Monday, October 29, 2012

Sandy is saving us money


Not that any of the readers of this blog are affected, but hey, Sandy is saving us money on conferences!

UNCLASSIFIED//

ATTENTION INVITED TO  

IMMEDIATE

O 282209Z OCT 12 PSN 237031K16

FM CNO WASHINGTON DC

TO NAVADMIN
ZEN/OU=DOD/OU=NAVY/OU=ADDRESS LISTS(UC)/CN=AL NAVADMIN(UC)

INFO ZEN/CNO WASHINGTON DC

BT
UNCLAS
QQQQ

SUBJ: CANCELLATION OF THE 3/4 STAR AND NAVY FLAG OFFICER & SENIOR EXE CUTIVE 
SERVICE (NFOSES) SYMPOSIUMS UNCLASSIFIED/ PASS TO ALL OFFICE CODES:
FM CNO WASHINGTON DC
TO NAVADMIN
INFO CNO WASHINGTON DC
UNCLAS
NAVADMIN 321/12

MSGID/GENADMIN/CNO WASHINGTON DC/DNS/OCT//

SUBJ/ CANCELLATION OF THE 3/4 STAR AND NAVY FLAG OFFICER & SENIOR EXECUTIVE 
SERVICE (NFOSES) SYMPOSIUMS//

RMKS/1. DUE TO FORECASTED ADVERSE WEATHER ASSOCIATED WITH HURRICANE SANDY, THE 
3/4 STAR SYMPOSIUM AT THE WASHINGTON NAVY YARD ON 30 OCT
12 AND THE NFOSES SYMPOSIUM AT THE US NAVAL ACADEMY ON 31 OCT - 01 NOV 12 ARE 
CANCELED.

2. POINTS OF CONTACT ARE CAPT T. STEADMAN 703-692-9026, CAPT E.
HOLLOWAY 703-692-7671, OR THE OPNAV BWC 703-692-9284.

3. RELEASED BY VADM R. W. HUNT, DNS//

BT
#3922
NNNN
UNCLASSIFIED//
 
For better advice on saving time, go here:
 
http://navygrade36bureaucrat.blogspot.com/p/top-ten-for-ensign.html 

Sunday, October 28, 2012

People quit bosses, not jobs



I first the quote in the title when reading "Good to Great." I doubted it at first, since I came from the generation that was told to pursue your passion and fall in love with your job. I figured that once you find the perfect job, you would never quit it.

And then, I nearly left the Navy because of a terrible Commanding Officer.

Talking with sailors that leave the Navy behind, I find that most of them enjoyed what they were doing. The two top reasons they leave are time away from home and bad bosses. Often times, these are one in the same, since a bad boss tends to manage his subordinates time very poorly.

While you personally may not be the reason one of your sailors leaves the Navy, you do need to remember that you carry a big influence in whether or not they stay. Not everyone should stay Navy, but it becomes hard for you to keep the good sailors if you make them all quit through terrible leadership. Manage your division well, maintain transparency in what you do, and care about your people, and your sailors will pick up on that and stick with you. Fail at that, and they'll leave in droves.

Saturday, October 27, 2012

That's a lot of nukes!

Fleet Brief

STA-21 selection results are out:

http://www.public.navy.mil/bupers-npc/reference/messages/Documents/NAVADMINS/NAV2012/NAV12318.txt

I'm seeing a trend...a LOT of people selected for nuclear. The Navy is once again having a hard time filling those jobs. Having been there once before, I'll say that most people leave because they are treated like garbage, not because of the money, outside jobs, or deployment schedule.

Thursday, October 25, 2012

New life for naval gunfire?

Oto Melara's Euronaval display outside Paris features a full-scale mockup of its 127 mm gun, along with Vulcano extended-range munitions.

With extended range shells (in this case going up to 100 kilometers), is there a new life for Naval Gunfire Support?

Long-Range Naval Ammo Extended to Smaller Calibers

http://www.defensenews.com/article/20121025/DEFREG01/310250005/Long-Range-Naval-Ammo-Extended-Smaller-Calibers?odyssey=tab|topnews|text|FRONTPAGE

Wednesday, October 24, 2012

TRICARE PRIME



Probably one of the most confusing things is health care for your family. If you are enrolled in TRICARE PRIME, it's normally not too bad, but once you go overseas or use TRICARE STANDARD....it can quickly become a nightmare.

A good place to start understanding TRICARE is this website:

http://www.tricare.mil/mybenefit/ProfileFilter.do;jsessionid=Q9ZNYPy1VPpW5nMhl9s1F5yF4scPQFQQg4hLgHB8HBvRLjGyyYdp!1787486194?puri=%2Fhome%2Foverview%2FLearnAboutPlansAndCosts%2FTRICAREPrime

The TRICARE handbook is a link on the right side, and it walks you through the basics of TRICARE. Take the time and understand it now, so when you move you know how to do the basic things like switch PCMs.

Tuesday, October 23, 2012

Want to teach at the Naval Academy

Then maybe this is for you!

http://www.public.navy.mil/bupers-npc/reference/messages/Documents/NAVADMINS/NAV2012/NAV12315.txt

THIS NAVADMIN ANNOUNCES APPLICATION PROCEDURES FOR THE FY-13 LEADERSHIP EDUCATION AND DEVELOPMENT (LEAD) PROGRAM.  THE UNITED STATES NAVAL ACADEMY (USNA) IS SEEKING APPLICATIONS FROM MOTIVATED, ACADEMICALLY AND PROFESSIONALLY QUALIFIED UNRESTRICTED LINE OFFICERS FOR THE FY-13 LEAD PROGRAM.  SELECTED OFFICERS WILL SERVE AS BOTH COMPANY OFFICERS AND ROLE MODELS FOR OUR FUTURE NAVAL OFFICERS.
THE USNA COMPANY OFFICER MASTERS PROGRAM IS A UNIQUE OPPORTUNITY FOR JUNIOR OFFICERS TO PARTICIPATE IN A 36-MONTH GRADUATE EDUCATION AND LEADERSHIP EXPERIENCE.  THE PROGRAM COMBINES A FULLY-FUNDED MASTER OF PROFESSIONAL STUDIES DEGREE IN LEADERSHIP, EDUCATION, AND DEVELOPMENT FROM A GREATER BALTIMORE-WASHINGTON, DC METROPOLITAN AREA UNIVERSITY WITH THE OPPORTUNITY TO SERVE AS A COMPANY OFFICER FOR TWO YEARS AT USNA.  OFFICERS ATTEND CLASSES AT THE UNIVERSITY AND WITHIN THE NAVAL ACADEMY YARD AT LUCE HALL.

Monday, October 22, 2012

The uniform board actually does something intelligent!



For once, I agree with the latest news from the Uniform Board. 

NAVADMIN here: http://www.public.navy.mil/bupers-npc/reference/messages/Documents/NAVADMINS/NAV2012/NAV12314.txt

RMKS/1.  THIS NAVADMIN ADDRESSES THE SERVICE DRESS KHAKI (SDK) INITIATIVE.  
THIS INITIATIVE WAS INSTITUTED SEVERAL MONTHS AGO AS ONE MEANS TO FIND AN 
AFFORDABLE, OPTIONAL LIGHT WEIGHT DRESS UNIFORM FOR WEAR IN WARM 
WEATHER/SUMMER MONTHS WHERE A COAT AND TIE (UNIFORM) IS DEEMED MORE 
APPROPRIATE THAN SUMMER WHITE AND/OR SERVICE DRESS WHITE UNIFORMS.

2.  A COMPREHENSIVE UNIFORM ASSESSMENT, EVALUATING OPTIONS FOR A SDK UNIFORM, 
IS COMPLETE.  IT INCLUDED EVALUATION OF: (1) PROBABLE QUANTITIES OF SDK SETS 
ORDERED/SOLD, (2) WEAR TEST OF SEVERAL MODELS EVALUATING QUALITY, DURABILITY, 
APPEARANCE AND FIT, AND (3) ESTIMATED COST PER UNIFORM SET TO THE INDIVIDUAL.  
ULTIMATELY IT WAS DETERMINED THAT A NEW SET OF LIGHT WEIGHT SDKS, OF 
ACCEPTABLE QUALITY, ORDERED IN THE PROJECTED NUMBERS FROM THE ASSESSMENT, 
WOULD BE TOO EXPENSIVE TO THE CUSTOMER.  ACCORDINGLY, THE DECISION HAS BEEN 
MADE TO TERMINATE PURSUING THE SDK UNIFORM AS AN OPTIONAL UNIFORM.

3.  HOWEVER, FOR E7 THROUGH O10 PERSONNEL, THE SDB UNIFORM IS A SUITABLE 
ALTERNATIVE FOR WEAR IN LIEU OF SUMMER WHITE AND SERVICE DRESS WHITE UNIFORMS 
WHEN A COAT AND TIE IS APPROPRIATE.  PER REF A, SDB UNIFORMS MAY BE PRESCRIBED 
FOR WEAR YEAR-ROUND TO ALL OFFICIAL FUNCTIONS (WHEN FORMAL DRESS, DINNER 
DRESS, OR FULL DRESS UNIFORMS ARE NOT PRESCRIBED) AND CIVILIAN EQUIVALENT 
DRESS IS COAT AND TIE.
THE SDB UNIFORM IS AVAILABLE FOR PURCHASE IN A QUALITY LIGHT WEIGHT FABRIC.

4.  ADDITIONAL INFORMATION REGARDING LIGHT WEIGHT SDB FABRIC AND ORDER 
OPTIONS, AS WELL AS AVAILABILITY, WILL BE PROVIDED SEPCOR.
 
OMG! Finally! Someone at the Uniform Board realizes that the last thing we need is ANOTHER uniform to purchase. Especially for officers, who have to purchase everything out of our pockets, I'm getting tired of having to buy new uniforms that I will never wear.

I know Admiral Mullen was a huge fan of the service dress khaki, but seriously, what was wrong with service dress blue? Why add another uniform?

Sunday, October 21, 2012

How to brief a senior officer

 

Very good advice on how to talk to senior officers.

http://navycaptain-therealnavy.blogspot.com/2012/10/more-awesome-advice-from-mentor.html

A snippet:

The first step is giving the boss the big picture. In a couple of sentences, try to outline the basics of the situation and the problem you seek to solve or the creative idea you are pushing.

Next, offer an assessment that lays out the key facts the decision-maker needs. Put yourself in the shoes of the decision maker and tailor the background info to what he or she doesn't already know. You'll need to state your assumptions up front as well.

Third step – and the key, of course – is articulating what you propose. Make this simple, creative, and sensible. Think through and discuss second order effects. Mention how your idea will play with the ‘customers' the boss reports to as appropriate. Address the challenges – especially the resources required -- in a realistic way.

Be honest and clear-eyed, not an impassioned advocate for a pet theory or project. Give both sides of the argument and anticipate objections. You need to be able to walk through the plan in such a way as to make it understandable.

Saturday, October 20, 2012

A ditty on shipbuilding



Gods of the Naval Engagement

from http://cdrsalamander.blogspot.com/2012/10/gods-of-naval-engagements.html

(with special thanks to Mr. Kipling: http://www.kipling.org.uk/poems_copybook.htm)

The Gods of the Naval Engagements

As I sail crosst the world’s big blue oceans, from every shoal and reef,
I make my proper prostrations to the Gods of the Power Point Brief.
Seen through LCD magic, I watch them promise and pledge,
But the Gods of the Naval Engagements, warn that we not lose our edge.



We were six hundred ships when they met us. They showed us without doubt,
That a balanced fleet is important, and we shouldn’t leave anything out.
But we found they were not Transformational, nor pursuing the next shiny light,
So we said that we wanted a Navy, whose job it was not to fight.



We made sure we got face time with Admirals, they seemed to prefer the Chiefs,
Not having to justify billets, like the Gods of the Power Point Briefs,
They told us when we were dreaming, and when our ideas would not work,
But we said they didn’t understand us, or were hidebound Cold War jerks.



With the Hopes the Thousand Ship Navy, they seemed totally out of touch,
They said most of our allies can’t help us, and the ones that can, won’t much;
They denied that they’d challenge the Russians, or sail with us to hostile ports,
So we worshipped the Power Point Briefers, and their hundred-and-four slide reports.



We championed “Optimal Manning”, a big savings in manpower alone,
A skeleton crew was sufficient, and shipboard maintenance postponed.
But in a short time things got rusty, and our equipment gave out or it quit,
The Gods of the Naval Engagements reminded: "Unmaintained ships go to shit." 



Diversity, we said, made us stronger, it would help us in battle, to win,
By selecting not the most qualified, but by quotas and color of skin,
Till our Sailors were so disenchanted, and doubted Diversity’s claim,
And the Gods of the Naval Engagements said: "Fairness is being treated the same." 



We no longer put vessels in mothballs, and threw away still-useful ships, 
Till Navy strength dropped past 300, with hardly a hull on the slips. Our global adversaries took notice, and contemplated war on two fronts, 
And the Gods of the Naval Engagements said: "You can’t be two places at once."



We gave us a 50-knot “sea frame”, and said we should build fifty-five,
Built for Littoral Combat, where we admitted it wouldn’t survive,
A pitifully small pop-gun up forward, short range and a maintenance fright,
And the Gods of the Naval Engagements said “Warships must be built to fight!”

Then the Gods of the Power Point tumbled, and the Navy admitted it erred,
With time spent on meaningless training, things of which no warrior cared.
We found we had lost naval gunfire, mine-countermine, and auxiliaries, too,
And the Gods of the Naval Engagements, dusted off old lessons anew.

“This transformational nonsense, it keeps us from doing things right, 
Those who win wars must be warriors, and the Navy stand ready to fight. 
In tough, sturdy, powerful warships, with trained and disciplined crews, Will deter the enemy most times, and win far more fights than they’ll lose.

The direction in which we are heading, will find our fleet second-rate,
A Mahanian challenge from China or a nuclear Mid-Eastern state.
They may deny us strategic access, or make us abandon our friends,
In a world once whose oceans and sea lanes, our Navy controlled end to end.



For the Navy exists to fight wars, and maintain control of the seas, 
With trade and free navigation, to go unhindered wherever we please. Ignore history’s lessons at your peril, but don’t think your enemies would,
And build a Navy for fighting and not some damned Force for Good!”

Thursday, October 18, 2012

Tuesday, October 16, 2012

Navy League Awards...are you nominating someone?



Awards for the Navy League Sea Service are here:

http://www.public.navy.mil/bupers-npc/reference/messages/Documents/ALNAVS/ALN2012/ALN12063.txt

Are you nominating someone?

Cold and calculating....like a psychopath?



Interesting article over at Scientific American comparing the minds of psychopaths to those of top political, military and scientific thinkers:

http://www.scientificamerican.com/article.cfm?id=what-psychopaths-teach-us-about-how-to-succeed

One begs the question...should our junior officers be screened for these kinds of traits? If we were to get into a real war, would we want the sort of person described in the article running our ships:

Or if you are a brilliant neurosurgeon, ruthlessly cool and focused under pressure, you might, like the man I'll call Dr. Geraghty, try your luck on a completely different playing field: at the remote outposts of 21st-century medicine, where risk blows in on 100-mile-per-hour winds and the oxygen of deliberation is thin. “I have no compassion for those whom I operate on,” he told me. “That is a luxury I simply cannot afford. In the theater I am reborn: as a cold, heartless machine, totally at one with scalpel, drill and saw. When you're cutting loose and cheating death high above the snowline of the brain, feelings aren't fit for purpose. Emotion is entropy—and seriously bad for business. I've hunted it down to extinction over the years.”

Right now, it seems that we want personable, "nice" officers that can get along with a variety of people and play nice with everyone else. But once bullets and missiles start flying, once sailors are getting killed, once we actually start losing ships to enemy fire...are these traits going to save us?

In the book One Hundred Days: The Memoirs of the Falklands Battle Group Commander, Admiral Woodward describes how the mood among his sailors completely changed after the HMS Sheffield was sunk by an Exocet missile. Before that happened, the sailors were overly confident of victory, took their time donning smoke hoods and safety gear, and in general were almost at ease. After the missile shot, everything took a determined stance, and a slow seething anger and gritty determination came over the crews, which would ultimately keep them focused and lead the British to victory.

The cold, calculating killing machine isn't just reserved for special forces and Marine infantry. During World War II, countless submarine captains were fired because they were not aggressive enough against the Japanese (recounted in this USNI article). We bemoan the fact that our leadership now seems more concerned with SAPR-L and IA training then warfighting skills and operations (the meme at the start of this article is only one of a hundred that can be found around the internet). Will we learn from history, or will we repeat it?

Monday, October 15, 2012

Sunday, October 14, 2012

New Navy Reading List

Navy Reading - Accelerate your mind

The CNO has put out an update to the Navy reading list. It's located here:

http://www.navyreading.navy.mil/

It's mentioned in this NAVADMIN:

http://www.public.navy.mil/bupers-npc/reference/messages/Documents/NAVADMINS/NAV2012/NAV12309.txt

Of note, the books designated as "essential reading" are sent hardcopy to all commands, but they can also be downloaded free from NKO. If you happen to have an e-Reader, you should be able to put the files onto it after downloading them to your computer at home.

I'm still working on my reading list...it's a little light right now due to having too much to do. From looking at the essential list, it's nice to see a mix of new and old history...not everything is a World War 2 book, something that I've been critical of in past Navy reading lists.

Saturday, October 13, 2012

The need for surprise



An interesting article at Danger Room about the use of commercial satellites revealing potentially secret sites:

http://www.wired.com/dangerroom/2012/10/apple-secret-site/

It's not just commercial satellites that are causing OPSEC problems. The internet and new technology is making it increasingly harder to maintain military secrecy.

Want to see military drones in action? Just go to YouTube! http://www.youtube.com/watch?v=MiqNd10IVp8

Want to connect with the Free Syrian Army? Like them on Facebook! http://www.facebook.com/TheFreeSyrianArmySupportersGlobal

(Heck, we had Americans fighting in Libya. All you need is a plane ticket.)

Changes like these, while drastic, haven't changed our ability to pull of operational surprise. They simply mean we must update our thinking and get smarter about the environment we operate in. If President Bush can pull off a trip to Baghdad, then we can continue to achieve operational surprise...we just need to change some fundamental thought processes.

1. The enemy fights the way we do. Lots has been written about guerilla warfare on land, but it happens at sea too. Some of our enemies use suicide craft, or mines, or civilian trawlers, things that are too often discounted in our own military planning. Unless it's changed recently, submariners and SWOs memorize visual recces of frigates, destroyers, and cruisers, since we have those kinds of ships and can identify with them, even though our enemies may not prize them like we do. We need to think of the enemy on their terms, or else we'll continue to be surprised when they don't stand up and fight like we expect them.

2. Deception doesn't work in today's era. Apparently we haven't learned from history. Military deception has been winning battles since humans have been conducting warfare, from ancient China into the modern day. While the methods will change (I doubt a dropped haversack will work these days), the concepts stay the same. We need officers that can think asymetrically and use deception to achieve surprise in today's era of high speed internet and information sharing. The Navy's typical response to deception is deceptive lighting, but there is much more, and we need our junior officers to think asymetrically to fool and defeat our future enemies.

At the very least, the Army has continued to offer it's Military Deception Planning Course (http://www.1stiocmd.army.mil/Home/iotraining), which in one week puts real rigor behind deception planning. If you can't take the course, I recommend at least reading:

Deception In War, by John Latimer
Learning to eat soup with a knife, by John Nagl

Both books are great and cover events beyond WW2 (which permeates way too much thinking in the military even today).

Friday, October 12, 2012

Paternity Leave





(From http://www.someecards.com/)

Having a baby soon? You're authorized 10 days of paternity leave. Just in case your boss tells you that it's not true (yes, I have had that happen, just like house hunting no-cost TDY orders), all the applicable instructions can be found here:

http://www.public.navy.mil/BUPERS-NPC/SUPPORT/TFLW/Pages/PaternityLeave.aspx

Thursday, October 4, 2012

Doing the extra work

From Seth's Blog: http://sethgodin.typepad.com/seths_blog/2012/10/do-the-extra-work.html

Do the (extra) work

Do the extra work not because you have to but because it's a privilege.

Get in early.

Sweep the floor without being asked.

Especially when it's not your turn.

Not because you want credit or reward. Because you can.

The industrialist wants to suck everything out of you. Doing extra work as a cog in an industrial system is a fool's errand.

For the rest of us, the artist and the freelancer and the creator, we know that the privilege of doing the extra work is the work itself.

The habit of doing more than is necessary can only be earned through practice. And the habit is priceless.

Wednesday, October 3, 2012

Changes to the NOOCS manual!



It's October, so besides all the fun of a new fiscal year in a continuing resolution, we have some new instruction updates. The new NOOCS manual came out with a lot of AQD changes. Most are just the normal office code shuffle in the Pentagon, but here are the real changes:

Added:
- DZQ, for Aviation Safety Officers
- KD8, for nuclear billets that require special screening
- LE and LS, for litigation experts and specialists
- 6AC and 6AE, for aeromedical officers that are also NFO or pilot qualified
- 6OE, for enroute care nurses

The volume II was updated with a few new colleges, but no new school codes. According to the change notes, the 6208 subspecialty was supposed to be added and the 6205 removed....but the manual still has the 6205. No matter how hard the Navy tries, it can't get rid of Information Warfare :)

Manual is here:

http://www.public.navy.mil/BUPERS-NPC/REFERENCE/NOC/NOOCSVOL1/Pages/default.aspx

Monday, October 1, 2012

Doing the minimum



Interesting article today concerning reputation here:

http://navycaptain-therealnavy.blogspot.com/2012/09/what-is-your-reputation-worth.html

The military is an interesting animal when it comes to reputation. On one hand, we have a rank structure and a host of instructions that would at first glance seem to make reputation almost a thing of the past. We have PQSs, AQDs, JQRs, school codes, test results, PFA scores, and a whole host of mechanistic functions that measure our aptitude and ability. It's amazing how much you can glean by a quick glance at someones ODCR or ESR, or even from just one FITREP or EVAL.

And yet, anyone who has sat on a ranking board for sailors knows that what is listed on paper isn't the only thing. How many of us have had to comment "Yes, I know he/she looks great on paper, but on deployment...." or "This sailor deserves an EP because he/she gets stuff done, and you'd want him/her to have your back when things get rough." No matter how hard we try, the intangibles that come with being human beings always seem to come out, and can never really be quantified, even in the 21st century.

If reputation will only continue to be more relevant in the future, then are we really setting our sailors up for success with our standard career advice? We tell sailors to take jobs to get specific codes, schools and experiences, to "buff up their record." But is the sailor that takes the tough jobs always the best one? Just because a sailor takes a job in Bahrain or Djibouti, does it make that sailor someone we want to lead people in the future?

I think we've lost the point of career advice because we focus on the minimum. We want certain jobs because we get an AQD, or overseas duty, or joint duty, or another "check in the block" in our careers. Gotta get that DIVO tour...check. Never mind if we learned anything, it just needs to be on our record. Gotta get a department head tour in...check. Never mind if we were effective or turned out a great product. Short of getting fired or breaking the law or a ship, we're going to get pushed up if we hit the right career wickets.

We're missing the point. For example, the reason detailers want officers to do a DIVO tour is to experience what it's like to lead a small group of sailors. You're a division OFFICER, not a MANAGER. You're expected to help make your division better. If you have a low performing division, then maybe you have a lot of work ahead of you, but it's pretty easy to go up when you're close to rock bottom. For the most part, we don't have this problem in the Navy, as we recruit pretty good sailors and do a decent job at initial training.

The problem is in attaining excellence. If our division, or department, or command, is GOOD, we see no reason to make it GREAT. We run in the daily grind that is required, and so long as we deliver our minimums, we feel we're doing what is right for our career...after all, we're a DIVO right? If we strive to meet only the minimums, we accomplish just that: the minimum.

Wars aren't won by doing the minimum. Great things aren't achieved by doing the minimum. Great sailors aren't built by mediocre leadership, and definitely aren't built by people who simply consider themselves managing an established process.

Your reputation isn't just a sum of accounting codes on your electronic record. Put in the hard work and learn the lessons your current job is designed to teach you. It will get noticed, not always on your electronic record, but rather by the reputation you have with others.