The following selection comes from Zumwalt Staff Officers Volume I, an oral history collection produced and owned by the United States Naval Institute. These oral histories done by USNI are simply fantastic gems of history, and this one on Zumwalt is no exception.
I am not sure what the procedure is for USNI members to get a copy of this kind of stuff, so maybe someone on the staff at USNI can address that in the comments below. As I have been reading through some of these interesting pieces of history, I keep thinking there is useful information that someone at every level of leadership from the Department Head up would find useful.
This is the first of what may be multiple posts on this Zumwalt oral history. In the section below Paul Stillwell is interviewing Captain Howard J. Kerr, Jr., U.S. Navy (Retired), who served on Zumwalts staff as a LT in Vietnam immediately after getting his Masters Degree at Tufts. Noteworthy in the context of this quoted section, LT Kerr turned down command of a coastal patrol vessel to take the position on Zumwalts staff, something his detailer insisted would hurt his career as LT commands at the time were very rare. He had never met VADM Zumwalt prior to accepting the position, and had only really learned about the man after being offered and initially turning down the staff job offer.
This section is discussing what I always find to be the most important issue Navy leaders must deal with – people. I think different readers can and will find different lessons or analogies to today in this section, and likely come to different conclusions as it relates to today. It begins with a question of inventives provided by the Navy for people to go to Vietnam.
Q: And there were not incentives provided for people to go.
Captain Kerr: Well, no, there weren’t any incentives to go, and there weren’t any rewards for having done a good tour there. Admiral Zumwalt fought like hell to give some rewards to the lieutenant commander who had gone over to Vietnam and who had done exceptionally well, who had put his life on the line, who had been in a very threatening environment for a year, and who when he came out was getting zero credit for that from the bureau and wasn’t even making the XO cut. That was kind of the typical guy. He worked very hard trying to turn that around. He put his own personal involvement in it. We used to talk to the bureau almost every night from Saigon in an effort to impress upon them the fact that, “You may not agree with what the country is doing~ you may not agree that this is the kind of training that a naval officer needs, but the fact is that this is national policy; the country is at war, and we are the warriors dedicated to fighting this country’s battles. It’s incumbent upon us to ensure that the very best people are sent over, because people’s lives are at stake and the national honor and prestige are at stake in this particular war.” And our ability to execute a very complicated sophisticated mission–namely, as I’ve said before, getting the Navy involved while at the same time trying to train the Vietnamese Navy and turn the damned thing over. It was a multifaceted operation that involved a lot of sophistication. It just required the best talent the Navy had. That’s the way Admiral Zumwalt felt about it. The bureau simply was not supporting that up until that time.
Now, they responded to him, and you began to see a little turnaround. Pretty soon, after nine months or so, some people who were considered “front-runners” began to show up in country. But up until the time Admiral Zumwalt got there, that was simply not the pattern, not the case. I feel that in many cases the detailers were being driven by what they considered the right, quote, “right career pattern” for a surface guy, and it just didn’t include a tour in Vietnam. It was more important to go off to destroyer school, or have a weapons officer tour on a DDG or something than it was to go to Vietnam. Those guys were doing just what they basically were being told what the policy within the bureau is. So, in that sense, we weren’t getting support even from our own personnel distribution system for the Vietnam war in country at that time. They supported us in the sense of putting in the numbers that had to be there. They were there. But they were not reaching down and looking for the top people and putting them over there. In a sense, it was inconsistent with the right career path to go over there.
You reflect upon that, and it’s an extraordinarily hard thing to understand for me – how we could view that war as just another tour of duty – it turned out that it just didn’t rank as high as other tours of duty. There are an awful lot of people who have remarked to me that at the time they didn’t want to go to Vietnam – not that they were afraid to go to Vietnam, but they just didn’t see how it was going to help their career.
Q: What did Admiral Zumwalt do to provide incentives for the Navy captains that were there?
Captain Kerr: Well, I think one of the biggest incentives right away was when Bob Salzer got selected for flag. There had never been a flag officer out of Vietnam. He got selected for flag. People tend to go to where people are being selected. If the water at this hole is a little bit sweeter, that’s where everybody goes to drink. And the water in South Vietnam had been a little stale. So when Bob Salzer got selected, that sent out a signal through the Navy. Zumwalt was there. Zumwalt was building a reputation. It was becoming common knowledge that Zumwalt had taken charge, had taken hold. The Navy was turning its act around and on in South Vietnam. That some good people were beginning to go there, to get involved. Bob Salzer had been selected for flag.
Q: Well, I think he was selected after he left.
Captain Kerr: Well, he had left, but see, he only had a few months to do when Admiral Zumwalt arrived. It didn’t make any difference when he got it. The fact is that it came right after his tour in Vietnam. So that was seen as a plus.
Q: My point is that the principal subordinates were still captains, whereas their counterparts, you were saying earlier, in the other services were generals.
Captain Kerr: Yes. That didn’t change. The admiral never got those jobs upgraded to flag rank. But he began to write the kind of fitness reports that helped people. He got General Abrams to sign off fitness reports for some of those officers, which was very helpful. Those are the kinds of things that you do to begin to support your subordinates in the field. He went personally after people. He used to get on the phone at night and call them. He’d work the detailers at night. A lieutenant commander comes out of Saigon with a top record, and the bureau doesn’t give that any merit. And instead of going to an XO’s tour, he goes someplace else; that tells the lieutenant commander community something. The admiral understood that, and he tried to turn that around–not only to give the right image of what was happening in Vietnam, but because he believed that that person deserved that because of what he had done in country.
You know, the admiral once said that every fitness report you’d get in the Navy that’s not under fire is just a guess. These guys were out in the field. getting shot at. They were running the war. The responsibility, the initiative, the sense of command and leadership that they were learning at this early age was remarkable. Plus, they were doing it in the battlefield. Those were traits and values and demonstrated performance things that are more important to a fighting man in many respects than being able to run an NTDS system on a guided missile destroyer. In other words, you could learn to run an NTDS system, but you never know how the guy is going to react in battle unless he’s been in it. And these guys had been in it. And our own system wasn’t recognizing that. If the guy somehow hadn’t been at the top of his performance ratings on his last ship, that’s what they were paying more attention to than how well he was doing in country. I feel very strongly that the bureau let the Navy down in country. I think, as I said, it began to turn around after Admiral Zumwalt got there, but I don’t think that the Bureau of Naval Personnel with regards to its detailing policies in the in-country effort, prior to 1968 certainly, can be very proud of its efforts to support the war. I mean they were more concerned about their own selfish policies of putting people in the right jobs and keeping them on the, quote, “career path” than they were with supporting the war effort in Vietnam.
Q: Well, did he work it from the other end also? There is a delayed reaction if you have to wait until the selection board results come out. Did he badger BuPers to send him brighter, better people earlier?
Captain Kerr: Yes, absolutely. There were people that were going off to the war colleges. I hate to belabor this, and I’m probably a little cynical about it, but I had people tell me that their detailer told them, “Let me put you at the Naval War College. You don’t want to go to Vietnam. That’s not going to do your career any good. You might as well spend a year at the Naval War College.” Can you imagine that? The goddamned country is at war! People are getting killed! And we’re thinking in terms of what’s best for promotion purposes. It’s unreal. In many respects, while I have disdain for both, I have less disdain for the person who ran off to Canada than I have for the person who ran off in uniform to the Naval War College.
One of the things that stood out to me in this section of the interview was the value of combat experience. US Navy fixed-wing aviators have dropped bombs on targets for 10 years, but 99% of those attacks have been in environments where the enemy lacks the capability to shoot back. The submarine community has never been attacked by a credible ASW threat in the lifetime of all US Navy submariners. The vast majority of combat experience of the SWO community comes from lobbing cruise missiles from positions offshore the enemy could not reach with counter-battery.
Put another way, RW pilots and the SWOs who conduct anti-piracy operations on small boats are about the only non-special forces sailors to find actual combat experience today, because they are the only US naval forces today that operate under legitimate threat of attack. Somehow I doubt the promotion system reflects that reality any more today than the promotion system reflected combat experience in Vietnam in the late 60s. AEGIS warships, aircraft carriers and strike fighters, and nuclear powered submarines cruising the South China Sea are so much cooler from a promotion system perspective than RHIBs and helicopters operating in pirate infested waters, or at least recent history suggests as much.
I think people can read this section and find other topics as well. Good history can do that.
Admin Update to Galrahn’s post regrading “I am not sure what the procedure is for USNI members to get a copy of this kind of stuff, so maybe someone on the staff at USNI can address that in the comments below.”
An index of our complete collection may be found here:
Although we charge for the Oral histories, we often make them available gratis to Commands (see ADM Harvey’s post at Fleet Forces blog) and students and for the purpose of promoting the program, which is completely funded by donations and the generous support of the Tawani Foundation.
Please don’t hesitate to reach out to us if you have an interest in our collection. You may email me directly: mripley @ usni dot org.
- What is the CRIC: The Chain of Command Cuts Both Ways.
- A History of the Navy in 100 Objects #48: Models of HMS St. George (1701) and USS Missouri (1944)
- Engineering and the Humanities: The View from Patna’s Bridge…
- A History of the Navy in 100 Objects #47: British Dockyard Models
- A History of the Navy in 100 Objects #46: WWII Japanese Radio Headset