A bit of advice for the Secretary of the Navy

LTjg Ray E. Mabus - USS LITTLE ROCK 1972

Trust Sailors and they will be true to you; 

treat them greatly, and they will show themselves great.

Do otherwise at your own peril.

Medici Effect

The future lies with those individuals who can see connections across a myriad of professions and intellectual pursuits ((From Frans Johansson - When you step into an intersection of fields, disciplines, or cultures, you can combine existing concepts into a large number of extraordinary new ideas. The name I have given this phenomenon, the Medici Effect, comes from a remarkable burst of creativity in fifteenth-century Italy.)) 

The mind that can see that a phone and entertainment device can be intertwined into something like, say, an iPhone. Or, an intellect that recognizes how secondary and tertiary networks are often more valuable than first-order relationships, thus creating something like LinkedIn. Or the strategist who understands that crowdsourced, horizontally structured non-state actors pose a greater threat to our security than Nation states.

Read more from Lt. Benjamin Kohlmann over at SMALL WARS JOURNAL.

Disruptive Thinking

We need critical thinking that starts with new ideas and we need to develop those into innovative solutions that are researched and workable.  Just pointing out problems doesn’t get us anywhere.

So where do we go from here, whether we’re talking about disruptive thinking or contrarian ideas?

First, we need to know what we’re getting ourselves into.  

Second, we need to develop our ideas properly and do our homework.  This includes figuring out how to best introduce them.  Writing for professional journals is frequently a great way to launch innovative ideas and solutions.

Third, and finally, we need senior leaders who believe what they are preaching.  If we are going to “start thinking” what that really means is that leadership has to “start listening.”

Check out the rest of LCDR B.J Armstrong's blog post HERE at USNI.

Christ is RISEN

Leadership Secrets of Jesus Christ - Happy Easter

1. Jesus was a problem solver.

2. Jesus believed in his product.

3. Jesus never misrepresented His product.

4. Jesus went where the people were.

5. Jesus took time to rest.

6. Jesus took time to plan.

7. Jesus knew He did not have to close every sale.

8. Jesus had something others needed.

9. Jesus was concerned about people’s finances.

10. Jesus was willing to go where He had never been.

11. Jesus never allowed what others said about Him to changes His opinion of Himself.

12. Jesus understood timing and preparation.

13. Jesus developed a passion for His goals.

14. Jesus respected authority.

15. Jesus never discriminated.

16. Jesus offered incentives.

17. Jesus overcame the stigma of a questionable past.

18. Jesus never wasted time answering critics.

19. Jesus knew there was a right time and a wrong time to approach people.

20. Jesus educated those He mentored.

21. Jesus refused to be discouraged when others misjudged His motives.

22. Jesus refused to be bitter when others were disloyal or betrayed Him.

23. Jesus networked with people of all backgrounds.

24. Jesus resisted temptation.

25. Jesus made decisions that created a desired future instead of a desired present.

26. Jesus never judged people by their outward appearance.

27. Jesus recognized the law of redemption.

28. Jesus was a tomorrow thinker.

29. Jesus knew that money alone could not bring contentment.

30. Jesus knew the power of words and the power of silence.

31. Jesus knew when you want something you have never had,
you have to do something you have never done.

32. Jesus permitted others to correct their mistakes.

33. Jesus knew His worth.

34. Jesus never tried to succeed alone.

35. Jesus knew that money is anywhere you really want it to be.

36. Jesus set specific goals.

37. Jesus knew that every great achievement requires a willingness to begin small.

38. Jesus hurt when others hurt.

39. Jesus was not afraid to show His feelings.

40. Jesus knew the power of habit.

41. Jesus finished what He started.

42. Jesus was knowledgeable of scripture.

43. Jesus never hurried.

44. Jesus went where he was celebrated instead of where He was tolerated.

45. Jesus constantly consulted His heavenly father.

46. Jesus knew that prayer generates results.

47. Jesus rose early.

48. Jesus never felt He had to prove Himself to anyone.

49. Jesus avoided unnecessary confrontations.

50. Jesus delegated.

51. Jesus carefully guarded His personal schedule.

52. Jesus asked questions to accurately determine the needs and desires of others.

From - The Leadership Secrets of Jesus by Mike Murdock; published by Honor Books, Tulsa OK; 1996

A Thoughtful Note from a Mentor

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?"

Signed
Admiral James Stavridis

A Few Truisms

“Be honest in everything you say, write, and do.”
“Be good to your Sailors, and they will be good to you.”
“Forgiveness is easier to obtain than permission.”
“Keep everyone informed; when in doubt, coordinate.”
“Be the first to deliver bad news.”
“Bad news does not get any better with time.”
“If you are sitting at your desk, you are not leading your Sailors.”

When It Can't Be Expressed Any Better

Just let it stand on its own - "And that is just the way I like it."

Thanks Alexander Martin, USMC.

Purple Cows in the Information Warfare Community? You decide.

SHAMELESSLY STOLEN FROM SETH GODIN who, incidentally, loves to have his ideas stolen.

Cows (like NIOCs), after you've seen them for a while, can become a little boring. They may be well-bred cows (NIOCs), Six Sigma cows (NIOCs), DIRSUP cows (FIOCs) lit by a beautiful light, but they are still boring. A Purple Cow (NIOC), though: Now, that would really stand out. The essence of the Purple Cow -- the reason it would shine among a crowd of perfectly competent, even undeniably excellent cows (NIOCs)-- is that it would be remarkable. Something remarkable is worth talking about, worth paying attention to. Boring stuff quickly becomes invisible.

Why There Are So Few Purple Cows (NIOCs)

If being a Purple Cow (NIOC) is such an effective way to break through the clutter, why doesn't everyone do it? One reason is that people think the opposite of remarkable is "bad" or "poorly done." They're wrong. Not many companies sell things today that are flat-out lousy. Most sell things that are good enough. That's why the opposite of remarkable is "very good." Very good is an everyday occurrence, hardly worth mentioning -- certainly not the basis of breakthrough success. Are you making very good stuff? How fast can you stop?

Some people would like you to believe that there are too few great ideas, that their product or their industry or their command simply can't support a great idea. That, of course, is absolute nonsense. Another reason the Purple Cow is so rare is because people are so afraid.

If you're remarkable, then it's likely that some people won't like you. That's part of the definition of remarkable. Nobody gets unanimous praise -- ever. The best the timid can hope for is to be unnoticed. Criticism comes to those who stand out.

Playing it safe. Following the rules. They seem like the best ways to avoid failure. Alas, that pattern is awfully dangerous. The current marketing "rules" will ultimately lead to failure. In a crowded marketplace, fitting in is failing. In a busy marketplace, not standing out is the same as being invisible.

So it seems that we face two choices: Either be invisible, uncriticized, anonymous, and safe or take a chance at true greatness, uniqueness, and the Purple Cow. The point is simple, but it bears repeating: Boring always leads to failure. Boring is always the riskiest strategy.

Please note: No ordinary cows were harmed during the writing of this post. Though, some feelings were hurt once or twice.

Nano(micro)management

Today, we see nano(micro)management, or the ability of a supervisor to closely monitor and control all actions of all subordinates throughout an organization. This raises three critical questions. Where did nano(micro)management originate? Why is it done? What are its costs?

Major T.S. Sowers' article is HERE.

True 65 years ago; true today.

The greater the contraction of the Navy - the more important our DNC + Comm Intell become.

April is Navy Sexual Assault Awareness Month

Ensure Sailors understand:

• Sexual assault is a crime that will not be tolerated.
• The Department of the Navy is taking action to eliminate sexual assault from our ranks.
• The goal of this year’s SAAM campaign is to heighten awareness and prevention efforts.
• Eliminating sexual assault from our ranks is an all hands effort that is leadership driven.
• Leadership will support victims, hold offenders appropriately accountable, and ensure all parties receive due process of law.
• “Small,” negative behaviors, such as sexist comments and crude jokes, initiate a continuum of harm that encourages sexual harassment and sexual assault.
• Every member of the Navy-Marine Corps team is responsible for creating a command climate that is intolerant of sexual harassment and sexual assault.
• Successfully functioning and mission-ready commands are focused on trusted professional relationships that are respectful of individual dignity and diversity.

Help stop Sailor on Sailor crime !!

"Anchor Up!" - Happy Birthday Navy Chiefs

"My fellow Chief Petty Officers,
 

On April 1st, our entire mess will pause to celebrate 119 years of the United States Chief Petty Officer, our honored mess traditions and heritage, and look to our future.

But we're not just celebrating another year of Chiefs serving the Navy; we're celebrating everything it means to be the Chief.

Our anchors are the symbol of a culture and a way of life. Since 1893, Chiefs have been charged with the responsibility of ensuring our Sailors are the best in the world, ready to carry out our Navy's mission when our nation calls.

We welcome that responsibility and lead by example with pride, character, and loyalty, a strong commitment to leadership, our core values, and the Navy ethos.

Our Navy is the best it has ever been and we must continue to build upon the strong legacy that our mess was founded on as we look toward our future.

2012 is a significant year for us all as the United States Navy Memorial hosts the 'Year of the Chief.'

The 'Year of the Chief' is a worldwide spotlight on the history and contributions of the Navy CPO mess.

The 'Year of the Chief' will officially be launched on our birthday with a kick-off event held April 2 at the Navy Memorial. For more information on the 'Year of the Chief', visit Navy Memorial's web page.

Happy birthday shipmates! I truly appreciate your leadership and the hard work you do every day.

Anchor up and HOOYAH Navy Chiefs!"

And for some shameless self-promotion - My article from PROCEEDINGS - "Anchor Up, Chiefs! - Reset Your Mess"

It's Your Ship -- Tips from Captain D. Michael Abrashoff

“The key to being a successful skipper is to see the ship through the eyes of the crew. Only then can you find out what’s really wrong and, in so doing, help the Sailors empower themselves to fix it.”

“Give the troops all the responsibility they can handle and then stand back.”

“Whether you like it or not, your people follow your example.  They look to you for signals, and you have enormous influence over them.”

“Give me performance over seniority any day of the week.”

“Leaders need to understand how profoundly they affect people, how their optimism and pessimism are equally infectious, how directly they set the tone and spirit of everyone around them.”

“Never once did I do anything to promote myself, just the organization. That way, no one could ever question my motives.”

“Your people…are more perceptive than you give them credit for, and they always know the score – even when you don’t want them to.”

“In addition to ensuring our safety and security, we should be providing life-forming experiences that shape the characters of young men and women to make them outstanding citizens and contributors to this great country.”

Standards

“You owe it to your men to require standards which are for their benefit even though they may not be popular at the moment.”

GEN Bruce Clarke

Thoughts for today

"You gain strength, courage and confidence by every experience in which you really stop to look fear in the face."

"No one can make you feel inferior without your consent."

Eleanor Roosevelt