Senior leaders should serve as role models through their ethical behavior and their personal involvement in planning, communications, coaching, development of future leaders, review of organizational performance, and personnel recognition. As role models, they reinforce ethics, values, and expectations while building leadership, commitment, and initiative throughout your organization.
1. Doing what we say we will do: This is a pragmatic definition of integrity and a basic practice. It includes keeping promises and meeting deadlines. Succeeding at this requires careful consideration - and often, tough negotiation - prior to making commitments.
“PowerPoint makes us stupid,” Gen. James Mattis of the Marine Corps, the Joint Forces commander, said this month at a military conference in North Carolina. (He spoke without PowerPoint.) “It’s dangerous because it can create the illusion of understanding and the illusion of control,” General McMaster said in a telephone interview afterward.
“Some problems in the world are not bullet-izable.”
From the NEW YORK TIMES
I have never found Sailors to be at a loss. Tell them to do anything that is not impossible and you can depend on them to get it done. Their manner of life creates in them a complete self-reliance which you seldom find in other men.
Whether our Navy is drifting toward or from finer perceptions, both mental and spiritual, is too profound a subject to be taken up. Yet, it is a commonplace remark that retired Naval officers and other old salts invariably feel that today's Sailor and our Navy are sailing swiftly on a rhumbline to perdition.
I don't know if they teach it any more but it (the advice below) may help keep you out of trouble and keep you in good graces with your seniors in the chain of command:1) answer every phone call with a phone call
2) answer every message (action) with a message
3) answer every e-mail with an e-mail
4) answer every letter with a letter
5) respond to every command with 'aye aye' or indicate that you don't understand and ask for clarification
"The Navy believes in putting a man in a position with a job to do, and let him do it - and give him hell if he does not perform. We capitalize on the capabilities of our individual people rather than make automatons out of them. This builds the essential pride of service and sense of accomplishment. [And] if it results in a certain amount of cockiness, I am [all] for it."
A. POSITIONING THE NAVY AS THE PREMIER INNOVATOR IN THE USE OF INFORMATION AND TO APPLY ASSYMETRIC INFORMATION ADVANTAGE TO OUT-PACE, OUT-MANEUVER, AND OUT-THINK ADVERSARIES IN THE PHYSICAL, INFORMATION, CYBER, SOCIAL, AND CONGNITIVE DOMAINS.
B. DELIVERING AN INFORMATION-CENTRIC FORCE.
C. INCREASING FOCUS ON COLLABORATION BETWEEN INTELLIGENCE, INFORMATION WARFARE, INFORMATION PROFESSIONALS, METEOROLOGY AND OCEANOGRAPHY, AND THE SPACE CADRE.
It takes only a moment to sink any of them.
This is an annual national effort to promote literacy and celebrate the art of letter writing. The writing, sending and receiving of letters, postcards and greeting cards is a tradition that has preserved our nation’s history and changed lives. Unlike other forms of communications, card and letter writing is timeless, personal and immediately tangible.
"While in command, each new day offers opportunity for serious error. Be careful out there. And, if you can avoid it, don't abuse the crew too much. They will make you pay for it in ways you cannot yet imagine." - "Former" Commanding Officer"On the sea there is a tradition older even than the traditions of the country itself and wiser in its age than this new custom. It is the tradition that with responsibility goes authority and with them accountability. ...for men will not long trust leaders who feel themselves beyond accountability for what they do. And when men lose confidence and trust in those who lead, order disintegrates into chaos and purposeful ships into uncontrollable derelicts."
John Paul Stevens began work on his Master's degree in English at the university in 1941, but soon decided to join the United States Navy serving as a cryptologist/intelligence officer in the Pacific Theater from 1942 to 1945. Stevens was awarded a Bronze Star Medal for his service in the codebreaking team whose work led to the downing of Japanese Admiral Isoroku Yamamoto's plane in 1943.
I am doing what is necessary. My hope is that you will do the same.
I know of three Information Warfare Officers who have earned the BRONZE STAR for their contributions to the Global War on Terror.
What is compelling about VADM Jack Dorsett is that he has the vision and insight to see that the world and technology are changing, understands the implications of those shifts, and he is pressing ahead in the face of often fierce institutional resistance. Indeed, one of the key reasons he is going to be successful is because he is willing to speak truth to power -- willing to tell superiors and subordinates what they need to hear, not what they want to hear.
Military men and women are continually involved situations where risk of injury is high. One silent war wound that can often go unnoticed is a traumatic brain injury (TBI) . A TBI damages the brain that can often cause life-altering wounds, which can result in changes in personality, behavior, and even the brain functions of the victim. Some of these conditions are not just life-altering, but can be life threatening and are often partnered with rehabilitation from special care facilities like CareMeridian Las Vegas nursing home.
According to the Veterans Health Initiative, active male members of the military were hospitalized due to TBI related injuries at a rate of 231 per 100,000. The rate for female members of the military was 150 per 100,000. Based on these statistics over 4,000 military personnel are hospitalized on average each year for traumatic brain injuries. Some are as mild as a concussion, while others can be severe and have life altering effects.
The best way to prevent TBI is through awareness. Recognizing and responding to the symptoms of a TBI can often aid in the preventing further damage caused by the injury. Dizziness, headaches, changes in personality or sleep patterns, and memory loss are clear signs of TBI. Unfortunately these symptoms can sometimes be ignored or discarded as minor pains during times of conflict and even once the solider returns home. This sets up a dangerous precedent for a war wound that may never heal, so it is vital that serviceman and their families are aware of TBI, so that they can recognize and help treat it if symptoms are present.
Officers must have confidence in the promotion system or discipline will be jeopardized. Unless the best officers are promoted, faith of other officers and enlisted men in the integrity of the system will be shaken.Like begets like, and inadequate personnel, once they have moved up sufficiently to be on a selection board, will themselves be apt to select other inadequate personnel.
very high,Otherwise the officer corps will decay and decay rapidly, and there will be no effective combat Navy if this happens.
attainable,
equitable,
well known, and
maintained with integrity.
From NAVPERS 91195; December 1950
When doing a job—any job—one must feel that he owns it, and act as though he will remain in the job forever. He must look after his work just as conscientiously, as though it were his own business and his own money. If he feels he is only a temporary custodian, or that the job is just a stepping stone to a higher position, his actions will not take into account the long-term interests of the organization.
There are two incentives which cause any young man to choose a certain profession as a lifetime career, and these same incentives are the cause of his satisfaction with his choice as his career develops. The first is his belief that the profession has honor and a future.
The other incentive is that a man must feel that if he does his duty well and honorably, and demonstrates his ability, he can progress to a reasonable degree of success within the organization.
NAVY NEWS STORIES ARE HERE and HERE.
MY DEFINITION OF EQUAL OPPORTUNITY GOES FURTHER. BECAUSE WE KNOW THAT, AS A TEAM, WE ARE BETTER WHEN WE ALL PERFORM AT OUR BEST WE WANT TO HELP EVERYONE DO JUST THAT....BE AT THEIR BEST. THAT MEANS EQUAL ACCESS TO TRAINING, TO CHALLENGING WORK, TO ALL THE THINGS THAT LEAD TO SUCCESS.
Navy leaders are all on a search - a search to bring more meaning to our lives and the lives of our Sailors.1. Commit: Commit to lifetime relationships that span events, commands, campaigns and geographic boundaries.
2. Care: Care for the concerns of other Sailors and their families as if they were your own.
3. Connect: Aim to connect with Sailors who will benefit and enrich other's lives in equal measure.
4. Communicate: Communicate candidly. Tell Sailors what they should hear rather than what they want to hear.
5. Expand Capacity: Aim to expand Sailor's capacity to help them give and get more from their lives.
"A commander's responsibility remains absolute, and that commander must, and will, be held accountable for the safety, well-being, and efficiency of his command. This accountability may be exacted in various ways. In some cases, commanders may be called to account in a court of law . . . in all cases, they will be judged by their professional peers - those who have been subjected to, and exalted by, the same stringent requirements of command.
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Discussion has already begun about who fill follow General Conway as the next Commandant of the United States Marine Corps. Let us pray that the individual selected will have the same level of moral courage that General Conway possesses. Though I spent more than 30 years in a Navy uniform, I believe that the USMC is the most cherished institution in the United States - and with good reason. Let's not toy with the closest thing we have to perfection in the military.
