Sunday, August 31, 2008

We communicate with purpose

"We communicate with purpose. We will synchronize words and actions, and assess results to ensure all understand our action and intent. Actions without corresponding words are open to interpretation. Words without corresponding action can ring hollow. Effective communication is fundamental to achieving desired effects in every domain. "

"If we are spending our precious resources of people, time, or money on initiatives that do not align with my intentions, I expect you to question those initiatives and either validate, transform, or eliminate them."

Admiral Gary Roughead
Chief of Naval Operations, CNO Guidance 2007-2008

Saturday, August 30, 2008

U.S. Navy Regulations

"An officer should be thoroughly acquainted with the U.S. Navy Regulations. These have been compiled throughout the years. They are based on the accumulated knowledge of generations of naval officers. Each article has some history behind it and has been purposely recorded to prevent repetition of an error. Certainly one cannot go wrong if he follows to the best of his ability those regulations. Of all the professional books available to the inexperienced officer, none is more valuable to him as the U.S. Navy Regulations."

From the Third Edition, 1941, WATCH OFFICER'S GUIDE

Friday, August 29, 2008


"You cannot surge trust because trust will underpin everything that we do. Trust does not have a switch: you can't turn it on, you can't turn it off. It is something that takes time to build and must be worked cooperatively to maintain that trust. That trust is built on friendships, professional and personal, that expand over decades. It is being able to come together and work closely on a range of issues and operational environments."

Admiral Gary Roughead, Chief of Naval Operations

Thursday, August 28, 2008

USMC Strategy for 2025 - emphasis on making Marines will NOT change

"We believe the individual Marine is the most formidable weapon on today’s battlefield and will remain so tomorrow. Whatever the future holds, our emphasis on making Marines will NOT change."

Commandant of the United States Marine Corps, General James T. Conway

Wednesday, August 27, 2008

CTMCM (SW) Ronald N. Schwartz passed away - a year ago today - 27 August 2007

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.

On the first anniversary of his passing, I suspect he is smiling down on all of us knowing that just two short weeks ago, Naval Network Warfare Command reversed their decision to disestablish the Cryptologic Technician Maintenance rating in the Navy. He was foremost a career-long advocate for 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.

Tuesday, August 26, 2008

Intelligence Emphasis

“It is my desire to conserve, to the maximum practible extent, the DNI [Director of Naval Intelligence] organization and strength and if possible to get them more help. The greater the contractions of the Navy — the more important our DNI and Communications Intelligence become.”

— Fleet Admiral Chester Nimitz, Chief of Naval Operations, 1947

Monday, August 25, 2008

Sadly, now available at

It was bound to happen. Help for the rest of us.

Shipmate ?

"I think that the term 'shipmate' is something honorable and it's something that each one of you earns. It should be something to be very proud of."

Master Chief Petty Officer of the Navy (SW/FMF) Joe Campa

Sunday, August 24, 2008

A Code For Naval Leaders

Leadership is the essence of our profession.
It is the ability to inspire people and make them feel confident that they can do the job no matter how tough it gets. Leadership provides direction, sets priorities, and upholds standards.

People are the Navy's most valuable asset.
Your people are by far your most valuable asset, no matter how expensive the machines and systems entrusted to your care. A corollary to this is the fundamental concept that we must retain our quality people. A positive atmosphere will aid you in retaining your valuable people.

Provide recognition to deserving people.
When people do well, be sure they are rewarded, both formally and informally by your personal comments and reactions, and formally through letters of appreciation and commendation, and medal nominations. Our people work incredibly hard, both at sea and ashore. Awards and other recognition mean a great deal to your Sailors and will create a positive command atmosphere.

Listen to your people.
Cooperation and teamwork are vital for readiness and accomplishing the mission, so encourage open communications up and down the chain of command within your command. Involve your subordinates in all aspects of planning, decision making, and problem solving-although remember you are in charge and must be decisive when the chips are down.

Accept change and plan for uncertainty.
There is an old saying that you must always have a "Plan B." This means that even when everything has been carefully planned, the nature of naval operations is such that something will change or go wrong; you must therefore be ready with a backup plan. Don't become frustrated or upset-try to think through the crisis and come up with a solution, working with your chain of command.

From Admiral James Stavridis' - DIVISION OFFICER'S GUIDE


If you can keep your head when all about you
Are losing theirs and blaming it on you,
If you can trust yourself when all men doubt you
But make allowance for their doubting too,
If you can wait and not be tired by waiting,
Or being lied about, don't deal in lies,
Or being hated, don't give way to hating,
And yet don't look too good, nor talk too wise:

Rudyard Kipling

If you can do that, you've done enough...
Don't worry about the doubters, blamers, haters and liars.

Saturday, August 23, 2008

Most important characteristic

"Perhaps the most important characteristic of all for a person in any profession is INTEGRITY. In the Navy, integrity is absolutely essential or the person fails and the service fails."

Admiral Arleigh A. Burke

Friday, August 22, 2008

You will shine as a Navy leader

"The essence of leadership is making people better. In most cases, people will sense what your expectations are and meet them. If you believe in your people, support them, and challenge them, they will almost always rise up to the occasion and perform superbly.

On the other hand, if you are suspicious, quick to criticize, and unsupportive, they will frequently perform poorly. believe in your people, let them know you trust them, listen to them, be biased toward change and improvement, and you will shine as a Navy leader. In a phrase, people will almost always be what you expect them to be. If one of your principle objectives is to develop those who work for you, success will be assured."

Admiral James Stavridis, DIVISION OFFICER'S GUIDE

Thursday, August 21, 2008

The Navy as a threat to the Navy ??

"The problem starts at a conceptual disconnect between strategy and reality. The Navy’s Cooperative Strategy for 21st Century Seapower is a set of concepts that was not linked to any clearly defined force plan, modernization plan, program, or budget. Navy shipbuilding plans are now shaped more as the result of budgetary constraints than as a response to strategic requirements. They seem to be an expression of wishful thinking rather than a realistic strategic guideline for naval procurement."

"The Navy’s procurement policy is in serious disarray. Unrealistic force plans, overoptimistic cost estimates, unrealistic projections of technical feasibility, and inadequate program management have created an unaffordable ship building program, led the Navy to phase out capable ships for new ships it cannot fund, and threaten the US Navy’s ability to implement an effective maritime strategy."

A harsh assessment from the Center for Strategic and International Studies. FULL REPORT HERE.

Wednesday, August 20, 2008

Our Information Warfare vision is...

"... to capitalize on our dual asymmetric advantages; our talented and highly motivated people and our cutting edge technology to deliver overwhelming information superiority to naval and Joint commanders. Achieving this vision requires the continued development of our people and the creation and sustainment of robust programs that deliver Information Warfare capabilities, including new strategic concepts, tactics, techniques, procedures, training, and new acquisition programs of record. As we continue our evolution as Information Warriors, we must maintain our unparalleled expertise and relevance as the premier military Signals Intelligence and Cryptologic force."

RADM Edward H. Deets, Vice Commander, Naval Network Warfare Command in September 2007 letter to Information Warfare Officers

Tuesday, August 19, 2008

Joint Vision 2020 and the Information Warrior

The Department of Defense's "Joint Vision 2020" makes it clear that attracting and retaining people with the intellect, training and motivation to prevail across the spectrum of military operations is critical to the future success of our forces. To that end, developing and retaining "information warriors" capable of conducting decisive information operations is a strategic, operational and tactical imperative. To fail in this endeavor will significantly jeopardize our ability to prevail in future conflicts.

Monday, August 18, 2008

Training Excellence - 6 years ago

“You have a great many shipmates in the intelligence and cryptology business across the world; and working together, our advantage in combat will be moreso the intelligence and the information that we share about the enemy and what our next move should be. I, in fact, suggest that may very well be more important than the actual tools of direct combat."

“Today, I am especially gratified and pleased to be here with you and award the Chief of Naval Education and Training’s Training Excellence Award. We have over 150 training organizations that we’re responsible for at CNET, and NTTC Corry Station is one of a relative few handful of commands that are recognized for their exceptional performance and their exceptional service in the business of training and education,” he said.

“It is really an honor for me to award your command this prestigious award because it represents the very best that we do in our Navy as it relates to training and education. And again, it is no surprise to me that with Capt. Deets, his distinguished faculty and staff here, and the extraordinary quality of the young men and women who fill the ranks out here, that you have achieved this Training Excellence Award.”

Vice Admiral Al Harms, Chief of Naval Education and Training

Sunday, August 17, 2008

Chief of Staff of the Air Force has a plan

Key Actions
  • We will drive performance
  • We will look hard at third rail issues
  • We will be visible, approachable and inclusive
  • We will be devastating on poor performers and personal misconduct
  • We will partner with Sec Donley and his successor to stop the slide and regain our stature as professionals and as uncompromising Joint warfighters

Saturday, August 16, 2008

Correct deficiencies on the spot

"Any time we see something wrong and don’t correct it, we lose some of the professionalism that earns our Sailors' respect and confidence. Each time we look the other way and ignore a minor deficiency because we’re in a hurry or it’s not that important, it becomes easier to overlook other things. We tend to let more slide until, one day, we overlook something that causes an accident. With luck, it only costs damaged equipment. All too often the price is an injured or dead Sailor."

Friday, August 15, 2008

Document Important Decision Processes

"When important decisions are not documented, one becomes dependent on individual memory, which is quickly lost as people leave or move to other jobs. In my work, it is important to be able to go back a number of years to determine the facts that were considered in arriving at a decision. This makes it easier to resolve new problems by putting them into proper perspective. It also minimizes the risk of repeating past mistakes. Moreover if important communications and actions are not documented clearly, one can never be sure they were understood or even executed."

Rear Admiral Hyman Rickover

Thursday, August 14, 2008

Navy Ethos - We already have one

"The Navy doesn’t need another written attempt to piece together what it stands for. It already has Core Values, a Sailor’s Creed, a Maritime Strategy and more.

What it needs is to start living up to the standards and traditions naval leaders have developed over generations.

The core values of honor, courage and commitment are a good start. Honor to the truth and to justice; courage to do what’s right and defend the nation even in the face of mortal danger; and commitment to getting the job done, and doing it well.

An ethos is innate. And this is what the Navy’s ethos is supposed to be.

So, the Navy doesn’t need a new ethos statement. It just needs to start living up to the high standards it already has set for itself."

From NAVY TIMES Editorial

Wednesday, August 13, 2008

Global Commons - gaining popularity in DoD terminology

"Global Commons" is a term which is gaining popularity in DoD circles. We are seeing it more and more in strategy documents and in speeches by senior DoD and Navy officials.

In the civilian commercial sector we are seeing "Global Commons" as a reference to (1) information, (2) commerce and (3) community.

For DoD, "Global Commons" broadly refers to the domains of (1) land, (2) sea, and (3) air - including space and cyberspace.

In old English law, the common (or commons) was a tract of ground shared by residents of a village of town, but not belonging to anyone in particular.

Skillsets Vitally Important to This War

"The skill sets of our Information Professional officers, information system technicians (IT), information warfare officers (IWO) and cryptologic technicians (CT), the capabilities they bring to the fight, and the effects they deliver, are vitally important to this war. There is no question about it — they are in the fight.

And while I’m focusing primarily on those from our NETWARCOM domain, I can’t say enough about the Soldiers, Airmen, Marines and civilians who are all part of this massive team effort. Everywhere I went I heard great stories of the professionalism and dedication of our Sailors involved in network operations, signals intelligence (SIGINT), cryptology and information operations. They are motivated; they understand the vital nature of their mission, and they are performing jobs in their skill sets. Their morale is very high."

Rear Admiral Ned Deets,
Vice Commander, Naval Network Warfare Command

CHIPS Magazine, December 2007

Tuesday, August 12, 2008

A Leader Teaches

"A leader should not only be a teacher of subordinate leaders but should also teach them to be teachers themselves, by establishing personal standards, by setting an example which others can emulate, by taking the time to teach, and by teaching systematically and regularly."

Major General Perry M. Smith
Rules & Tools for Leaders
Chapter 22 TEACHING

Monday, August 11, 2008

Change...not so fast

"The Navy says, "It isn't courtesy to change the set of the sail within 30 minutes after relief of the watch." Applied to a command job, this means that it is a mistake for an officer, on taking a new post, to order sweeping changes affecting other men, in the belief that this will give him a reputation for action and firmness."

From the 1950 Edition of THE ARMED FORCES OFFICER

Sunday, August 10, 2008

Autonomy of command at sea

"The captain, thus, is the sole word of authority aboard the ship, and every decision rests squarely on his shoulders. Even after electronics created the ability to "talk to the boss" around the clock, anywhere in the world, the habit of autonomous operations continues to reside in the naval forces. "Command by Negation," a concept unique to naval command and control, allows a subordinate commander the freedom to operate as he or she sees best, keeping authorities informed of decisions taken, until the senior overrides a decision. The Navy is the only service that uses the acronym UNODIR (UNless Otherwise DIRected) by which a commanding officer informs the boss of a proposed course of action, and only if the boss overrides it, will it not be taken. The subordinate is informing the boss, not asking permission."


Saturday, August 9, 2008


The truly successful in our business work as a team. Yes, we may have different perspectives, but on the key points we are one team.

Coordinate with others. We’re all in this together, despite often competing agendas. Build consensus on issues. Honestly debate critical issues. Don’t compromise on integrity, ethical issues, or issues involving life/death. For all other issues, find the optimum solution for all involved. That generally means “compromise.” My experience tells me that compromising doesn’t always result in the best solution, but it generally does…and it is a heck of a lot easier to work together and find an optimal solution than to degenerate into mudslinging…that takes a lot more energy and isn’t a great deal of fun.

Don’t blind-side your buddies or your boss…your reputation depends on playing well in the sandbox. Even the perception of lack of teamwork can hamper the perception that you’re a team player. Avoid treading on someone else’s turf. If you need to work on an issue that falls in the seams with another person (particularly important for analytical topics) then work with the other person. Seek common ground.

VADM Jack Dorsett, Director of Naval Intelligence,

Friday, August 8, 2008

Set Clear Standards

Establishing and adhering to standards is an essential element of success. Standards are especially important when dealing with fitness reports, evaluations, and the awards system. Consistent application of standards is respected by your folks. It often doesn’t matter whether you apply conservative or liberal standards…the important thing is that you set them and keep them. Problems arise when you deviate from the standards…you send mixed signals to your people. Confusing the work force leads to morale problems.

VADM Jack Dorsett, Director of Naval Intelligence


Thursday, August 7, 2008

Seven Principles of Success

- Professional Competence
- Relevance
- Dedication
- Sense of Urgency
- Leadership
- Vision
- Ethical Standards

Some additional useful characteristics

- Teamwork
- Take care of yourself and your family
- Attention to Detail
- Never Let an Opportunity Pass
- Set Clear Standards
- Diversity
- Learn How to Work For Your Boss
- Transparency
- Win-Win Solutions
- Deal With Problems...Immediately
- Take Action on Personnel Administrative Actions
- Your Goal Should be Top-Quality Products
- Save Examples
- Maintain Your Humility

VADM Jack Dorsett, Director of Naval Intelligence

Soldier, Sailor, Airman and Marine

May 19, 1994 the Secretary of the Navy John H. Dalton decreed the word 'Sailor', when used in Naval correspondence and referring to Sailors of the U.S. Navy - 'Sailor' will be capitalized.

Army Chief of Staff Gen. Peter J. Schoomaker in October 2003 and Air Force Chief of Staff Gen. John Jumper in May 2004 decreed the same for the words 'Soldier' and 'Airman' respectively.

(when referring to a person in the Marine Corps) is a proper noun and has always been capitalized.

And we can add 'Coast Guardsman' to the mix.

From the website

Wednesday, August 6, 2008

The Art of Success in Naval Intelligence !!

I like the cut of VADM Dorsett's jib. That's what I am talking about.

“Good enough” is not good enough. Naval Intelligence and Information Warfare have been successful because we have not settled for second best. Quality counts. Whether you’re defending a network, performing analysis, producing an assessment, or submitting a personnel action for one of your people, you absolutely must provide the top quality product. Anything less dishonors the many superb Naval Intelligence professionals who paved the way for us…they provided first-rate products."

VADM Jack Dorsett, Director of Naval Intelligence

Chief Petty Officer Training

"What excited me about the Center for Cryptology Corry Station's approach to Chief Petty Officer training was an entire chain of command's commitment to a vital part of our organization - to make them (Chief Petty Officers) better, more efficient, and more effective," Master Chief McCalip said.

"All too often, when a Sailor makes Chief, they think they've 'made it,' and, in some ways, they have...but it is so important that we provide strategic mentoring to further their professional and personal development. The fact that we had an admiral-select (Edward H. Deets III) sitting in there the whole week sent a message to the Chiefs and officers that Corry's commitment to being the best flows from the top down."

The course was originally conceived, developed and delivered by (then) Commander Mike Lambert, Director of Training, Naval Technical Training Center Corry Station, Pensacola, Florida. The CO/XO/CMC and wardroom were instructors in this course.

Tuesday, August 5, 2008

Fired - For Cause

Word to the wise - don't let your Sailors smoke and set your ship on fire. And, don't run your ship aground. The American taxpayer (you and me) can't afford it. $17M in damage to USS George Washington. Costs to repair USS Pearl Harbor are as yet unknown.

Your questions about RESPONSIBILITY and ACCOUNTABILITY have been answered. For those things which you are responsible, you will be held accountable.

Next question?

Monday, August 4, 2008

30 Blinding Flashes of the Obvious - 2nd Edition - Final 5

26. Network Constantly
Every day do some networking, expand your braintrust, seek out creative and imaginative ideas. Exercise your curiosity and curiosity of your subordinates.
27. Don't Be a Perfectionist
Leaders tend to drive their associates crazy when they are unwilling to accept very good but not perfect solutions to tough problems. Leaders must understand that perfection is seldom possible and that in many cases "the perfect is the enemy of the good."
28. Find an Anchor and Hold on to It in the Tough Times
I have been blessed with a number of wonderful anchors. My wife of more than 42 years has lifted me up when I was down and eased me down when I was sky high. My two adult children have been very helpful, especially when I was dealing with issues of integrity. A few other close friends have helped so many times when I was in great need of advice, comfort, solace, or support.
29. Leverage Opportunities
The best leaders leverage their time, their talents, their technology, and their friends. In fact, if you use leverage, many things you do will become easier and quicker. Let me give two personal examples. I am a
terrible typist, but I have a fast computer that allows me to crank out written material quickly. Also, I am blessed with the talent of speed reading. It has allowed me to get through my "in-box" quickly and get out with the troops as well as maintain a regular reading program of about four books per month.
30. Be a Servant Leader
Too many leaders serve their ambitions or their egos rather than their people. As I reflect on the marvelous leadership opportunities I have enjoyed, I realize that I spent most of my time serving the people who worked for me. Whenever they reached out to me for assistance, I tried to help them.

Shared with me by Major General Perry Smith, an American patriot.

All 60 Tips in a single document !!

Sunday, August 3, 2008

30 Blinding Flashes of the Obvious - 2nd Edition - 5 at a time

21. Focus on Functions, Not on Form
Peter Vaill has pointed out how important it is to be clear on the job to be done, but to be very flexible on the way to do that job. Leadership is not a position. It is a process where leadership and followership is a seamless web. Without followership, leadership always fails. Leaders and followers determine each others' success. Today you lead, tomorrow you follow, and vice versa.
22. Fight the Temptation to Get Even
If someone does something to you that is mean spirited, think of it as his or her problem not your problem. Trying to get even seldom works, lacks dignity, and makes you look petty and mean spirited. You can never get ahead by getting even.
23. Focus on Goals Not Process
It is important to be clear about the job to be done but to be very flexible about the way you do the job.
24. Be a Blame Acceptor
If something goes wrong within the organization that you lead, you must be willing to accept the blame even though you personally may be only a tiny part of the failure. Too many bosses try to blame others, especially their subordinates. By doing so, they often lose the respect of their people and their bosses.
25. Establish Self-Reinforcing Relationships
Praise and support those who can move smoothly from competition to cooperation. Encourage those who find solutions that reconcile the opposites. The French have it right in their national motto - "liberty, equality, and fraternity."

Shared with me by Major General Perry Smith, an American patriot.

All 60 Tips in a Single Document !!

Saturday, August 2, 2008

30 Blinding Flashes of the Obvious - 2nd Edition - 5 at a time

16. Fight the Natural Tendency to Clone Yourself
Although it is very common, it is a terrible mistake to hire people who look, act, and think like you do. Every time you are about to make a decision to hire someone, be brutally honest with yourself. Is this person attractive to you because he or she brings a fresh background, perspective, or point of view? If not, keep looking. Also, after you hire someone, force yourself to avoid the tendency to encourage that person to act and be like you.
17. Welcome Criticism
All leaders should fully understand that criticism and loyalty are mutually supporting. When subordinates quit complaining that can be very bad news. It means that they are either afraid to complain or have given up on making things better within the organization. Both are deadly.
18. Don't Set Unreasonable Deadlines
There is an expression in the Pentagon, "If you want it bad, you will get it bad." Try to give your folks enough time to put together a solution that you and they can be proud of.
19. Expect Exceptional Performance
Although perfectionism in a leader can be deadly in any organization, leaders must not let the pendulum swing too far in the other direction. If leaders don't ask for exceptional performance from their associates, they are not likely to get it.
20. Don't Allow Yourself to Become a Wind Chime
If your primary skill is blowing with the wind by being politically agile, you will not be respected by those you lead. Have a backbone and exercise your strength of character by taking strong positions on important issues.

Shared with me by Major General Perry Smith, an American patriot.

All 60 Tips in a Single Document !!

Friday, August 1, 2008

Intelligence—The Profession of Specialists

"If Naval Intelligence is to realize its vision of achieving information dominance over potential adversaries and create decision superiority for our commanders, our operational forces and our allied partners, we must fundamentally alter course with regard to how we look at ourselves. We must be highly skilled and possess extensive experiences in the profession of intelligence. We must invest in educating our people to a dramatically higher level than we ever have in our history. I commit to you my energies and leadership, but I will need your help and your innovative thinking as we implement new methods for training and educating our professionals. This is our highest priority. Standby your stations, we’re about to crank it up to flank speed."

Vice Admiral Jack Dorsett, Director of Naval Intelligence

30 Blinding Flashes of the Obvious - 2nd Edition - 5 at a time

11. Enjoy Your Work and Your People
Working for a boss with a furrowed brow or an angry scowl is no fun nor does it inspire people to do their very best. If you are obviously enjoying your work, most people will be captured by your enthusiasm and joy and will enjoy their work also.
12. Acknowledge Mistakes Quickly and Completely
Be willing to fully air your dirty linen. The best leaders acknowledge their mistakes quickly and take corrective actions to reduce the possibility of a similar mistake in the future. Good news may improve with age, bad news does not.
13. Don't Overconcentrate on the Details
No amount of genius can overcome a preoccupation with detail. This was the fundamental mistake of the Carter Presidency. A man of compassion and intellect failed because he was unable to empower subordinates, nor was he able to think and act strategically.
14. Never Roll the Ball Over
Leaders should remind themselves often that when they play sports, the object is not to win but to compete with total integrity. Many people play fast and loose with the game of golf. They cheat, yet they somehow justify their conduct. (Bill Clinton uses the term "a do over" to explain the 30 or so mulligans he uses during his golf rounds.)
15. Anticipate Impending Crises
The best leaders have the ability to look around corners and anticipate problems and impending crises. When you see a crisis headed your way, take some quick actions to end it and to minimize the damage.

Shared with me by Major General Perry M. Smith, an American patriot.

All 60 Tips in a Single Document !!