Category: Uncategorized

Look backward to see our way ahead

The term leadership can mean the body of doctrine that has been formed in regard to an area of human conduct, or it can refer to the sum of actions employed by one person dealing with others. It is often used as a summary term to describe the level of success of a command, of a unit, or of a person. In this instance achievement of a mission, high state of readiness, and productivity all indicate a high level of leadership, while unsatisfactory or mediocre results indicate poor or average leadership. In other words, from an evaluation of the results, it is possible to reason back to the probability that “leadership” was responsible for the results. Hence, the term “leadership” covers many actions over a period of time.
In the Navy, leadership is the execution of the sum total of the Navy’s laws, regulations, and customs as they govern the relationships of superiors to subordinates. These in turn have been derived from the United States Constitution, our national laws, the missions of our Armed Forces, and the customs and traditions of the Navy. Where the individual naval officer is concerned, “leadership” consists of his development of the human influences surrounding his position through the sum of his beliefs, knowledge and skills. These are, of course, derived from his education, training, and experiences as a member of the United States Navy.
LEADERSHIP
NAVPERS 2932-3 (New 7-62)
The Navy had some very strong and sound leadership programs such as “General Order 21 Leadership in the United States Navy and Marine Corps” from 1 May 1963.  As we move forward, I recommend we take look back five decades and review some of our leadership doctrine – and then move forward.

 

Information Dominance Corps (IDC) Considerations for the FY2014 Captain Selection Board

The IDC was established in 2009 in recognition of Information Dominance as a modern warfighting discipline. Comprising officers of the Oceanography (180X), Information warfare (181X), Information Professionals (182X), and Naval Intelligence (183X) communities and the Space Cadre, the IDC was created to more effectively and collaboratively lead and manage the cadre of officers, enlisted, and civilian professionals who possess extensive skills in information-intensive specialties. 
The Navy needs officers who are agile, flexible, and fully .capable of leading across the range of functions associated with the IDC. This must be considered when evaluating officers within IDC communities. Evaluate the officer’s potential to be an IDC leader, as a priority attributes and milestones within communities are secondary to this consideration. As such, board members should view an officer’s performance in leadership assignments as an indicator of his or her ability to lead diverse organizations across the range of IDC missions and functions. 
In 2010, the IDC held its first combined commander and captain Command and Leadership Screen Board to select those officers for leadership in the most significant community assignments. However, some officers currently in zone for promotion have not had the opportunity to be screened for combined IDC milestone or command tours. As such, board members should view an officer’s performance in leadership assignments as an indicator of his or her ability to lead diverse organizations across the range of IDC missions and functions. 

RDML Willie Metts and Captain Justin F. Kershaw sat this year’s board as the IWO representatives.

Look out for your Sailors

It is really important to develop your leadership skills by looking out for and being interested in your Sailors. One piece of advice for leadership that I’ve always given people that I would give to a junior officer is, always look at your present job through the eyes of your immediate superior. 
The people who can only look at it from their own perspective will top out pretty early. But, if you can, understand why your superior is differing with you on why and how you’re doing your job. You’ve got a responsibility to your Sailors, so if your boss may be asking you to do something that is bad for your Sailors, you may fight that, but fight it understanding why he’s doing that. 
Even if you decide to still fight it, you may not understand that there really are bigger reasons for doing it his way. They what you have to do is try it in a way that will accomplish his objective, not to undermine it, but at the same time protect your Sailors, if that is an issue.

Admiral Stansfield Turner

Phil Harkins – Powerful Conversations

Phil Harkins
Back in 2000, a small group of naval officers were populating the leadership portal on Navy Knowledge Online while it was in its infancy.  I was privileged to be a part of that effort.

I just found my notes from a book summary I wrote for Phil Harkins’ Powerful Conversations.  Here is just a snippet from his final chapter.

Chapter 10 – The Voice of Leadership 

  • All great leaders develop and cultivate a distinct voice of leadership.
    • Strive to bring about top performance or realize the power of strategic, organization-wide alignment. Crystallize the organization’s vision. 
    • The leader’s voice should forge a coordinated effort and make the daily action steps happen.
    • Leaders should constantly look for new ways to utter the simple words that reflect their mission, vision and values.
  • The leader’s message provides a framework for thought and a conduit for action.
    • Daily touches – use every means possible to communicate with as many people in the organization as possible in as many different ways as possible. 
    • Your message should permeate the organization.

Leadership remains our most important task

Chief of Naval Operations
Washington D.C.
2 January 1959

There is one element in the profession of arms that transcends all other in importance.

This is the human element.

No matter what the weapons of the future may be, no matter how they are to be employed in war or international diplomacy, man will still be the most important factor in naval operations.

The need for good leadership, therefore, is the constant factor, and in this lies the officer’s greatest opportunity for service to his country and to the cause of freedom throughout the world.

As leaders, naval officers are the example to whom others look for guidance, for inspiration, and for standards upon which to base their own conduct and beliefs.

In the eyes of the world, wherever the naval officer may go — indeed in the eyes of his own countrymen as well — the officer represents the finest in the manhood of our great nation.

Arleigh A. Burke
Admiral, U.S. Navy

Our Sailors are counting on you for leadership.  Public criticism of your Sailors is leadership dynamite.  Handle it with great care.  If you are not up to the leadership task, stand aside.