A Simple Gesture - Start The New Year Right

By any measure, 2008 has been a busy year - one filled with countless challenges. Everyone in the Navy certainly feels the added pressure of the steady demand signal for improvements in readiness and performance. As we conclude the year, nearly every Sailor, Chief and officer may feel somewhat overworked, tired, and even taken a little for granted. Some of our senior leaders may feel tense or irritable themselves.

What better time to lift everyone's spirits? The solution may be better than a Navy medal and it is simple and free. It's far more personal. And it works.

What is it? A personal note. Send personal notes of thanks to the people on your team telling them specifically what you value about each of them as Shipmates.

Tell them about something they've done that they might not know that you even notice. Don't have your staff prepare form letters. Take the time to send a hand-written note. An e-mail won't do in this case.

If you're a Flag Staff Action Officer, you could ask the Chief of Staff to send a letter to your team acknowledging their contributions.

Many of our best Flag Officers are well-known for their hand-written notes.

You can be sure the recipients will treasure the notes because they are completely unexpected.

End the year on a positive note (or many of them). Tell your team "THANK YOU" with a personal note. They'll feel better. And, so will you.

The U.S. Navy - An Object of Special Pride

"From our earliest national beginnings the Navy has always been, and deserved to be, an object of special pride to the American people. ... It is well for us to have in mind that under a program of lessening naval armaments there is a greater reason for maintaining the highest efficiency, fitness and morale in this branch of the national defensive service. I know how earnest the Navy personnel are (in their devotion) to this idea and want you to be assured of my hearty concurrence."

President Warren G. Harding, 1922

Set A New Course in 2009

As we sail toward the end of 2008, "adrift" is a word all too frequently associated with our great Navy. Several problems continue to erode confidence in our Navy's leadership and none is more insidious than the common perception that integrity can be hazardous to one's career -- especially if it means vocalizing issues that might embarrass the brass.

If allowed to continue unabated, this perception will breed yet "another" generation of cynical, risk-averse naval officers more concerned with getting promoted than with addressing and fixing problems. Responsible criticism has long been considered an act of disloyalty. The Navy should reward integrity - above most other traits. We should consider changing the FITREP systems to include these simple questions: (1) Will this officer deliver the bad news, even when the boss doesn't want to hear it? (2) Will this officer risk his or her career for the men and women under him?

We should apply some positive steering now and get back on course. Otherwise, we may be heading into shoal waters.

Reader Statistics

People who read this blog can be divided into four groups.

• 25% like it for the right reasons.
• 25% hate it for the wrong reasons.
• 25% like it for the wrong reasons.
• 25% hate it for the right reasons.

I'm not sure which group concerns me more.

Navy Information Operations - Our future success is dependent on ...

Our future success is dependent on more than just advanced communications hardware and software alone. From the days of the gladiators to the present, history is replete with examples of technology providing an advantage in combat. The key to victory has not been merely having new technology available, but how a warrior has been innovative and used that technology to his advantage in combat. Navy Information Warfare is no different – we need to approach every system, newly installed or already in place, with a long-term view of how to exploit the rapid development of information systems. Innovative and smart incorporation of new technologies, as well as existing legacy systems, will carry the day for the Navy’s preparedness for and success in future joint and combined operations.

Today’s capabilities began with some wise decisions to invest strongly in communications technology and some innovative thinking on the part of our ship and squadron crews and our operational staffs, the Systems commands, and all involved in the Navy C4I community. The result is a much more capable warfighting force, and our success in the war on terrorism can be attributed in part to the remarkable advancements we’ve put in place. I’m convinced we have the talent for innovation and access to technology to continue the pace we’ve set for ourselves over the past decade. If we do, today’s capabilities hardly scratch the surface compared to the tremendous potential for the future of Navy Information Warfare.

Admiral Robert Natter, former Commander, Fleet Forces Command

Share a secret with your team

A Sicilian proverb says "Only a spoon knows what is stirring in the pot."

When you allow a Shipmate, Sailor or subordinate to know what is 'stirring' within you, giving a taste or hint of what's cooking, you are giving him a taste of the plan or idea. You are instantly making a meaningful connection with him. Who doesn't what to know what the boss is thinking?

Share your ideas - make meaningful connections with your team.

From John Maxwell's - 25 Ways to Win With People

Proven Leadership Secrets of Jesus Christ - Merry Christmas

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

Leadership Outliers - 10,000 hr rule

Malcolm Gladwell's latest book OUTLIERS talks about what separates the stars from everyone else. It isn't raw talent. It is sheer persistence--those who practiced harder did better, and those who practiced insanely hard became wildly successful. Can the same be applied to Naval leadership?

Gladwell dubs this phenomenon the "10,000-hour rule." I think this can be applied equally to leadership. Becoming truly great at anything -- (leadership included) -- requires ten years of experience and 1,000 hours of practice per year. "Ten thousand hours is the magic number of greatness," he argues.

Becoming a leader requires "deliberate practice."

What are the elements of 'deliberate practice'? It's designed explicitly to improve performance -- the little adjustments that make a big difference. It's repetitive, which means that when it's time to perform for real, you don't feel the pressure. It's informed by continuous feedback; practicing leadership only works if you can see how you're improving.

Bits and pieces paraphrased (and others cut and pasted) from HARVARD BUSINESS REVIEW.

A Good Chief

"If there is anything I want to be remembered for, it is being remembered as a good Chief. That is one of the highest compliments a Chief can attain."

Former Master Chief Petty Officer of the Navy Joe Campa

New Master Chief Petty Officer of the Navy

Rick D. West was born in Rising Fawn, Ga. He graduated from Northwest Georgia High School in 1981 and immediately entered the U.S. Navy.

He received recruit training and quartermaster training at Orlando, Fla., followed by Submarine School at Groton, Conn. His first duty assignment was on board USS Ethan Allen (SSN 608) where he completed submarine qualifications.

Other assignments included: USS Thomas Edison (SSN 610), USS Sea Devil (SSN 664), Commander Naval Activities United Kingdom (COMNAVACTUK), USS Tecumseh (SSBN 628)(Blue) and Commander, Submarine Force, U.S. Pacific Fleet (COMSUBPAC) Staff (TRE Team).

He was then assigned as chief of the boat (COB) on board the San Diego-based fast attack submarine, USS Portsmouth (SSN 707), completing 2 Western Pacific deployments. The crew earned two Battle Efficiency “E” awards.

Upon completion of a command master chief (CMC) tour at COMSUBRON 11, he was selected as force master chief, COMSUBPAC from January 2001 to 2004. West was then assigned to USS Preble (DDG-88) homeported in San Diego, where he deployed to the Persian Gulf and qualified as an enlisted surface warfare specialist.

West was selected during his tour on the Preble to serve as Pacific Fleet (PACFLT), fleet master chief from February 2005 to June 2007. Following PACFLT, he served as the 14th fleet master chief for the Commander, U.S. Fleet Forces Command.

West’s personal awards include the Legion of Merit (two awards), Meritorious Service Medal (three awards), Navy Commendation Medal (four awards), Navy Achievement Medal (two awards), Enlisted Surface Warfare Insignia, Enlisted Submarine Insignia and SSBN Deterrent Patrol Pin.

Note: Times have changed. My OCS instructor, CWO4 Wallace Louis Exum, served in the Navy from 1942-1985 (through WWII, Korea and Vietnam). In those 43 years, he earned a Purple Heart for wounds received at IWO JIMA and a Navy Achievement Medal for saving a sinking ship that was on fire in San Francisco Bay. At 81 years of age, I am sure he would like to read the citations for the MCPON's Legions of Merit.

Admiral of the Cyber Sea

“No matter how long I live, no matter how many more different jobs I may have, I have already been given the highest reward I’ll ever receive, the privilege and the responsibility of serving very proudly in the United States Navy.”

Rear Admiral Grace Hopper

MCPON Campa - Gone - Legacy Remains

"MCPON Campa can take great pride in his many contributions during his watch. His extraordinary leadership, keen insight, and sound judgment enhanced the role of the Chief Petty Officer. He authored the Chief Petty Officer's mission, vision, guiding principles, revitalized the Master Chief Petty Officer of the Navy's Leadership Mess, and empowered Fleet, Force, and Command Master Chiefs. Most importantly, he re-established the deckplate leadership that is the essence of a U.S. Navy Chief Petty Officer. His efforts significantly increased the impact of Navy Senior Enlisted Leaders and, in doing so, improved the readiness of the Navy. "

Chief of Naval Operations, Admiral Gary Roughead

I think MCPON Campa would probably argue every point above. There was no "me" or "I" in his vocabulary, so far as I know. His Chiefs authored the CPO MVP (mission, values, principles); the Navy Leadership Mess had long been empowered and Navy Chiefs re-established for themselves their role as deckplate leaders. He'll be a hard act to follow.

It is not a job, it is a way of life

One thing must be remembered; it is not just a job, it is a way of life. One must be caught up in it bone and marrow to find its deepest rewards. In to day's Navy, significantly different from that of the pre-World War II era, few new officers are full-blown, predetermined professionals. The training, the experience, the education (much of it self-administered), the refinement by fire, and the continuing competition and selection work their effects through the years until, at some time not easily defined or identified, a true professional is created. Once this has happened, a change has occurred which will not easily pass.

Most of the elements of this essentially practical profession are open and plain for all to see. It has aspects, however, like all professions worthy of the name, that go deeper; there is an indefinable dimension, a sort of mystique, that does not yield its secrets to the casual inquirer or, indeed, to many who wear the Navy's blue and gold for many years. Its deepest characteristics are as inscrutable as that combination of the sea and service to country that gives the profession its distinctive flavor.

Is it worth it? Every man must speak for himself. As for me, the answer is yes. It has been worth it, over and over again.

RADM James Calvert, former Superintendent of the United States Naval Academy in his book - THE NAVAL PROFESSION

On The Roof Gang - A little history

In July 1928, the CNO announced the establishment of a school to instruct radio operators in intercept operations, particularly for Japanese kana. The first class would begin on October 1, 1928, and instructors were to be two of the self-taught radiomen from the Asiatic fleet.
The first class was considered a success, so five more were held in 1929. The instructor for the first three was Chief Radioman Harry Kidder (A building is named in his honor at the Center for Information Dominance at Corry Station in Pensacola, Florida). The last two were taught by Chief Radioman Dorman Chauncey. Both were veterans of intercept operations in the Asiatic Fleet. Chauncey had conducted intercept at the U.S. Navy sites in Hawaii and Peking.
The first classes of trainees were composed largely of experienced radiomen of senior enlisted rank. To ensure that there would be continuity of service, the second and third groups of trainees were relatively junior.
Marine Corps personnel participated in the training from the third class, which began in November 1929. The class that trained from December 1930 to April 1931 was composed entirely of Marine enlisted men. Marines engaged in intercept activities for most of the 1930s, but the number dwindled late in the decade, since intercept operations were not a Marine rating and promotion possibilities were less for intercept operators than general service radiomen.
With a larger pool of intercept operators to deploy, additional collection sites were opened: Guam, Olongapo, Philippine Islands, and Astoria, Oregon. Some intercept was conducted aboard ships, principally the USS Agusta and the USS Gold Star.
Since these classes were held in a wood structure set atop the Navy Headquarters Building in Washington, and since the radiomen could not explain their classwork to others, they eventually acquired the nickname, "The On-the-Roof Gang."
Some of these fine men survive today.

NOTE: The Navy Building in the District of Columbia, by the way, was demolished after World War II. Part of the area where it once stood is now occupied by the Vietnam Memorial.
Taken from the NSA Website.

Who Shall Lead?

'First movers' in coordination situations are most likely to become leaders, and this prediction is borne out in the literature. A recent meta-analysis indicated that of the Big Five personality dimensions, extraversion is the most highly related to leadership emergence and effectiveness ratings.

Primary studies report correlations between leadership and such narrower band dimensions as assertiveness, boldness, initiative, need for achievement, proactivity, and risk taking, which all increase the propensity to move first.

In the cognitive domain, people who quickly recognize that situations require coordination are more likely to become leaders. This might explain the relationship between general intelligence and leadership and why intelligence is a universally desired characteristic of leaders. We expect that as coordination tasks become more complex, cognitive factors will become a better predictor of leadership.

Our analysis also suggests that an ability to estimate the payoffs for followers is necessary for leaders to be influential. This would explain the empirical links between leadership and social intelligence, political skill, empathy, perspective taking, and nonverbal sensitivity.

“The leader must be able to know what followers want, when they want it, and what prevents them from getting what they want”. This also suggests that the more complex the group, the more socially astute the leader needs to be. Another implication of our analysis is that good leaders should be perceived as both competent and benevolent because followers want leaders who can acquire resources and then are willing to share them.

Leaders’ willingness to share (information, for example) is reflected in such traits as trustworthiness, fairness, generosity, and self-sacrifice— universally desirable leader attributes.

Given the risks associated with following, people prefer leaders who can benefit the group.

LEADERSHIP, FOLLOWERSHIP, and EVOLUTION