iSAILOR – the killer app

One of the Navy’s ‘disruptive thinkers’, LT Ben Kohlmann has a nice article HERE titled “Technology Is Good but People Are Better”.

Back in 2000, one of my former bosses at the Naval Technical Training Center Corry Station, Captain Ron Wojdyla coined the phrase “Sailors are the Navy’s killer app.” He always said that the Navy could introduce any new concept, program, idea, suggestion, challenge or opportunity and our venerable Blue Jackets would find a way to make it work.

So, Navy, introduce all the new weapons systems, information systems, networks, and programs you want to. But remember, our Sailors are the ones who make them work. Technology is good but our Sailors are the best!

I see today that some enterprising company has adapted “iSailor” as their navigation program. So “iSailor” is a real application for your mobile device and is available on iTunes. Ron should have copyrighted the term when he had the chance.

Common Sense Tips for Junior Officers

BE AN ACTION OFFICER: Do what your Dept Head or superiors tell you to and get things done. Be effective and help others. Do it right the first time. Seek the sage wisdom of your senior enlisted and listen to your Chief if you are fortunate enough to have one.

BE AN ADVOCATE FOR YOUR PEOPLE: Go to bat for them when they need help. Talk to them before you sign anything. Don’t give them an easy “yes” when you know that “no” is needed. Show that you actually care about them; the job they are doing; and the adversity they face. Sincerity and honesty are the fundamental building blocks of solid divo leadership. If you do not care than neither will they.

HELP YOUR DEPT HEAD: Give them proposed solutions to problems you bring them. Take the load from them when they are struggling. Put yourself in their shoes and try to anticipate what they will need.

WRITE AND ROUTE MESSAGES: Learn to write GENADMIN msgs and formatted ones as well (casreps, sitreps, etc.). The Divo should route msgs for the division whenever possible, especially if the CO is going to release them.

SUBMIT AWARDS FOR YOUR PEOPLE: You get paid more because you are supposed to be college educated—learn to write solid awards and evals.

STAND WATCH AND EARN YOUR QUALS: Do a little every day and set target dates for boards. Be aggressive but not cocky. Competency is much more valuable than expediency. Seek out the experts and ask them lots of questions.

WALK YOUR SPACES: Break away from the log room, Combat System Office or Ops office and walk your spaces. Go to a different outlying space everyday. See what is really going on during the day. Do you know where your chief and LPO are? How about your maintenance people? Be the eyes and ears of the Dept.

PUSH HARD TO CLEAR CASUALTIES: Your goal should be to identify broken equipment in your division, document it on the csmp and 8s; and figure out a way to fix it. Always, always tell your dept head early if you have broken gear and don’t have the resources to fix it. Know what you own.

LEARN FROM YOUR CHIEF AND YOUR SAILORS: They will always know more details than you—so ask them questions. Make them teach you. Demonstrate a sincere hunger to learn.

ASK YOUR DEPT HEAD WHAT HE EXPECTS FROM YOU: If you are not sure of your role in your dept; ask your boss. The question might kick start him or her into action to clarify what it is you are supposed to be doing day to day.

PUT IN THE EXTRA TIME NEEDED TO GET THE JOB DONE: You will never have more time to do the job than you do right now. Prioritize your work and your life. Work harder than you party. Stay late one night a week and work on your quals, trace systems and clear out your in box.

SET THE TONE FOR YOUR PEOPLE: Lead by example—look good in uniform; always maintain a professional attitude, demonstrate an eagerness to learn. Be consistent and positive. Have a sense of humor and don’t complain about things in front of your Sailors.

ASK LOTS OF QUESTIONS: Know who your people are and what their goals and aspirations are; ask about how gear works and really learn your systems—you should know more about your stuff than your dept head.

WRITE STUFF DOWN: Take notes, make to do lists and ensure that others do. Track your division’s schedule and understand what will need to be done not just today but tomorrow, next week and in the months to come. Make yourself a gouge book or binder on your ship. Take good notes and use it to study from. Keep it after you leave as a memory aid—some day in the future you will be grateful you did.

LEARN HOW TO DRAFT & FOLLOW A POA&M: Whether you use excel spreadsheets, a palm pilot, or a word document; when you get a big task that requires others to do things: draft a plan with those who will be working with you; assign deadlines and tell individuals to be responsible for each item. Update this list often and distribute it. Most importantly, follow it yourself and hold people accountable. Plan effectively and look down the road.

READ THE GOVERNING REFERENCES: It is so easy to research references on line now there is no excuse not to have an idea what is in the reference.   You–the divo– should do the research, read the references and bring them up the chain if need be.

COME IN EARLY AND READ YOUR MSG TRAFFIC: Don’t wait until O call to be told what is hot, read your email and traffic early in the morning and anticipate what your dept head will task you and your division with.

WORK WITH NOT AGAINST YOUR PEERS:   You are all going to get “Ps” on your fitreps so don’t let competition drive a wedge between you and your fellow officers. Your Sailors will know if you only care about yourself and your future and not theirs.   Make the needs of your division and or your department your priorities.   Points are awarded for being a team player—CO’s like that a lot!!!!

LEARN YOUR SHIP: You will be the corporate knowledge a year from now. Learn your ship, its capabilities and limitations. Trace systems, keep a gouge book, learn from all the technical experts every day you serve.   You should want to learn how to fight your ship so that you & your shipmates can win battles and save lives.

LEVERAGE YOUR STRENGTHS: Whether its your knowledge of computer local area networks, foreign languages, electrical engineering or playing the guitar you bring a unique skill set to your ship. Use your unique skills to benefit your division, department and ship. This will bring you and your Sailors great satisfaction.

COURTESY OF Commander Tony Parisi, USN

A few ideas for your consideration

1.   Things are never as bad as they appear, and will always look better in the morning.
2.   Get angry at the right person at the right time and then get over it.
3.   Do not link your ego to your position; remain open-minded
4.   Never say never. The glass is half full. The job can be done.
5.   Be careful what you wish for as it will likely happen.
6.   Do not let negative facts drive good decisions.
7.   You can not make someone else’s choices; don’t let them make yours.
8.   The devil is in the details so check them—you get what you inspect; not what you expect.
9.   Share credit when you get a BZ, and take the heat when your division, dept, ship, or organization goons it.
10. Always remain calm and be kind; its nice to be nice.
11. Have a vision and be demanding but not condescending.
12. Lead by example and try and establish good, self-sustaining habits from the get go.
13. Perpetual optimism is a force multiplier.
14. When in doubt step back, take a deep breath, ask for help and get the big picture.
15. Make all tasks and tasking fun and maintain your sense of humor even in when times are tough.

Courtesy of Commander Tony Parisi
Adapted from Colin Powell’s list

First CO firing in 2013 a holdover from 2012

Commander Winter assumes command.

The commanding Officer, USS MONTPELIER (SSN 765) was fired on 4 January 2013 after a lengthy investigation into a collision at sea that occurred off the Florida coast last year.

Commander Thomas Winter was relieved due to loss of confidence in his ability to command, the Navy said. He has been reassigned to administrative duties at Submarine Force Atlantic in Norfolk.

The Norfolk-based fast attack submarine collided with the guided-missile cruiser USS SAN JACINTO (CG 56) during routine operations on the Navy’s birthday last year.

The main cause of the collision was “human error, poor teamwork by the USS MONTPELIER watch team, and Commander Winter’s failure to follow established procedures for submarines operating at periscope depth,”

PCOs must write an essay – I like it.

Before officers assume command across the Navy, Prospective Commanding Officers (PCOs) must head to Newport Rhode Island to complete Command Leadership School. For the first time, in 2013 moving forward — in a continued effort to forge better leaders — the school has added an “examination” as part of the two-week course.

PCOs must complete the Prospective Commanding Officer Examination. PCOs are given a case study and must write an essay to help them gather and evaluate their own thoughts on command.

Commanding officers can’t really fail the exam, or flunk out of the school. (Big question mark here)

Captain Michael Slotsky is the Director of the Command Leadership School. I recently sent him some additional Command Excellence materials for his consideration. I am looking forward to his response.

From a Navy Times report by Josh Stewart.

Measuring success in command

I have long been a strong proponent and advocate for command excellence in our Navy Information Operations Commands and Detachments. Strong enough to invest money in the effort. For the last 6 years or so, I have sent “Charting the Course to Command Excellence” to every new commanding officer in the claimancy. In more recent years, that package has included some relevant material on preparing for command and its significant responsibilities. The softcopy of “Charting the Course to Command Excellence” is included in the ‘deskload’ of all the students attending PCO/PXO/CMC leadership in Newport, Rhode Island. So, the efforts of my former Executive Officer, LCDR Robert A. Duncan have found their way into every command in the Navy. That’s no small feat. He helped turn a sloppily produced booklet into a professionally produced product used by thousands (the Navy says they have over 1000 commands).

I’m always soliciting the COs for feedback on whether this material helped at all during their command tours. As you may imagine, there’s not much feedback forthcoming.

I’d like your thoughts in the “comments” on what you believe constitutes a “successful command” or “success in command”.

Will you help me out? PLEASE?

How does one measure such a subjective thing? Is “not getting fired” success? Virtually every O5 CO is awarded a Meritorious Service Medal and nearly every O6 is awarded a Legion of Merit. Does anyone look at metrics for period of one CO’s tenure versus another’s? Or is every command tour the same? How do we distinguish between success and significance in command? How can we better gauge ‘success in command’?

Leave me a comment.

Personal Theme for 2013

“Read more, write more, and connect more.”

Mark Miller (VP @ Chick fil a) talks about the importance of a personal theme for 2013 on his blog and via twitter. I like his reasons for having a personal theme.

A personal theme can help focus on areas we want to see results. It also helps me see through the clutter of the many things going on in my life. And finally, it helps establish a priority among the things I want to do in 2013.

Mark says a personal theme can act as a magnet for our attention. We’ll see how it goes. I reserve the right to change my personal theme at any later day in 2013. For now, it works.

Being a Naval officer – a bit more responsible than your average person

While being a naval officer may not be one of the easiest jobs, it could well be the most rewarding. It might not make you rich or famous, but it can be a job in which you have great pride.

Your duties as a naval officer are immense; yet so is your authority. Use this authority wisely in performing your duties. Remember, the insignia you wear on your collar don’t make you smarter; they only give you authority, Depend on your Chiefs and petty officers for guidance; they have the experience and can teach you much if you will let them.

Do you remember what the role of the U.S. Navy is according to Title 10 of the U.S. Code?

“The Navy’s role is to be ready to conduct prompt and sustained combat operations in support of the national interest.”

For the Navy to be able to fulfill this role, you, as a naval officer, must be ready to perform your military duties. Only through self-examination, study of your job, and mature and rational performance can you fulfill your duties and responsibilities as a naval officer.

As always, “Thank you for your Service and your leadership.“

Social skills in the new year

Any casual reader of my blog knows how I feel about the value of reading and, more importantly, writing. Over the 2012 calendar year, I made time to send over 400 pieces of personal correspondence to a number of civilian government officials, senior Navy leadership, all of our NAVIOCOM Commanding Officers, Shipmates and many other people of consequence in my life. Writing is very important to me. Relationships are very important to me. Successfully putting those two things together has always been a source of personal satisfaction for me. (Lots of “I” and “me” in this post – sorry about that).

I was taught early in my Navy career that “answering the mail” was an essential element of an officer’s responsibility and an expression of his/her social/professional ‘breeding’. Fortunately, my Mother was a prolific letter writer and she taught me well. I cannot fail to mention that my sister helped immensely with my penmanship lessons.

The responses (and non-responses) to my correspondence over the past year have been instructive for me. I often hear some variation of the following (excuses):

Hey, I got your letter and meant to answer it.
Oh yeah, I need to do a better job of keeping up with the mail.
You just don’t know how busy it is on the staff here. I barely have time to eat my lunch.
I’m just not a good letter writer. My penmanship is horrible.
I can never find the right paper to write on.
I wish I had more time in the day to write like you do.
I’ve been meaning to write. I’ll give you a call.
You have no idea what my schedule is like; I don’t have a minute for myself.

I was heartened to learn recently that the United States Navy recognizes the value of personal and professional correspondence and provides instruction through the COMMANDANT OF MIDSHIPMEN INSTRUCTION 1520.4B. The subject is OFFICER PROFESSIONALISM AND CIVILITY TRAINING PROGRAM which addresses some of the following areas (relevant to my discussion here):

c. Stationery.
   (1) Social and military correspondence (Examples displayed during seminars).
(2) Stationery specifics.
         (a) Calling Card.
              1. Correct size and correct information on card.
              2. Various ways of using calling card.
         (b) Personal Card vs. Business Card.
              1. Correct size and correct information on card.
              2. Correct use.
         (c) Stationery Use.
              1. Writing paper.
              2. Thank you notes.

              3. Condolence notes.
              4. Use of ink fountain pens.
          (d) The personal signature in life.

So, I have resolved to continue to work on combining writing and relationships in 2013. Some of you will continue to hear from me. And others, well…I will continue my onslaught of filling your inbox in hopes that one day you will pick up a pen and put it to paper.

Selection for command – Final post for 2012

Congratulations on being successfully screened and selected by senior members of your community for command –– it has the potential to be the best assignment you will ever have in the Navy during your long career. To help you get off on the right foot, some of your predecessors would offer some suggestions to help with your preparation.

To start with, you’ll need a personal command philosophy and initial focus. Three reasons: (1) you have to have a well-formulated plan if you’re going to take your command to new levels of performance excellence, (2) for much of what you actually accomplish in your command tour, you must first establish a focus in your initial 1-2 months, and (3) your first few weeks in command will haunt you over your entire tour if you aren’t prepared to hit the deck running.

Those Sailors entrusted to your charge want and need to be led from day one of your command tour.

Get to know, network, and collaborate with your fellow commanding officers––irrespective of your career field or warfare specialty. If you are exceptionally successful, you will all become senior officers together before you know it. You will need one another. If you regard each other as competitors, you will hurt yourselves, your chain of command, and potentially – the Navy. Don’t get lost in the “glory of being the boss.” You’ll find the command experience produces many challenges along with equal measures of reward and disappointment.

Now is a good time to send a short thank you to family members and any mentors that helped you during your career. An e-mail won’t suffice for this important task. As you’ve certainly already been taught –– the personal touch of a hand-written note show good breeding and professionalism.