Sailor - with a capital "S"

2-6 paragraph 11 Identifying Navy and Marine Corps Personnel . . . 

Capitalize the words "Sailor," "Marine" and “Service member” when referring to members of the U.S. Navy or U.S. Marine Corps. 

Secretary of the Navy, John Dalton in 1994 and reaffirmed in the March 2010 update.

SECNAV M-5216.5, Department of the Navy Correspondence Manual

It's not rocket science - You're in the people development business

"If you’re a leader, your whole reason for living is to help human beings develop—to really develop people and make work a place that’s energetic and exciting and a growth opportunity, whether you’re running a Housekeeping Department or Google. I mean, this is not rocket science."

"It’s not even a shadow of rocket science. You’re in the people-development business. If you take a leadership job, you do people. Period. It’s what you do. It’s what you’re paid to do. People, period."

Tom Peters

Bush 41

My daughter and son-in-law gave me this great book for Christmas.  Many gems in this book completely unrelated to the politics of the Bush presidencies.  I was struck (again) by the importance placed on letter writing and journals.  The 90 year old Bush's memory is fading but his letter writing and daily journal entries saved the day and allowed Bush 43 to write a real nice story about his Dad. #43 says - "His lifelong collection of letters and diaries proved an invaluable resource."

I implore everyone reading this blog to write letters and keep a diary - if not for yourself - then for your progeny.

Voraciously reviewing this now as we rocket toward 2015

Sailors

Merry Christmas

A naval officer

recognizes her responsibilities and therefore does not accept them lightly. A Naval officer understands that her word is her bond, exercised by everyday actions and daily decisions. A Naval officer will not waft through life selfish or disconnected, like someone who carries a fickle mind. A Naval officer, the genuine article, will not make promises she cannot keep, and chooses her words as carefully as she does her commitments. And because a Naval officer honors her words, she is in turn honored in her actions.

The gist of SECNAV's, CNO's, MCPON's, COMPACFLT's, Chief of Chaplains', Fleet Commanders', FCC/C10F's Holiday Messages

Merry Christmas and Happy Holidays.

And remember, the Navy gives a SHIP !!  Where it matters and when it matters.

Joint Forces Headquarters - Chief of Staff

CAPT Chad F. Acey
Chief of Staff, Joint Forces Headquarters 

Captain Chad Francis Acey grew up in Federal Way, Washington, and entered the Navy as a Special Duty Officer (Cryptology) in 1989. He reported to US Fleet Cyber Command/Commander TENTH Fleet (FCC/C10F) in December 2013, serving as the Chief of Staff of the Joint Force Headquarters – Cyber FLTCYBER and responsible for command and control of Cyber Mission Force operational teams.

In his most recent assignment, CAPT Acey was a Senior Operations Officer (SOO) in the National Security Agency's National Security Operations Center (NSA NSOC), responsible for managing NSA's Global Cryptologic Enterprise. Prior to serving as NSOC SOO, CAPT Acey served as the Deputy of the NSOC Operations Staff, responsible for developing and implementing effective processes, procedures and capabilities to drive time sensitive mission management of the worldwide Cryptologic Enterprise.

Before reporting to NSOC, CAPT Acey served as the Deputy Director, Chief of Naval Operations (CNO) Strategic Actions Group, developing the Navy Service Chief's engagement plan with internal and external stakeholders, preparing him for annual Navy posture hearings before Congress, providing independent assessment on a myriad of concerns to Navy as a whole, and serving as his quick reaction team on any and all issues. CAPT Acey was specifically responsible for providing the CNO insight into all information-related issues (including SIGINT, Computer Network Operations, Electronic Warfare, Intelligence, and Networks) which assisted in CNO's decision to create a consolidated headquarters element (Deputy CNO for Information Dominance (N2/N6)) and Navy's Component Commander to USCYBERCOM (Fleet Cyber Command/10th Fleet). Prior to serving at the Pentagon, CAPT Acey served in multiple capacities with the Navy and in Operations at Menwith Hill Station, including serving as the Navy Commanding Officer and as the Deputy Chief of Mission Operations. CAPT Acey's operational Navy assignments include serving as the Cryptologic Resources Coordinator of NIMITZ (CVN 68) Strike Group, as Cryptologic and Electronic Warfare Officer for SPRUANCE (DD 963), and as Operations Watch Officer and Submarine Direct Support Element Division Officer while stationed in Misawa, Japan. Additionally, CAPT Acey served as a Contracting Officer's Technical Representative, focusing on Radio Frequency attack prototype development.

CAPT Acey earned an MS in Applied Physics (Space Systems Engineering Curriculum) from the Naval Postgraduate School in 1996. CAPT Acey's undergraduate degree is a BS in Aerospace Engineering from the US Naval Academy in 1989. He also graduated from the Joint Forces Staff College in 2002, the Navy Corporate Business Course in 2007, the National Security Space Institute Space 300 Course in 2008, and the Navy War College Seminar Program in 1999. CAPT Acey is a member of the Navy Acquisition Professional Community and the Navy Space Cadre and is qualified as both an Information Dominance Warfare Officer and as a Surface Warfare Officer.

From the FCC.NAVY.MIL website

12 Fatal Flaws That Derail Leaders

From Lolly Daskal, President and CEO, Lead From Within

1. Not setting the example.

2. Not having a strong vision.

3. Not building people skills.

4. Not communicating.

5. Delegating badly or not at all.

 

6. Forgetting your mistakes.

7. Not fostering emotional intelligence.

8. Ignoring your team's development.

9. Losing your inspiration.

10. Lowering your standards.

11. Resisting change.

12. Letting integrity and honesty slide.

All the details are HERE.

P.S. 1, 10, and 12 are unforgivable.

These are shaping up to be the FCC / C10F strategic goals for 2015

The CNO's presentation of the Navy Unit Commendation and outlook on cyber warfare speaks to the value the FCC/C10F team brings to Navy and joint commanders, which, looking ahead, will be measured based on its ability to:

• Operate the Navy Network as a war fighting platform;
• Provide tailored signals intelligence (SIGINT) to supported commanders and the National Security Agency/Central Security Service; 
• Deliver war fighting effects;
• Create and share cyber situational awareness; and 
• Provide certified Cyber Mission Forces to U.S. Cyber Command.

My soapbox - writing in 'longhand'

You can read about it HERE.  They were reading my mind.  I have 5 boxes (100 each) of Crane envelopes stamped and ready to go with notecards for 2015.  My postage stamp guy sent me 100 Admiral Chester Nimitz 50 cent stamps and about 400 John Paul Jones stamps.  I am prepared to write.

This gem of a book is free - TAKING CHARGE by MGen Perry Smith

... "There is a reason why this is a valuable book: its messages jump out at the reader, not only because they are unmistakably authentic, coming from the mind of a man who has been there himself, but because they also come from the pen of a natural teacher. Perry Smith has a feel for what kind of questions will arise in the minds of his audience and answers them as he goes along. Major General Smith was a "teaching" Commandant of the National War College who could regularly be found in front of a classroom explaining complex things in simple, understandable terms to genuinely interested listeners. He is a master of the art of explanation, which means he is also a master of the art of teaching, which almost always means, as it does in this case, that he is a natural leader as well."

Vice Admiral James Bond Stockdale

Link to the book is HERE.

Remembering Captain Tally Malloy

Captain Tally (Charles Joseph Jr.) Malloy was born 08/03/1938 and passed away on 12/16/2004. He was Deputy, Commander Naval Security Group Command (GB) when I was the Director of Program and Budget (GD2) in the early 1990s.

Said no Sailor, ever ...

"Liberty just isn't that important to me."

Said no DH, ever ...

"XO, I sincerely appreciate all your help with my department."

Said no CO, ever ...

"I have all the resources I need."

Best of her time - A cryptologist worthy of our considerable attention

One of the best cryptanalysts of her time, Agnes Meyer Driscoll, worked for the Navy as a civilian and was recruited into the Navy as a Yeoman Chief Petty Officer. Known to some as "Miss Aggie" and "Madame X", she was a math and music teacher before joining the Navy in 1918. The Navy introduced her to her life's work in cryptology.

Following World War I, except for a few years in the 1920s when she worked for another cryptographic pioneer, Edward Hebern, Agnes continued in cryptology with the Navy and other organizations (including NSA) for the rest of her career. She is credited with making breaks into most of the Japanese naval codes (JN25) that OP-20-G worked on. 

An interesting side note, she was responsible for training Joseph Rochefort and Laurence Stafford, who would lead the OP-20-G during World War II.

In the Navy, she was without peer as a cryptanalyst. Some of her pupils, like Ham Wright, were more able mathematicians but she had taught cryptanalysis to all of them, and none ever questioned her talent and determination in breaking and ciphers.

Among her uniformed naval colleagues, she was held in the highest esteem throughout her long career, which continued from the office of naval communication to the Armed Forces Security Agency, and then to the National Security Agency.

She was buried at Arlington National Cemetery in 1971 beside her husband Michael Driscoll, a DC lawyer and veteran of WWI.

What can be more important?

"Mike,

Thanks for your continuing engagement on the vital issue of leadership -- at the end of the day, what can be more important to our Navy and our nation?"

Admiral James Stavridis

Imperfect boss

"Bosses who think they’re great, are the most frightening. It’s usually the strongest leaders who have the lowest tolerance for their bosses’ bungles. Strong leaders think, “I’d never treat MY team THAT way...which PROVES he’s a jerk.” The truth is, he’s just an imperfect human doing the best he can. Just like you."

Karin Hurt
Multiplier of the Year
Selected by the Wiseman Group

From her book OVERCOMING AN IMPERFECT BOSS

VADM Jan E. Tighe - U.S. Fleet Cyber Command: Answering the Evolving Threat

While much is in the news about the national mission and U.S. Cyber Command, the military services’ roles in supporting CYBERCOM as well as their own forces is often less understood. Please join us for a discussion with VADM Tighe about the evolution of the Navy’s Fleet Cyber Command to support strategic and operational missions to overcome the challenges of increasingly advanced cyber threats. The discussion will cover a range of technical and organizational approaches being advanced, and how they aid in 10th Fleet's broad mission as the Navy’s operational authority for cyber, networks, cryptologic/signals intelligence, information operations, electronic warfare, and space capabilities.

YouTube Video is HERE.

Said no XO, ever...

"I'm completely caught up."

New Executive Officer at Navy Cyber Warfare Development Group - Deputy Commander of Task Force 1090

Commander Donovan Oubre recently relieved Captain (select) Boswyck Offord as the Executive Officer of NCWDG and Deputy Commander, Task Force TEN NINETY. Captain Offord will report to OPNAV N2N6F3 in the new year.

NCWDG (TF1090), as the Navy's Center for Cyber Warfare innovation, is a command of about 210 Sailors and civilians directed by TENTHFLT/ FLTCYBERCOM to discover and exploit adversary vulnerabilities and deliver cyber tactics and capabilities to the Fleet.

Captain Andy Stewart is the Commanding Officer of NCWDG and Commander, Task Force TEN NINETY.

DISL Diane Gronewold (Captain, USN, retired) serves as the Executive Director of NCWDG.

Admiral Rickover mused...

"Today many of our naval leaders are actually “cheerleaders,”  making heroic attempts to keep the Navy together with endless exhortations and lectures on the value of leadership. Yet they, themselves, are not knowledgeable enough to instruct or to see that the work has been done properly. What we must recognize is that the purpose of the Navy is to defend the country, not to provide a place for comfortable careers. Because our officers are the cutting edge of our military strength, we can make no compromise with their ability or integrity."

Sound familiar?

The Navy is raising a generation of officers who believe that technical training is not essential and that they can rely on management techniques to make decisions.

Admiral Rickover

Everything honorable and glorious

"It follows then as certain as that night succeeds the day, that without a decisive naval force we can do nothing definitive, and with it, everything honorable and glorious."

General George Washington, 1781

Admiral of the Cyber Sea

“No matter how long I live, no matter how many more different jobs I may have, I have already been given the highest reward I’ll ever receive, the privilege and the responsibility of serving very proudly in the United States Navy.”

Rear Admiral Grace Hopper

Vice Admiral Jan E. Tighe is the new "Admiral of the Cyber Sea" as a Ph.D. and the Navy's Senior Engineer leading our Navy's TENTH Fleet and Fleet Cyber Command.

16th Anniversary of my failure to screen for command - while in command !!

As a Lieutenant Commander, I assumed command of Naval Security Group Activity Yokosuka, Japan (a Commander command) in January 1997 from LCDR Eric Newhouse (the interim CO). The CO previous to Eric had been relieved 6 months earlier, after failing two successive Inspector General inspections - leaving behind demoralized Sailors and a fractured command.

The "Failure to Screen for Command" letter arrived after I had been in command for 23 months and a few days before I put on Commander. Sixteen years later, I remain amused that the Navy bureaucracy put me in O5 command early as a senior O4 and failed to screen me for the job I was already in for nearly two years.  19 days later I received a letter from OPNAV authorizing me to "frock" myself to Commander.

I was not completely surprised by the "FAILURE TO SCREEN FOR COMMAND" letter because a Lieutenant from BUPERS had called two weeks earlier to inform me that I had "FAILED TO SCREEN". What did surprise me was the fact that I had failed to screen for command - a job that I had held for two years, already and no one in my operational or admin chain of command was aware of the failure.

Thankfully, I didn't lose my day job. I post this letter for those who have had to deal with the pain of "Failure of Selection" - whether it be for promotion, command or some other program you desperately want. It's a very painful and emotional thing, one which we try very hard to comprehend. No one ever explained how I failed to screen for a job I already had and was ranked #1. A year later, I "successfully screened" for the assignment that I had been doing for 35 months. 

The three compelling secrets to leadership that real leaders understand implicitly

1.

2.

3.

Set a new course in 2015

As we sail toward the end of 2014, "adrift" is a word all too frequently associated with our great Navy. Several problems continue to erode confidence in our Navy's leadership and none is more insidious than the common perception that integrity can be hazardous to one's career -- especially if it means vocalizing issues that might embarrass the brass.

If allowed to continue unabated, this perception will breed yet "another" generation of cynical, risk-averse naval officers more concerned with getting promoted than with addressing and fixing problems.  Responsible criticism has long been considered an act of disloyalty. The Navy should reward integrity - above most other traits. We should consider changing the FITREP systems to include these simple questions: (1) Will this officer deliver the bad news, even when the boss doesn't want to hear it? (2) Will this officer risk his or her career for the men and women under him?

We should apply some positive steering now and get back on course. Otherwise, we may be heading into shoal waters.

The Standing of The Whole Is Essential

Character  and  standards  of  personal conduct  remain  of  highest  importance, as has always been true of military leaders. The effective naval officer of the present and future, like his brother of the past, must regard his commission as a career, not a mere job. He dedicates himself to the high ideals of military leadership.  Some who receive commissions, all being  human, will  prove  unequal to these standards (e.g. the 22 COs fired in 2011). There  have been a  few  unfortunate  events of  recent years, well  known  to most people, which  have weakened  the standing  of the  Armed  Forces in  the eyes of many people. To whatever extent this feeling persists, to that degree the security of the nation has been compromised. People will not entrust willingly their sons or husbands to military leadership, even in time of emergency or  war, unless  they have abundant faith in the character as well as the professional competence of the great mass of military leaders. The presence of a  few  names of  national  prominence  will not  alone  suffice. Ensigns  and  lieutenants  are  important,  as  captains  and  admirals  are  important.  The standing of the whole is essential. Enlisted  men  will not  willingly and  effectively train  or  fight if  they have doubts  where there should  be confidence.

From: The Naval Officer's Manual

Admiral Malley's TEN Rules

VADM Ken Malley (Ret.) was Commander Naval Sea Systems Command and Director, Strategic Systems Programs.

1. Always tell the truth. And when the news is bad, tell it in a hurry.

2. Never bet your program on technology that exists only on a viewgraph.

3. Never shoot the messenger.

4. Do what is right for the program and the organization.

5. Never accept a task or job (or propose one) without the proper resources to accomplish same.

6. No matter what you think of your boss (or customer), if he or she does not end up being a hero, neither do you.

7. Your people have feelings, too. Treat them accordingly.

8. Your family deserves some of your time.

9. Have fun. If you are not having fun (frustration and fun can be one and the same), seek another line of employment.

10. Don’t ever let your emotions take charge. Do allow yourself to get upset once every two or three years—then pick your target carefully and fire for effect.

See it through

"Few things are more vital to an organization than young officers and leaders who have the moral courage to help shape the direction in which the organization is headed, and then the strength of character to see it through."

Admiral James Stavridis

Mentor & Friend

Words of Wisdom from our Shipmate Commander Fred W. Kacher, former CO USS STOCKDALE

"Ethics is not a sometime thing. It is the small everyday decisions that, if handled badly, can erode your moral landscape.”

Commander Fred W. Kacher offers three tips that he has tried to follow in his career: do not ignore the little voice in your head, do your best in all things at all times, and be ready to do the right thing every day, because “you don’t get to choose when you’ll be tested.”