A Bronze Star with VALOR – worth noting – VALOR UNDER FIRE

BRONZE STAR WITH COMBAT «V» and NAVY COMBAT ACTION MEDAL

In a brief ceremony at the Headquarters, Naval Security Group Command on 25 July 1969, the following citation was read to all assembled:

“The President of the United States of America hereby bestows to LCDR James S. McFarland, United States Navy, the Bronze Star with “V” Distinguishing Device (second award) and the Navy Combat Action Medal. The citation reads as follows:

On 13 April, 1969, Lieutenant Commander McFarland was assigned as liaison officer to the Fifth Special Forces Unit, THUONG DUC SFC, Vietnam. At approximately 1100 hours on the morning of the 13th, the camp was taken under intensive and extremely accurate mortar and rocket attack. Heavy casualties were inflicted on friendly forces within the first few minutes of the attack and within ten minutes seventy per cent casualties were suffered.

As the attack intensified, the enemy began preparations for a frontal assault of battalion size. The battle raged for over six hours with all perimeters subjected to heavy attack, including hand-to-hand fighting. During this action, LCDR McPARLAND distinguished himself by repeatedly rallying Vietnamese soldiersand directing effective zones of fire. Several times he left the relative safety of his perimeter bunker to assist In repulsing enemy infiltrators. On one such occasion he killed three enemy about to satchel charge the camp command bunker with automatic weapon fire and successfully turned back additional attackers with grenades.

LCDR McFarland’s valor under fire is hereby awarded by presentation of the Bronze Star with “V” (second award) and the Navy Combat Action Medal.”

Certified this 25th day of July 1969
William B. Clarey
Admiral United States Navy

Important to understand

“My personal attitude is important to understand. I am very strong on the “well-rounded” officer and Sailor. I fully recognize that our world of cryptology requires a great deal of technical skill but the Navy requires men and women who can lead. When they cannot, we must clearly identify them so their talents are properly channeled and they are not placed in position of command or supervision.”

J. S. McFarland
Rear Admiral
Commander, Naval Security Group Command

Information Warfare Officer Leadership Changes

Rear Admiral Edward H. Deets III, Vice Commander, Naval Networks Warfare Command, presided over a Change of Command and retirement ceremony on Friday, 17 October 2008 at the National Maritime Intelligence Center in Suitland, Maryland for Captain Robert A. Zellmann. Captain Zellmann concluded 28 years of Naval service as a key leader in the cryptologic and information warfare community. He is a 1980 graduate of The Citadel with a B.S. in Physics. In 1994, he led the Naval Security Group Command’s (CNSG) “Information Warfare Tiger Team” that developed the initial Chief of Naval Operations’ policy which designated NSG as the Navy’s executive agent for information warfare. For the 14 succeeding years, he has been a key leader in formulating and executing information warfare capabilities for the Navy – ashore and afloat.

Captain Diane K. Gronewold assumed command of Navy Information Operations Command – Suitland. She had previously served as a division officer at NIOC-S predecessor command – Naval Information Warfare Activity (NIWA) when (then) Commander Bob Zellmann was her department head. Captain Gronewold’s father was in attendance at the Change of Command. Both RADM Deets and Captain Zellmann said that Captain Gronewold was “the perfectly qualified officer” to assume command. She has a B.A. in Mathematics, a B.S. in Physics and an M.S. in Electronics Engineering.

The Change of Command/Retirement ceremony was PUNCTUATED by CWO2 David Kivi’s (from NIOC Ft Meade, Maryland) amazing and truly inspirational delivery of “THE WATCH”.

A Leadership Approach That Worked

Some years ago, this leadership approach worked for Rear Admiral James S. McFarland who was Commander, Naval Security Group Command.

Taken verbatim from his personal notes:

“Problem:
My goal was to increase the sensitivity of our leaders to the needs and concerns of our Sailors. We had very uneven application of our ‘people programs.’

Actions:
– Task the Inspector general to randomly select commands to visit. Do not ‘inspect’ but listen – not to the leadership but to the Sailors.
– Conduct personal interviews with at least 1/2 of the command. Visit the families ashore.
– Get the pulse and document concerns – what works and what doesn’t.
– Use imagination and creativity to bring our organization together as a family that shares , cares and gets the mission done right.

Results:
We addressed the problems immediately. Those endemic to the whole organization, we corrected with policy changes. Others uniques to commands, we assisted and advised. In two cases, I relieved the Commanding Officers for total insensitivity. The good people programs were adopted throughout the organization.”