Commanding a ship is the simplest task in the world

"Commanding a ship is the simplest task in the world, even if at times it seems complicated. A Captain has only to pick good courses of action and to stick to them no matter what. If he is good and generally makes good decisions, his crew will cover for him if he fails occasionally. If he is bad, this fact will soon be known, and he must removed with the speed of light."

Admiral Nimitz - per anonymous

The photo is of our CNO Admiral Gary Roughead and ADM Stavridis. CDR Stavridis relieved CAPT Roughead as CO, USS Barry. These two obviously picked good courses of action and stuck to them.

Professional Expertise, Attitude, Initiative

Any time an O-6 attempts to communicate with a junior officer, there is well-known statistical evidence that documents the tendency of the JO to ignore the "older" generation. The perception is that there is no way that the analog old man can possibly understand the current plight of the digital, high-speed JO. I'm old enough to be your father, and I admit that my eight year old child can consistently kick my butt with a Nintendo, X-box or Wii. In relation to you, I am as old as dirt, but to keep it in perspective, after twenty-four years of dedicating my life to the Navy, the Navy has become as much of a family as my own bloodline, and I offer my "fatherly" advice to you with the same love and admiration that I would offer guidance to my own sons and daughters.

Captain Brian Hinckley in a brief excerpt from CDR Fred Kacher's (CO, USS STOCKDALE) new book, NEWLY COMMISSIONED NAVAL OFFICER'S GUIDE

Our Sailors - true 44 years ago, true today

The rugged seagoing man is still of great importance in the Navy, and the need for officers and enlisted men armed with sophisticated knowledge is growing every day. Inevitably, as both ships and society change, our enlisted men are also changing. Always dependable, always competent, the new enlisted man retains these fine characteristics of his predecessors but, in addition, brings to the Navy an increasing amount of expertise and knowledge.

He is, inevitably, more demanding of his leadership, and never has the challenge to our officers been so great in this area as today. The educational difference between officer and petty officer may be much smaller than it once was, and as a result, both parties to the relationship must bring to bear great understanding and dedicated performance. High moral character, mental alertness, tolerance, and a broad understanding of our nation's position and problems are increasingly characteristic of our enlisted personnel. Working with these young Americans in a leadership position represents an extraordinary challenge in itself.

Rear Admiral James Calvert
The Naval Profession - 1965

VADM James Bond Stockdale Inspirational Leadership Award Winners - 2009 Edition

CNO announced that CDR Robert A. Baughman, from the Pacific Fleet and CDR William J. Parker III, from Fleet Forces Command, are the 2009 recipients of the VADM James Bond Stockdale award for inspirational leadership.

CDR Baughman was selected for his performance as CO, Explosive Ordnance Disposal Mobile Unit FIVE, and is the first recipient of this award from the Explosive Ordnance Disposal community. CDR Parker was selected for his performance as CO, USS Donald Cook (DDG 75).

These other men deserve well-earned congratulations:

Pacific Fleet finalists:
- CDR Mark D. Behning, CO, USS Nevada (SSBN 733)
- CDR Terrence A. Hoeft, CO, Helicopter Combat Support Squadron 12
- CDR Timothy J. Kott, CO, USS Hopper (DDG 70)
Fleet Forces Command finalists:
- CAPT Michael P. Holland, former CO, USS Providence (SSN 719)
- CDR Richard G. McGrath, CO, Strike Fighter Squadron 87
- CDR Travis C. Schweizer, former CO, Naval Special Warfare Squadron 4

More on previous winners.

**In August 2006, CAPT Babette Bolivar was recognized as the CNO’s Pacific Fleet Finalist for the VADM James Stockdale Leadership Award. To date, she has been the only woman nominee. She is the CO of Naval Weapons Station Yorktown**

Our Man In The Pacific (Now at the Pentagon)

PACOM Director for Intelligence visits U.S. 7th Fleet
By MC2 (AW) Greg Mitchell, U.S. 7th Fleet Public Affairs

Posted: July 16, 2009

YOKOSUKA, Japan -- The future intelligence officer to the Joint Chiefs of Staff visited USS Blue Ridge (LCC 19) July 10 to get an intelligence update from 7th Fleet and participate in an all-hands videoconference with active duty service members and civilian intelligence professionals around the region.

Currently the U.S. Pacific Command director for intelligence, Rear Adm. Michael S. Rogers (1610 - Information Warfare Officer) visited Commander, 7th Fleet, Vice Adm. John M. Bird, during an office call and used the videoconference to discuss intelligence operations.

Originally a surface warfare officer, Rogers was recently selected to be the intelligence officer to the Joint Chiefs of Staff, Adm. Michael Mullen in the Pentagon.

Rogers used the videoconference as a chance to talk career-oriented moves, while also opening the floor to personnel for asking questions concerning intelligence operations within the spectrum of forward-deployed naval forces.

“As an intelligence specialist, it is an honor to be able to be in the presence of such a prestigious senior officer in our field of expertise,” said Intelligence Specialist 2nd Class Steven Martell, with 7th Fleet's N2 Division. “This was a rare occasion to have the opportunity to meet a difference maker in our field of work.”

Rogers reciprocated Martell’s thoughts, expressing gratitude for the service of those in the intelligence community.

“I just wanted to come forward and thank all of the troops personally for their efforts,” said Rogers. “You should take pride in your part of supporting the area of responsibility (AOR). Your skill set and experience are vital to the decisions made by those senior decision makers.”

In closing, Rogers provided a bit of advice toward continuous success.

“Communication is something that I cannot emphasize enough,” said Rogers. “Part of the key to success is to know that the person on the other end of the line is just as capable and just as professional as you are.”

Check in the box training

“If a Sailor, who I consider to be the most perceptive creature on the face of the Earth, sees something that’s just being done just to check a box, that’s exactly how they’re going to treat it, and it really needs to be much more thoughtful than that.”

Admiral Gary Roughead, Chief of Naval Operations

Examining The Leadership Crisis Further

Navy Times examines the "loss of confidence" phenomenon among Navy Commanding Officers. Their editorial picks up on many themes expressed in this blog over the past year. There is no question but that some of these officers should never have "enjoyed" their seniors' confidence in the first place. Not every officer is cut out for command. Many more officers are not deserving in the first place.

As the Navy Times states, "Adultery, drunkenness, sexual harassment and lying aren’t failings that rear their head only late in life; they are more typically habits forged early on, during the rise through the ranks." And, if we're honest with ourselves in the process of selecting these individuals, we know this in advance. These officers should never have been selected for command in the first place. Truth be told, for some officer communities in the Navy, formal command screening boards are a relatively new development.

Recommendations from the Navy Times Editorial includes the suggestion that "The Navy can do three things to try to solve this problem:
■ Use shame as a deterrent. A 2007 Fleet Forces Command Inspector General report on com­mand firings recom­mended wider pub­lic release of basic facts relating to these cases, so that examples could be made of officers who flouted the rules or made egre­gious errors. The idea was dismissed at the time as “not warranted.” It should be imple­mented today.
■ Show the total officer to command screening boards. The officers who select future COs get plenty of official information, including fitness reports and assignment histories, on every candidate. What they don’t get to see is how this officer is viewed by his peers and subordinates. Full 360-degree peer reviews would provide a clearer picture than anything else as to how an offi­cer will be viewed by subordi­nates if given the chance to com­mand.
■ Lengthen command tours. The opportunity to take command is a privilege, reserved for the most capable officers. Longer tours would reduce the number of com­manding officers needed, raising the bar for getting selected, and allowing boards to more thor­oughly scrutinize candidates.

The Navy’s record on com­manding officers isn’t bad. But it could be (much) better. It’s time to reassess and improve the com­manding officer selection process, to ensure only those most worthy get the opportunity."

THE NAVY WILL HAVE TO ANSWER THE QUESTION AS TO WHETHER IT CAN LIVE WITH THE ACCEPTABILITY OF FIRING ONE COMMANDING OFFICER A MONTH FOR THE REST OF TIME OR WHETHER IT WILL TAKE POSITIVE ACTION TO CHANGE THAT OUTCOME. NAVY HAS "TOLERATED" THIS SITUATION FOR THE PAST 10 YEARS - SO IT IS APPARENT THAT IT'S ACCEPTABLE. OR IS IT? THE ANSWER WILL TELL US VOLUMES ABOUT OUR LEADERSHIP.

Admiral Robert Natter says, "You can't make exceptions with people in authority, especially for commanding officers. Occasionally, I could make an exception for young seamen because the ramifications of their actions are totally different. You expect young kids to get in trouble. But not someone responsible for 300 people."

Truth

"Truth is so precious she should always be attended by a bodyguard of lies."

Winston Churchill

The Wisdom of Colonel Eddie Ray - USMC

"Being effectively ruthless and genuinely caring are each manifestations of courage. The ability to effect their integration and foster the bond between leader and led can spell the difference between defeat and victory, because wars -- fought with weapons -- are won by people. Your sons and daughters, sisters and brothers, fathers and mothers. We are honored to lead them."

“The best leadership is done by walking around.”

“THE BEST WAY TO GET RESPECT IS BY GIVING IT.”

“ Whenever possible, give a clear, cogent endstate and let people achieve the result, their way..”

“On a championship team, everyone gets a trophy.”

“All of us are better than any of us.”

Colonel Eddie S. Ray
USMC

There is a leadership crisis in the Navy

... but it is not at the operational level. The real crisis exists at the tactical level, and it is a consequence of a misaligned, fragmented, and marginalized system of officer professional development. The Navy’s recent attempts to transform officer development from the top down have fallen well short. The Navy should direct its best efforts to institutionalize a leadership and professional development continuum that focuses on the bulk of its officer corps, not only the cohorts well into their careers. If “everything starts and ends with leadership (as Admiral Mullen says),” the Navy’s paradigm of leadership cultivation must start at the beginning.

Commander Christopher D. Hayes
DEVELOPING THE NAVY’S OPERATIONAL LEADERS

Cyber Warriors All (Some, Any, None)

We must recognize that we are all Cyber Warriors. We are responsible for the information we extract from and add to the networks, which is essential to mission success.

We all must recognize our role in this digital environment. How many of us have one or more USB memory devices? How many of us make copies of information or work on a CD? And how many of us leave the workplace with these items without them being encrypted, making their loss more painful than just the resultant loss of productivity; the potential loss of sensitive information.

How many of us perform official business on our home email systems, which are not as secure as our networks? While we all are required to take privacy and information assurance training, do we actually take it to heart that we are all Cyber Warriors and as such must act accordingly? Whether we engage the network in a classified or unclassified environment, information security and assurance are everyone’s responsibility.

We have training available to us and countless standard operating procedures; but, are we doing enough? Information security cannot be managed by the Naval Network Warfare Command and the Marine Corps Security and Operations Center alone. We all have a role in this Information Age and a responsibility to protect our information.

From the Navy CIO's blog.

Disruptive Leadership - A Great Thing

VADM David "Jack" Dorsett (the Navy's Intelligence Officer) is a disruptive Navy leader. He's shaking things up. Don't believe me? Consider the changes he and the CNO (and their very capable staffs) are bringing about on the OPNAV staff and in the broader information dominance arena. Their merger of N2 (intelligence) and N6 (command, control, communication and computers), as well as their realignment of considerable resources (programs, $$$ and manpower), are excellent examples of his disruptive leadership through the careful integration of "N" codes which will certainly result in positive forward movement for the information dominance corps (intelligence, information warfare, information professions and others) and the Navy.

For the past two days, VADM Dorsett and many of the other OPNAV (NFOSES) Navy Flag officers and Senior Executive Service (SES) civilians have been meeting to sort out many of the details of the reorganization of elements of the OPNAV staff and stand-up activities for Fleet Cyber Command and COMTENTHFLT.

Stay tuned - more disruptive leadership to follow.

15 September 2009 -
VADM Jack Dorsett's NFOSES brief was distributed to all 1610 Captains and many CDRs, LCDRs and LTs via my IW e-mail distro right after Labor Day. If you need to be added (and are an IW officer), shoot me an e-mail or leave me a comment.

RDML (Sel) Sean R. Filipowski

RDML (sel) Sean R. Filipowski is a native of New Jersey. He graduated in 1982 from the University of Nebraska-Lincoln with a Bachelors Degree in History and was commissioned through the Reserve Officer Training Corps College Program. He graduated from the Naval War College in 1994 with a Masters Degree in National Security and Strategic Studies. He was selected for promotion to Rear Admiral in June 2009.

Originally commissioned as a Submarine Strategic Weapons System Officer, he served his initial assignment in USS Nathanael Greene as Sonar Officer, Communicator, and Missile Fire Control Officer. This was followed by duty as the Strategic Navigator and Assistant Weapons Officer at Submarine Squadron Eighteen. In 1986 he was selected for redesignation as a Special Duty Officer (Cryptology), now Information Warfare Officer.

His shore assignments include U.S. Naval Security Group Activity Misawa, Japan as a Division Officer and subsequently as the Executive Officer, the National Security Agency, and Naval Network Warfare Command.

Operational assignments include Commander in Chief, U.S. Pacific Fleet Staff (where he also deployed with Commander Cruiser Destroyer Group Three, embarked in USS Nimitz, in support of Operation Desert Storm); Commander Carrier Group Seven Staff, embarked in USS Nimitz, which deployed to the Persian Gulf in support of Operations Southern Watch and Vigilant Sentinel; the Joint Special Operations Command where he deployed to Sarajevo, Bosnia-Herzegovina and Aviano, Italy in support of Operation Joint Guard; and Commander Seventh Fleet Staff, embarked in USS Blue Ridge, which deployed throughout the Western Pacific.

He commanded both U.S. Naval Security Group Activity Yokosuka, Japan and Navy Information Operations Command Georgia. Under his leadership, both commands were awarded a Meritorious Unit Commendation and received numerous Gold Anchor and Retention Excellence awards.

RDML (sel) Filipowski’s awards include the Defense Superior Service Medal, Legion of Merit, Defense Meritorious Service Medal, Meritorious Service Medal, Joint Service Commendation Medal, Navy Commendation Medal, Navy Achievement Medal, and various campaign, unit, and service awards.

From AFCEA DC

His official biography will be here as soon as he is officially assigned as a Flag officer.

Petty Officers - Admiral Burke's Perspective

What Makes a Good Petty Officer?

Good Petty Officers know what their uniform, their Navy, and their flag stands for. They are proud members of the best fighting organization in the world. The United States Navy.

Good Petty Officers are concerned with their Sailors' individual welfare and their future. They pat their Sailors on the back when they do well, and give them hell when they need it. That way they make better Sailors and make progress. They teach their trade. They encourage. They inspire. They are consistent. They are competitive. Their outfit is the best. They assume responsibility. They give their Sailors responsibility. They pass the word. They create team spirit.

Good Petty Officers put their hearts and souls into their work. They radiate enthusiasm and spark. They know the Navy. They know their rates, and they genuinely appreciate what they know.

Good Petty Officers recognize that success comes from the effort of a larger number of people, not just one or two. The whole organization has to function well, not just a few members.

ADM Arleigh Burke

Off The Subject - But worth mentioning

1. A personal letter says "You mean something to me and to others". (This can not be expressed properly in e-mail.)
2. A letter invites you entry into someone else's soul.
3. A letter is a form of self expression.
4. A letter allows you the luxury of expressing yourself with a rehearsal before the performance.
5. A letter prompts giving of yourself.
6. A letter had the ability to transform someone's day.
7. A letter can change the course of someone's life.
8. A letter is a chronicle of the present that preserves the past in the future.
9. A letter celebrates connection.
10. The biography of President John Adams' life was recreated almost entirely from his voluminous collection of letters (from/to him). Otherwise, that history might have been lost.

My advice to you. Write a letter. Make a difference.

Better yet - ANSWER YOUR MAIL !!!!

From On Paper