Have you ever found yourself stretched too thin?

Do you sometimes feel overworked and underutilized?

Do you feel motion sickness instead of momentum?

Does your day sometimes get hijacked by someone else’s agenda?

Have you ever said “yes” simply to please and then resented it?

If you answered yes to any of these, the way out is the Way of the Essentialist.

The Way of the Essentialist involves doing less, but better, so you can make the highest possible contribution.

The Way of the Essentialist isn’t about getting more done in less time. It’s not about getting less done. It’s about getting only the right things done. It’s about challenging the core assumption of ‘we can have it all’ and ‘I have to do everything’ and replacing it with the pursuit of ‘the right thing, in the right way, at the right time’. It’s about regaining control of our own choices about where to spend our time and energies instead of giving others implicit permission to choose for us.

In Essentialism, Greg McKeown draws on experience and insight from working with the leaders of the most innovative companies in the world to show how to achieve the disciplined pursuit of less.

By applying a more selective criteria for what is essential, the pursuit of less allows us to regain control of our own choices so we can channel our time, energy and effort into making the highest possible contribution toward the goals and activities that matter.

Essentialism isn’t one more thing; it is a different way of doing everything. It is a discipline you apply constantly, effortlessly. Essentialism is a mindset; a way of life. It is an idea whose time has come.

Greg McKeown was co-author of MULTIPLIERS – How the best leaders make everyone smarter.  I was privileged to write a new Chapter 1 intro for this book for re-publication and use in the Middle East.

You can pre-order his book HERE.

The Commanding Officer of USS DEXTROUS, a mine countermeasures ship, was fired for “numerous on the job failures” on 6 November 2013.

Captain Richard Hayes, Commander Task Force FIFTY TWO, fired Lieutenant Commander Nathan Wemett after an investigation identified “deficiencies in operational preparedness, situational awareness and tactical proficiency. 

“The responsibility of officers in command for their units, their sailors and their mission is absolute; the standards for their operational performance are very high. This relief was not due to personal misconduct.”

Lieutenant Commander Chavius Lewis, former CO of the USS DEVASTATOR, will temporary lead USS DEXTROUS until a permanent Commanding Officer is identified.

Navy Flag Officer Biography
REAR ADMIRAL JAN TIGHE
DEPUTY COMMANDER, U.S. FLEET CYBER COMMAND/
DEPUTY COMMANDER, U.S. 10TH FLEET
Rear Admiral Jan Tighe

Rear Adm. Tighe was born in Bowling Green, Ky., and raised in Plantation, Fla. She was commissioned from the U.S. Naval Academy as an ensign (special duty cryptology) in 1984 after earning a Bachelor of Science in Mathematics.  In November 2013, she assumed duties as the Deputy Commander, U.S. Fleet Cyber Command/Deputy Commander, U.S. 10th Fleet.

Tighe’s cryptologic operational tours include duty with Naval Security Group Activities in Florida, Virginia, Atsugi/Misawa Japan and on the Pacific Fleet staff.

In 1989, Tighe studied Russian at the Defense Language Institute in Monterey, Calif. She was subsequently assigned to the Naval Security Group Detachment Atsugi, Japan, where she earned Naval Aviation Observer wings while deployed as an airborne special evaluator aboard VQ-1 EP-3E aircraft in the Persian Gulf during Operation Desert Shield/Storm. During her tour, Tighe served as operations officer and assistant officer in charge, in addition to accumulating over 1,200 operational flight hours in the EP-3E aircraft.

Tighe attended the Naval Postgraduate School, Monterey, Calif., and in 2001 was awarded a Ph.D. in Electrical Engineering and a M.S. in Applied Mathematics. She subsequently reported to the Naval Information Warfare Activity, where she served as chief staff officer and chief engineer. During her tour she earned a Level III DAWIA certification in Program Management.

Tighe reported as director, Sea Warrior at Naval Security Group (NSG) Headquarters in July 2004 where she oversaw the development of the Human Capital Strategy for NSG and the IW/Cryptologic community. She fleeted up to the chief of staff in August 2005 and prepared the staff for merger with Naval Network Warfare Command (NETWARCOM). She also served as deputy director of Information Operations within NETWARCOM.

From July 2006 through September 2009, Tighe commanded over 2,800 multi-service and multi-agency personnel at the National Security Agency/Central Security Service Hawaii in Kunia. Following command, she served for a year as the executive assistant to director, National Security Agency/chief, Central Security Service and commander, U.S. Cyber Command.

Tighe reported as the director, Decision Superiority on the OPNAV N2N6F4 staff in July 2011 after serving as the deputy director of Operations for U.S. Cyber Command. From November 2012 until October 2013, she additionally served as interim president of the Naval Postgraduate School.

Tighe has been awarded the Defense Superior Service Medal, Legion of Merit, Defense Meritorious Service Medal, Meritorious Service Medal (second award), the Strike/Flight Air Medal, the Navy and Marine Corps Commendation Medal (fourth award), and the Navy and Marine Corps Achievement Medal.

What the systemic leader knows and understands A systemic leader is a senior manager who spends some of his/her time consciously in a leadership role. Listed below is what he or she recognises, knows and understands. You can use this to test where you stand.

• Leadership activity is not confined to top management, or tied to elites or authority. 
• There is a need to distribute leadership widely through and down the organization. 
• The manager’s role breaks down three ways: managing, leading, and supervising others who have a leadership role. 
• Those formally designated as leaders may spend only a little of their time leading. 
• The personal risk entailed in taking a leadership role, accepts the risk to the organisation in avoiding/neglecting this role; and knows that frailty can cause managers to default to the management role. 
• Leadership can be a vital part of anyone’s job, however fleeting. 
• An organisation’s leadership capability and capacity can be expanded and delivery enhanced by many means other than developing individual managers as leaders. 
• There is a symbiotic relationship between leadership and the organisation as a system, and the system affects leadership as much as leadership affects the system.
•  Leadership is needed to make change, while leadership itself needs to be changing. 
• Leadership is needed to improve the system, and that one of the ways the system needs to change is to make it more enabling of people’s leadership. 
• Relying on the human agency of individual leaders alone doesn’t work: systems can disable even the most capable leaders. 
• Individual leaders can be effective only if the system is actively supportive at the same time. 
• Systems have considerable negative power, with an in-built tendency favouring the status quo. 
• The system has to do a lot to enable change to happen, but very little to prevent change from happening. 
• Managers experience obstacles from the system (including colleagues) when they try to lead. 
• Change strategies that rely on a critical mass of colleagues are rarely sufficient or successful. 
• The organisation itself is the main player in improving leadership, not a mere client or grateful vessel waiting to have leadership poured into it. 
• Managers will not voluntarily take a lead if the organisation fails to provide them with a clear direction, a clearly accountable job, challenges and security.
• If you want to find leadership, don’t search for a leader; start by looking inside the organisation and see what is happening. 

From Dr. William Tate.
See more at: http://www.systemicleadershipinstitute.org/systemic-leadership/understanding-systemic-leadership/what-the-systemic-leader-knows-and-understands/#sthash.WGy4HICP.dpuf

In August of 1982, after OCS and SERE/DWEST school and some leave, I reported to Naval Security Group Detachment Atsugi, Japan to face my first division in the Navy and the Naval Security Group as a brand new Ensign. Damn, I was excited and nervous, eager and unsure. Looking back on those early days of my Navy life as a commissioned officer, I have asked myself, from my perspective as your outgoing Commanding Officer, what might be of interest to each of you – my first junior officers.

The word “purposeful” kept coming back to me, and it occurred to me that you, as naval officers (first, and cryptologists second) for the next generation, are more important now than perhaps at any other time in our brief Naval Security Group history. The United States Navy is the only true over-the-horizon worldwide deployable force in the world, and RADM Whiton has re-invented cryptology for a Navy-Marine Corps Team which has the most visible forward presence on the world stage and certainly here in Yokosuka, Japan – forward deployed with the Navy’s SEVENTH Fleet.

My friend and former boss, CDR Jack “Fury” Dempsey used to keep a flight journal back in the 80’s while we were flying with Fleet Air Reconnaissance Squadron ONE (VQ-1) in which he started each page with a borrowed quote from Charles Dickens’ A TALE OF TWO CITIES. Each page started with – “These are the best of times, these are the worst of times…” Can we have it both ways? You are fortunate at the command to have some of the very best and brightest Sailors in the Naval Security Group. You have a chance to lead the entire claimancy in all areas of cryptology if you choose to do it. It won’t happen by accident. You have to make it happen. That’s your job. 

You guys (and gals – with LTjg Kim and ENS Sabedra here) will lead our Sailors at this turning point in our claimancy’s history. And so I want to you to know just how “purposeful” and important I believe you are, and second, what I believe each of you has got to do at a very personal level to seize what could be the best of times in our community’s history and then you can start your own journal with…”these are the best of times….” 
From day one, you are not only division officers and sometimes Department Heads, but you are ambassadors for the Navy’s Core Values, the CNO’s 4 Stars of Equal Magnitude and the cryptologic community’s Strategic Plan (Maritime Cryptologic Architecture, the Maritime Concept, etc). PASS THE WORD. I genuinely believe your involvement is critical to RADM Whiton’s and RADM Burns’ plans that will carry the community through most of your careers (if you choose to have one in the Navy). The Sailors and Chiefs you will help lead will be more “purposeful” – and far more challenged – than ever before. As a result, your genuine leadership will be more “purposeful” and more valuable than ever before. You are the ones who will have to deliver U.S. Naval Security Group Yokosuka’s promise of “Quality Cryptologic Integration For The Fleet” on a daily basis. 
If you do not think you are more “purposeful” and important than at any other time in our community’s history… think again. SECGRU’s vital leadership today is reflected by the leadership positions cryptologists hold throughout the Department of Defense – Captain Rich Wilhelm (a former 1610) served in the Vice President’s office as recently as 5 years ago, many are serving on the Staff of the Secretary of Defense and on the Joint Staff in key positions while others are serving the SECNAV directly. We live in a world of global communications, connected economies, and instantaneous video coverage of world and local events. The result often means that a decision made by you – while running a SSES on BLUE RIDGE, leading a team on JOHN S. MCCAIN or CURTIS WILBUR , or simply running your division here at the command – could have immediate and substantial impact on the Sailors under your charge and …perhaps…even world events. Your leadership must be “purposeful”, and you bear a tremendous responsibility. You have to CHOOSE to make a difference. It is a choice. It is your choice. Do something or do nothing – you decide. Don’t let things happen by accident – MAKE THINGS HAPPEN! 
A famous Admiral whose name escapes me at the moment said “there is… no career in the world that encompasses the daily physical and mental demands of that of one in a nation’s Navy.” I would argue further that only unrelenting loyalty, as demonstrated by many in the Navy provides the necessary foundation to lead effectively. There are some officers, Chiefs and Sailors that would have us believe the opposite… that loyalty is a dying characteristic in this Navy. I say that the loyalty we value so much is more “purposeful” than ever, as an asset for and example to the American public we are sworn to protect. 
As the value of your loyalty and leadership is being debated around you, I urge you to pay attention to and join in the debate. Retired CDR Mike Loescher wrote in a PROCEEDINGS magazine article many years ago that the Naval Security Group was broken. RADM Whiton responded that, “ NSG isn’t broken and that this an exciting time to be a cryptologist”. I share the Admiral’s view. I’m excited. Certainly, we all have to guard against mediocrity and against attacks on our time-tested core values and against other charges that diminish our effectiveness. I sought to bring positive changes for this command. You’ve all been helpful in that respect. I thank you for that. Our team effort earned the command recognition through the award of a meritorious unit commendation and many other accolades. That doesn’t happen every day. 
As I emphasize that your leadership is more “purposeful” than ever. Let me turn now to what I believe you must do, individually, to bring effectiveness to your leadership skills, as you chart a new course for the command with CDR Sean R. Filipowski in the new millennium and one of the few great turning points in our claimancy’s history. Because you will be so “purposeful” to our community’s future, I believe you must go beyond the bedrock fundamentals of leadership. 
Some of you have heard me drone on and on about Traits of Leadership which date back two thousand years… ((They are in every book on Naval Leadership – this is not new stuff.)) I’ve given each of you the basic library of Naval leadership books. Take the time to read them. There’s good stuff in there.A leader is trusted, a leader takes the initiative, a leader uses good judgment, a leader speaks with authority, a leader strengthens others, is optimistic and enthusiastic, never compromises absolutes, and leads by example. Lots of great Covey “Seven Habits” in there. We’ve covered all that before, haven’t we? You HAVE to take that stuff onboard and make it a part of your daily life. 
I believe you should adhere to these timeless traits of leadership. But today, I believe you must also apply something more… you must apply adapted traits of leadership… that is, techniques appropriate to your particular style and situation. You can achieve it only one way… by staying connected to the Sailors and Chiefs you are entrusted to lead.It is time for each of you to do a tactical and strategic level re-focus to adapt and apply your own leadership styles appropriate to the times. In short, you will have to build upon the bedrock fundamentals of leadership. You must have a solid foundation if you plan to put anything on top of it. I tried to give you the tools to establish a solid foundation.The best leaders in our Navy have always found ways to build upon the basic foundations of their leadership skills. Because each of you is so important to the future of our community, I also urge you to invest some time and effort in looking for answers within yourselves, to a question that is being asked more frequently today. “Are we losing the Navy spirit?” Some believe that because our Sailors so rarely actually go into harm’s way… that because technology is removing them from the actual battlefield, on a physical level we will lose the guts to fight effectively when the time comes. Some have suggested that we don’t have the strength of character we once had. I don’t believe that.The Navy spirit is not only physical courage at sea…courage that must be present in the face of physical danger. That is important, and that deserves our full attention. But the Navy spirit is also the ability to cope with the stresses involved with day-to-day leadership of our Sailors and Chiefs. 
Hardship, stress and fear…exist for a Sailor whose ship, while far at sea on seemingly calm waters, can face an incoming missile attack during a long-range engagement. Technology will not change that fact much. We must address how we can develop the Navy spirit within our people in all scenarios. 
When I worked for Admiral Whiton in the Comptroller’s office (he was a Captain then), he kept a placard on his wall with the mission of the Navy as defined in Navy Regulations, Chapter Two. It said simply: “The Navy… shall be organized, trained and equipped primarily for prompt and sustained combat incident to operations at sea.” Every one of us needs to understand the mission of the Navy in its most basic form. 
How can you instill the Navy spirit and genuine understanding of the Navy’s mission in the Sailors and Chiefs you are charged to lead? The Navy has invested a great deal of time and money preparing you. They will invest a great deal more. It is time to do your part, for it is how you return the Navy’s investment that will bring it value; that value is limitless, but it depends on you. GET BUSY! 
I challenge each of you to search within yourselves for ways now, to build upon the framework of leadership you are learning … and develop a strong support structure that will serve you and those you lead when you are asked to go do the Navy’s business – however mundane it might seem at any given moment. I am talking about a very personal structure of character that is most appropriately developed through experience. 25 years of experience takes nearly 25 years to get. Make the most of every experience you have. When character is involved – promise me this – you will always go the long way and never take shortcuts. There aren’t any. Trust me, I would have found them in my exhausting search for them over the past 25 years. Where character is concerned, I have always gone the long way. It’s a much better trip. Take my word for it. 
The real challenge for each of you, however, is that the Navy may not give you the luxury of time and experience to build your foundation. When you walk across your own ship’s brow PCS for the first time (Paul Lashmet on ESSEX; Andy Reeves on FIFE so far), you may be called upon to lead decisively that very day. Your skills as a Naval officer will be put to the test from the very start – your skills as a cryptologist on that ship may never be tested. BE A NAVAL OFFICER FIRST AND FOREMOST – that’s what you are! The cryptologic stuff is secondary and it will remain so. Remember Admiral Whiton’s brief – “we do cryptology because we have a Navy – not we have a Navy to do cryptology.” 
Truly great leaders in history did not sit idly by and wait for experience to find them. They aggressively sought to build their own personal foundations of character, on a daily basis. Colonel Teddy Roosevelt , General Colin Powell and LT John F. Kennedy knew that their chosen military and political lives would present them with immediate and unrelenting challenges – all certainly more daunting than anything we have yet faced. They knew their “crowded hour,” could arrive at any moment. That is one reason they all worked to build their physical abilities to match their intellectual capabilities. Somehow, I knew that the Navy’s PRT program had some relevance in here somewhere. Physical fitness is important also. But it’s only part of the overall picture of a Naval Officer.The leadership, the spirit and the strength of character displayed by Colonel Roosevelt, General Powell and President Kennedy were more products of their own pursuits, above and beyond the framework they had been given. As a result, they were “purposeful” to their time and are revered in history. Who can say today what your legacy will be? I will just tell you that you are working on it now. DON’T MESS IT UP. 
All of them led their Sailors and soldiers from the heart, and had something more, crafted from the environment around them… the character of a man like Admiral Arleigh Albert Burke… the strategic vision of Admiral Chester Nimitz in the heat of a tactical nightmare… the innovation of Admiral Elmo Zumwalt with his phenomenal understanding of race relations and Admiral Hyman Rickover’s creation of the submarine force… the dynamic leadership of great Marines like General Lejeune and more recently General Krulak and a personal hero of mine from USS Blue Ridge – Colonel Bill Wesley. What will you do, not just to be “purposeful”, but to be enthusiastically followed during the personal challenges that will surely come for each of you, in these, the best of times in the history of our claimancy?When I faced my first division at NSGD Atsugi in 1982 and in every assignment since including U.S. NSGA Yokosuka, I found, as you will, the Sailors and Chiefs returned the same level of loyalty and dedication to me that I devoted to them. More important, it is abundantly clear and readily apparent to the most casual observer that Sailors and Chiefs will quickly look past the veneer of your lineage (some of them went to better colleges than we all did and all of you went to a better college than I did) and the gold or silver (and blue) bars (and oak leafs) on your collar. Our Sailors and Chiefs have a unique ability to see past all that, and perceive the foundation you are building. They will know when you are on rocky ground. They will sense the weakness in you. They will perceive your character and all its inherent defects. Some great man once said, “The true character of a Naval officer cannot be hidden from his/her Sailors.”  

There is no place to hide. Lead, follow or GET THE HELL OUT OF THE WAY. Again – you get to decide.If they find your character to be strong and true, they will go the extra mile for you. If they find you to be weak, prepare for the worst – it is bound to come. We’ve all seen it in its ugliest forms. At this period in our claimancy’s history, when our Sailors and Chiefs are so essential to our mission, there is no greater test of your mettle as a Naval officer, than leading Sailors and Chiefs who can count on your loyalty and your character. Be true to them. They will be true to you.I am confident you will seize these days, whether or not they personally are for you …”the best of times or the worst of times”, to carry-on what we have started together at U.S. Naval Security Group Activity Yokosuka and develop your own personal foundations of character that will serve you well during the challenges each of you can surely expect in your own future. 
Thanks for helping me get the command to where it is today. You all played a big part in that. You have been part of something very important and special to our community. You built a command from the ground up. That’s something you can really be proud of. I certainly am.