VISIONARY LEADERSHIP

1. Leads the organization in setting and owning organizational vision and values
2. Guides the creation of strategies, systems, and methods to achieve performance excellence and ensure organizational sustainability
3. Creates and ensures a supportive and collaborative environment
4. Shares high performance practices with others

1. Builds a customer-focused culture and integrates customer engagement as a strategic concept
2. Creates a focus on anticipating changing and emerging customer and market requirements
3. Ensures differentiation from competitors through the development of organizational knowledge, skills, and core competencies 

1. Embeds learning, improvement, and innovation throughout their organization
2. Engages in personal learning seeking input from others
3. Develops future organizational leaders  

1. Builds and fosters an organizational culture which focuses on workforce engagement, satisfaction, development and well-being
2. Seeks the views and suggestions of all workforces members
3. Creates an organizational focus on building internal and external partnerships

1. Develops and recognizes a capacity for rapid change and for flexibility in operations
2. Leads and inspires the organization to make transformational changes despite ever-shorter cycle times

1. Creates a focus on short- and longer-term factors that affect the organization and its future marketplace success
2. Leads the pursuit of sustained improvement and innovation
3. Ensures that organizational planning anticipates future marketplace and technological influences

1. Builds an environment that empowers the workforce to take intelligent risks
2. Enables innovation to flourish and create value for stakeholders
3. Inspires and rewards innovative behavior by workforce members

1. Compels the organization to measure performance at all levels to drive high performance
2. Uses data and analysis in decision making
3. Challenges the organization to extract larger meaning from data and information
4. Builds and ensures a workforce that has the knowledge and skills to manage the organization’s operations by fact

1. Acts as a role model for ethical behavior, public responsibility, and actions leading to societal well-being and benefit
2. Motivates the organization to excel beyond mere compliance with laws and regulations
3. Drives environmental, social, and economic betterment of the community as a personal and organizational goal

1. Leads the organization to achieve excellent performance results
2. Defines and drives the organization to exceed stakeholder requirements and achieve stakeholder value

1. Sets a systems perspective across the organization so that the organization and all of its parts are viewed as a whole
2. Causes holistic thinking and cross-functional collaboration

Vice Admiral Jan E. Tighe is reported to have said that the biggest cyber challenge facing the Navy is the protection of sensitive but unclassified (SBU) information that resides outside of its networks. 

From this ARTICLE.  Do we need a Task Force SBU?? Is someone aware of which organization is tasked with working to resolve the biggest cyber challenge facing the Navy?

Seems like this would be addressed in the DoD’s Risk Management Framework for cyber. 

Photo from Navy Times (reports are that they are no longer smiling)

“All Navy officers, particularly our senior leadership in positions of unique trust and responsibility, must uphold and be held to the highest standards of personal and professional behavior.”

Secretary of the Navy Ray Mabus in his remarks after censuring three senior Naval officers.  NJP for an enlisted Sailor for similar offenses would have seen fines, reduction in rate, very likely restriction and extra duty. 

“Greater collaboration among our Commanding Officers would allow them to capture each other’s bank of collective intelligence.”

It would help FCC and C10F.

IMMEDIATE RELEASE
No. NR-044-15
February 09, 2015

Her appearances on David Letterman are legendary.  Her explanation of a nanosecond blew him away. She shares a grave site close to her husband at Arlington National Cemetery. She is the second Navy woman to have a ship named for her.

NETWARCOM Strategic Plan 2006-2010

Execution of the plan: Responsibility for each part of the plan is clearly indicated in the document. Tier I goals are collectively owned by the Commander, Vice Commander, and Deputy Commander (the strategic leadership team).

Tier II goal owners are accountable for accomplishing strategies and removing barriers, identifying resources, and tracking progress. These goal owners may establish a virtual team when needed to determine a Plan of Action and Milestones for their goals, and then monitor progress.

Each month, the strategic leadership team will review progress in achieving goals.

This plan will ultimately be linked to all existing NETWARCOM headquarters functions (Weekly Activity Reporters (WAR), military FITREPS and evaluations, civilian awards, civilian/contractor/resource allocation, etc.).
The entire NETWARCOM Strategic Plan will be reviewed annually.
Stakeholders will be kept informed of progress in goal achievements.

NETWARCOM Strategic Plan 2006-2010 (THE LINK IS DEAD – as are the ideas originally expressed)  Excellent ideas, poor execution.

“Writing is one of the most effective ways to access an inner world of feelings that is the key to recovering from genuine trauma and everyday stress alike.”

From an article – Why You Should Write Yourself a Letter Tonight HERE.