Command Excellence - The Wardroom
Navy Cyber Warfare Development Group CTF 1090, for example -
The wardroom at Navy Cyber Warfare Development Group:
• Is Cohesive
• Matches CO-XO Leadership
• Raises Concerns with CO and XO
• Takes Initiative
• Does Detailed Planning
• Takes Responsibility for Work-Group Performance
The wardroom is the interface between the senior officers of the command, who make the policy, and the senior enlisted, who carry out the tasks of the command. The wardroom is responsible for developing and imple- menting plans that achieve the goals set by the CO and XO. In top commands, the department heads and division officers make sure these plans are specific, deciding who is to do what, when, and how. They gather information from chiefs and other relevant sources, and are careful to coordinate their department's or division's activities with other work going on.
This means that the wardroom must work as a team with the CO and XO. In superior commands there is more congruence between the wardroom and the CO-XO on command philosophy and leadership style than in average commands. Everyone is headed in the same direction. They identify with the goals set by the CO and XO and with how the CO and XO wish to accomplish them.
Officers of superior commands take initiative in several ways. They try to find new and better ways to do their jobs, and when they see that something needs to be done, they do it without waiting to be told. They are often willing to do more than they are required to do in order to achieve the command's mission. And they readily ask for guidance or information from the CO or XO if they believe these are necessary to accomplish their jobs or to develop themselves professionally. They also raise command issues with senior officers before those issues turn into serious problems.
One of the greatest strengths of wardrooms of superior commands is their sense of responsibility for the performance of their subordinates. This leads them to try to anticipate problems before they occur, to take responsi- bility when a problem does occur that they should have prevented, and to hold their personnel accountable for meeting the command's standards. There is a strong sense of ownership and pride.
Finally, superior wardrooms support division officers, who, although they outrank enlisted personnel, are among the youngest people in a command and are relatively inexperienced when it comes to hands-on technical knowledge and management know how. Thus, department heads must do their own jobs and also attend to the needs of their junior officers.
FOR MORE ON COMMAND EXCELLENCE, GO HERE.
• Is Cohesive
• Matches CO-XO Leadership
• Raises Concerns with CO and XO
• Takes Initiative
• Does Detailed Planning
• Takes Responsibility for Work-Group Performance
The wardroom is the interface between the senior officers of the command, who make the policy, and the senior enlisted, who carry out the tasks of the command. The wardroom is responsible for developing and imple- menting plans that achieve the goals set by the CO and XO. In top commands, the department heads and division officers make sure these plans are specific, deciding who is to do what, when, and how. They gather information from chiefs and other relevant sources, and are careful to coordinate their department's or division's activities with other work going on.
This means that the wardroom must work as a team with the CO and XO. In superior commands there is more congruence between the wardroom and the CO-XO on command philosophy and leadership style than in average commands. Everyone is headed in the same direction. They identify with the goals set by the CO and XO and with how the CO and XO wish to accomplish them.
Officers of superior commands take initiative in several ways. They try to find new and better ways to do their jobs, and when they see that something needs to be done, they do it without waiting to be told. They are often willing to do more than they are required to do in order to achieve the command's mission. And they readily ask for guidance or information from the CO or XO if they believe these are necessary to accomplish their jobs or to develop themselves professionally. They also raise command issues with senior officers before those issues turn into serious problems.
One of the greatest strengths of wardrooms of superior commands is their sense of responsibility for the performance of their subordinates. This leads them to try to anticipate problems before they occur, to take responsi- bility when a problem does occur that they should have prevented, and to hold their personnel accountable for meeting the command's standards. There is a strong sense of ownership and pride.
Finally, superior wardrooms support division officers, who, although they outrank enlisted personnel, are among the youngest people in a command and are relatively inexperienced when it comes to hands-on technical knowledge and management know how. Thus, department heads must do their own jobs and also attend to the needs of their junior officers.
FOR MORE ON COMMAND EXCELLENCE, GO HERE.
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