Archive for the 'History' Category
First, let’s set the stage. Most of you have already read this;
Secretary of the Navy Ray Mabus and Master Chief Petty Officer of the Navy Michael Stevens today said the Navy is revoking Bill Cosby’s title of honorary Chief Petty Officer, originally presented in 2011. The Navy is taking this action because allegations against Mr. Cosby are very serious and are in conflict with the Navy’s core values of honor, courage and commitment.
Cosby enlisted in the Navy in 1956 and served for four years as a hospital corpsman before being honorably discharged in 1960 as a 3rd Class Petty Officer.
Let us put aside the sordid stories and unpack this a bit.
The Navy is taking this action because allegations against Mr. Cosby …
As far as we know, these are simply allegations, yes? So, we do not wait for justice, we do not wait for much of anything. The accusation is enough, I presume.
In isolation of the case at hand, I hold no brief for Bill Cosby, fully hoist onboard the reasoning and precedence we are accepting, and over the last few decades have accepted with a numbingly regularity – there are larger issues at work.
Where else does this habit manifest itself? We all know about the abuse of the IG system and the habit of firing senior leaders simply on the basis of an accusation. When we do that, we destroy careers decades in the making and even worse, besmirch the name of good people who, once found innocent, cannot reclaim their good name.
When truth, justice, and fairness are replaced by emotion, spin, and narcissistically therapeutic emoting in synch with the political mob’s Zeitgeist of the news cycle – what message are we sending to the Fleet, to our Sailors?
If thinking, feeling, and believing are now trumping what we know – then exactly what kind of organization are we? What are our Core Values again?
What are we honoring by presuming guilt, executing punishment, and then using that presumption to preach to the adoring public about our “honor.”
What courage is it to immediately throw someone under the bus before they have had a chance to address the charges against them? Why the hurry? Are we serving justice, or are we only out to protect ourselves, truth – unknown – be damned.
What are we showing a commitment to? Not to a Petty Officer Cosby who served our Navy at not the easiest time for a man of his background to serve. I’m not sure we are showing commitment to the values of justice as outlined in the Constitution we are sworn to uphold. I’m not sure we are even showing a commitment to the UCMJ. It seems that we are mostly concerned with a commitment to damage control against the Zeitgeist.
These public sacrifices to Vaal serve nothing and no one but the person who does the firing, to remove a irritation, to remove a distraction – not for any other higher purpose. That is a clear message; a message that is received.
What is our official Ethos? Let’s pull from the juicy center;
Integrity is the foundation of our conduct; respect for others is fundamental to our character; decisive leadership is crucial to our success.
We are a team, disciplined and well-prepared, committed to mission accomplishment. We do not waver in our dedication and accountability to our shipmates and families.
We are patriots, forged by the Navy’s core values of Honor, Courage and Commitment. In times of war and peace, our actions reflect our proud heritage and tradition.
Are we showing respect for the assumption of innocence of Cosby? Are we being dedicated to our Shipmates? Is punishing people by removing honors based simply by accusation part of our proud heritage and tradition? Really?
Is that the standard we are going to set? Is that the message we want to send to our people? You will be punished without evidence, simply because of accusation? We will crush you, and if innocent or the accusations are unproven – then that is your problem, as long as we are protected?
We are looking for reasons why our most experienced leaders are leaving after Command. We are wondering why we have so many refusing command that is offered to them.
Want to know why there is such an erosion in trust in senior leadership? Wonder why there is so little confidence? Want to know why a growing number of mid-grade officers don’t want that job?
Look at messages. Look at actions – not words – actions. Is truth a habit, a feature, or an inconvenience. Is not all honor we have set on a foundation of truth?
If we undermine that value of truth, does not the entire structure above it fall in to danger?
Here is a data-point to consider – an example where the actual ethos set on high drifts down to every layer of our organization. Even down to the keepers of our official memory. The chronicle keepers. Those keeping the bridge log.
They feel that there is nothing wrong with deleting history; ripping pages out of the chronicles; changing the bridge log.
Here is a screen shot from Thursday night of the URL: “http://www.navalhistory.org/2011/03/03/chief-cosby-front-and-center” read the address. Here is what you see.
What is missing? Well, with the Internet – nothing is deleted. Here is the cache:
Was this done by bad people? No. This was done by good people taking action based on the signals they are getting from higher up. That is where my bet is.
In the opening, I stated this problem started decades ago, for clarity sake, let’s draw a sharp mark on the calendar – one that is in living memory for anyone Year-Group ’91 or older, and legend to younger. We can draw that line 23 years and three months ago to the second week in September 1991; Tailhook.
That is where we saw senior civilian and uniformed leadership – who were there and active participants – shrink and cower while pulling the uninjured bodies of the innocent over them to protect them from the political frag pattern. Countless good junior officers’ careers were strangled in the cradle to protect those already past their prime.
For those who lived through it – that was the first break in the trust in leadership and our system many of us experienced. Following events have just emphasized that break in a bond that should be there, but isn’t – a break we see, talk about, and even do surveys trying to figure out.
This episode of memory hole utilization is just another data-point of an entire organization that has allowed this malignancy to take hold from bottom to top. Though modest, it cannot be discounted. It is the shaking rear-view mirror that is the result of the engine mount that is slowly giving away. You can ignore the shake and dismiss it as minor – which it is – but, you are also ignoring the cause of it; a growing problem that will eventually lead to catastrophic failure.
I have had a few people mention to me that this action is a response to an organizational circuit breaker popping in DC over a Petty Officer’s horrific Peeping Tom activity towards his ship’s female officers. If true, then we are letting the criminal actions of a 2nd Class Petty Officer indict the entire Navy as an organization tries so hard to be seen doing something, anything – and Bill Cosby, already abandoned my most, is an easy, defenseless, target of opportunity.
Again, is this in line with the truth, justice, or fairness? No. It is the reactionary result of thoughts driven by feelings of fear, believing that in some way, the organization you lead is as bad as its critics say it is.
Not the finest example of the human condition is our actions towards Petty Officer Cosby. One thing this episode has made clear; we have yet to recover from the leadership failures we saw in spades after Tailhook.
UPDATE: A point of clarification was brought up in comments. That website is not hosted by the U.S. Navy. It’s hosted by the U.S. Naval Institute. NHHC was invited to be equal partner on our site, and others as guest bloggers, among them Navy TV. It is at their discretion to delete/make private the posts.
By Mark Tempest
13 years into the long war, what have we learned, relearned, mastered, forgotten, and retained for future use? What have we learned about ourselves, the nature of our latest enemy, and the role of our nation? What have those who have served learned about their nation, their world, and themselves?
Iraq, Afghanistan, the Islamic State, and the ever changing global national security ecosystem, where are we now, and where are we going?
Our guest for the full hour to discuss this and more will be returning guest John Nagl, LTC US Army (Ret.) D.Phl, using his most recent book Knife Fights: A Memoir of Modern War in Theory and Practice as the starting point for our discussion.
Dr. Nagl is the Ninth Headmaster of The Haverford School. Prior to assuming responsibility for the School in July 2013, he was the inaugural Minerva Research Professor at the U.S. Naval Academy. He was previously the President of the Center for a New American Security. He graduated from the United States Military Academy Class in 1988 and served as an armor officer for 20 years. Dr. Nagl taught at West Point and Georgetown University, and served as a Military Assistant to two Deputy Secretaries of Defense. He earned his Master of the Military Arts and Sciences Degree from the U.S. Army Command and General Staff College and his doctorate from Oxford University as a Rhodes Scholar.
Dr. Nagl is the author of Learning to Eat Soup with a Knife: Counterinsurgency Lessons from Malaya and Vietnam and was on the team that produced the U.S. Army/Marine Corps Counterinsurgency Field Manual.
Today marks the 239th Birthday of the United States Marine Corps. In remembering the day when Captain Samuel Nicholas walked into a Philadelphia bar, looking for the “bravest men” of that city, Marines all over the world will hear the Birthday Message first circulated by Major General John Lejeune in 1921. Lejeune’s name is far more than just the name of another military base; he and his career are legend in the Marine Corps. He rose through the ranks, serving all over the world. When he reached Europe at the United States entry into The Great War, Black Jack Pershing recognized his leadership and gave the “Marines’ Marine” command of the whole of the 2nd Army Division. He became the 13th Commandant of the Corps after the war and to this day is known as the “the greatest of all Leathernecks.”
Yet it almost never happened. Today a discussion of military talent management has come to life, something that happens on a fairly regular cycle in American military history. Almost 125 years ago, the future of a young Midshipman Lejeune was at the whim of a bureaucracy that cared very little for his personal interests or where he and his peers thought his talents might lay.
In 1890 Midshipman John Lejeune, known among his friends by his nickname “Gabe,” and his Naval Academy roommate Ed Beach returned to Annapolis after spending two years at sea. In those days Midshipmen completed the course of instruction at the Academy but then had to serve in the Fleet for two years before they were commissioned. At sea they learned the basics of life and leadership aboard ship and began earning their qualifications and standing the bridge watches that would serve as the foundations of their careers.
The two young men also returned to the banks of the Severn River unsure that they would even receive a commission. There were a finite number of officer billets in the Navy and Marine Corps. Because promotion was seniority based, not every Midshipman could receive a commission unless there were enough officers who retired. If enough officers left the service everyone would move up the seniority lists and spots would open up at the bottom for the new Ensigns and Second Lieutenants.
Lejeune had wanted to be a United States Marine since he entered prep school at LSU. He finished at Annapolis in the top of his class and assumed that his standing would give him the ability to select the service of his choice. Returning to Annapolis Lejeune discovered that he had made the cut to receive a commission. But he also learned that the Academic Board, which was responsible for making service assignment recommendations, had assigned him to become an engineer in the Navy. His grades in the engineering courses were the best in his class.
Begging the Bureau
Lejeune decided to go to Washington to make his case to the Bureau of Navigation. His roommate Ed Beach agreed to go along with him to provide moral support and later related the story in his memoir. They were able to get a meeting scheduled with Commodore F.M. Ramsey, who led the Bureau and knew of the two young men because his previous position was Superintendent at the Academy.
The two Midshipmen arrived in Washington and Lejeune overcame an attack of nerves and went to the meeting with Beach at his side. He explained to the head of the Bureau that he had always wanted to be a Marine, and that because of how hard he worked and his class standing his preferences should count for something. Ramsey was the final decision maker and would approve the recommendations of the Academic Board. He was the only man who could change Lejeune’s fate. He refused. The Navy needed good engineers and he agreed with the Academy’s recommendation. The only way he would even consider changing his mind was if the Commandant of the Marine Corps requested Lejeune by name.
There was a glimmer of hope, but Lejeune didn’t put much stock in it. He led Beach toward the Commandant’s office in order to try to see him. They actually found Commandant McCawley (improperly called Remy by Beach in his recounting of the story) at a quiet moment in the office and were able to see him. However, he refused Lejeune’s entreaty to make a “by name request” for him to commission as a Second Lieutenant. The Commandant told him that the Corps would take whomever they were assigned and make no special deals.
A Desperate Ploy
Gabe had one last idea. He dragged Beach back toward Ramsey’s office at the Bureau. They were able to maneuver themselves into another audience, but Ramsey again refused to change his mind. Likely frustrated, he repeated that if the Commandant personally asked for Lejeune, then he could become a Marine. In the last moment of the brief meeting Lejeune asked his former Superintendent why? Why wouldn’t he allow him to become a Marine?
“Because, Mr. Lejeune, I am well aware of your splendid and promising mentality. Frankly, you have altogether too much brains to be lost in the Marine Corps!”
With that, Lejeune rushed out the office and headed back for the Commandant’s spaces at a run. Beach struggled to keep up, wondering what the hell was going on. But Lejeune had a new confidence about him. The two Midshipmen burst back into the Commandant’s office and interrupted a meeting with a group of officers on the headquarters staff. Before they could be reprimanded and removed from the room Lejeune shouted out:
“Commodore Ramsey says that the reason he will not recommend me to be a second lieutenant is that I have altogether too much brains for the Marine Corps!”
Ed Beach wrote “Lejeune won, then and there. The Marine Corps went into action,” and the request for Gabe to become a Marine was cut and sent to the Bureau of Navigation. The history books show there was still more maneuvering to be done, including meetings with Senator Russell Gibson and the intervention of the Secretary of the Navy. John Lejeune was commissioned as a Second Lieutenant instead of an Ensign. The rest, as they say, is history.
Another Year, Facing the Future
For more than two centuries the Marine Corps, and the rest of our armed forces, have been facing the challenges of talent management and administrative efficiency right alongside the combat stories that we read about in most of our history books. The so-called “needs of the service,” bureaucratic infighting, and service rivalry have a long tradition in how our military service members are selected, promoted, and mentored. But the story of Gabe Lejeune’s quest to become a United States Marine reminds us that sometimes the service is wrong, and sometimes we have to figure out our own “innovative” ways to work the system.
So Happy Birthday Marines. And to all the men and women in uniform who want to follow in Gabe Lejeune’s footsteps, by working both inside and outside the lifelines, to take their career into their own hands: Hoorah. Keep up the good fight.
Please join us at 5pm EST on 9 Nov 14 for for Midrats Episode 253: “The Fleet we Have, Want, and Need – with Jerry Hendrix”
What is the proper fleet structure for the USN as we design our Navy that will serve its nation in mid-Century?
Join us for a broad ranging discussion on this topic and more with returning guest, Henry J. Hendrix, Jr, CAPT USN (Ret.), PhD.
Fresh off his recent retirement from active duty, Jerry is a Senior Fellow and the Director of the Defense Strategies and Assessments Program at the Center for a New American Security (CNAS).
A Naval Flight Officer by training, his staff assignments include tours with the Chief of Naval Operation’s Executive Panel (N00K), the Office of the Undersecretary of Defense for Policy (Force Development) and the OSD Office of Net Assessment.
His final position in uniform was the Director of Naval History.
Hendrix also served as the Navy Fellow to the Weatherhead Center for International Affairs at Harvard University. He has a Bachelor Degree in Political Science from Purdue University, Masters Degrees from the Naval Postgraduate School (National Security Affairs) and Harvard University (History) and received his doctorate from King’s College, London (War Studies).
He has twice been named the Samuel Eliot Morison Scholar by the Navy Historical Center in Washington, DC, and was also the Center’s 2005 Rear Admiral John D. Hays Fellow. He also held the Marine Corps’ General Lemuel C. Shepherd, Jr. Fellowship. He authored the book Theodore Roosevelt’s Naval Diplomacy and received a number of awards, including the United States Naval Institute’s Author of the Year and the Navy League’s Alfred T. Mahan Award for Literary Achievement.
Yes, we are time shifting for this coming episode of Midrats to 6:30pm on Sunday, 26 October for a 90 minute adventure in national security and spin-off topics as we offer up Episode 251: DEF2014 wrapup and the budding question of veteran entitlement:
A special time and format this week with two different topics and guests.
Moving for just this week to a 6:30pm Eastern start time, our guest for the first 30-minutes will be Lieutenant Ben Kohlmann, USN – Founder of Disruptive Thinkers, F/A-18 pilot, member of the CNO’s Rapid Innovation Cell, and Co-Founder Defense Entrepreneurs Forum. He will be on to give us an overview of DEF2014 that ends this weekend.
For the following hour our, guest will be Major Carl “Skin” Forsling, USMC. He will be on to discuss some of the broader issues he raises in his article earlier this month, Unpacking The Veteran Entitlement Spectrum, and perhaps some more as well.
Skin is a Marine MV-22B pilot and former CH-46E pilot. He has deployed with and been an instructor in both platforms. He has also served as a military advisor to an Afghan Border Police battalion. He is currently Executive Officer at Marine Medium Tiltrotor Training Squadron 204, training Osprey pilots and aircrew for the Marine Corps and Air Force. He earned his batchelor’s degree from the Wharton School of the University of Pennsylvania and his master’s from Boston University. His writing has appeared in the Marine Corps Gazette, USNI Proceedings, Small Wars Journal, and Approach, among others (available at carlforsling.tumblr.com). Follow him on Twitter @carlforsling.
By Mark Tempest
Believe it or not, this week is our 250th Episode of Midrats.
In celebration, we’re clearing the intellectual table, going to open the mic and see where it takes us.
From Kobane, to Coastal Defense, to Ebola and everything in between and sideways that’s been in the national security news as of late, plus whatever else breaks above the ambient noise – we’ll be covering it.
As with all Midrats Free For Alls, we are also opening the phone lines for our regular listeners who want to throw a topic our way.
Come join us Sunday as we try to figure out how we got to 250.
Tiago Alexandre Fernandes Maurício, associate editor for our Forgotten Naval Strategists Week, joins us from Tokyo to discuss Fernando Oliveira and our other Forgotten Naval strategists – as well as how these strategists become “forgotten.” There’s a bit of Peloponnesian War thrown in too… just because.
Note: Thanks to Sam LaGrone for the kickin’ new tunes.
Please join us on Sunday, 21 September 14 at 5pm (EDT) for Episode 246: When the short snappy war goes long, with Chris Dougherty
As we once again face the promise of a conflict with a limited mission and a strangely ill-defined Strategic and Operational design – what do we need to keep in mind not just from recent history, but the longer term record?
History shows us that military and political leaders either over or under appreciate changing technology, outmoded doctrine, and the imperfect correlation between past experience and present requirements.
From the national psyche to stockpiled war reserves – what happens when the short and splendid turns in to the long slog?
Using his latest article in The National Interest, The Most Terrifying Lesson of World War I: War Is Not Always “Short and Sharp,” as a starting point, but expanding to a much broader discussion, our guest for the full hour will be Chris Dougherty, research fellow at the Center for Strategic and Budgetary Assessments (CSBA).
Mr. Dougherty graduated summa cum laude with a B.A. in Security Studies from the Henry M. Jackson School of International Studies at the University of Washington and received an M.A. in Strategic Studies with distinction from John Hopkins University’s School of Advanced International Studies. He also served as an airborne infantryman with the 2nd Battalion, 75th Ranger Regiment from 1997 to 2000.
By Bill Doughty
On Sept. 11, 2001 Michael P. Murphy was an ensign in Basic Underwater Demolition/SEAL training.
Michael Murphy, a graduate of Penn State University, who grew up in Patchogue, Long Island, New York, internalized and personalized what happened on 9/11, according to colleagues, mentors and writer Gary Williams, author of “SEAL of Honor: Operation Red Wings and the Life of Michael P. Murphy, USN.”
The book is on Adm. Greenert’s bookshelf as an essential Warfighting First selection of the CNO Professional Reading Program.
Murphy led a SEAL team into Afghanistan in 2005 where he faced a profound ethical dilemma after capturing some civilian non-combatants. (His dilemma and moral decision is examined in detail in another book about Operation Red Wings, “Lone Survivor” by Marcus Luttrell.)
The team then endured a prolonged firefight against a larger Taliban force. At the end of the terrifying and deadly fight, Murphy faced a second, more personal moral choice. At great personal risk, he put himself directly in the path of enemy fire in order to call in help for his team.
In “SEAL of Honor” Williams introduces us to Murphy’s family, shows in detail his training regimen as a Navy SEAL, describes the mission Murphy led in Afghanistan during Operation Red Wings, and shows the honors paid to Murphy and his family after he was killed. “SEAL of Honor” preserves history and offers a well-documented biography of an American hero.
Murphy’s bond with first responders from his home state is legendary. He had his unit wear the bright orange patch of FDNY Engine Co. 54, Ladder Co. 43 — “El Barrio’s Bravest” — on their uniforms as a team symbol and constant reminder of 9/11 and why the SEALs were in Afghanistan, according to Williams.
Marcus Luttrell also refers to the patch several times in “Lone Survivor.”
Like Williams’s “SEAL of Honor,” Luttrell’s book is understandably an autobiographical account. Before describing Operation Red Wings, “Lone Survivor” explores Luttrell’s upbringing in Texas, his SEAL training in San Diego and a mission in Iraq desperately searching in vain for weapons of mass destruction: “chasing shadows out there in that burning hot, sandy wilderness.”
Luttrell’s telling of the firefight with the Taliban in Operation Red Wings is gripping and graphic, but at the end of Luttrell’s book the reader is left with a hunger to know more about the hero, leading protagonist Michael P. Murphy.
“Seal of Honor” shows us how Murphy’s qualifications as a leader developed starting in early childhood. As a toddler, Michael’s favorite book was Wally Piper’s “The Little Engine that Could.” He was a voracious reader at Canaan Elementary School.
According to Williams, Murphy’s favorite book as an adult was “Gates of Fire” by Steven Pressfield, a historical fiction novel about the 480 B.C. Battle of Thermopylae, in which 300 brave Spartans protected their homeland and democracy from an invading Persian Army. Greek warrior culture is part of the SEAL tradition.
The never-give-up attitude, willingness to sacrifice for a cause and strong personal ethos all contribute to what makes a Navy SEAL, provided the individual can tough it through BUD/S training, described in detail by Williams.
“Despite the brutal training, Michael soon realized that almost anyone could meet the physical requirements of the SEALs, but the unending challenge from day-one would be the mental toughness, that never-ending inner drive that pushes you forward when every nerve and muscle fiber in your body tells you to stop — to quit. That warrior mind-set — the mental toughness — is what separates a Navy SEAL…”
“SEAL of Honor” includes inspiring SEAL Creed excerpts or, in some cases, complete remarks from SEAL leaders like Adm. Eric T. Olson, Chief Warrant Officer Mike Loo and Commodore Pete Van Hooser. All focus on leadership expectations and maintaining high standards.
Williams describes the tragic rescue attempt in which Lt. Cmdr. Erik S. Kristensen and 15 other would-be rescuers were killed when their MH-47E Chinook helo, call sign Turbine 33, was shot down by the Taliban.
Both “Lone Survivor” and “SEAL of Honor” showcase the importance of the concept: “no one left behind.”
Near the end of “SEAL of Honor,” Williams lists each of the warriors who died trying to rescue Murphy and his team.
He describes the many tributes to Lt. Michael P. Murphy, including the awarding of the Medal of Honor by then President George W. Bush. One of the most significant tributes, especially as far as Sailors are concerned, is the naming of an Arleigh Burke-class guided-missile destroyer for him, dedicated May 7, 2008.
During his remarks, then Secretary Donald C. Winter predicted, “Every Sailor who crosses the bow, every Sailor who hears the officer of the deck announce the arrival of the commanding officer, and every Sailor who enters a foreign land representing our great nation will do so as an honored member of the USS Michael Murphy,” writes Williams.
Osama bin Laden haunts both books, written prior to President Barack Obama’s authorization to kill or capture the terrorist leader of al-Qaeda, the group responsible for the attacks of Sept. 11, 2001. After a Muslim ceremony, bin Laden was buried at sea from USS Carl Vinson (CVN 70) just days before the USS Michael Murphy christening.
“It is my sincere belief that this ship will build on the momentum gained by our special operations forces in the fight against extremism and sail the seas in a world made more peaceful by sustained American vigilance, power and dignity,” said then Chief of Naval Operations Adm. Gary Roughead. “This ship will carry Michael’s legacy and values to Sailors several decades from now and to a new generation of Americans…”
USS Michael Murphy’s homeport is Pearl Harbor.
(A version of this review was originally published Sept. 10, 2011 on Navy Reads.)
General Robert H Scales (USA Ret.) discusses firepower and the American way of war, specifically: firepower’s use, effectiveness, and place as a cultural phenomenon in American military thinking.