at the CPO level has never been more important, and Sanders' words still apply.
I'd recommend each of you take the time to read up on the history of our mess. I think you'll find, as I did, that the lessons from our past have remained current to this day.
Happy birthday shipmates. I really appreciate the hard work you do every single day.
Don't forget those who have gone before us and the standards they set for us all. Keeping our heritage alive is a Mess responsibility.
Thank you for your leadership.
Anchor up ** and hooyah Navy chiefs!!"
** NOTE: The phrase "Anchor Up!" first appeared in print as a call to Chief Petty Officers to step up and reclaim their mess in an article I wrote called "Anchor Up, Chiefs! - Reset The Mess" which was published in USNI PROCEEDINGS several years ago. I am pleased that the MCPON has picked up the phrase - and then dropped it like a hot potato.