From the Commander, TENTH Fleet strategic plan

Accountability: 

For those who depend on us, we will always deliver what we say we deliver.

For those on whom we depend, we will always be clear and exact in communicating our needs.


Words have meaning.  We're missing the mark by a wide margin in both cases above.

New blog about cryptology

A small team of bloggers would like to invite you to a recently established blog called Station HYPO. Please join us as we remember the past, recognize the present and explore the future of Naval Cryptologic community. 

http://www.stationhypo.com/

Stand by to pipe the side - a new blog is about to launch !!

Stand by!  A new blog celebrating the past, present, and future of Naval Cryptology is about to launch.  Check back here for more information.

Eight Years Ago Today - CTMCM Ronald N. Schwartz Passed Away

Master Chief Petty Officer Ronald N. Schwartz passed away on 27 August 2007 following a fatal tractor accident near his home in Indiana. He had a distinguished career as a Cryptologic Maintenance Technician in the Naval Security Group. He served in USS BIDDLE, in The White House Communication Office, at Space and Naval Warfare Systems Command, on the Staff of the Chief of Naval Education and Training, as an instructor at Naval Technical Training Center - Corry Station - Pensacola, Florida and as Command Master Chief for U.S. Naval Security Group Activity - Yokosuka, Japan.  One of the young men he influenced there (now CTRCM Cedric Rawlinson) took his place as the Command Master Chief twelve years later.

On the eighth  anniversary of his passing, I suspect he continues to smile upon us knowing that, Naval Network Warfare Command reversed their decision to disestablish the Cryptologic Technician Maintenance rating in the Navy. CTMs survive and NNWC does not.  He was foremost a career-long advocate for Sailors and, in particular, the Cryptologic Maintenance Technicians afloat and serving in the Fleet Electronic Support shops around the world. THE MESSAGE: Never doubt the value of our Cryptologic Technicians; for the most part, theirs is a unique contribution to the Navy's warfighting ability. That capability must be preserved for the good of the nation.

Think this may be the last post

40 years ago today I began my Navy adventure.  It has been awesome being a part of that.  I think this will be my last post on the blog.  I do reserve the right to change my mind.

Still learning

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

Because I said I would

THIS is powerful.  A really meaningful post by my Shipmate Captain Sean Heritage..  Pleased to be in his circle of trust.

And the website for "because I said I would" is HERE.

Boxing the compass

Most of us have come to understand that leadership is about character, not characteristics.  We know what our values are and sometimes struggle to stay true to those values when we see that our seniors continue to progress while not demonstrating that same strict adherence to our Navy core values.  

Some in our community have found strength in maintaining their 'true North' by creating something they have called their personal "Board of Directors" (BoD).  Entrepreneur Bill George has a decent book out called TRUE NORTH GROUPS.  He knows that, with the challenges we face these days, we require additional help to stay on track.  We cannot rely on just ourselves or our commands to help us stay on track.  We need Shipmates in 'our circle of trust'  with whom we can have in-depth discussions and share intimately about the most cherished things in our lives and careers while we serve our country around the world.  

Whatever you choose to call it, you need to have Shipmates you can count on in the toughest of times - the people who will follow-through on things 'because they said they would.'

It's personal

It may seem nostalgic, but I still believe there’s room for the handwritten note in personal and professional communication. They cost something, mean something, and have permanence in a way emails and text messages don’t. They let the people in our lives know we appreciate them enough to do something as archaic as pausing for 15 minutes to put pen to paper in an attempt to connect and sustain a relationship with them. I still remember that note — and many others I’ve received over the years — and perhaps in writing personal notes to our friends and colleagues, we can reach out to others in a way that creates a lasting, positive connection.

 

Try it, you may like it.

10000 hour rule

Malcolm Gladwell's latest book OUTLIERS talks about what separates the stars from everyone else. It isn't raw talent. It is sheer persistence--those who practiced harder did better, and those who practiced insanely hard became wildly successful.  Can the same be applied to Naval leadership?

        

Gladwell dubs this phenomenon the "10,000-hour rule." I think this can be applied equally to leadership. Becoming truly great at anything -- (leadership included) -- requires ten years of experience and 1,000 hours of practice per year. "Ten thousand hours is the magic number of greatness," he argues.

Becoming a leader requires "deliberate practice."

What are the elements of 'deliberate practice'? It's designed explicitly to improve performance -- the little adjustments that make a big difference. It's repetitive, which means that when it's time to perform for real, you don't feel the pressure. It's informed by continuous feedback; practicing leadership only works if you can see how you're improving.

Bits and pieces paraphrased (and others cut and pasted) from HARVARD BUSINESS REVIEW.

We have a duty to remember - 8 years ago today

CTT1 (SW) Steven Daugherty was born on 16 May 1979 in Apple Valley. No one thought he would leave this earth before he was 30, 40, 50 or even 60 years old. But, the young man is gone. Gone, but not forgotten. No. Not by a long shot.

He was from Barstow, California and really never intended to join the Navy. He was a student in my schoolhouse at the Naval Center for Cryptology at Corry Station, Pensacola. We had about 8000 students graduate in a year. So, I can't say that I even recall who he was. That won't keep me from remembering him.

After his time at Corry, he served in the typical billets of our young Petty Officers. He went to sea and advanced reasonably quickly. While at Navy Information Operations Command Norfolk he became interested in the SEALs and qualified to deploy to a U.S. Navy SEAL team operating in Iraq. He advanced to Petty Officer First Class (E-6) at a pretty good pace.

On 6 July 2007 (my daughter's birthday) he was killed in Iraq by an improvised explosive device (IED).

We can argue about whether Steven Daugherty was a hero or not. We can't argue about his patriotism. There is no doubting that.

Obituary:  CTT1 (SW) Steven Phillip Daugherty, USN, 28, passed away July 6, 2007, on duty in Baghdad, Iraq. He was born May 16, 1979, in Apple Valley. Besides his love for the Navy, he enjoyed playing his guitar and spending time with family and friends. He is survived by his parents, Thomas and Lydia Daugherty of Barstow; a son, Steven P. Daugherty Jr. of Tacoma, Washington; two brothers, Robert Daugherty of Omaha, Nebraska, and Richard Daugherty of Colorado Springs, Colorado; a sister, Kristine Daugherty of Killeen, Texas; and his grandmother, Pearl Watkins of Yermo. A graveside service with full military honors was conducted in Arlington National Cemetery Tuesday, July 24, 2007, at 10 a.m.

Navy Dedicates Premiere Joint Warfare Lab to Honor Sailor Killed by IED
Story Number: NNS090529-25
Release Date: 5/29/2009 4:24:00 PM

By Troy Clarke, Naval Surface Warfare Center Corona Public Affairs

NORCO, Calif. (NNS) -- The Navy dedicated the latest addition to the nation's premiere Joint Warfare Assessment Laboratory at the Naval Surface Warfare Center (NSWC) Corona May 28 at a ceremony to honor a Sailor killed by an improvised explosive device.

The Daugherty Memorial Assessment Center, a 39,000 square-foot, state-of-the-art center, bears the name of Cryptologic Technician (Technical) 1st Class Steven Phillip Daugherty and commemorates the work NSWC Corona is doing to combat the IED threat that killed Daugherty July 6, 2007.

"The Daugherty Memorial Assessment Center nearly doubles Corona's secure analysis and assessment area and significantly enhances our ability to do collaborative performance assessment," said NSWC Corona Commanding Officer Capt. Rob Shafer to the overflow crowd of more than 450 attendees. "It will stand as an ever-present reminder of Steven - and to every Sailor, Soldier, Airman, and Marine who has given their life in defense of this country. This dedication commemorates his sacrifice and recognizes the groundbreaking work NSWC Corona is doing to help combat the threat of IEDs against our armed forces."

Daugherty's parents, Tom and Lydia, attended the dedication ceremony with one of their sons, Air Force Staff Sgt. Richard Daugherty. Each of the four Daugherty children has served in the armed forces, and two are currently in the air force.

"Steven was proud to serve his country," said his mother Lydia. "He took pride in his work and always did the best he could."

Daugherty recently received one of the nation's top awards in the intelligence community for his bravery and contribution to cryptology.

"It was an honor for the Intelligence Community to bestow one of its highest awards on Steven – the National Intelligence Medal for Valor – in deep appreciation for his example of courage," said Dennis C. Blair, director of National Intelligence, about the dedication. "It is entirely fitting that the Department of the Navy has honored the memory of Cryptologi[c] Technician Tactical First Class (SW) Steven P. Daugherty by giving his name to its new Assessment Center at Naval Surface Warfare Center, Corona Division."

"To the elite Corona engineers, I say this: As you go about your good work supporting the men and women in uniform, may this building serve as an ever-present reminder, a monument to heroes, named after Steven Daugherty, our hero," said Senior Executive Dr. William Luebke, NSWC Corona's incoming technical director. "Never forget how important the work we do here is for them fighting over there. For truth in performance means dominance on the battlefield. It is our mission, it is our purpose, it is our calling."

U.S. Rep. Ken Calvert, whose congressional district encompasses NSWC Corona, and Col. Tom Magness, Los Angeles district commander for the Army Corps of Engineers, also spoke at the ceremony. Magness served as the senior engineer trainer of the National Training Center Sidewinder team at Fort Irwin, Calif., when he worked with Corona analysts on counter-IED efforts.

In addition to supporting counter-IED efforts, the Daugherty Memorial Assessment Center greatly enhances NSWC Corona's ability to support key national missions. With it, NSWC Corona can provide Strike Group interoperability assessment needed to certify ships for deployment; provide critical flight analysis for all Navy surface missile systems; and provide performance assessment of Aegis and Aegis Ballistic Missile Defense ships throughout their entire lifecycle. NSWC Corona can also centralize, process, and distribute the Navy's combat and weapon system data on one of the largest classified networks in the Department of Defense.

Following the dedication, the Daugherty family toured the facility and learned how Corona analysts are helping defeat the threat that killed their son and brother.

"He would have been very humbled by it all," Daugherty's mother said about the building dedication. "He would have said he was just doing his job."

Naval Surface Warfare Center Corona is the Navy's only independent assessment agent and is responsible for gauging the warfighting capability of ships and aircraft, analyzing missile defense systems, and assessing the adequacy of Navy personnel training. The base is home to three premiere national laboratories and assessment centers, the Joint Warfare Assessment Lab, the Measurement Science and Technology Lab, and the Daugherty Memorial Assessment Center, which are instrumental in fulfilling NSWC Corona's mission and supporting the nation's armed forces.

Admiral Ernest J. King advocated for more communication

When Sailors are aware and understand where their command is going, and WHY; when they understand their role, and WHY their contribution is vitally important; when they have the assets, resources, training and direction they need; when they are truly empowered, then they will do the right things for the right reasons at the right times. And, you can follow your people to achieve your vision.

The challenge for leadership is to see where the command needs to go, and WHY. Leadership needs to communicate that vision to the Sailors with sound and rational reasoning, and communicate it so that the Sailors will ardently want to move the command, transform it if need be, from where it is today to what it needs to be to serve the Navy and the Nation best. Then, we won’t need to tell Sailors what to do. They’ll know. They’ll believe it. And, they’ll do it without being pushed because they believe and know it’s the right thing to do.

Can you do that much for our Sailors?  If not, step aside Shipmate.  Other leaders are ready to fulfill that responsibility with gusto.

Integrity = Peace of Mind

Personal integrity leads to peace of mind, personal worth, and intrinsic security. The leader must always work from an ethical base; the art of leadership depends on value judgments. The leader’s personal ability to discriminate between right and wrong may be the only resource at his disposal. Time may not permit him to consult with others. He must stand up for his beliefs, even if he stands alone.

The expedient and the right courses of action may coincide; if not, the leader must choose and we must prepare him for his choice by reinforcing, throughout his career, the ethical base as the source of his decisions.

Admiral C.A.H. Trost

Thank you for your readership

Silent gratitude isn’t much use to anyone.

 ~G.B. Stern

The Executive Officer's role in Command Excellence

Commander Andy Reeves, XO NIOC Yokosuka Japan

As the next ranking line officer ashore, the Executive Officer (XO) serves as the aide or “executive” to the Commanding Officer (CO). As such, the XO is the direct representative of the CO in maintaining the general efficiency of the command. With the assistance of the heads of departments, the XO arranges and coordinates all command’s work, drills, exercises, personnel organization, and the policing and inspection of the command.

The XO investigates matters affecting the discipline and conduct of the crew and makes recommendations concerning these matters to the CO. The XO usually approves or disapproves liberty lists and leave requests. If the XO is unable to carry out the duties of the office, the next senior line officer assigned to the normally assumes the duties.

The Commanding Officer's role in Command Excellence

Commander Mike Elliot, CO NIOC Yokosuka Japan

The CO in a superior command:

• Targets Key Issues 

• Gets Crew to Support Command Philosophy 

• Develops XO 

• Staffs to Optimize Performance 

• Gets Out and About 

• Builds Esprit de Corps 

• Keeps His Cool 

• Develops Strong Wardroom 

• Values Chiefs Quarters 

• Ensures Training Is Effective 

• Builds Positive External Relationships 

• Influences Successfully

Superior commanding officers focus on the big picture. They set priorities, establish policy, and develop long-range plans. They target only a few key issues at a time. In explaining his priorities, one CO says: "I regularly have captain's call with all paygrades so I can reinforce any points that I want to emphasize. I always talk about combat readiness, safety, and cleanliness. And whenever I ask them what my priorities are, they always tell me, "Combat readiness, safety, and cleanliness." Once they identify the critical needs of the command and chart a direction, these COs accomplish the command's mission by inspiring others and working through them.

This means that superior COs recognize the importance of their relationships with other people, and they concentrate on developing those relationships within and outside the command.

In dealing with the executive officer, superior COs are concerned not only with immediate issues but with overall progress: they look upon the XO as an assistant, but they know that this assistant is a future CO. Together, they discuss plans and review courses of action, and the CO is especially careful to keep the XO informed of command decisions. Whenever possible, the CO delegates, leaving room for the XO to function independently.

In the same way, the best COs develop their department heads and division officers, delegating work and meeting frequently for planning and review. They monitor morale and try to create a climate of mutual support. They take an interest in the well-being of their officers and express a willingness to talk about significant personal problems. They pay special attention to first-year officers, making sure they start out on a strong career footing. With more experienced officers, they provide opportunities for professional development and encouragement to move up through the chain of command.

Superior commanding officers are also sensitive to the role of chiefs and the chiefs quarters: It is the chiefs, they say, who "run the ship," who have that combination of management know-how and hands-on experience needed to keep the command's systems running smoothly and crew members working efficiently. As one CO put it, "The chiefs are the eyes and ears of the squadron. They're here all the time and know what's going on. I'd be a fool not to listen to them." These COs expect their chiefs to be involved in all phases of running the command, and they make sure the chief's role is respected.

Top COs know how to balance overlapping demands. They show great interest in and concern for their subordinates, yet they refuse to micromanage, to be constantly looking over people's shoulders to see what they're up to. By frequently getting out and about, these COs can express their interest in their personnel and get a feel for how things are going in their command. One CO states: "I've got a personal goal of seeing three people a day and just walking around and asking people, 'How's it going?' "

Much of leadership and management is influence, and superior COs are masters of influence. They know how to get people to do what they want them to do and to like it. A common trait of these COs is that they keep their cool; they are not screamers. But they do have a repertoire of influence strategies that they choose according to the situation and personalities involved. At one time, they may use reason and facts; at another, a judicious display of emotion and a loud voice. These COs know how to push the right buttons to get their people to make sacrifices and work exceptionally hard.

These COs have high standards, too. They want to be the best and they want their personnel to take pride in themselves, in the command, and in the U.S. Navy. They realize that without high morale, teamwork, and pride,  they cannot achieve and maintain top-flight performance. They also know that achieving their high standards requires high quality training, so they insist on training that is both realistic and practical.

Top COs know how to develop a superior command and how to convey the image of that success to important outsiders. They develop networks that provide essential data and support; they get help from their squadron or wing staff when preparing for inspections; and they aggressively seek out the most qualified personnel, necessary resources, and good schedules. As a result, they are often more successful than average commands in getting these things.

Not all the COs in outstanding units write out their command philosophy, but it is clear that they all have such a philosophy, that they are successful at communicating it, and that they persuade the crew to buy into it. They tell people how they want the command to operate and they set an example themselves. This results in high morale, commitment, and trust.

One thing and another

Knowing is one thing; understanding is another.  We live in a world where we have so much disinformation at our fingertips that it's just too easy to get it wrong. You know?

In case you missed Captain Roy Petty's discussion of the FCC/C10F Strategic Plan

The link to the YouTube discussion is HERE.

Corrupt a young officer

The surest way to corrupt a young officer is to instruct him to hold in higher esteem those who think alike - than those who think differently.

Lieutenant Commander Fred Nietzsche

Wonder why people in the Navy may be afraid to write

The reason Navy writing is horrible is because many naval officers are afraid.  Afraid to say what they mean and share what they think, because they might be criticized for it. Afraid to be misunderstood, to be accused of saying what they didn't mean, because they might be criticized for it.  Or simply afraid to share.  And because of that fear, there is no writing to be criticized, commented upon and improved.  The common thought is that knowledge is power, after all. And shared knowledge = reduced power. So, keep it to yourself.  Quite the opposite is true.  Share your knowledge = increased power for all.

Seth Godin's advice:  Just say it. SHARE IT.  Say it clearly. Say it now. Say it without fear of being criticized and say it without being boring. If the goal is no feedback, then say nothing. Don't write the memo/e-mail/letter/article/note. If the goal is to communicate and share your knowledge/thinking, then say what you mean.  AND PUT IT IN WRITING !!

From fellow writer Mark Miller at Leaders Serve

The date is SECRET

Rickover

http://cimsec.org/god-submarines/16698

Check out LCDR Chris Nelson's book review!

Strategic Plan

Information Dominance Corps Self Synchronization‎IDCsync Live: US Fleet Cyber Command/US TENTH Fleet Strategic Plan

Part of our series of live engagements on YouTube, IDC Self Synchronization Live features the US Fleet Cyber Command/US TENTH Fleet Strategic Plan.

Our guest is CAPT Roy Petty, USN, Assistant Chief of Staff, Plans & Policy (N5), US Fleet Cyber Command/US TENTH Fleet. Ask your questions live on YouTube during the event!

Monday, June 22, 2015, 2100 EST.
Access the show at the following link:
US Fleet Cyber Command/US TENTH Fleet Strategic Plan

US Fleet Cyber Command/US TENTH Fleet Strategic Plan 2015-2020
http://www.public.navy.mil/fcc-c10f/Documents/FCC-C10F_Strategic_Plan_2015-2020.pdf

***

What's Your Leadership Style??

From the amazing folks at www.gapingvoid.com

In case you missed it

Vice Admiral Jan E. Tighe presided over the Change of Command for Navy Information Operations Command Colorado on 11 June 2015.  Commander Marc Ratkus was relived by Commander Mark R. Alexander.

Commander Ratkus is headed to COMUSNAVCENT in Bahrain.

Admiral Tighe commended Commander Ratkus and his command for work with resolving a Maritime Threat Advisory Board Maritime Hard Problem with a robust solution.  The command also earned the EIDWS Pennant for 100% qualification of their personnel.  Over 169 Sailors and officers qualified under Commander Ratkus' command.  Commander Ratkus was commended for establishing a Deployer of the Year Award.  He also established the SPACE CADRE Model for the community.  The command also established the Master Training Specialist qualification for the NSA Schoolhouse in Colorado.  The command had 1 Copernicus Award winner, 1 On The Roof Gang Award Winner and 2 Association of Old Crows EW Award winners.  BZ!

CMDR MARC W RATKUS

Commander Ratkus enlisted in the Navy July 1983 and served 14 years in the Cryptologic Technician Maintenance rating attaining the rank of Chief Petty Officer. While enlisted, he served at sea in USS CARL VINSON (CVN 70), USS VIRGINIA (CGN 38), and USS THEODORE ROOSEVELT (CVN 71) and ashore at Naval Technical Training Center, Corry Station, Pensacola, Florida and Naval Security Group Detachment, Crane, Indiana. 

In June 1997 he commissioned as a Cryptologic Chief Warrant Officer and in June 2000 was selected for promotion under the Limited Duty Officer (LDO) program, serving simultaneously as a Permanent Warrant and temporary LDO. While a "Mustang" he served at sea in USS GETTYSBURG (CG 64) and ashore at Naval Security Group Activity, Kunia, Hawaii. 

In October 2002 he laterally transferred to the Restricted Line (Special Duty Officer - Cryptology) and attained the rank of Commander in 2012. Prior to assuming command of Navy Information Operations Command Colorado, he served ashore at Naval Security Group Activity, Sugar Grove, West Virginia, at sea on the staff of Commander Carrier Strike Group EIGHT, and ashore on the staffs of Commander U.S. Naval Forces Europe/Commander SIXTH Fleet, Commander Navy Personnel Command, and Center for Information Dominance, Pensacola, Florida.

Commander Ratkus holds a Bachelor of Science degree in Computer Science from Hawaii Pacific University, a Master of Arts degree in Management from Webster University, and Masters-level Military Sciences and Technical certificates from the U. S. Army Command and General Staff College and Naval Post-Graduate School. 

His personal awards include the Meritorious Service Medal, Joint Service Commendation Medal, Navy Commendation Medal (6), Joint Service Achievement Medal, and Navy Achievement Medal (4).

Commander Ratkus is married to the former Brenda McVicker of Pensacola, Florida. They have four children and six grandchildren.

I cannot not write.

From Jeff Goins, writer
Author of The Art of Work

Your Legacy

From Quotes and Thoughts.

A wild beast

"A man without ethics is a wild beast loosed upon this world." 

Albert Camus (1913 - 1960)
French Author, Philosopher, and Journalist

A leader lifts first and sets down last

A leader does not abide within his tent while his men bleed and die upon the fields.  A leader does not dine while his men go hungry, nor sleep while they stand watch upon the wall.  A leader does not command his men's loyalty through fear or purchase it with gold. A leader lifts first and sets down last. A leader does not require service of those he leads but provides it to them.  He serves  them, not them he.

Stephen Pressfield paraphrased from
Gates of Fire

Leadership is an opportunity to serve.  

It is NOT a trumpet call to self-importance.

J. Donald Walters

Are you delivering excellence to your Sailors? Are you expecting it from them? Why not??

Are you delivering leadership excellence to your Sailors?  If not, you can learn how.  Ask for a free digital copy of Navigating a New Course to Command Excellence.

Other commands' Sailors are getting excellent leadership.  Shouldn't yours?

From the archives - 5 years ago. Still valid today?

I believe there is a set of fundamental attributes that members of the Information Dominance Corps should possess, they include:

• Professional Competence
• Dedication
• Sense of Urgency
• Leadership
• Vision
• The Highest Ethical Standards
• Attention to Detail
• Humility

If you possess all, or even most, of these attributes, you will be successful in the Information Dominance Corps.

VADM Jack Dorsett

3000th post on this blog

Thank you all for making the time to stop by and share your comments and read a little bit about leadership and the cryptologic community.  I appreciate it very much.

Thanks also to the 1000 people who have read the open letter to the IW community in the past 3 days.  It's one of the most read posts in the last 6 months.

Cryptologic Community Foundational Principles - A refresher

One of the many things that drew us to the Cryptologic Community is the sense of belonging to a group that had unique and highly sought after skills.  Today, we continue to honor Captain Joseph Rochefort and his celebration of the fact that “we can accomplish anything provided no one cares who gets the credit.”  

In an effort to share expectations across the community, the following general responsibilities are recognized:

The Community Leader is committed to the following...

• Pushing regular updates directly to all interested community members  (i.e. record message, blog, RSS subscriptions, social networking, etc.)

• Biannual updates to Community Vision and Strategic Plan

• Creating opportunities to engage and celebrate traditions as a community

• Championing cryptologic contributions and capabilities to other warfighters

• Delegating and empowering as much as possible

The full package is HERE. 

prin·ci·ple

ˈprinsəpəl/

noun

plural noun: principles

1. 

a fundamental truth or proposition that serves as the foundation for a system of belief or behavior or for a chain of reasoning.

synonyms:

truth, proposition, concept, idea, theory, assumption, fundamental, essential, ground rule More "elementary principles"

• a rule or belief governing one's personal behavior.

  "struggling to be true to their own principles"

  synonyms:

  morals, morality, (code of) ethics, beliefs, ideals, standards; More integrity, uprightness, righteousness, virtue, probity, (sense of) honor, decency, conscience, scruples

• morally correct behavior and attitudes.

  "a man of principle"

  synonyms:

  morals, morality, (code of) ethics, beliefs, ideals, standards; More integrity, uprightness, righteousness, virtue, probity, (sense of) honor, decency, conscience, scruple

• a general scientific theorem or law that has numerous special applications across a wide field.
• a natural law forming the basis for the construction or working of a machine.

  "these machines all operate on the same general principle"

2. 

a fundamental source or basis of something.

U.S. NAVIOCOM Menwith Hill Station

An open letter to the IW Community

A few years ago the Cryptologic community made a significant transition as we sought to identify ourselves with the emerging mission area of Information Warfare (IW).  As a part of that transition, which ended quietly a few years later, we shifted the title of our officer corps from “Cryptologic Officer” to “Information Warfare Officer,” or IWO.  At the same time, the title of our enlisted cadre remained Cryptologic Technicians (CT).  Almost all that remains of that transition today is the title IWO.  Meanwhile, the term IW now officially refers to “Irregular Warfare.”

Today, our community is on a clear and steady course.  The Cryptologic Community Foundational Principles was issued with the intent to, “unify the efforts of the Information Warfare (IW) and Cryptologic (CT) Community, as we continue to create value through deliberate development of specialized expertise across our core skills...”  A particularly germane sentence from that document includes direction that we will, “go forward to our roots” and “focus on professionalization within SIGINT, CNO, and EW skill sets.”  The idea that we will “go forward” to our roots, as well as the focus on those three core skills, is especially pertinent to this discussion.  While communications technology has evolved, the very core of our competence remains grounded in the roots established by the likes of Captain Joseph J. Rochefort, Station HYPO, OP-20-G, and the “On the Roof Gang.”  Though the specific means by which we do so continues to evolve, our mandate remains “to create time and effects” for, and as, operational commanders.  As we do just that, it is clear that no single term in the U.S. Military lexicon, to include IW, encapsulates the core skills to which we are clearly committed and have been since that document was signed by each of our community’s Flag Officers and Senior Civilians serving at the time.

The final step of our transition should be to reestablish “Cryptologic Officer” as the official title for our officer cadre.  Information Warfare is no longer valid and the term IWO serves as a distraction from the clear course you continue to set. More importantly, as we “go forward to our roots” this change will make clear that we are a singular Cryptologic Community with both officer and enlisted warfighters who are aligned in name, competence, and vision.  A return to the title Cryptologist is far more than symbolic.  It is a name that represents our rich history, communicates who we are, and will serve to help focus our future.  As with any public change, this one will take time and the messaging is critical.  Should this change occur, it will be our collective responsibility as a community to amplify the message, and help all to understand the intent behind this change.

Sincerely,
C. H. Hall
LCDR, U.S. Navy

And, better thinkers make better writers - Jim Stavridis

Efficiency

"There is nothing so useless as doing efficiently that which should not be done at all. "

 Peter F. Drucker (1909 - 2005)

Share your great ideas

TED (owned by The Sapling Foundation) fosters the spread of great ideas. It aims to provide a platform for the world's smartest thinkers, greatest visionaries and most-inspiring teachers, so that millions of people can gain a better understanding of the biggest issues faced by the world, and a desire to help create a better future. Core to this goal is a belief that there is no greater force for changing the world than a powerful idea. Consider:

• An idea can be created out of nothing except an inspired imagination. 
• An idea weighs nothing.
• It can be transferred across the world at the speed of light for virtually zero cost.
• And yet an idea, when received by a prepared mind, can have extraordinary impact.
• It can reshape that mind's view of the world.
• It can dramatically alter the behavior of the mind's owner.
• It can cause the mind to pass on the idea to others.

OUR COLLABORATION ACROSS

THE INFORMATION DOMINANCE CORPS

IS CHANGING THE MANNER IN WHICH 

THE NAVY CONDUCTS  COMBAT AT SEA 

AND PREVENTS WAR. 

OPNAV N2/N6 is actively seeking your ideas.  SHARE THEM. Create a better future. It's where you'll spend the rest of your life.

My former boss, SECDEF Rumsfeld was fond of saying, "If you're not being criticized, you may not be doing much." If you are a man of action (MOA), you are bound to upset some folks. Providing constructive criticism is an art form in and of itself. How do you practice the art?

Losing an amazing connection with our past - more on the importance of writing

We’ve lost an amazing connection with our past. Unlike the buggy whip or the clay tablet, written letters are more than just words whose medium has passed. They’re pricelessly annotated: flourishes of the script, cramped little words clearly written in the dark, in haste, stained with tears, grease, or blood. Reducing them to electronic bits, trite acronyms and fractured English sucks the marrow from the bones of their message, leaving a harrowed skeleton without the beauty of a full bodied letter.

Those of us who write in journals, who consecrate our thoughts, ideas and feelings to the printed page are carrying on a sacred tradition, one that blogs, twitter feeds and Facebook “walls” can never replace. Nor should they, as the power of our words is diluted, somehow, when they’re cast to the ether’s wind instead of being nestled into an envelope, or blotted into place on a single side of a single page of a singular book.

Shlomi Harif's full post is HERE.

CTT1 Steve Daugherty - gone 8 years now

CTT1 Steve Daugherty, one of our students at NTTC Corry Station, Pensacola Florida while I was Director of Training, was killed in Iraq on my daughter's birthday. Steve and I shared birthdays - 16 May.  Recognized by NSA as a cryptologic hero - HERE.

The information below is from his FaceBook site -maintained by his family. 

CTT1 (Cryptologic Technician Technical First Class) Steven P. Daugherty, born in Apple Valley, California, was killed in action July 6, 2007, in Baghdad, Iraq, by an improvised explosive device (IED). He was once student of the month at Barstow High School and made the honor roll at Barstow Community College. After graduating with an associate's degree in liberal studies, Steven enlisted in the Navy, where he worked with elite Navy SEAL teams, providing critical intelligence support to troops on the ground.

On that fateful day in July, Steven and his team were returning from a highly sensitive Joint Task Force operation in direct support of Operation Iraqi Freedom, when their vehicle struck an IED, killing him and the two other members of his unit. According to the National Security Agency, it turned out that the work he and his team performed earlier that day played a decisive role in thwarting a dangerous group of insurgents who were trying to kill U.S. and Coalition forces. Today, across from our nation's Capitol, Steven rests in peace in the sacred ground of Arlington National Cemetery.

Steven was respected by his peers as a professional and dedicated cryptologic technician, and his work was vital to the success of important combat missions. He was a decorated Sailor, having been awarded a Bronze Star (with combat "V"), Purple Heart, Combat Action Ribbon and other medals and commendations. His name is inscribed on National Security Agency's Memorial Wall, "They Served in Silence." Steven is only the second recipient of the National Intelligence Medal for Valor.

Steven was a loving 28-year-old father to an adoring 5-year-old son. A loyal brother to three fellow warfighters - two Airmen and one Soldier, Richard, Robert, and Kristine. And a faithful son to his parents, Thomas and Lydia.

Most of all, Steven P. Daugherty was a patriot who gave the full measure of devotion defending America's freedom.

In naming this important building to honor the sacrifice of Steven P. Daugherty, the Navy dedicates to him the latest addition to the nation's premiere Joint Warfare Assessment Laboratory at the Naval Surface Warfare Center, Corona Division. The Daugherty Memorial Assessment Center will stand as an ever-present reminder of Steven -- and to every Sailor, Marine, Soldier, and Airman who has given their life in defense of this country. This dedication also commemorates the groundbreaking work NSWC Corona is doing to support the Joint IED Defeat Organization in its mission to combat the threat of IEDs against our Armed Forces. 

In addition to supporting needed counter-IED efforts, the Daugherty Memorial Assessment Center greatly enhances NSWC Corona’s ability to support key national missions. With it, NSWC Corona can provide Strike Group interoperability assessment needed to certify ships for deployment; provide critical flight analysis for all Navy surface missile systems; provide performance assessment of Aegis and Aegis Ballistic Missile Defense ships throughout their entire lifecycle; and finally, NSWC Corona can centralize, process, and distribute the Navy's combat and weapon system data on one of the largest classified networks in the Department of Defense.

The Daugherty Memorial Assessment Center is a state-of-the-art analysis and assessment asset that gives the nation extensive capability to protect our Armed Forces, our country, and our freedom.

Writing - free time

Some friends will write to you in their free time and true friends will free some time to write to you.

Words on educating the workforce about planning from NGA Director Cardillo

As we attend to professional development, we should be educating the entire workforce on the value of planning, careful execution, performance metrics—all of the things that relate to maintaining standards and promoting sustainability for or- ganizations of tremendous scale and a large scope of responsibilities. That said, I can’t predict the future. Perhaps those who take our places will find some substitute for strategy, or maybe the Internet-of-Things will allow everything to become automatically self-correcting like a self-driving car. I don’t see that coming, or coming very soon, though. Remember, we exist because we support people in harm’s way and because the people capable of doing that harm—active, creative, and rarely perfectly predictable—are very cunning and inventive. It takes people to understand people.