Tuesday, June 14, 2011

Navy Chiefs - A Post Worth Repeating - Command Excellence in the CPO Mess

"The backbone of the Navy" is how one old adage sums up the importance of the Chiefs quarters. Superior commands are especially quick to acknowledge the Chief Petty Officer's special role and contribution. The uniqueness of that role is a function both of the position the Chief occupies in the organizational structure and of the job qualifications that must be satisfied before the position is attained. Chiefs have considerable managerial and technical expertise and are the linchpin between officers and enlisted.

For there to be a strong Chiefs quarters, the Chiefs must feel that they are valued and that they have the authority and responsibility to do the job the way they think it ought to be done. In superior commands, the Chiefs feel that their special leadership role is sanctioned and appreciated by the rest of the command, especially the CO. In these commands, the Chiefs are included in all major activities, particularly planning. Their input is sought and readily given. If they believe that something won't work or that there is a better way to do it, they speak up.

Chiefs in superior commands lead by taking responsibility for their division. They motivate their subordinates, counsel them, defend them when unjustly criticized, monitor and enforce standards, give positive and negative feedback, communicate essential information, solicit input, monitor morale, and take initiative to propose new solutions and to do things before being told.

The Chiefs play a key role in the enforcement of standards. Because they are out and about, they see for themselves whether job performance and military bearing meet the Navy's and the command's requirements.

When work is done well, they offer recognition and rewards; when it is done poorly, they act to correct it. They also know the importance of modeling the kind of behavior they expect their people to display. If they expect their personnel to work long hours to get something done, they work the same hours right along with them. Their concerns extend beyond their immediate areas, however.

Chiefs in superior commands act for command-wide effectiveness, promoting the success of the unit as a whole. Although they have a strong sense of ownership and take responsibility for their division's activities, they are able to look beyond the job at hand: when other departments or divisions need assistance, chiefs in superior commands are willing to help.

The superior Chiefs quarters usually has a strong leader who plays the role of standard-bearer for the command, creates enthusiasm, offers encouragement, and drives others to excel. It is usually someone whom the other chiefs perceive as fair, who stands up for their interests and those of the crew, who listens with an open mind, and who has demonstrated a high degree of technical proficiency.
In superior commands, the Chiefs quarters functions as a tight-knit team. The Chiefs coordinate well, seek inputs from each other, help with personal problems, identify with the command's philosophy and goals, and treat each other with professional respect.
Finally, this ability to perceive larger goals and to work toward them as a team extends to their relationships with division officers. Chiefs in superior commands are sensitive to the difficulties that arise for division officers, who lack experience and technical know-how but must nevertheless take their place as leaders within the chain of command. A superior Chiefs quarters supports and advises these new officers fully and tactfully.

1 comment:

Anonymous said...

Captain Lambert,

I just happen to think this post is about right, I was a Chief for 15 years and for the first of those years I was busy learning from those that were definitely older, more experienced and wiser. I found that as I became more senior in the Chiefs Mess it was expected that I would assume the status of those Chiefs that mentored me, there was never any question in my mind it was a part of the territory.

The qualities required to be a good Chief, most of which were mentioned and expounded upon in this post are things that most Chiefs encounter during their career. I would prefer to believe that most Chiefs met their responsibilities with the enthusiasm and zeal to do the best job that they could for their subordinates, their Officers and their Commands.

The greatest recognition of the job that was required to be accomplished by the senior Weaponeer and Chief of the Boat was the Captains words to me at the end of each deterrent patrol. The Captain always found me as we were making preparations to fly back home and would say something on this order “Thank you COB for making this another successful patrol”. It sure did make a COB feel like the effort was worthwhile. I was fortunate enough to make 6 deterrent patrols with that same Skipper and I had the backing of 8 to 12other Chief Petty Officers during each of those patrols who insured that each patrol was carried out successfully.

Very Respectfully,