Fallen Shipmate - CTM3 Matthew J. O'Bryant - Born on 10 May 1986

Cryptologic Technician Maintenance (CTM) Third Class Petty Officer Matthew J. O'Bryant, 22, of Duluth, Ga., left this earth on September 20 in the bombing of the Marriott Hotel in Islamabad, Pakistan. Matthew was a valued member of the Navy Information Operations Command Maryland, Fort Meade, Md.

Rear Admiral William Leigher (OPNAV N3IO) had the sad but proud responsibility to meet this young man's remains in Dover, Delaware as he returned to American soil.

Our deepest sympathies and debt of unbounded gratitude go out to this patriot's family. This Sailor now 'rests his oars'. He has given this great Navy and our country the gift of his unselfish service. We are forever in your debt Shipmate. Rest easy, your NIOC Maryland Shipmates have the watch. 

From the Alabama Post Register: Tommy O'Bryant said that the officers did not confirm his son's death until nearly noon Monday. "The hardest thing was not knowing what's going on," he said. "But the officers finally came straight to the point and said our son was killed in the war." O'Bryant graduated from Theodore High School in 2004, his father said. "He didn't play any sports, but he was in the ROTC and he graduated from there as full corporal." Before arriving in Pakistan, O'Bryant was assigned to the Navy Information Operations Command Maryland, Fort Meade, Md. He was the only Alabama sailor who was killed in the blast, Lt. Cmdr. Doug Gabos, a spokesman for the Navy Network Warfare Command in Norfolk, Va., said in a Tuesday night phone interview. Today would have marked the 30th day that the young man had served overseas, said his father, Tommy O'Bryant. As a cryptologic technician, O'Bryant would have been "involved in the installation, configuration, diagnosis and repair of state-of-the-art electronic computers and network hardware and software systems," Officials declined Tuesday to say why O'Bryant was at the Marriott Hotel, but Gabos said that he "may have just been staying at that hotel. I can't confirm that but I believe that to be a fact." O'Bryant had attended the Art Institute of Atlanta before joining the Navy in March 2007, his father said. He was married to his wife, Bridgett, nearly two years ago. "He called his wife Saturday morning, an hour before the bomb would have gone off," Tommy O'Bryant said. "She was the last one to speak to him." Bridgett O'Bryant had been living in Buckatana, Miss., with her parents since her husband's deployment, Tommy O'Bryant said. Naval officers "came to her house Saturday night, and she called us about midnight," he said. "They told her he was missing." 

From MSNBC Wire Services Navy 3rd Class Petty Officer Matthew J. O'Bryant Matthew J. O'Bryant was known for his ability to make people smile. "He was the nicest person you'd ever know. He got along with everybody. He was friendly, he was a real good person," said Roger O'Bryant, Matthew's uncle. O'Bryant, 22, of Duluth, Ga., died Sept. 20 in a bombing in Islamabad, Pakistan. He was a 2004 high school graduate and was assigned to Fort Meade. O'Bryant's commanding officer, Capt. Richard Bodziak said, "He was exactly the kind of sailor we want in the Navy." O'Bryant, who was a cryptologic technician, was "first in his class," Bodziak said. He said the sailor exhibited "honor, courage and commitment." Just prior to a funeral service, Lawrence O'Bryant told everyone who came up to him how proud he was of his brother. He noted that four members of the family — the two brothers and two of their cousins — were all serving in the Navy at the same time. "There were four of us in the Navy," he said. "Well, there's three now." He paused, then added, "I guess there will always be four of us because he will always be in the Navy." He is survived by his wife, Bridgette. Alabama sailor killed in Pakistan laid to rest Sep 30, 2008.

AP MOBILE, Ala. (Map, News) - Some 700 mourners attended a funeral in Mobile for an Alabama sailor killed Sept. 20 in a terrorist bomb blast outside a hotel in Pakistan. At Monday's service, Calvary Assembly of God pastor Dave Edwards said Petty Officer 3rd Class Matthew O'Bryant, 22, a Theodore High School graduate, was "a brave young man who made the ultimate sacrifice." The bomb blast at the Marriott Hotel in Islamabad took at least 60 lives. A cryptologic technician, O'Bryant was based at Fort Meade, Md. His commanding officer, Capt. Richard Bodziak, said O'Bryant "was exactly the kind of sailor we want in the Navy." Bodziak told the Press-Register that O'Bryant, who was serving in support of Operation Enduring Freedom, had been nominated to receive the Purple Heart, Bronze Star and Combat Action Ribbon, posthumously. A large image of O'Bryant was projected onto a screen on a wall of the sanctuary as his brother, Navy Petty Officer 3rd Class Lawrence O'Bryant, called his brother "a hero" and "a patriot" in his emotional address. The two brothers and two of their cousins were all serving in the Navy at the same time. "There were four of us in the Navy," he said. "Well, there's three now." He paused, then added, "I guess there will always be four of us because he will always be in the Navy." During the funeral, representatives of various veterans organizations presented plaques, certificates and other honors to O'Bryant's family. State Sen. Ben Brooks, R-Mobile, brought a certificate of commendation from Gov. Bob Riley. The flag-draped coffin was flanked by large stands of flowers, including one in the shape of an anchor. Besides his brother, O'Bryant is survived by his parents, Tommy and Barbara O'Bryant of Theodore; his wife, Bridgette O'Bryant of Buckatunna, Miss.; and two sisters, Janet O'Bryant and Nancy O'Bryant, both of Theodore.

Command Excellence - The Commanding Officer

The CO in a superior command:

• Targets Key Issues 

• Gets Crew to Support Command Philosophy 

• Develops XO 

• Staffs to Optimize Performance 

• Gets Out and About 

• Builds Esprit de Corps 

• Keeps His Cool 

• Develops Strong Wardroom 

• Values Chiefs Quarters 

• Ensures Training Is Effective 

• Builds Positive External Relationships 

• Influences Successfully

Superior commanding officers focus on the big picture. They set priorities, establish policy, and develop long-range plans. They target only a few key issues at a time. In explaining his priorities, one CO says: "I regularly have captain's call with all paygrades so I can reinforce any points that I want to emphasize. I always talk about combat readiness, safety, and cleanliness. And whenever I ask them what my priorities are, they always tell me, "Combat readiness, safety, and cleanliness." Once they identify the critical needs of the command and chart a direction, these COs accomplish the command's mission by inspiring others and working through them.

This means that superior COs recognize the importance of their relationships with other people, and they concentrate on developing those relationships within and outside the command.

In dealing with the executive officer, superior COs are concerned not only with immediate issues but with overall progress: they look upon the XO as an assistant, but they know that this assistant is a future CO. Together, they discuss plans and review courses of action, and the CO is especially careful to keep the XO informed of command decisions. Whenever possible, the CO delegates, leaving room for the XO to function independently.

In the same way, the best COs develop their department heads and division officers, delegating work and meeting frequently for planning and review. They monitor morale and try to create a climate of mutual support. They take an interest in the well-being of their officers and express a willingness to talk about significant personal problems. They pay special attention to first-year officers, making sure they start out on a strong career footing. With more experienced officers, they provide opportunities for professional development and encouragement to move up through the chain of command.

Superior commanding officers are also sensitive to the role of chiefs and the chiefs quarters: It is the chiefs, they say, who "run the ship," who have that combination of management know-how and hands-on experience needed to keep the command's systems running smoothly and crew members working efficiently. As one CO put it, "The chiefs are the eyes and ears of the squadron. They're here all the time and know what's going on. I'd be a fool not to listen to them." These COs expect their chiefs to be involved in all phases of running the command, and they make sure the chief's role is respected.

Top COs know how to balance overlapping demands. They show great interest in and concern for their subordinates, yet they refuse to micromanage, to be constantly looking over people's shoulders to see what they're up to. By frequently getting out and about, these COs can express their interest in their personnel and get a feel for how things are going in their command. One CO states: "I've got a personal goal of seeing three people a day and just walking around and asking people, 'How's it going?' "

Much of leadership and management is influence, and superior COs are masters of influence. They know how to get people to do what they want them to do and to like it. A common trait of these COs is that they keep their cool; they are not screamers. But they do have a repertoire of influence strategies that they choose according to the situation and personalities involved. At one time, they may use reason and facts; at another, a judicious display of emotion and a loud voice. These COs know how to push the right buttons to get their people to make sacrifices and work exceptionally hard.

These COs have high standards, too. They want to be the best and they want their personnel to take pride in themselves, in the command, and in the U.S. Navy. They realize that without high morale, teamwork, and pride,  they cannot achieve and maintain top-flight performance. They also know that achieving their high standards requires high quality training, so they insist on training that is both realistic and practical.

Top COs know how to develop a superior command and how to convey the image of that success to important outsiders. They develop networks that provide essential data and support; they get help from their squadron or wing staff when preparing for inspections; and they aggressively seek out the most qualified personnel, necessary resources, and good schedules. As a result, they are often more successful than average commands in getting these things.

Not all the COs in outstanding units write out their command philosophy, but it is clear that they all have such a philosophy, that they are successful at communicating it, and that they persuade the crew to buy into it. They tell people how they want the command to operate and they set an example themselves. This results in high morale, commitment, and trust.

NIOC Fort Meade and NIOC Yokosuka Change of Command

Captain Steve Ashworth relieves Captain Rick Bodziak as Commanding Officer of Navy Information Operations Command, Fort George G. Meade, Maryland at 10 a.m.

Captain (sel) Justin F. Kershaw

Commander Niels Mateo relieved Captain (sel) Justin F. Kershaw as Commanding Officer of U.S. Navy Information Operations Command Yokosuka, Japan at 10 a.m. Rear Admiral William Leigher was the presiding officer/guest speaker.