Diane K. Gronewold returns to NCWDG

Great news for the team at Navy Cyber Warfare Development Group - their former Commanding Officer, Captain Diane K. Gronewold has returned in a senior civilian capacity.  Ms. Gronewold was CO from 2008-2011.  She relieved Captain Bob Zellman as CO in 2008 and was relieved by Captain Steve Parode concurrent with the name change from NIOC Suitland to NCWDG in 2011.  Captain Andy Stewart is the current Commanding Officer.

Welcome back Diane!!

Today's Change of Command

Not normally a Kurt Cobain fan but this rings true

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. 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

The First Navy SEAL

'I'll try it, Sir; I'll do my best.'

Lieutenant William Barker Cushing's words to the Assistant Secretary of the Navy Fox before his successful sinking of the CSS Albemarle.

All through the civil war William B. Cushing distinguished himself by signal acts of perilous adventure. He combined coolness and sound judgment with a courage unsurpassed, and on all occasions proved himself a valuable officer. (From his obituary in the New York Times).

Though SEALs did not exist during the Civil War, Cushing has often been called 'the first Navy SEAL.

Battle of Midway Commemoration June 4-7

Information Dominance Leaders,

On Wednesday, June 4, the U.S. Navy will once again pause to commemorate the Battle of Midway, which occurred June 4-7, 1942.

In official ceremonies at the U.S. Navy Memorial here in the Washington, D.C., at the U.S. Naval Academy in Annapolis, in Hawaii and other Navy stations around the world, we will take the time to honor those who triumphed over the Imperial Japanese Navy in this historic encounter.

Midway was the turning point in the Pacific theater of operations in World War II.  During that battle, U.S. Navy carrier strike forces, augmented by shore-based bombers and torpedo planes decisively defeated an Imperial Japanese navy carrier task force.  These actions prevented the Japanese from capturing Midway Island and the success marked the dawn of the U.S. Navy's global prominence.

The Battle of Midway also looms large in the history of what we now call the Information Dominance Corps (IDC).  As detailed in the Navy's "Course to Midway" webpages (http://www.navy.mil/midway/midway.html) and in the attached IDEA No. 26 from May of 2013, key to Admiral Chester Nimitz's decision to engage the Japanese at Midway were the seminal efforts of the U.S. Navy's code breakers.

Led by Admiral Nimitz's Fleet Intelligence Officer, Captain Edwin Layton, and his Fleet Cryptologist, Commander Joe Rochefort, these unknown and unheralded specialists enabled an enhanced awareness of the Midway battlespace that culminated in Nimitz's superior decisions. They not only provided insight into Japanese Admiral Isoroku Yamamoto's intentions, but revealed where and when his carriers would focus their attack. This highly skilled and knowledgeable group decrypted the Japanese Navy's operational code and delivered timely, actionable information that allowed Nimitz to ambush Yamamoto's force.

In doing so, they pioneered the concepts of Information Dominance that we maintain today.

As we approach this year's commemoration, I urge you to share the IDEA and link with your respective staffs and crews, and take the time to discuss what this battle represents - the emergence of the U.S. Navy as a global power and the foreshadowing of the IDC as warfighters bringing the power of information dominance to the fight.

Twig//

Ted "Twig" Branch
VADM              USN

Navy - Least Respected Service? I don't think so.

"Have an exhalted pride in the uniform you wear and all that it represents. Wear it correctly; wear it proudly. Salute it with respect when you meet it; behave in it in a seemly manner when you wear it; protect it when it is offended or in danger. It represents the fleet, the nation, your home, and your family. It is a symbol of all that is dear to you and all that men are willing to die for."

NAVAL ORIENTATION
NAVPERS 16138-A (Restricted)
December 1948

Congratulations to this new group of Information Warfare Officer (IWO) Commander Selectees

 In alphabetical order.  The number to the right is the order in which they will be promoted.


BEJAR ADRIAN Z               0013
BERRIOS JOSE ENRIQUE         0004
BIGGS CHRISTOPHER M          0007
BROWN SCOTT TOURAY           0015
COWAN FRANK RAYMOND IV       0016
DAVIS DEMARIUS               0003
DUNN ROBERT THOMAS           0028
FINK KALLIE DAWN             0006
ISHIKAWA JOHN M              0017
KEMPISTA LAWRENCE W          0027
KRIPPENDORF TIMOTHY FE       0001
LAMBETH IRA DENARD III       0020
LASSEK KENNETH WELLING       0019
MCDEVITT DAVID LAWRENC       0008
MELICHAR BRAD DEWAYNE        0018
MILNER SCOTT D               0010
NOBLES CALVIN                0025
ONEILL BERNARD THOMAS III    0022
PINDER SHARON DENISE         0009
REEVES ANDREW THOMAS         0005
SALAZAR EDUARDO EUGENE       0023
SALEHI MICHAEL S             0011
SANDERS JOSHUA J             0024
SMITH CHAD MCLAIN            0014
SMITH IRVIN DUVAL JR         0002
WOODRUFF ROBERT A III        0021
YUSKO DEBORAH BECK           0012

Have you shared this with your Sailors? You really should.

You can read the entire strategy HERE.

As described in my “Sailing Directions,” one of our guiding principles is “People are the Navy’s foundation.” The Navy has always recognized that command at sea is a unique privilege, and a uniquely demanding position, requiring self-reliance, judgment, confidence, and dedication to the welfare of shipmates. At all levels of the Navy, leadership and character have always been vitally important dimensions of who we are and what we do. Leadership is not a unique skill set; it is alloyed with character and integrity. Each is an essential part of the whole. In today’s complex and dynamic strategic environment, leadership is more important than ever, and developing enlisted and officer leaders must be one of our top priorities. 

Time associated with rigorous leader development cannot conflict with the demands of tactical and technical competence. These skills are complementary, and necessary. They are necessary foundations of every community in the Navy.

The purpose of this strategy is to synchronize the Navy’s leadership and strengthen our naval profession by providing a common framework for leader development – regardless of community – that is comprehensive in scope and enduring. Leader development in the Navy is accomplished through professional experience, training, education, and personal development. We need a single vision of Navy leader development that integrates these functions and binds us together as trusted members of the naval profession. For these reasons, we will move forward with this Navy Leader Development Strategy.

Jonathan W. Greenert
Chief of Naval Operations

And be sure to capture this Navy Leadership Development Outcomes Wheelbook for your officers. It's a useful tool.

Command Excellence - The Crew Makes All The Difference

U.S. Navy Information Operations Command Yokosuka, Japan

It is THE CREW, led by the officers and Chief Petty Officers, who must ultimately accomplish the command's mission. 

THE CREW is where "the keel meets the water." Without a top performing crew, no command can be successful. COs of superior commands are particularly adept at molding their crew into a highly unified, spirited, fighting team with a laser-like focus: accomplishing the command's mission. When asked, these crews can not only clearly describe the command's philosophy and goals, but they also voice wholehearted support of the CO and his approach. Because the CO, XO, officers, and Chief Petty Officers frequently explain what they want done and why. 

THE CREW knows what is expected of them and feels a part of the team. The result is enthusiasm, motivation, and pride in the command. These crews often praise their CO with the ultimate accolade: "I'd go to war with him." 

In average commands, THE CREW may not be sure of the command's philosophy or may withhold their total support of it. 

THE CREW in superior commands also live up to the high standards demanded by their officers and Chief Petty Officers. They know that when they succeed, they will be recognized and rewarded; equally well, they know that when they make mistakes, they will be told and corrective action taken. Their commitment to upholding the command's standards generates a strong sense of responsibility for their individual work areas. They act on the principle that if you're going to do something, then do it right, and do it right the first time. 

Crew members of superior commands realize that success depends on a team effort. They don't act or do their jobs in disregard of the rest of the command. They communicate frequently, coordinate activities, and help each other out when necessary. In addition, they are careful about following the chain of command. They know that violating it disrupts teamwork, creates confusion, hurts morale, and hinders leadership.

Also see Admiral John Harvey,  (former) Commander Fleet Forces Command message on his BLOG.

The Command Excellence approach is all well-documented and taught at the Naval Ethics and Leadership Center for PCO/PXO and CMC courses.

A leadership tip from NASA's Dr. James T. Brown

Another tool in the leader's toolbox for recognizing Sailors is the handwritten note - not an e-mail, not a preprinted thank-you card, but a handwritten note. This means ink on paper in your distinctive handwriting. You should have within arm's distance of your work environment, and in your briefcase assorted blank thank-you cards. Handwritten notes go a long way because they show that you value the recipient enough to take your personal time to acknowledge his or her contribution and effort.

Many leaders don't write thank-you cards because they don't know what to write. If you fall into this category, I suggest you get a copy of Effective Phrases for Performance Appraisal by James E. Neal.  This book is equally helpful in writing performance appraisals, letters of recommendation, award nominations, etc. No one is going to give you a medal for struggling to write every word yourself.

Information Capable Warrior (ICW)

"Information dominance in the 21^st century Navy will require specific focus, deep expertise developed over an entire career, new mindsets, and new processes. If we accept the assumption that "information effects" are both supporting kinetic operations and supported by kinetic effects, the Navy must take immediate steps to build and sustain Information Domain warfighting expertise in order to develop future Maritime or Joint Information Warfare Component Commanders. After reviewing all options for long-term effectiveness and near-term feasibility, the Information Capable Warrior study recommended establishing a new Information Officer (URL) warfighting community as a comprehensive solution with the best opportunity to realize the Navy’s goals for the future Information Capable Warrior."

Information Capable Warrior Whitepaper 2007
Captain Mark A. Wilson, USNR, Retired
President/CEO - Strategy Bridge International

Seven years later and we are getting closer to the comprehensive solution proposed by Mark Wilson.  Information Capable Warriors encompasses all designators in the Information Dominance Corps.

Words from the Master Chief Petty Officer of the Navy

"As Chief Petty Officers, we must set and maintain the highest of standards," said Stevens. "As such, we must set the conditions for success by leading and setting the example and mentoring our Sailors. And we must do so by treating them with dignity and respect."

During his visit, MCPON talked about the importance of having an informed and trusted command triad.

"A successful triad cannot fail and a dysfunctional triad cannot succeed," said Stevens. "The relationship that you have with the commanding officer and executive officer is critical to the command."

Amusing anecdote

Some Command Master Chiefs (Senior Chiefs, too) are fairly wise men and women.  I was talking to a retired CMC the other day and he was talking about the TRIAD and their roles in the command.  I asked him to describe their respective roles. He said, "My job is to make sure the CO and XO get to do their jobs.  The Commanding Officer's job is to give speeches and make Sailors feel good.  The XO's role is to think.  My job is to make sure the CO doesn't think and the XO doesn't give any speeches or make the Sailors feel good."