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

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

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."

THE ARMED FORCES OFFICER, 2007

Teamwork

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,
THE ART OF SUCCESS IN NAVAL INTELLIGENCE

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

THE ART OF SUCCESS IN NAVAL INTELLIGENCE

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

From THE ART OF SUCCESS IN NAVAL INTELLIGENCE,
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.

'Marine' (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 NavyCS.com

The Art of Success in Naval Intelligence !!

HOW ABOUT SOME ATTITUDE !

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.

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?

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 !!

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 !!

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 !!

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 !!