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.”

A Little Bit of 'Thank You' Help - For those of you who are "thank you" impaired.

Sailors always remember a thank-you note, long after they forget what exactly they did to deserve it. Of course, there are the usual occasions to write thank you notes, but what are often more interesting are the unexpected ones.

A thank-you note is a gift in and of itself. Thank those Sailors for the great job they did on the Quarterdeck during the Admiral's visit, for the great job they did at Colors this morning, Thank them for the super job they did on the engineering inspection. Thank them for keeping the Command's 5 year safety record intact.

There are no hard-and-fast rules when it comes to writing thank-you notes. Most would prefer that you follow this rough guideline.

1. Write the thank-you note.
2. Affix stamp.
3. Mail it. I have been using this formula for 30 years or so and have yet to have one "thank you" note returned.

If you are the succinct type, a correspondence card works perfectly, as does a small foldover note. Punctuality counts – and it certainly appears more sincere. Generally speaking, the message is brief and usually consists of four parts.

1. The greeting. Dear Petty Officer Smith/Lieutenant Jones.2. An appreciation of the item or favor."Thank you for the the great job on the IG inspection last week."3. Mention how important it was."We couldn't have passed without your great work."4. Sign off with an appreciation of their service."Thank you for your service in our great Navy." That’s it. That is all there is to it.

Good intentions don’t get the job done, and while everyone intends to express a thank you, not everyone does. If your thank-you note is tardy, don’t apologize for being late. You know you are late, and the person you are writing knows it. Just get on with it.

Adapted from Crane's Guidance on Correspondence

Managing your officer career

A key part of managing your officer career will be the counseling you receive. However, the quality of the counseling you receive is only as good as its source. No matter what the advice or the source, the career decisions you make affect your career.

In general, the most reliable sources for career information are your Commanding Officer, Executive Officer and your detailer. COs and XOs are knowledgeable and experienced counselors, able to address both general and specific requirements for your career path. Other, similarly experienced senior officers can help with the detailed requirements of your technical specialty. There are many career considerations which do not change, such as the importance of sustained superior performance. For guidance on specific billet choices in a changing career path, you will need to contact your detailer. Your detailers should know your qualifications, career needs, personal preferences and which billets are available.

As a letter writing freak, I enjoyed this letter

What would Secretary of the Navy Ray Mabus say today?

A Thanksgiving Story

Another story about Captain's Mast from U.S. NSGA Yokosuka circa 1997-2000.

Muster aboard ship is taken very seriously aboard ship.  It should be taken equally seriously ashore.

We had a young female Sailor who was troubled.  From my previous post about Captain's Mast (Redemption through remediation), readers understand my sensitivity to being on time for work.

This young Sailor was late for work one particular morning and was reported as Unauthorized Absence (U/A) from morning muster.  That was as far as the Leading Petty Officer (LPO) went: he reported her as U/A.  Nothing more was done by her division, even though the barracks was about a 1/2 mile away..

Understand that our Sailors were just becoming accustomed to a Commanding Officer (me) who actually required a daily muster report.  

I inquired about the whereabouts of the Sailor.  The XO, division officer, division Chief and LPO reported that her whereabouts were unknown.  I asked if anyone had checked for her in her barracks room.  They had not.  The Command Duty Officer (CDO), a Senior Chief, was dispatched to the barracks to try to locate her.

As it turned out, she had over-medicated herself and the Senior Chief found her semi-conscious in her rack (bed).  What might have happened to her if we had not checked on her?  An ambulance was called and she was transported to the base hospital a few blocks away.  This was apparently a suicide attempt/ideation.  Lots of baggage here that I won't go into but a Captain's Mast was pending for previous offenses.  Of course, she was administratively debriefed and lost her clearance.  Bottom line:  she was fortunate to have someone concerned enough about her whereabouts to physically check on her and verify she was okay.  The Senior Chief may have saved her life that day. I think that he did. Some would call this 'intrusive leadership'; I call it servant leadership and caring about your Shipmates.

((NOTE: A HOTLINE call was made by a command member to the Commander, Naval Security Group Inspector General (IG) about the Commanding Officer (me) concealing this episode and failing to properly report a suicide attempt.  Of course the complaining Sailor was not aware of our various messages and phone calls to our Immediate Superior In Command (ISIC) and other links in the chain of command within 30 minutes of our learning of the suicide attempt from the hospital.))  For your edification, the previous CO was removed from command by the CNSG IG after failing two successive IG inspections.  I fielded more than my share of IG Hotline Complaints, Article 38 Grievances and Congressional Inquiries early in my command tour.  Sailors (at all paygrades through E-8) had become accustomed to trying to solve their problems through anonymous complaints to various IG and Congressional offices.  It took nearly two years to regain their trust and confidence - the previous CO had crushed their trust and confidence and was relieved for cause.  We worked hard and got there together.  It was a painful process.  Not for the faint of heart.

I was in the habit of being in contact with the loved ones and parents of our Sailors.  This Sailor was no different. I'd written her mother on several occasions so she knew who I was and we at least had that connection. I called her mother and let her know what was happening and that her daughter was safe and sound.  This was right before Thanksgiving and her mother had already purchased a plane ticket to Japan at considerable expense.  She feared she would not be able to make the trip to see her daughter due to the pending Captain's Mast and the restrictive punishment that was sure to be imposed.  I assured her that I would postpone the Captain's Mast until after her trip to Japan.  She came to Japan, had a wonderful time with her daughter and provided the soothing guidance that only a mother can provide.  Following Captain's Mast, the Sailor was separated from the Navy for reasons that should be clear to everyone.  Not everyone is meant to spend a career in the Navy.

Like other Sailors who went to Mast, she made a complete recovery.  It seemed to get her to pay attention to the problems she needed to face and modify the behaviors she needed to correct.  I am happy to say that she served our country again in Iraq in a different capacity and served with pride and distinction under hostile conditions.  She'd grown up.  The Navy helped her do that.

Some may think this is airing dirty laundry.  It's not.  It's  matter of record, if you know how to check the record.  There are so many lessons in this one experience with this one Sailor that I could write a short book on the many leadership lessons learned.

Zero defects Navy?  I don't think so.  This Sailor had MANY chances to correct her behavior before being separated from the Navy.  She made many choices not too.  No doubt she'd make different choices today. 

VADM Train to replace VADM Branch as N2N6

Secretary of the Navy Ray Mabus has nominated RADM Liz Train for a third star and she should replace VADM Ted Branch as the N2N6.

Lots of details to follow.

U.S. Navy Information Operations Command Yokosuka, Japan - Recent Exploits

0. NIOC Yokosuka's team consisting of 88 Sailors and civilians who provide and deploy trained Information Warfare (IW) officers and cryptologic enlisted personnel, expertise, and equipment to support Signals Intelligence (SIGINT), Information Operations (IO), Fleet Electronic Support (FES) functions, Global Signals Analysis Lab (GSAL) functions for naval surface, sub-surface, air, and Coalition forces assigned to Commander, SEVENTH Fleet in the Western Pacific theater. NIOC YOKO's Sailors have:
   
•   Worked on behalf of Commander, Seventh Fleet (C7F) staff to deliver technical cryptologic operational analytics, contributing to a 150% performance increase for cryptologic operations in the Western Pacific.
  
•   Dispatched one Direct Support Officer for 133 days to the USSOUTHCOM AOR to test experimental intelligence collection equipment and develop new tactics for intelligence support to Counter-Narcotics Operations. In addition, NIOC YOKO deployed one Information Technician First Class Petty Officer for a 6 month deployment onboard the USS COLE in support of Sixth Fleet Cryptologic Operations, providing I&W and valuable intelligence collection to Naval and Joint commanders. Of note, nine Sailors Deployed to six ships in the Seventh Fleet AOR to provide I&W and valuable intelligence collection. 
  

On the way out . . .

In his interview with Charlie Rose, before announcing his resignation as Secretary of Defense, Chuck Hagel went on to note that a good leader prepares their institution for future success, saying that “the main responsibility of any leader is to prepare your institution for the future. If you don’t do that, you’ve failed. I don’t care how good you are, how smart you are, any part of your job. If you don’t prepare your institution, you’ve failed.”

This is really sound advice for our NIOC Commanding Officers, also.  Think about how you prepare your command for future success.  We typically do CRI/IGs on commands and the new CO has the burden of cleaning up the last mess.  How do we really assess 'success' in command?  FITREPs state how an ISIC feels about the CO but where is the actual objective evaluation of performance of the command - promotion/advancement rates, PRT scores, retention rates, command awards/recognition, language proficiency?  In many cases, success = completing the tour.  How many times have you seen a CO leave with an MSM/LOM and the ISIC tells the new CO - fix command morale and its other problems? We need to break the cycle.

Do things worth the writing

"If you would not be forgotten, as soon as you are dead and rotten, either write things worth reading, or do things worth the writing.” 

B. Franklin

2015 CALL FOR NOMINATIONS FOR THE CAPTAIN JOSEPH ROCHEFORT INFORMATION WARFARE OFFICER DISTINGUISHED LEADERSHIP AWARD

1. The purpose of this message is to solicit nominations for the Captain Joseph Rochefort Information Warfare (IW) Officer Distinguished Leadership Award.
2. Captain Joseph John Rochefort was a major figure in the U.S. Navy's cryptologic and intelligence development from 1925 to 1947. He headed the Navy's fledgling cryptanalytic organization in the 1920's and provided singularly superb cryptologic support to the fleet during World War II, leading to victory in the war in the pacific.  At the end of his career (1942-1946), Rochefort successfully headed the Pacific Strategic Intelligence Group in Washington. Rochefort died in 1976. In 1986, he posthumously received The President's National Defense Service Medal, the highest military award during peacetime, for his contributions during the Battle of Midway.
3.  The intent of the Captain Rochefort IW Officer Distinguished Leadership Award is to annually recognize the superior career achievement of one IW officer.  In the spirit of Captain Rochefort, specific consideration will be given to leadership, teamwork, operational contributions and adherence to the principle by which he served,  "We can accomplish anything provided no one cares who gets the credit."
4.  IW officers (181x, 644x and 744x) ranging from CWO2 to Commander are eligible for the award with consideration given to contributions while serving as both IW officers and cryptologic technicians.
5.  Nomination procedures:
A.  Peer nominations will be the only source of nominations. Only commissioned officers who are themselves eligible to be selected in the selection year may nominate one peer. The nomination will be made on a two page, signed letter containing the full name and unit of the peer nominated with typed justification (which will be held in confidence) based on the criteria.  The nomination letter will be forwarded directly to COMFLTCYBERCOM awards via email at: fcc_c10f_nsah_awards(at)navy.mil NLT 6 Feb 2015.
B.  Nominations will be reviewed by a selection board of Captains designated by COMFLTCYBERCOM. Final selection will be made by the commander.
6.  Award selection will be announced via naval message. Presentation venue of the award will be accomplished at the U.S. Naval Cryptologic Veterans Association annual convention to be held in mid May 2015.  Individual commands are responsible for funding travel if selectees intend to participate in awards presentation.//

Captain Clyde Lopez

Captain Clyde Lopex, Athens, 1989

Captain Clyde C. Lopez, United States Navy - retired, celebrates his 77th birthday today.  This great American enlisted in the Navy in October 1955 and served for 40 years, retiring in 1995.  And yet, he's still HARD at work for his beloved U.S. Navy.

His illustrious Navy career would fill volumes.  It is sufficient to say that he was a Sailor worthy of being called a Shipmate by all who know him.


He was born on this day in 1937 in Santa Rosa, New Mexico.

Sir, Happy Birthday SHIPMATE !!

He is still serving our great Navy and Nation today - in a civilian capacity.  Talk about Service!

FCC/C10F STRATEGIC PLAN DUE TODAY

VADM Jan E. Tighe's staff was working on a tight timeline to deliver a new strategy by 21 November according to an e-mail to her Commanding Officers, Assistant Chiefs of Staff and Special Assistants. 

Strategic Plan Development Timeline:
- 21 Nov:  FCC/C10F Strategic Plan released

Did Executive Leadership Group (ELG) deliver?

From my former XO, LCDR Steve Ritz, NSGA Kunia Hawaii

"Every man is guilty of all the good he didn't do."


 -- Voltaire


Don't find yourself being TOO guilty.  Do as much good as humanly possible.

Honored to have received this from the Skipper and crew of NIOC Bahrain

How unethical behavior starts...from Harvard Business Review

“The safest road to Hell is the gradual one — the gentle slope, soft underfoot, without sudden turnings, without milestones, without signposts,” wrote C. S. Lewis. Our research backs up both Lewis’s intuition and the anecdotal evidence: People often start their misconduct with small transgressions and then slide down a slippery slope.

The rest is herehttps://hbr.org/2014/09/how-unethical-behavior-becomes-habit/.

Principle

“Always stand on principle….even if you stand alone.”

 John Adams

Loss of one of our legendary Cryptologic Technicians

LAKEWOOD, NJ - Alexander Myroslav Motruk died peacefully Sunday, November 9, 2014 at home. He was 71. Born in Long Island City, Queens, NY, he resided in Annapolis, MD for 36 years before settling in Lakewood earlier this year, and prior to that on Naval bases around the globe, serving his country that he so loved and dedicated his work and life to defending.

Alexander was a 20-year U.S. Navy veteran, active in military service from 1961-1980, where he served as an enlisted sailor, serving on aircraft carriers and on submarines through the Vietnam War, with stations around the globe from the French Riviera to Egypt and the Middle East, to Germany, Turkey, and to the far reaches of the Pacific Ocean. With his family, he traveled to stations in Shirley, Massachusetts, Winter Harbor Maine, Rota, Spain, and to his final active post in Fort Meade, MD. He achieved the rank of Chief Petty Officer prior to his first retirement in 1980, and continued on to serve his country working for the U.S. Navy as a Cryptoanalyst and Naval Intelligence Officer for another 33 years, until his final retirement in April 2013 from Navy Cyber Warfare Development Group in Suitland, Maryland. During his service he received numerous accolades and awards, he went on international special assignments, he debriefed Vice Presidents, worked tirelessly to support the efforts of our military and the Naval Intelligence Agency, and into death, he held true to his oath to defend and protect the United States, never revealing the details of his work.

Interment will be held at Arlington National Cemetery in Arlington, VA at a later date.

Go Make A Ruckus

We owe it to our community to be incredibly generous and connected and to do the hard work.

Seth Godin video is HERE

Leaders and ethical behavior

Leaders receive much of the credit for success and also shoulder most of the blame for ethical failures in organizations. Given their visible positions of authority, responsibility for shaping formal organizational policies, ongoing interactions with employees, and control over important rewards and punishments, leaders should play an important role in influencing employees’ ethical and unethical conduct. In this chapter, we have proposed that leaders influence such conduct primarily by way of social learning and social exchange processes. Through modeling, leaders influence followers by demonstrating high ethical standards in their own conduct and by using the reward system to teach employees vicariously about the outcomes of ethical and unethical behavior in the organization. Furthermore, admired lead- ers who are seen as trustworthy, and who treat employees fairly and considerately, will develop social exchange relationships that result in employees reciprocating in positive ways.

More on the topic HERE.  

Masters or Jacks? – VADM Branch Response

Proceedings Magazine - November 2014… by Vice Admiral Ted N. Branch, U.S. Navy, Director of Naval Intelligence/Deputy Chief of Naval Operations for Information Dominance

               

(See Masters or Jacks? by H. Stephenson, pp. 58–63, October 2014 Proceedings) 

I want to thank Commander Stephenson for his recent article, which outlined his views on aspects of the Navy’s approach to developing information dominance (ID) as a fourth warfighting pillar, alongside air, surface, and undersea warfare. I welcome the continued dialogue in Proceedings on these issues that I think are important to the Information Dominance Corps (IDC) and to the Navy as a whole.

Commander Stephenson is concerned that cross-detailing officers in the IDC might somehow diminish the specialized skills and abilities these officers possess and currently provide. I see cross-detailing as quite the opposite—an opportunity to capitalize on their specialized knowledge while at the same time broadening their portfolio by exposing them to the full range of ID capabilities and perspectives in order to maximize operational advantages and warfighting efforts. My intent in cross-detailing officers (i.e., detailing them to billets traditionally filled by officers from other IDC disciplines) is to more deeply professionalize the IDC by developing an acute awareness of all IDC capabilities among professionals who are already master practitioners of their respective disciplines.

This approach is not unique to the IDC; it is used by other communities to develop a similarly broadened perspective in their officers. Strengthening the interdisciplinary nature of the IDC is vital to adapting successfully to the evolving complexity of the future warfighting environment. Our Navy would be ill-served by perpetuating single-discipline solutions to increasingly complex information dominance/warfare problem sets. This approach is supported by years of academic research that points to the value of interdisciplinary education and research.

With respect to the role of ID within the existing Composite Warfare Commander construct, it is still a moving target. While we are working with the Fleet to help define the optimum organizational construct for ID afloat, that structure will ultimately be determined by the Fleet, not the Chief of Naval Operations staff in the Pentagon. It will evolve over time, through trial and error and operational stress, much as the current construct has evolved and continues to evolve today.

Commander Stephenson’s concern that the maturing role of ID afloat will distance intelligence officers from their commanders is unfounded. Having served as a warfighting commander, I’m confident that no commander will allow any organizational construct, particularly one under his or her direct control, to keep them from the intelligence (or any other discipline’s information) they might need to make critical warfighting decisions. Commanders are hungry for interdisciplinary perspectives that shape and deliver a wide range of kinetic and non-kinetic options.

One additional point: Commander Stephenson unduly constrains the impact of ID capabilities by asserting that their effects are limited to the non-kinetic realm. In fact, they contribute to or directly provide effects that go far beyond the electromagnetic spectrum. Navy Integrated Fire Control-Counter Air (NIFC-CA) is a prime example.

The Navy needs its IDC leaders to possess both a great depth of expertise in a specific discipline and a wide breadth of experience across ID and the other warfighting disciplines. This is all about warfighting. The complexity of today’s threats demands us to be both masters and jacks, and that is what we in the IDC will deliver to the Navy.

(Note: The Masters or Jacks article was reproduced in the Monday, 10 November 2014 Information Dominance News Clips)