Archive for December, 2013
The Assets, an eight-part ABC miniseries event based on Circle of Treason will premiere on January 2, 2014 at 10|9 c. The series is based on Circle of Treason and will look inside the true, personal stories of the conclusion of the Cold War as told by the keepers of the nation’s secrets: the CIA. The series is produced for ABC by Lincoln Square Productions. Morgan Hertzan, Rudy Bednar, and Andrew Chapman are executive producers for the series.
From May through December 1985 the CIA experienced the unparalleled loss of its stable of Soviet assets. There was no indication of the impending disaster, which all but wiped out human source reporting on the Soviet Union. Whatever the nature of the problem, something was seriously wrong. Circle of Treason is the story of Sandra Grimes’ and Jeanne Vertefeuille’s personal involvement in the CIA’s effort to identify the reason for the losses and to protect future Soviet assets from a similar fate of execution or imprisonment. In 1991 the quest led to their hunt for a Soviet spy in the CIA and to their identification of the “mole” as case officer Aldrich “Rick” Ames, a long-time acquaintance and coworker in the Soviet-East European Division and Counterintelligence Center of CIA. That identification allowed the FBI to take the necessary law enforcement steps that led to Ames’ arrest in February 1994 and, two months later, a conviction and life sentence. One of the most destructive traitors in American history, Ames provided information to the Soviet Union that led to the deaths of at least eight Soviet intelligence officers who spied for the United States.
Not only is this the first book to be written by two of the CIA principals involved in identifying Ames as the mole, but it is also the first to provide details of the operational contact with the agents Ames betrayed, as well as similar cases with which the authors also had personal involvement—a total of sixteen operational histories in all. Of particular note is GRU General Dmitriy Fedorovich Polyakov, the highest-ranking spy run by the U.S. government during the Cold War. Described as the “Crown Jewel,” Polyakov provided the United States with a trove of information during his twenty-plus-year history of cooperation. The book also covers the aftermath of Ames’ arrest, including the congressional wrath for not identifying him sooner, the FBI/CIA debriefings following Ames’ plea bargain, and a retrospective of Ames the person and Ames the spy. Now retired from the CIA, Grimes and Vertefeuille are finally able to tell this inside story of the CIA’s most notorious traitor and the men he betrayed.
Typically the Services study historic leaders from their own particular domain of expertise (air, sea, land), and rarely do they venture beyond this. The Navy has figures like Mahan and Halsey. The Army: Grant and Patton. The Marine Corps: Lejeune and Puller. The Air Force: Mitchell and Boyd. This past year I came across a hero worthy of study by all the services.
A few months ago I read 21st Century Mahan: Sound Military Conclusions for the Modern Era by Benjamin Armstrong, a collection of Alfred Thayer Mahan’s essays, and became particularly intrigued by one of the essays entitled Strength of Nelson. The short chapter introduced me to a military figure whom, in my opinion, exemplified the leadership traits and characteristics required to successfully implement the philosophy of mission command today: Admiral Lord Viscount Horatio Nelson.
Immediately after finishing Armstrong’s book I wanted to know more, so I read Nelson: Britannia’s God of War by Andrew Lambert. From that wonderfully written biography and Mahan’s essay I observed five lessons that every military leader should consider in order to excel at mission command.
- Reward success and take the blame for failure. Nelson’s subordinates enjoyed working for him because they knew they would be able to contribute to the plan, as well as exercise initiative, aggression, and personal skill. They also found comfort in knowing that if things went wrong, Nelson would take the blame. However, if the mission was a success, Nelson ensured that his leaders received their proper reward and acknowledgment. Lambert wrote that “[Nelson] never overrode the judgment of those whom he had ordered to execute well-defined tasks. He always worked through the proper chain of command to avoid giving offense, or undermine the confidence of promising officers. If things went wrong, he was the first to leap to the defense of a bold and decisive subordinate.”
- Remember that political courage is as important as battle courage. Throughout his career he witnessed several of his commanders get bogged down in orders and rules, resulting in the loss of initiative or sailors in battle. He felt that leaders needed the “political courage” to sometimes disobey superiors to accomplish what was in the general interest of the cause. He once said to the Duke of Clarence: “To serve my king, and to destroy the French, I consider as the great order of all, from which little ones[subsequent orders] spring; and if one of these little ones militate against it…I go back and obey the great order and the object.” His disobedience, or putting the mission before his career, avoided disaster or accomplished the overall intent on more than one occasion.
- Communicate clear and simple concepts. Reinforce with discussion. In addition to producing memorandums that explained what his subordinates should do, he also brought them in for dinners and councils to discuss the greater picture and his intent so they could exercise proper judgment when required. On the eve of battle, Nelson penned his famous Trafalgar Memorandum, and wrote “something must be left to chance…in case signals can neither be seen nor perfectly understood, no Captain can do very wrong if he places his ship alongside that of the enemy.”
- Lead by example. Nelson understood the realities of combat, and he understood that when leaders set the example, their subordinates are more likely to rise to the challenge. Nelson’s sailors loved him, because he shared the dangers alongside them. In his final battle, The Battle of Trafalgar, Nelson put himself at the deadliest spot of the battle, the flagship Victory. This location allowed him to quickly modify battle plans as well as be with the ship that would take aim to destroy the enemy’s command and control ship. Even though his personal example on Victory ultimately cost him his life, it provided the fuel for those whom he commanded to eventually overcome the French and win one of the most famous battles in naval history.
- Trust is a powerful enabler. Mahan wrote that Nelson’s trust in subordinates rested, “upon the presumption in others of that same devotion to duty, that same zeal to perform it…which he found himself.” Before the first shots of Trafalgar were fired, he sent a note to all his ships letting the men know, he trusted that they would do their duty. Nelson had absolute faith in those who followed him.
The Army’s definition of mission command can be found within the pages of ADRP 6-0, Mission Command; it is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of Unified Land Operations. The philosophy of Mission Command is guided by six principles: build cohesive teams through mutual trust, create shared understanding, provide a clear commander’s intent, exercise disciplined initiative, use mission orders, and accept prudent risk. Adopting a philosophy of mission command allows units to take advantage of fleeting opportunities to seize, retain, and exploit the initiative in combat.
Throughout his career, Nelson built cohesive teams based on trust. He was able to develop a shared understanding and a clear commander’s intent through constant conversation and interaction with subordinate leaders, along with mission orders, like the Trafalgar Memorandum. And it was through these mechanisms that he ensured his subordinates exercised prudent risk and disciplined initiative.
Napoleon Bonaparte once wrote, “Peruse again and again the campaigns of Alexander, Hannibal, Caesar, Gustavus Adolphus, Turenne, Eugene, and Frederick. Model yourself upon them. This is the only means of becoming a great captain, and of acquiring the secret of the art of war. Your own genius will be enlightened and improved by this study, and you will learn to reject all maxims foreign to the principles of the great commanders.” Today, as we operate with the leadership philosophy of mission command, Nelson should be one of those commanders. As his second in command, Admiral Cuthbert Collingwood, wrote of Nelson, “We must endeavor to follow his example, but it is the lot of very few to attain his perfection”.
The Civil War ended, and when it did, the Navy returned to its roots of exploration and expansion, particularly in Asia. And, where Navy ships sailed, so did Marines. When sailors went into combat on land, Marines often led the charge. Our object today is a Medal of Honor awarded to a Marine during the little-known Corean Incident of 1871.
The global system doesn’t stop just because we’re all staying up late to drink Champagne… which means Sea Control doesn’t stop either. Matt and Scott discuss the last and next year of CIMSEC in this New Year’s mini-edition of Sea Control. Yeah, 30 minutes isn’t really “mini”, but we do it up big here at CIMSEC. Download last week’s fantastic episode and this week’s for your trip back home! Enjoy our 15th episode of Sea Control, Auld Lang Syn (download)!
Today’s object helps us understand how the disciplinary and military justice system of the Navy has developed from the middle part of the 19th century until now. JAG and NCIS are not just TV shows – they are important parts of the naval justice system. The institution of formalized disciplinary codes and personnel began during this time, in addition to all of the other developments that we have already discussed in previous episodes. Although flogging is long gone in the Navy today, we go back and take a look at early navy punishments, and see how they compare with the Navy today.
Matt Hipple is joined by Zack Elkaim and James Bridger to talk about rebellions in Africa: the Central African Republic, Mali, and Nigeria, as well as the future prospects for Somalia. Today’s podcast is one of our best, and we highly encourage you to give it a listen. Enjoy our latest podcast, Episode 14, My Other CAR is a Mali (download).
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The Navy evolved in all aspects from the War of 1812 to the Civil War. However, something often overlooked is how the personnel structure evolved and became standardized. The development of standard uniforms and insignia is one small way to look at this process, and today’s object, a pair of officer’s epaulettes, belonged to the Father of American Naval Gunnery, John Dahlgren.
Early submarines are often associated with Jules Verne’s famous book, Twenty Thousand Leagues Under the Sea. However, in the American Navy submarines had been in development for nearly a century prior to Verne’s writing. In fact, it was early American submarine designs that served as a guide for Verne’s book. Today, we take a look at the birth of the submarine in the U.S. Navy, and we do this through the lens of the actual pay documents issued by the State of Connecticut to the designer of the first American submarine during the Revolutionary War.
Cross-posted by permission from CIMSEC’s NextWar Blog
There’s been a big uproar lately about innovation in the Navy throughout message boards and the blogosphere – what is innovation, what it’s not, and what method Big Navy should be taking to jumpstart innovation among the fleet, if any at all. LT Jon Paris and LT Ben Kohlmann, both of whom are very involved in the conversation, had a great discussion about the topic on CIMSEC’s Sea Control Podcast, hosted by LT Matt Hipple. LT Paris followed up with an excellent blog post. While there are some contrasting views, it seems like one thing that’s agreed upon is that the deckplate innovation already occurring in the fleet sometimes doesn’t make it “up and out” or isn’t as publicized as it should be. In that capacity, LT Hipple, and some members from the CNO’s Rapid Innovation Cell, offered a challenge to start publishing examples of innovation in the fleet. I’ve decided to take this up head on in a series of “Innovation Files”.
Nearly every command has a “Plan of the Day” (POD) – a widely distributed one-page agenda with at least the current and following days’ schedule of events. Depending on the command, certain PODs are very long and many regularly contain dozens of events per day, some at overlapping times. Early on, I noticed a couple glaring inefficiencies particular to my command. First was the process – A yeoman would be specifically assigned to “do the POD” for the day, a duty rotated among the junior yeomen that nobody wanted. This task started by opening the previous day’s POD, changing the date, piling through various e-mails and files on the shared drive, and then writing the new daily schedule by hand. After an hour or two, it would get routed up to the ship secretary, personnel officer, admin officer, training officer, operations department, various department heads, command master chief (CMC), and some others before finally getting to the XO. Every position in the chop chain had their own changes and events to add, and it required the yeoman to literally go around the ship looking for each of these people, and then going back and correcting the changes for each correction or addition. It wasn’t uncommon to print in excess of 15 POD drafts before the final revision. As you can imagine, POD duties were an all-day event, and since the POD needed to be finalized and signed by the next day, it kept everybody around well into the evening.
After much thought, the XO, personnel officer, and I agreed on a plan to create a public calendar on Microsoft Outlook to streamline the POD process. However, PODs have a very specific format, and Outlook can print nothing close to the format. For example, asterisks had to be next to times if the event was to be announced on the 1MC, events had to be in bold lettering if the CO was attending, and everything had to fit on the page in two neat columns. It wasn’t as simple as hand-copying every single event into the old POD format though; the daily schedule constantly changed throughout the day, and there was no process in place to ensure if any late additions or modifications in Outlook were included in the POD. This, along with other human errors, severely complicated the process, and made it essentially as inefficient as the old method. If only there was a better way!
Introduce the automated POD (autoPOD). We decided to devise a macro app on top of Microsoft Publisher, a computer publishing tool, to automatically translate events on Outlook into the same easy POD format everyone was used to seeing. Macros are essentially programs, coded in easy-to-learn VBA (Visual Basic for Applications), that are built on top of application documents (in this case Publisher’s and Outlook’s) meant to automate tasks within these programs. Because of this attribute, it gets around IT policy requirements, which prohibit the introduction of specific executable programs not pre-approved by SPAWAR. Microsoft Publisher was chosen over Word because it’s specifically designed to manipulate documents with multiple dynamic text boxes. Through an appropriate script reference, the app asks the user permission to reach out to any designated public Outlook calendar. Then all the user has to do is click one button, and it automatically inserts the daily schedule into the POD publication – complete with dates, events, headers, etc. The layout is easily manipulated by different codes inputted into the appointment screen on Outlook. For example, for an event to appear “bold”, which indicates the CO is attending, an actual Outlook invitation for that appointment is sent to the CO, which is then designated on the user interface with a specific user name.
Along with events, the app supports all sorts of informational headers put in by different users through Outlook tags – for example, the operations officer puts in the appropriate command duty officers and duty sections, and the quartermasters put in sunrise and sunset times into Outlook. The app supports time structures displayed as “All Day” or “TBD”, and all types of recurring events. Different permissions (ie: read only, add, or modify/delete) can be granted to different users to modify the Outlook Calendar, and the program is set up for an administrator to view when and who is putting in the events, so it’s not possible to sneak a last minute evolution for the next day without the XO and CMC knowing.
AutoPOD was eventually customized for several other tasks. By request, we built an automated Plan of the Week (POW) 10-day printable outlook on top of Microsoft Excel for the Planning Board for Training (PB4T), which mimics the POD format each day, for planning purposes. Other ships had a weekly or monthly outlook summary with important events listed on the back of their POD, and autoPOD was customized for these commands as well, using the “priority” attribute to determine if the item should be displayed on a weekly summary. We have continuously refined AutoPOD to accommodate every ships’ POD format, meaning there will be little, if any, visible change to the Sailor. For example, there are options to modify the font, size, and width for the time and subject columns. Additionally, it’s designed to be plug-and-play – all contained in one publisher file – so it can be used immediately and without any complicated installation procedures. Detailed documentation is provided on how to install the program and manipulate the schedule via Outlook.
It is worth noting that the initial concept of autoPOD was not received well in its early stages. For example, the yeomen were used to a certain way of doing things, and didn’t want to move over from Word to Publisher. Despite comprehensive training, some department heads and department lead chief petty officers continued to send e-mails to admin with their events, instead of deconflicting and scheduling it themselves in Outlook. However, after much dedication and patience, everyone slowly acclimated. The new system is now second nature, and it’s hard to think of how life even functioned in the past.
To date, autoPOD has been distributed to over a dozen ships, across several waterfronts. It has undoubtedly made the POD process less frustrating, and has saved countless manhours and time, from the junior yeoman who can produce a POD in minutes, to the XO who no longer has to micromanage the process. Unfortunately, we recently hit a bump in the road when asked to set up the app on a ship that finished an extensive shipwide IT refresh known as a Consolidated Afloat Networks and Enterprise Services (CANES) installation. At the time, CANES strictly restricted ships from creating and using shared calendars, along with other security settings that prevented the app from working properly. A workaround is in progress, but it illustrates a point that has been brought up in the recent discussions – many Navy policies and procedures are around for valid reasons, but often come at the expense of productivity and innovation. It’s essential to collaborate between the fleet and appropriate project managers / designers / policymakers to figure out an optimal mix.
Matt and Chris wax on about the new budget deal and military benefits before finally discussing the incident between the Chinese and American navies, the Pacific balance, robotics, and books for the holidays. Remember to tell a friend and subscribe on Itunes or Stitcher Stream Radio. Leave a rating and a comment. Enjoy, Episode 13 of Sea Control, The Queen’s Shilling (download).
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