A Bronze Star with VALOR - worth noting - VALOR UNDER FIRE

BRONZE STAR WITH COMBAT «V» and NAVY COMBAT ACTION MEDAL

In a brief ceremony at the Headquarters, Naval Security Group Command on 25 July 1969, the following citation was read to all assembled:

"The President of the United States of America hereby bestows to LCDR James S. McFarland, United States Navy, the Bronze Star with "V" Distinguishing Device (second award) and the Navy Combat Action Medal. The citation reads as follows:

On 13 April, 1969, Lieutenant Commander McFarland was assigned as liaison officer to the Fifth Special Forces Unit, THUONG DUC SFC, Vietnam. At approximately 1100 hours on the morning of the 13th, the camp was taken under intensive and extremely accurate mortar and rocket attack. Heavy casualties were inflicted on friendly forces within the first few minutes of the attack and within ten minutes seventy per cent casualties were suffered.

As the attack intensified, the enemy began preparations for a frontal assault of battalion size. The battle raged for over six hours with all perimeters subjected to heavy attack, including hand-to-hand fighting. During this action, LCDR McPARLAND distinguished himself by repeatedly rallying Vietnamese soldiers and directing effective zones of fire. Several times he left the relative safety of his perimeter bunker to assist In repulsing enemy infiltrators. On one such occasion he killed three enemy about to satchel charge the camp command bunker with automatic weapon fire and successfully turned back additional attackers with grenades.

LCDR McFarland's valor under fire is hereby awarded by presentation of the Bronze Star with "V" (second award) and the Navy Combat Action Medal."

Certified this 25th day of July 1969
William B. Clarey
Admiral United States Navy

A willingness to be alone - Former SECNAV John Dalton

"Character is the ability to place the needs of our Nation, our Navy, and our subordinates above our own personal desires. In this, character is good leadership, both by direction and by example.

What causes our Sailors and Marine to follow us into the danger of potential combat? What motivates them to stand a tough watch and work long hours? What inspires them to give their very best?

It's the trust and respect that our Sailors and Marines hold for those who lead them. It's the knowledge that naval leaders are looking after the best interests of their Sailors and Marines.

A leader stands for something…and that something is character. People choose to follow because they believe that that individual, that leader has the personal principles to make the right choice, the ethical choice when it comes to making a tough decision.

It requires courage to have character. It requires courage to admit mistakes and then take action to correct them. It takes courage to say "no" when it seems like everyone else in the crowd pretends not to notice, or worse yet, appears tolerant of immoral behavior--or a bad decision.

That's what it really takes to be a leader--a willingness to be alone while standing for something."

- Former Secretary of the Navy John Dalton

Captain Edward H. Deets III, (then) Commanding Officer, Center for Naval Cryptology, Corry Station, reminded us of former Secretary of the Navy John Dalton's important words about 'character and leadership' in his address to the Naval Cryptologic Veterans Association Spring Breakout - February 2003

I am a United States Sailor

I will support and defend the Constitution of the United States of America and I will obey the orders of those appointed over me.

I represent the fighting spirit of the Navy and those who have gone before me to defend freedom and democracy around the world.

I proudly serve my country’s Navy Combat Team with HONOR, COURAGE and COMMITMENT.

I am committed to excellence and fair treatment of all.


Happy 233rd Birthday to our great United States Navy !!

Global Commons - Space and Cyberspace

The "global commons" of space and cyberspace are vitally important to our way of life. Our civil, military, and commercial activities are dependent upon access to cyberspace and space-based capabilities, and we can expect future adversaries to attack these dependencies. Our dependence on these capabilities and their associated vulnerabilities requires us to focus our efforts to ensure US freedom of action in these domains.

FULL STATEMENT OF
GENERAL KEVIN P. CHILTON
COMMANDER
UNITED STATES STRATEGIC COMMAND
BEFORE THE STRATEGIC FORCES SUBCOMMITTEE
SENATE ARMED SERVICES COMMITTEE

To All Navy Men

You are a Navy man, part of the largest and strongest seagoing force in the world. When you were sworn in and put on your uniform for the first time, you became part of a great tradition. All the brave men who have gone before you, and those who will follow you, make up an unbroken chain of courage and devotion to duty that should make you proud to wear your uniform.

As a Navy man you are, in a special sense, a good citizen of these United States. Your uniform alone does not entitle you to special privileges, rather it obligates you to set high standards of conduct and performance of duty. At home, and on duty abroad in foreign countries, you will be under constant observation as a representative of the United States government. Be sure that no careless act of yours brings discredit to your uniform or to your country's flag.

Service in the Navy can be whatever you make it. It takes some time to understand and become adapted to the ways of the Navy, for going to sea in ships and aircraft is a tough, serious business, particularly in these troubled times. If you must work hard and at times miss a leave period or a few liberties in your home port, remember that you chose a man's job when you joined the Navy.

BLUEJACKETS' MANUAL 1957

"Command" is a marvelous instrument

"Command" is a marvelous instrument. Commanding Officers who fail to make the most of it to maximize mission accomplishment and Sailor development are cowards.

Captain John Mitchell
United States Navy

“Traits to make me a successful officer”

Former Commander, Naval Security Group Command
- Rear Admiral George Patrick March, United States Navy, Retired

Belief in the importance of the mission of the Navy and the Cryptologic Community and the ability to articulate and pass that belief on to subordinates.

Readiness to undertake any mission and to accept the job assigned. I never campaigned for any certain position but rather tried to do the best I could at what the Navy decided I should be doing.

This is why, when I was the Assignment Officer (detailer) in BuPers, I sometimes wasn’t too sympathetic with young officers’ whining when they came into my office.

From the very beginning understood the importance of the Chief Petty Officers.

I have a facility for getting along with people, but, at the same time, I think I had an inherent sense of what was important and what was fair – both to the Navy and to the individual.

Command is the lodestone

In the military, (Admiral Mike) Mullen told the (Wharton Business School) students, command is the lodestone for leaders. “It’s the pinnacle,” he said, adding that accountability is fundamental to the joy and challenge of command because commanders find themselves having to put together teams to accomplish the missions they are assigned.

Command is built around trust – both up and down – and hinges on choosing the right people, Mullen said. The hardest job he has had in his 40 years in the military has been selecting personnel for the various missions, he told the audience.

Few people succeed by just “winging it,” the chairman said. He urged the young men and women to have a strategic plan and follow it. Leaders without a strategy or a plan are the ones who fail, he said.

Information is crucial to military and business success, Mullen said, but he noted that the more senior a leader becomes, the more removed he or she is from what’s really going on.

Chairman of the Joint Chiefs of Staff
Admiral Mike Mullen in a 3 October 2008 address to Wharton Business School

Shaping the evolution of cryptology

The late CAPT George P. McGinnis, who served with distinction in World War II and helped lay the foundation upon which cryptologic work was conducted during the Cold War, has been nominated for induction into the National Security Agency/Central Security Service Hall of Honor at the National Cryptologic Museum in Washington, DC.

“George McGinnis was a remarkable man, a true American patriot, and a great personal friend to many of us in the cryptologic and information warfare community,” said RADM Edward H. Deets III, vice commander at Naval Network Warfare Command. “As one of the pioneers who helped shape the evolution of naval cryptology, Captain McGinnis deserves much of the credit for our success. His significant and lasting contributions to the security of the United States uniquely qualify him for this honor, and his selection would be a most fitting tribute.”

Born on May 11, 1919, in Iowa Park, TX, McGinnis was commissioned in the Naval Reserve in 1942 and was called to active duty shortly thereafter. He then completed postgraduate studies in electronics at Bowdoin College, Johns Hopkins University, the Massachusetts Institute of Technology and Harvard University. He was also the first cryptologic officer to graduate from the Naval War College.

He passed away on October 11, 2006.

Taken from INFO DOMAIN Magazine on the VERY MUCH IMPROVED -
Naval Network Warfare Command website

Information Warfare leadership

Information Warfare Officers are directly involved in every aspect of Naval operations, deploying globally to support Navy and joint war-fighting requirements. They provide vital information to tactical-, theater-, and national-level decision makers. (They) serve within sea, air and shore commands around the globe. And (they) lead cryptologic technicians in related activities — afloat and ashore.

The responsibility of the Information Warfare community is to deliver overwhelming information superiority that successfully supports command objectives. This is achieved through the application of Information Operations (IO) and Signals Intelligence (SIGINT) expertise. The work involves attacking, defending and exploiting networks to capitalize on vulnerabilities in the information environment. And ultimately, providing war-fighters, planners and policy makers with real-time warning, offensive opportunities and an ongoing operational advantage.

For more on Information Warfare careers click this link.

(Photo is Dave Odom as a Lieutenant)

ACCOUNTABILITY

All hands should be aware of a renewed emphasis on accountability and individual responsibility (see ALNAV 150/87). At every NSG command, detachment and department, I expect a climate for accountability - an area where a positive attitude and atmosphere exist.

This means that we must have adequate resources to do our job; that everyone knows his/her responsibility; that all of our people are well trained; and that all hands know what to expect if they do a good job or what to expect if they don't or if they get into trouble. There must never be a perception that seniors adhere to one standard while juniors must adhere to another.

Everyone must know that COs/XOs/OICs/Dept Heads will be held as accountable as juniors. The proof of leadership will always be in how we take care of our people and how we accomplish our mission.

From the NSG Archives. RADM J.S. McFarland

We adhere to values of integrity, professionalism and tradition.

We must conduct ourselves in the highest ethical manner in all relationships with peers, seniors and subordinates. Navy people do not lie, cheat or steal.

Honesty is the cornerstone of our profession, and we must be truthful in our dealings with each other and with those outside the Navy. As professionals, we embrace mission accomplishment and improvement. Our commitment to teamwork and mission reflects traditions passed down since our founding more than 200 years ago.

These include patriotism, courage to meet the demands of our job, a genuine concern for our people and a belief in the fundamental principles of our spiritual and ethical heritage.

From The Navy Policy Book, Chapter 5, The Navy's Character and Reputation

A Leadership Approach That Worked

Some years ago, this leadership approach worked for Rear Admiral James S. McFarland who was Commander, Naval Security Group Command.

Taken verbatim from his personal notes:

"Problem:
My goal was to increase the sensitivity of our leaders to the needs and concerns of our Sailors. We had very uneven application of our 'people programs.'

Actions:
- Task the Inspector general to randomly select commands to visit. Do not 'inspect' but listen - not to the leadership but to the Sailors.
- Conduct personal interviews with at least 1/2 of the command. Visit the families ashore.
- Get the pulse and document concerns - what works and what doesn't.
- Use imagination and creativity to bring our organization together as a family that shares , cares and gets the mission done right.

Results:
We addressed the problems immediately. Those endemic to the whole organization, we corrected with policy changes. Others uniques to commands, we assisted and advised. In two cases, I relieved the Commanding Officers for total insensitivity. The good people programs were adopted throughout the organization."

"To get people to ardently desire what the leader wants them to do.”

Admiral Ernest J. King advocated for more communication and sound leadership.

When people are aware and understand where the organization is going, and why; when they understand their role, and why their contribution is vitally important; when they have the assets, resources, training and direction they need; when they are truly empowered, then they will do the right things for the right reasons and the right times. And you can follow your people to achieve your vision.

The challenge for leadership is to see where the organization needs to go, and why. Leadership needs to communicate that vision to the employees with sound and rational reasoning, and communicate it so that the employees will ardently want to move the organization, transform it if need be, from where it is today to what it needs to be to serve the customers best. Then we won’t need to tell people what to do. They’ll know. They’ll believe it. And they’ll do it without being pushed because they believe it’s the right thing to do.

Read the entire article:

Essay: Leader, transform thyself!

Good leadership requires both vision and communication skills

By Edward Lundquist

A Strategy for Our People - Deficiency & Recommendation

DEFICIENCY: The Navy MPT&E roadmaps (click here for the Information Warfare Community Strategy for Our People) — containing implementation action plans, discrete tasks required to achieve the Strategic vision, and metrics, accountability methods, and timelines for completion are yet to be finished. Thus the implementation of the Navy's Human Capital Strategy (HCS) effort remains unfinished.

FINDING: Completing, communicating, and implementing a comprehensive human capital strategy will be essential to achieving the Navy and Marine Corps transformation goals.

RECOMMENDATION: The Chief of Naval Operations (CNO) should take ownership of their services’ human capital strategy (HCS) and direct its prompt completion. Beyond that, the CNO should institute a process to review and update their HCS in light of changes in the strategic environment, future plans, and evolving experience with existing human resource policies. The completion of the services’ HCS should be done with the following criteria in mind:

1. Aligned. The HCS should be linked clearly to the services’ goals and missions, identifying the highest-priority “key success factors” required of personnel for organizational success.

2. Internalized. The HCS must be communicated to and broadly understood at all levels, in ways that clarify to individuals in each subunit how their efforts affect overall success.

3. Routinized. The HCS should routinely inform decisions, trade-offs, and resource allocations and should be embedded in everyday operating procedures (e.g., planning and budgeting, personnel reviews, external reporting).

4. Coherent. The HCS should promote coherence and synergies in human resource administration across specific domains (e.g., recruitment, compensation, training, and development). It should sustain a human resources “brand” that makes clear to current and prospective sailors and marines what is expected of them and what they in turn can expect of the organization.

5. Measurable. The HCS should describe desired outcomes that can be and are assessed with metrics.

6. Adaptable. The HCS should be dynamic, undergoing routine reassessment and adjustment in light of learning and of changing organizational and environmental contingencies.

7. Consequential. Supporting the HCS should represent (and must be perceived to represent) a significant element in the formal assessment and evaluation of leaders.

The committee recommends: an assessment of current proposed human resource strategies against this list of criteria and creation of a template simple enough in form and content that it can be used to articulate the key success factors and human resource strategy to diverse audiences at all levels of the naval services.

Manpower and Personnel Needs for a Transformed Naval Force
Committee on Manpower and Personnel Needs for a Transformed Naval Force, National Research Council
Copyright 2008