ADM Bill Gortney shortney

Commander, Fleet Forces Command

Director, Joint Staff Battle of the Potomac

Fifth Fleet / USNAVCENT OIF / OEF CSG-10 / HSTCSG Sea Power One - OIF
N3/5 CFFC 5th FLEET / NAVCENT COS OIF / OEF CAOC NALE - OIF Phase III

CVW-7 Freedom One - OEF

Freedom Two - OSW DJ3 CAOC PSAB OSW J33 JODCENT, JCS

VFA-106 Roman One VFA-15 Valion One

Valion Two - Deny Flight, OSW

VFA-132 Pirate Two Provide Comfort / ONW

Agenda
Four areas of emphasis
#1 Safety #2 General Welfare and Professional Development of our personnel #3 Warfighting: Warheads on Foreheads #4 I want you to want my job

Leadership 101

Three Areas of Emphasis

Safety, people, then warfighting
Injury and death should be a part of combat, not routine operations
Trigger pullers cant pull triggers without Sailors maintaining the ships and jets first

Three Areas of Emphasis

Training for combat in the jet and ship is the easy part
And the fun part

Ensuring the jet or ship is ready to fight is the hard part

Sailors must be cared for and motivated

Provide them the parts and tools to do their job

Sailors are our countrys greatest asset Will not find the level of dedication, productivity & excellence in civilian industry

#1 Safety
We are a function of our environment and upbringing
Understanding my career will help you understand me and my priorities

Box score, 32 years in the fleet

@ 85 lives
@ 42 aircraft Minimal real combat involved
Zero MIGs killed
Few targets destroyed Significantly fewer enemies, foreign or domestic, were killed in the defense of our country

#1 Safety
I am not naive

This is dangerous work

Mishaps will occur, however

We need to identify and minimize the hazards

While executing the mission
Full time job, by everyone involved:

Two axis of attack

Maintain a constant level of awareness
Professionalism and Excellence
Adherence to approved procedures and regulations

#1 Safety
Inconsistent awareness

AWARENESS

SAFETY STANDDOWNS MISHAP TIME

#1 Safety
Constant awareness

AWARENESS

TIME

#1 Safety
Why Safety first in a combat area of operations?

What is the (Real) Threat?

1. Ourselves
Aircrew error Maintenance error Material failure

2. AAA & IR SAMs

5K: 23MM, SA-7/9 10K: ZSU, 57MM, Stinger / equivalents 15K: 100MM, SA-8 20K: SPINS

3. SA-2,3,6 4. Fighters
CAT II / III - lots CAT IV - very few

#1 Safety
Desert Shield / Desert Storm CV losses
Class Alpha
FA-18 FA-18 FA-18 unk unk PE

Combat Loss
FA-18 A-6 F-14

5
1 3 1 Mig25 AAA SA-2

A-6 SH-60 AV8 AV-8

Mat Mat unk unk

Damage
A-6

3
3 AAA

Class Bravo
FA18 E-2 F-14

4
mat PE PE

KA-6

PE

What is the (Real) Threat?

1. Ourselves
Aircrew error Maintenance error Material failure

11

2. AAA & IR SAMs

5K: 23MM, SA-7/9 10K: ZSU, 57MM, Stinger / equivalents 15K: 100MM, SA-8 20K: SPINS

3. SA-2,3,6 4. Fighters
CAT II / III - lots CAT IV - very few

1 1

#1 Safety
Professionalism And Excellence
Remainder of the brief are beliefs and attitudes on how to minimize the hazards and improve Combat Readiness Developed from lessons, good and bad, from previous Commanders, Skippers and CAGs Emphasis on tactical execution of properly approved and briefed procedures

Emphasis on adherence to approved procedures and regulations

Maintenance, flying and steaming

#1 Safety
Professionalism And Excellence
Safety in the workcenters and on the waterfront
Think safety, prior to every action
Everyone, not just safety petty officers Headwork By the book maintenance practices Identifying and minimizing hazards Adherence to established procedures

Safety on the ground

Safety in the home You and your family Driving safety

Alcohol abuse

#1 Safety
Professionalism And Excellence
Do not focus on todays Plan of the Day
Success dependent on overall command strength

There will be peaks and valleys

Peaks measured by statistics

Valleys measured by mishaps and deaths

Goals should attempt to level the playing field

Maintain the peaks Eliminate the valleys

#1 Safety
Professionalism And Excellence
Minimize personnel error
Maintenance
Operator

Minimize procedural error

Adherence to rules and regulations

Eliminate impulse actions Challenge Sailors, Chief Petty Officers and Officers, while
Holding them accountable for their professionalism

#1 Safety
Professionalism And Excellence
No pencil whipping

If it cant be done by the book, we will change the book via established procedures
No cutting corners

No violations of rules, regulations and procedures

#1 Safety
Professionalism And Excellence
Right versus wrong
Every action--ground, ship-handling and flying
Execute what was briefed

Trust and confidence

Would the Skipper / Captain want me to do this?
If the answer is anything but yes, dont do it

If it isnt approved on the flight schedule or POD, dont do it

If you are going to do something that will get me fired, please give me the courtesy of being part of the decision making process

#1 Safety Professionalism And Excellence

Do Mishap Investigations even when not required
Not autopsies for NJP
Determine cause factors Recommendations to prevent reoccurrence Examples
VFA-106 Hook Slap crew day and supervisory error FIREBOLT and an unmarked buoy

#1 Safety
Professionalism And Excellence
In every action

You first reflect yourself

Then the command Then the Navy If you screw up You embarrass all

#2 General Welfare and Professional Development of Our Personnel

Provide and encourage a command atmosphere you want to be a part of, not have to be a part of
Order and discipline Drug and harassment free Clean ships, aircraft, spaces, and uniforms Physically fit Tradition

FFC/5th Fleet/USS/VF/VFA/HS/VS/VAQ/VAW/VP-XX was the best tour in my career!

#2 General Welfare and Professional Development of Our Personnel

Eliminate dissatisfiers
Clean and well organized berthing / barracks
Well managed TAD and professional development program Eliminate unnecessary rules, policies, directives Ensure personnels needs are meet
Medical, Dental, PSD Laundry Morale, welfare and recreation

Exchange, gym etc

#2 General Welfare and Professional Development of Our Personnel

Advance one higher pay-grade a tour
Commands can help through
Well managed TAD and professional development program Recognition of excellence

Career Sailors, either in the military, or as a civilian

No burnt bridges, always have an option
Maintain an advancement option
Skills, education, responsibility

Maintain a civilian option

Skills, education, responsibility

#2 General Welfare and Professional Development of Our Personnel

Strong and responsive Chain of Command

Support your boss

Provide your boss with solutions to problems Dont be part of those problems

Keep your boss informed

Of speedbumps and failures Of successes

If you have a complaint, and dont have a solution, you might be part of the problem

#2 General Welfare and Professional Development of Our Personnel

Chain of Command
Fix problems at lowest level possible
Seek help and get help quickly, or... Go higher in the Chain of Command

Empower Chief Petty Officers and Supervisors

Provide leadership and rapid and viable solutions to their people

Requires two way communications

#3 Warheads on Foreheads
Naval Officers and Chief Petty Officers
Young warriors, lead by warriors
Fully supported by dedicated Sailorswho are also warriors
Produce fully mission capable ships and aircraft Properly trained and equipped

Know how to use their training

In all naval missions Not limited to a single warfare specialty

#3 Warheads on Foreheads
Average Naval Officer
My definition higher than most
Ordnance on target and missiles up tailpipes Gets aboard the first pass Executes mission on the kneeboard card Knows our profession cold
Be an expert in at least one area Not at the expense of overall expertise

Above average work on the ground

Naval service is hard work, thats what makes it great...If it was easy, anyone could do it!!!

#3 Warheads on Foreheads
Understand our major flaw
Parochialism and stovepipes
Distrust anyone not from our communityand then only grudgingly

Work together as a teamremember that our teammates are both inside and outside our lifelines

#3 Warheads on Foreheads
Capitalize on our major strength
Execution of the mission is #1
Never say no
Nothing is too hard, regardless of the funding, manpower or equipment

We must remember this strength may also be a flaw

Commitment to the mission

Fourth Area of Emphasis

I want you to want my job
Command At Sea

We will work hard We will have fun

We will take care of you

Fourth Area of Emphasis

We belong to a proud Heritage
We are the United States Navy

We believe in our mission and the

uniqueness that makes it great!!

Break

Leadership 101
To those who wear the cloth of our nation
Sailors, Civilian Professionals, and Families

Professionalism is pivotal
Warriors can be leaders, but

Leaders must first be warriors, and

Smart warriors take care of the Sailors first

Physical and moral courage

Clarity of vision under pressure

Honesty and integrity Humility

Honor, Courage and Commitment

Once you go feet dry over the beach, there can be nothing limited about your commitment. Limited war means to us that our target list has limits, our ordnance loadout has limits, our rules of engagement have limits, but that does not mean that there is anything limited about our personal obligations as fighting men to carry out assigned missions with all weve got. Dont ask for Hollywood answers to questions like what are we fighting here for? We are here to fight because it is in the best interests of the United States that we do so, which may not be the most dramatic way of explaining it---but it has the advantage of being absolutely correct.
CDR James Bond Stockdale
Commander, Air Group 16, fall 1965; to the Naval Aviators of Air Group 16; From the deck of the USS Oriskany (CVA-34).

Leadership 101
To warriors, knowledge of their warfare profession is critical
You can never know enough Dont know the answer, find it out Never make it up

Enthusiasm, Enthusiasm, Enthusiasm!!!

Leadership 101
No brand X leadership
No one enjoys having their backside chewed

Forgive unintentional mistakes

No one screws up on purpose

Determine the reasons

Training, equipment, perceived pressure

Fix the problem Move on to the next challenge Without forgetting the last

Yelling at a JO is like beating your dog. When it is all over, you feel guilty, and the dog doesnt get it.
RADM Dave Nichols - OIF -

Leadership 101
Loyalty, up and down the COC

Everyone has a Boss

The Boss expects you to support him He will support you

You need to support your peers and people who work for you
We all need to support the Bosss Boss Its a food chain for a reason

Leadership 101
If you do not like what the Boss is doing
#1 Support the Boss fully in public
#2 You are obligated to express your views to him in private
But never in public

#3 After he hears the argument and if he still does not change his mind #4 Support him fully in public

Leadership 101
As a leader you must say:
I will help you learn your job
Teaching and counseling never stops

I can not do your job for you If you fail because of training
I will provide the training

If you fail because you are not trying

I will get someone else to do it

Leadership 101
Treat every individual, senior or junior, the way you want to be treated Praise in public and in writing
Counsel in private

Tell them what to do, why they are doing it

But not how to do it

Provide your Boss with solutions

Dont be part of his problems

Leadership 101
Take care of your people,
They will take care of you

Give your people a lot of leash, and a little rudder Be inquisitive, ask the tough questions
Is there a better way to do business?

You can pick your friends, but not your orders

Leadership 101
Your personnel
Take care of them,
Tell them the truth, Lead them in the air, on the bridge, and on liberty, Teach them, Mentor them, Tell them your expectations of them, Show them the standard of what is expected,

Hold them accountable,

Take care of them.

Leadership 101
There is a fine line between micro management and thorough oversight
Depending on where you are in the food chain

Understand your place

Apply, or receive, the oversight correctly

The devil lives in the details

Look for the devil

Marketing is everything

Leadership 101
Have fun!!!
A sense of humor is a valuable commodity
So is a thick skin...

When it stops being fun

Something is wrong

Humor in a time of perceived crisis breaks the tension But dont get outside the envelope
The pendulum will swing back
Until then, it will hurt if it hits you

After two beers, dont drive

It is not worth your career

Leadership 101
We are a social organization

Teamwork, camaraderie and esprit de corps

Live, work, sail, fly and fight together

You can pick your friends

But not your Ship, Staff, Wardroom, or Ready Room
Recognize everyone for who they are, not what they are Look out for one another

We are our Wingmans keeper

We Are Our Wingman's Keeper (Sexual Assaults)

140 124 120 106 100 80 62 60 40 20 4 5 0 17 22 24 88 81 69

30

2011

2012

We Are Our Wingman's Keeper (Sexual Assaults)

Problem: Sexual Assault is incompatible with our core values, corrosive to morale, and detrimental to combat readiness. SAPR Mission: Prevent and respond to sexual assault, eliminating it from our ranks through a balance of focused education,
comprehensive response, compassionate advocacy, and just adjudication in order to promote professionalism, respect, and trust, while preserving Navy mission readiness.

SAPR Vision: Promote and foster a culturally aware and informed Navy respectful of all, intolerant of sexual assault, and supported by
a synergistic program of prevention, advocacy, and accountability.

Five Lines of Effort (LOEs) Guide SAPR Policies, Programs & Processes* LOE1: Education & Awareness

LOE2: Prevention & Intervention

LOE3: Victim Advocacy & Resiliency LOE4: Investigation & Accountability LOE5: Assessment (of other 4 LOEs)
* Aligned with JS Strategic Direction to the Joint Force on Sexual Assault Prevention and Response

We Are Our Wingman's Keeper (Sexual Assaults)

We are the difference makers The entire chain of command Sexual Assault Case Process O5 Commanders too close to the issue

Independent disposition required

First flag officer review Combined USFF and CPF Message DTG 071040Z Aug 12 Outlines roles and responsibilities O6 and above dispose of covered cases

We Are Our Wingman's Keeper (Suicides)

Average of 4.8 suicides per month on AD last 12 months September 2012 Update
Demographics Probable Stressors ** TBD TBD TBD (TBD) TBD R

Navy Suicides
100 90 80 70 60 50 40 30 20 10 0 25 20 3 15 10 52 39 47 5 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 AC (incl RC on AD) Navy Suicide Rate
Suicides YTD CY12: 50 = 47 + (3) CY11: 42 = 38 + (4) Date 9/4 Age 30 20 37 (21) 30 32
Grade

Rating AE HM DC (HT) HM AM1

Gndr M M M (M) M M

Mar Sts Mar Sgl Mar (Sgl) Mar Mar

Assigned to HSC TRASUPCTR ATG (NOSC) NAVHOSP FLTREADCEN

Deploy History*

Number of Deaths

E6 E2 E8 (E3) E5 E6

R P P (TBD) P P

Rates per 100K

9/5 9/6 (9/6) 9/9 9/13

6 37

6 38

3 40

6 4 46

44

40

39

RC Civilian Crude Rate

Service Comparison USN: 52 / 14.6 USMC: 32 / 14.4 USAF: 50 / 12.9 USA: 167 / 22.2

Suicide Related Behaviors CY12: 1,351 = 1,327+ (24) CY11: 1,906 = 1,892 + (14) Suicide Rates (per 100K) (12 Mo) Sep 11 Aug 12: 16.0 (CY11) Jan 11 Dec 11: 14.6 (CY10) Jan 10 Dec 10: 11.1

* Deployment History N=None, O=On, P=Prior (>6 mos), R=Recent (< 6 mos), BOG (Boots on Ground) ** Probable Stressors

D=Discipline, F=Fina, LE=Life Events, MH= Med Hist, R=Relationship, SA= Sub Abuse, SEP=Separation, W=Work

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Total

CY12 CY11 CY10

5 (1) 4 (0) 0 (1)

5 (0) 8 (0) 4 (0)

4 (0) 5 (2) 2 (2)

5 (0) 5 (0) 3 (0)

5 (0) 6 (0) 4 (0)

10 (0) 3 (0) 2 (0)

4 (0) 1 (1) 5 (1)

4 (1) 5 (1) 3 (0)

5(1) 4 (0) 2 (0) 5 (2) 4 (0) 1 (0) 5 (0) 5 (1) 5 (0)

47 (3) 52 (7) 39 (4)

14 SEP 2012

NOTE: Data for SELRES not on AD in parentheses All other data reflect AC + RC on AD

Source: OPNAV N135

We Are Our Wingman's Keeper (Suicides)

Education & Awareness
Build Resilience

Operational Stress Control, Sailor and Family Readiness, Total Fitness

Suicide Bystander Intervention (SBI)

All Hands All of the Time

Engaged leadership, ACT Risk & protective factors

Sailor & Family Care

Strengthen Connections

Peer-to-peer connections, Counseling resources/support programs

Remove stigma and barriers to seeking help

Climate Communication

Engaged leadership, Leverage media, communication

Assessment

Surveys DoDSER

Continuous improvement, Metrics

50

Life Counts Live it!

Leadership 101
Team player
Team work is a graded item
Navy first, command second, individual third Takes fair share of good and bad deals Doesnt whine when handed a bad deal
Does the job and moves on

Does every job right, the first time, every time

If its worth doing,

its worth doing right!!!

Leadership 101
Your people are not perfect
99% are doing their very best
They will fail occasionally Let them learn from their mistakes

Your challenge is to balance your standards with their abilities

Patience is a valuable commodity

Future Captains and Commanding Officers

It takes 6 months to grow into Command If you have not figured it out by thenyou never will

Leadership 101
Build esprit de corps
Pride in the organization
Clean, properly painted jets Clean, well organized spaces Professional looking Officers, CPOs and Sailors
Shiny Boots Kill MiGs

Ship and Squadron mates who flawlessly execute the mission

Leadership 101
Programs
Day to day practices should dictate no preparation is required for inspections
Able to pass a no notice inspection on any given day

Let leadership know if inspection process is excessive

Leadership 101
The Boss doesnt want to hear your problems without your solutions The Boss doesnt want to provide those solutions Do not let the Boss get surprised

Keep the Boss informed of failures and successes

The Boss knows snorkeling when he sees it

Leadership 101
The Burning Bush
Is the Department Head on Department Head issues
Is the XO on XO issues Is the Captain / CAG on Captain / CAG issues Is the ESG / CSG Commander on ESG / CSG issues You get the idea..

Bottom line:

Execute the Burning Bushs issues and programs!!!

Leadership 101
Set the example
Glass houses and a pedestal are reality

If you break the rules, so will your people Watch your alcohol intake

Dont date the help...

Leadership 101
It is either right or wrong

Do only the right thing

Dont do the wrong thing Stay out of the gray area in the middle If you follow this advice,
You will be able to sleep at night

If you do not,
You will always be looking over your shoulder

Leadership 101
Apply the Rule of 30 in a crisis
Wait 30 seconds, 30 minutes, 3 hours before reacting to crisis info
Take an operational pause The first info is always wrong or incomplete

Dont go to your boss with an issue without first getting all the background
We react to your requests...

Dont let your poor prior planning turn into my crisis (ALE)

Command
The clock is ticking...

You have the greatest job in the world, but you still have a Boss
Therefore, your job is to support your Boss success
Whether you like him or not
This is not snorkeling This is reality The Boss determines your future

Command
Develop a vision with achievable goals
Not a tree hugging phrase
These mean nothing at the squadron level

The Sailors must be able to identify with the goals

The goals must never be out of their reach

Must balance achievable goals with long term thinking

Command
Brief your vision and goals to the entire Command
The first day after the Change of Command
Set the tone Let them know you are in charge Make this brief part of your indoctrination program

Command
Work with your sister commands
100% identical on all aircraft / ship unique issues
Dont make the CAG / DESRON choose, he aint the expert Fix and fly each others aircraft and ships

Avoid ugly competition wars Encourage the good competition This requires compromise on everyones part

Teamwork is a graded item

Command
Unless your Boss is from your community, he isnt as thrilled about your aircraft / ship as you are
Hornet drivers pay attention

Your job is to help your Boss do his job

And not make the Boss mad
Marketing is everything

Command
Your Boss is grading his COs on how well each plays the hand that is dealt to them
You may have a good hand
Others may not Play it smartly

Pick your fights carefully

Avoid chasing windmills

All COs do a great job running their command

Breakout requires a good command and providing solutions for your Boss

Command
You are one of your Boss Dept Heads
Get used to it

When we talk about N Heads later in the brief, I am also talking to you

Break

XO, XO!!!
Pocket your ego
No one cares what you know

Your job is to get the Boss promoted or selected for the next command level

Your job is to run the Command and let the Boss have fun
You are the head paper clip

You are not the Boss

Get used to it...

XO, XO!!!
The Change of Command
Your new presence is a bigger shock on the Command than the new Commander
They know the old XO They dont know you First impressions are everything Open your eyes and ears Keep your mouth closed

Brief for the wardroom and CPOs on your issues/attitudes

Develop a brief, give at every INDOC

XO, XO!!!
Your tactical proficiency is critical
Do not let it falter

You must lead from the front

But right behind the CO...

Your responsibility is to pick up the Colors when called

XO, XO!!!
Look after the CO
Professionally
Personally

Take over the responsibilities the CO misses

Programs critical for the Commands success
Paperwork Even if you dont like them either...

XO,XO!!!
The seeds you plant as XO, you will reap as CO
There will not be the time once CO
Brief the CO on your intentions

Implement programs to make your job, and your reliefs easier Be pro-active, get ahead of the daily grind Get the Department Heads together prior to every Dept Head meeting

XO,XO!!!
Who you put in critical TAD billets will make your job easier
Ship / Squadron level
DCPO
Aggressive Second Class who is good with organization and can work independently

First lieutenant
Aggressive CPO or First Class Berthing and heads are everything

Put more bodies than necessary in quality of life tad billets

Laundry, First Lt, etc.

XO,XO!!!
Balance the work load with the number of Officers / CPOs If it is worth doing, it is worth doing right!!! If it aint worth doing, dont!!!
Unless from a Burning Bush...

Department Heads
Department Heads are not just O-4s
O-5 COsDH to CAG, DESRON, etc O-6 COsDH to CSG / ESG, etc O-7 CDRDH to C5F O-9 CDRDH to CENTCOM

Communicate, Communicate, Communicate!!!

Never implement a program that affects another department without clearing it with your teammates first Meet with the team daily, hourly, always

Never tell the Boss another dept screwed up

Let the other Dept Head give them the info

Always tell the Boss when you screwed up

Dont blame it on your people Tell him your solution Only ask for the solution when all yours have failed

Department Heads
Run the Dept Head meetings

Provide the Boss with the plan

Let the Boss give a little rudder If you dont provide the plan, he may provide it for you... Be careful what you ask for, you just might get it...

Department Heads
You will never work harder
Until Command

You will never have as much fun

Until Command

You must maintain your tactical excellence

You must be a leader to JOPA
Right behind the XO and CO

You are no longer a part of JOPA

Although JOPA gets older the longer you stay in

Department Heads
Your job is to make the CO a CAG / CV CO / DESRON Do not focus on your FITREP
That is the CO and XOs job Instead, work with the other Department Heads as a team!!

Department Heads are middle management

Develop the plan, follow through to the end

Department Heads
Communicate, Communicate, Communicate!!!

Never implement a program that affects another department without clearing it with your teammates first Meet with the team daily, hourly, always

JOPA
We train Naval Officers, not just aircrew and shipdrivers
Your ground job is not a dissatisfier
The Navy wants more than just aircrew / shipdrivers and knuckleheads We need Warriors who are Leaders

Hold them accountable Rotate them through all departments

Chief Petty Officers

They are the back bone

They provide the ground truth

Play youth and enthusiasm
Over age and salt...

They must train the new Div Os

Hold them accountable Always back them up They will never let you down

Sailors
Our Navys greatest asset

You will not find the level of excellence and productivity anywhere else in either the military or private sector Tell them the truth, they will do anything
Hide the truth from them, you have lost them forever

Sailors
Do not burn them out

The Command must function after you have departed

You are there for 30 months They are there for 4-5 years Apply Leadership 101

Retention
You and your wife / husband decide
Not me
We do not want to retain everyone

Two major issues

Operational Tempo of Navy operations
Work ethic and night traps

Personnel Tempo of Navy operations

Family separation

Dissatisfiers are tie breakers

Rocks in your backpack

We will minimize the dissatisfiers You need to decide on the other two

Retention
Why Sherry and I stayed in
Beats working for a living
Challenges Responsibility The people and camaraderie The flying and sailing

Overrode night traps and separation It was an easy choice It was the correct choice

Retention
Do not think your ground job is a dissatisfier

The Navy wants more than just aircrew/shipdrivers and knuckleheads

We need Warriors who are Leaders

Lead, follow, or get out of the way!

Retention
Your future orders are your COs concern
He will come to us when he requires assistance
Your COs orders are your Boss concern

You no longer talk to your detailer

Your CO is your detailer

Goombas in Memphis talk to the CO

COs must stay engaged with Millington

Know what is available before making statements to JOs Mentor with information from Millington

Retention
You decide to get out, good luck

We will help you get ready for the outside and potential unemployment
We expect you to work until the end

Take the pack off

You have just had your last hop

Dont expect a good deal over someone who is staying in

Retention
Sea duty and deployments are the Navy

The Tip of the Spear

Want to be on the First Team?
Stay Navy

You can only practice our profession from the beach Deployed is where we execute our profession

Cant hack the pace of Navy operations?

Get out, cause we aint going to change

Retention
Our Nation needs you now more then ever

There has not been a better time to be Navy in 35 years

Retention
If you stay, You are the future of our Navy If you stay, You want to be a part of the solution If you stay, We will bust our backsides taking care of you If you stay, We will help you spend your bonus
We know that is not why you stayed

The average Naval Aviator, despite the

somewhat swaggering exterior, is very

much capable of such feelings as love, intimacy and caring Those feelings just dont involve anybody else, however.
Sherry

How To Live With Me

If you think the following are dissatisfiers:
Taking care of Sailors, and
Getting in the books and learning your profession, and Doing all three of your ground jobs We will not get along...

How To Live With Me

Spaces, berthing, barracks
Direct reflection of the Command Atmosphere
Live / work in a outhouse, you feel like the bottom of the food chain Housekeeping practices mirror maintenance practices

Paperwork
Get the point across? Grammatically correctly? Formatted correctly? Read right? I will sign or forward it
If any of the above is NO - you get it back

How To Live With Me

Leadership can only read 3500 words a day

Email
Send it TO medo not CC me
I dont look at CC emailunless from my Boss

Dont make me read the email trail

Open with: Decision required or Info only Summarize in your email cut and paste is okay

Always hit reply all

Never hit just reply
Never use blind copy

Low or high sideyou hit send you no longer own it

But you will live with it forever

How To Live With Me

PowerPoint
If the brief looks badit is bad
Use the standardized format Condenseget the point acrossit is not a book

Too many Staffs are predisposed to find the NO to subordinate or other components (teammates) requests
Find the YES

How To Live With Me

Only I can say no to a subordinate Commanders request
RogI will get back with you = Marketing

Flag courtesy read of all important messages

I will not tell you not to release it

Teamwork
From Commander to the most junior Sailor

Snorkeling gets you no where

How To Live With Me

I forgive unintentional mistakes

I do not forgive intentional breaches of procedures and regulations

I assume you know the difference

No jet is worth your life

Get out of it If you screwed up, we will learn from it Dripping wet in front of CAG is better then dead

How To Live With Me

What drives me to the dark side
Impulse pilotingin the airon the seaon the roads
Supervisory errors Changing my mind for me unless convincing me first Re-learning lessons learned Excuses instead of I dont know but will find out Anyone who forgets Teamwork is a graded item

Areas to Avoid
Stovepiped Warriors see the world through their ready room or wardroom
Air Wing Commanders who forget (or do not know) their biggest contribution to the strike group is as a force provider to the other warfare commanders Cruiser COs with no other job but to drive a ship Carrier COs who think their only job is to run the hotel Surface Combatant COs who wait to start to train in the basic phase Hornet COs who configure their jets based on how it flies vice asking what is the mission Prowler COs who forget to tell CAG where and where his special tasking is

coming from
Hawkeye COs who dont do their day job Aegis who dont train to NSAWC stan Helo COs who miss an alertany alertand forget to let me fly

Staffs who pass tasking down echelon

Our Tour at FFC

Take a marathon pace

We must maintain our sense of humor

The Naval Forces we send forward
Their deployments will be hard, long and the most important deployment of their career
Regardless of rank or rate

A marathon pace does not mean we lower our standards

Remember What Was Said Here Today

Four areas of emphasis
#1 Safety #2 General Welfare and Professional Development of our personnel #3 Warfighting: Warheads on Foreheads #4 I want you to want my job

Leadership 101