Musings, leadership tidbits and quotes posted by a retired Navy Captain (really just a high performing 2nd Class Petty Officer) who hung up his uniform a bit too early. He still wears his Navy service on his sleeve. He needs to get over that. "ADVANCE WARNING – NO ORIGINAL THOUGHT!" A "self-appointed" lead EVANGELIST for the "cryptologic community". Keeping CRYPTOLOGY alive-one day and Sailor at a time. 2019 is 84th Anniversary of the Naval Security Group.
 |
| Do your meetings have purpose? What decisions are made? What actions are required? |
IMMEDIATE RELEASE
No. 182-13 March 25, 2013
Flag Officer Announcements
Secretary of Defense Chuck Hagel announced today that the President has made the following nominations:
Navy Captain Timothy J. White for appointment to the rank of rear admiral (lower half). White is currently serving as commanding officer, Navy Information Operations Command Maryland, Fort George G. Meade, Md.
U.S. Department of Defense
Office of the Assistant Secretary of Defense (Public Affairs)
On the Web: http://www.defense.gov/releases/
Media Contact: +1 (703) 697-5131/697-5132
Public Contact: http://www.defense.gov/landing/questions.aspx or +1 (703) 428-0711 +1
Captain Timothy White
Commanding Officer
Captain White was commissioned in 1987 with a bachelor’s in Mechanical Engineering. He was then assigned to USS MISSOURI (BB-63), where he participated in Operation EARNEST WILL, RIMPAC 88/90, PACEX89, and Operations DESERT SHIELD/STORM. He graduated from the Naval Postgraduate School, Monterey CA, in 1993 (MS Systems Technology), and was assigned to NSA/CSS, Fort Meade, Md.
Capt. White served in the Naval and Aerodynamic Weapons Systems Technical Analysis directorate, and the National Security Operations Center (NSOC) as a Senior Watch Officer/Group Coordinator, and completed two National Intelligence Support Team (NIST) deployments to Sarajevo, Bosnia-Herzegovina in support of Commander, NATO Allied Rapid Reaction Corps (ARRC) and Commander, NATO Implementation Force (IFOR).
After earning a diploma from the Naval War College and completing JMPE Phase 1, he was subsequently assigned to C5F/COMUSNAVCENT in Manama, Bahrain. He established the Naval Security Group Activity Bahrain (now Naval Information Operations Command Bahrain) as the Plankowner Commanding Officer from 1999-2001. Captain White then completed JPME Phase 2 and was awarded a diploma from the Joint Forces Staff College, National Defense University in the Fall of 2001.
From Fall 2001 to Fall 2004, he was assigned to the Pentagon OPNAV staff, in direct support of the Director for Naval Intelligence as the Navy Joint Military Intelligence Programs (JMIP) and Tactical Intelligence and Related Activities (TIARA) Policy, Programs, and Requirements Officer.
He is a 2008 graduate of the National Defense University/Industrial College of the Armed Forces, (MS National Resources Mgmt). Prior to his assignment to USCYBERCOM (Plankowner) as Director, Commander’s Action Group, he served at STRATCOM/JFCC-NW as D/J2 and Chief of Staff.
Capt. White’s most recent operational Fleet assignment was to Commander, United States SEVENTH Fleet as A/COS Information Operations (N39), embarked onboard USS BLUE RIDGE (LCC-19).
Capt. White assumed command of Navy Information Operations Command Maryland in September of 2011 where he oversees a command of 2000 of the Navy’s finest Sailors and civilians and serves as Commander, Task Force 1060 responsible for the execution of cyber and non-kinetic operations for Commander Tenth Fleet.
<!– /* Font Definitions */ @font-face {font-family:"Courier New"; panose-1:2 7 3 9 2 2 5 2 4 4; mso-font-charset:0; mso-generic-font-family:auto; mso-font-pitch:variable; mso-font-signature:3 0 0 0 1 0;} @font-face {font-family:Wingdings; panose-1:5 0 0 0 0 0 0 0 0 0; mso-font-charset:2; mso-generic-font-family:auto; mso-font-pitch:variable; mso-font-signature:0 268435456 0 0 -2147483648 0;} @font-face {font-family:Wingdings; panose-1:5 0 0 0 0 0 0 0 0 0; mso-font-charset:2; mso-generic-font-family:auto; mso-font-pitch:variable; mso-font-signature:0 268435456 0 0 -2147483648 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-unhide:no; mso-style-qformat:yes; mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman"; mso-bidi-font-family:"Times New Roman";} h1 {mso-style-unhide:no; mso-style-qformat:yes; mso-style-link:"Heading 1 Char"; mso-style-next:Normal; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; page-break-after:avoid; mso-outline-level:1; font-size:12.0pt; font-family:"Times New Roman"; mso-font-kerning:0pt; font-weight:normal; text-decoration:underline; text-underline:single;} span.Heading1Char {mso-style-name:"Heading 1 Char"; mso-style-unhide:no; mso-style-locked:yes; mso-style-link:"Heading 1"; mso-ansi-font-size:12.0pt; mso-bidi-font-size:12.0pt; text-decoration:underline; text-underline:single;} .MsoChpDefault {mso-style-type:export-only; mso-default-props:yes; font-size:10.0pt; mso-ansi-font-size:10.0pt; mso-bidi-font-size:10.0pt;} @page WordSection1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.WordSection1 {page:WordSection1;} /* List Definitions */ @list l0 {mso-list-id:1801923767; mso-list-type:hybrid; mso-list-template-ids:-433569886 1020676706 67698691 67698693 67698689 67698691 67698693 67698689 67698691 67698693;} @list l0:level1 {mso-level-start-at:0; mso-level-number-format:bullet; mso-level-text:-; mso-level-tab-stop:.75in; mso-level-number-position:left; margin-left:.75in; text-indent:-.25in; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman"; mso-bidi-font-family:"Times New Roman";} @list l0:level2 {mso-level-number-format:bullet; mso-level-text:o; mso-level-tab-stop:1.25in; mso-level-number-position:left; margin-left:1.25in; text-indent:-.25in; font-family:"Courier New";} @list l0:level3 {mso-level-number-format:bullet; mso-level-text:; mso-level-tab-stop:1.75in; mso-level-number-position:left; margin-left:1.75in; text-indent:-.25in; font-family:Wingdings;} @list l0:level4 {mso-level-number-format:bullet; mso-level-text:; mso-level-tab-stop:2.25in; mso-level-number-position:left; margin-left:2.25in; text-indent:-.25in; font-family:Symbol;} @list l0:level5 {mso-level-number-format:bullet; mso-level-text:o; mso-level-tab-stop:2.75in; mso-level-number-position:left; margin-left:2.75in; text-indent:-.25in; font-family:"Courier New";} @list l0:level6 {mso-level-number-format:bullet; mso-level-text:; mso-level-tab-stop:3.25in; mso-level-number-position:left; margin-left:3.25in; text-indent:-.25in; font-family:Wingdings;} @list l0:level7 {mso-level-number-format:bullet; mso-level-text:; mso-level-tab-stop:3.75in; mso-level-number-position:left; margin-left:3.75in; text-indent:-.25in; font-family:Symbol;} @list l0:level8 {mso-level-number-format:bullet; mso-level-text:o; mso-level-tab-stop:4.25in; mso-level-number-position:left; margin-left:4.25in; text-indent:-.25in; font-family:"Courier New";} @list l0:level9 {mso-level-number-format:bullet; mso-level-text:; mso-level-tab-stop:4.75in; mso-level-number-position:left; margin-left:4.75in; text-indent:-.25in; font-family:Wingdings;} ol {margin-bottom:0in;} ul {margin-bottom:0in;}
Because of these unique attributes, friend leaders need to develop and demonstrate certain personal attributes and implement specific strategies to become successful. These attributes and strategies are outlined in the following sections.
From Colonel Arthur J. Athens’ paper
Leading Friends
There are some very smart Sailors and Junior Officers out there who both care deeply about what they are doing and have the knowledge, insight and experience to give us ideas that can significantly improve many fundamental aspects of how we do business today.
You own the future.
You have a professional obligation and vested interest to shape the capabilities and culture of tomorrow’s Fleet.
RADM Terry Kraft
Commander Navy Warfare Development Command
10 October 2012
Collaborative leadership is a powerful tool and in that spirit, we offer the attached document for your consideration. It was written by a group of passionate junior officers and senior enlisted Sailors and is fully endorsed across the IW/CT Community Flag Deck. The words did not originate with us, but our commitment to them will be unambiguous:
We expect that our collective actions as a community will be aligned with these guiding principles, as well as the overall culture outlined in the document, and we ask you to hold each of us accountable for the same. The perception of our actions being misaligned with these words would be counter- productive, so we ask for honest, constructive, and regular feedback. Tell us what we need to hear, not what you think we want to hear, and we ask that you make the same philosophy clear to those under your charge . Please make time to read this document and discuss it with your peers, seniors, and subordinates. Don’t let this document be a piece of “shelf-ware”. We must each do our part to turn these words into meaningful action .
Commander, if you don’t believe one Sailor can change the Navy, then you, sir, are not he.
Scott Belsky breaks down our work into 5 categories. He’s on the mark with most of this. When you are working as hard as you are, it’s important to know where to invest your time. You can find Scott HERE.
1. Reactionary Work
Let’s face it, a great deal of your time is spent responding to messages and requests – emails, text messages, voicemails, and the list goes on. You are constantly reacting to what comes into you rather than being proactive in what matters most to you. Reactionary Work is necessary, but you can’t let it consume you.
2. Planning Work
At other times, you need to plan how you will do your work. Planning Work includes the time spent, scheduling and prioritizing your time, developing your systems for running meetings, and refining your systems for working. By planning, you are deciding how your energy should be allocated, and you are designing your method for getting stuff done. The best workflows are highly personalized and occasionally borderline neurotic, but they keep us engaged. It may not sound sexy, but Planning Work helps you become more efficient and execute on your goals.
3. Procedural Work
Of course, there are many motions we go through every day that are neither reactionary nor strategic. Procedural Work is the administrative/maintenance stuff that we do just to keep afloat: making sure that the bills are paid or preparing tax returns, updating a deck for a business presentation, or tracking old outbound emails to confirm that they were addressed/solved. Procedural Work is important, but we must remember to remain flexible in our approach to it. Procedures backfire when they become antiquated and remain only out of habit, not necessity.
4. Insecurity Work
Insecurity Work includes the stuff we do out of our own insecurities – obsessively looking at certain statistics related to your company, or repeatedly checking what people are saying about you or your product online, etc. Insecurity Work doesn’t move the ball forward in any way – aside from briefly reassuring us that everything is OK – and we’re often unconscious that we’re even doing it.
5. Problem-Solving Work
Creativity becomes most important during Problem-Solving Work. This is the work that requires our full brainpower and focus, whether it be designing a new interface, developing a new business plan, writing a thoughtful blog post, or brainstorming the features of a new product. Whether you’re working solo or as a team, you’re leveraging raw creativity to find answers.
– General Edward C. Meyer, Former US Army Chief of Staff
I Like The Cut of His Jib 