Archive for the 'Navy' Category
Power projection, sea control, access, denial, and the ability to impose your will on the enemy from the sea – or depending on your perspective – prevent them.
If the comparative advantage of American military power includes the use of the world’s oceans as a basing area from projecting power and national will, how can other nations design systems and tactics to trump that advantage? What are in place now, and what can we expect to see in the near future?
Our guest for the full hour will be Sam J. Tangredi, a defense strategist whose studies of future warfare prompted Defense Department officials to label him “the Navy’s futurist.” His thirty-year naval career included command at sea, service in key strategic planning positions in the Pentagon and overseas, earning a PhD in international relations, and research fellowships at two think tanks.
His over one hundred publications—which include four books–have won awards, including the U.S. Naval Institute’s Arleigh Burke Prize and the U.S. Navy League’s Alfred Thayer Mahan Award. He is currently the director of San Diego operations for the planning/consulting firm Strategic Insight.
By Jon Paris
In both Part 1 and Part 2 of this series, I compared various naval counterparts – laying the groundwork for discussing what the U.S. Navy’s Surface Warfare Officer community is getting right, and what areas could use improvement. It is easy to complain. Surface Warfare Officers are notorious for it. I am infamous for it, as my peers and superiors alike will attest. Combine our penchant for complaining and our ingrained inferiority complex and it is no wonder that so many SWOs think that everyone else is “doing it better.” This time, though, it is not typical-SWO wanking: they aredoing it better, and we must pull our heads out of the sand and catch up. Royal Navy Warfare Officers, U.S. Naval Aviators and nuclear trained officers are specialists and are unmatched masters of their trade. They must train endlessly and they feverishly adhere to standards written in blood to remain at the top of their respective callings. They are role-models and could teach us a thing or two about being the best. As for Surface Warfare Officers – weare good, and that is the problem.
It appears that there is nothing wrong here. As a Surface Warfare Officer myself, I can get onboard with most of the above. There is a seedy underbelly to all of this, though. It thrives on a couple of points: that our greatness has not been tested by an opponent in decades, and that the perspective of greatness is naturally skewed from the top down. If not by desire, doctrine, or intent – then surely through practice – the Surface Warfare Officer community accepts mediocracy.Surface Warfare Officers – and the ships we drive, fight, and lead – guarantee the free flow of commerce across the world. We deliver critical readiness to the Geographic Combatant Commanders and we send a powerful message to both overt and would-be enemies. What we do, works. Our ships deploy and our navy projects unparalleled power around the globe. As an inherently expeditionary force, we ply the world’s oceans, go where we please, and influence international events as a matter of course. We conduct prompt and sustained combat operations like no other nation can. Our ships are leaving port and returning safely, they complete the widest variety of operational tasking of any military community, our personnel are advancing, and finally, as one senior community leader put it to me, “We are pretty damn good… I would take our top 50% Department Heads and put them against the top 10% of PWO (RN, Principle Warfare Officers) or Snipes (engineers) and bet on our people.”
Tom Skerritt’s Viper stood in front of a room filled with the elite – “the best of the best,” and told them deadpan: “we’ll make you better.” In this fictional portrayal, which is representative of the real-life attitudes found in the previously featured communities, good enough, wasn’t. Surface Warfare Officers are undoubtedly the best in our business. Unfortunately, context matters, as the same can be said when a Major League club steps into a Little League park. We need to be better. We have ill-defined core-competencies, which leads us to becoming Jacks-of-all-Trades. Our habit of recoiling in horror at the thought of specialization causes us to become plug-and-play officers; ultimately figure-heads and placeholders with little value added to a respective sub-unit. Finally, we do not deliver professionals to the Fleet. One Surface Warfare Officer with multiple commands under his belt conceded, “We should be more deliberate. Success and mastery occur by happenstance.” Another community leader said, “We have good tacticians, but that is mostly by personal choice, and a little bit about your ship’s schedule and how interested your Commanding Officer was in tactics.” This series is not about career advancement. It is about a profession. It is about war. It is about winning! Our nation does not deserve victory by happenstance. It deserves an ocean-roiling, awe-inspiring, burned-into-the-history-books slam of Thor’s hammer upon our enemies. I do not think we are there yet.
Getting there is not simple. It is not as easy as adopting all of the policies and culture of the Royal Navy or Naval Aviators or nukes. Surface Warfare Officers should be the best because we train to be the best, not because we happen to be a part of the American Navy. We should be the best because we retain the best, not simply because our kit is better than everyone else’s. Under some fantastic leaders, the community is getting the right idea. The introduction of the Basic Division Officer Course, the Advanced Division Officer Course, the Surface Navigator’s Course, the Command Qualification Exam, and rigor added to the Department Head Course are all aimed at developing professionals. Weapons Tactics Instructors – previously a rice-bowl of the aviation community – will invigorate tactical awareness and proficiency throughout the Fleet. The SWO Clock concept – another idea poached from Naval Aviators – which gets “beached SWOs” back to the waterfront, shows a tilt towards valuing production in the upwardly-mobile. We are making good efforts to improve our community in an environment that naturally builds anti-bodies to culture change. That said, we are not doing enough; our profession, our competencies, our reputation, and our retention suffer due to this slow trod down the middle-of-the-channel. As is evidenced by both the Naval Aviation and nuclear communities, it really comes down to what a community accepts in, and for, itself. Do we continue to accept mediocracy, or do we stand up and say that “good enough” is not good enough?
One admiral opined, “I think it is good we SWOs have this institutional ‘inferiority complex,’ as it keeps us from getting complacent…like naval aviation did in Vietnam and later years.” I am not nearly the first to question the level of professionalism in our force. In a 2009 Proceedings article, LT Mitch McGuffie discussed his shock at how much more professional Royal Navy Warfare Officers were than SWOs. This topic and topics like it pop up on Sailor Bob – the definitive forum for SWO discussion – all the time. We do have a questioning attitude and that does make us better. While I readily acknowledge that we are the best Surface Warriors on the block, I am not satisfied with a 10:1 or 50:1 advantage. Like Viper and his pals, and real-life naval professionals who recognize that “there are no points for second place,” I am not satisfied with us being the best – I want us to be the best of the best.
To be the best of the best, we must deliver professionals to the Fleet at all levels. To measure one’s professionalism, we must establish community-recognized core competencies. We must define what it means to be a SWO and prove that our pin is worth more than the money we pay for it. For the sake of brevity, I propose that our core competency be ship-driving. Imagine, if you will, a room full of mid-grade Hornet pilots: 20% of them openly admit to each other that they have no clue how to fly Hornets, and another 30% who are less open about their weakness demonstrate their ineptitude in the simulator. The remaining 50% range from barely capable to superstars. While quality spreads are a reality in any group, this scenario is un-imaginable. Naval Aviators with more than 8 years of service that do not know how to fly? Rubbish! This is a reality for Surface Warfare Officers, though. Lieutenants that do not know how to drive ships are commonplace. They exist because they were never trained, nor tested, much less held to a standard, in the first place. They were never trained, tested, or held to a standard because ship-driving – again, if not due to desire, doctrine, or intent, then through practice – is not recognized as a core-competency of the U.S. Navy’s ship drivers. As is demonstrated in the excellent film, Speed and Angels, Naval Aviators consider carrier operations to be a core-competency – if a student pilot cannot land on the boat, then he will not become a Naval Aviator. Why can’t Surface Warfare Officers take the same approach to our profession?
We need a flight school for Surface Warfare Officers. The name is not important at this point – rather, the purpose ought to be the focus: building ship drivers. We must stop accepting mediocracy in this venue! While the Basic Division Officer course is a fantastic concept meant to bolster our young ensigns, it lacks focus and does not zero in on core-competencies. The lessons taught in the Basic Division Officer course are important – being an effective small-unit leader is vital, and I do not propose that we scrap the current construct. Rather, I propose – nay, I implore – that we first recognize ship-driving as a core-competency, and second, require our officers to be competent ship drivers.
SEALs do not accept sub-par. Neither do Naval Aviators, nor nuclear-trained officers, or Marines. While I applaud our most recent Commander, Naval Surface Forces for his outstanding efforts to instill meaningful training, we are still accepting sub-par, and are using the re-creation of half-way schooling as a security blanket. Under our current system, young SWO candidates are flooded onto ships in an effort to make future retention goals – an indictment of our culture’s impact on retention. They then fiercely compete for time on the bridge to gain experience – and hopefully competency – as ship drivers. On most ships, this is not a recipe for success. The Professional Qualification Standard books, which drive progression, are signed with unpredictable integrity, imparting sometimes-dubious knowledge on young minds. To cap it off, Officer of the Deck and Surface Warfare Officer qualifications, granted by Commanding Officers, are determined using two-hundred some different standards. Some candidates sit for gut-wrenching, rigorous tests of their skills and knowledge, and others chat with their Commanding Officers at local watering holes after a command event. The evidence of the disparity in knowledge is on display in Newport, Rhode Island – home of Surface Warfare Officers School – where junior officers return for the Advanced Division Officer Course, and later, the Department Head Course. Some officers were obviously put to the test during their professional development, and others were obviously not.
I propose that we start a Deck Watch Officer School – our flight school - in Newport, which all ensigns will attend, and must pass, prior to reporting to BDOC and ultimately, the Fleet. As with aviators, this school would not be a second thought or a 60% solution, but rather would be a proving ground for our nation’s future ship drivers. The length of this notional school can be figured out later; what is important is that SWO candidates shall qualify;ashore. We must have one standard, one organization responsible for enforcing that standard, and must require those desiring entrance into our community to meet it – otherwise, seek life elsewhere. We should not be ashamed of upholding a standard and of telling some people that they are not cut out for this business. At this school, candidates would receive in-depth, hands-on instruction in seamanship and navigation, basic-through-advanced ship handling, meteorology, bridge resource management, and a variety of other skills required for the competent mariner.
Integral to this process would be the move of the Yard Patrol Craft fleet – the U.S. Navy’s only training ships – from Annapolis to Newport for the exclusive use of the Surface Warfare Officers School. During the pipeline, ensigns would log hours and prove their skills in simulators and on the water. They would complete classwork, learn from case studies, and would be continually tested, remediated, and attrited, as required. If they successfully made it to the end of this program, they would sit for a SWOS-run and community-sanctioned Officer-of-the-Deck board, ensuring that all ensigns are held to the same standard. Earning one’s OOD letter – like the pilots and their wings – would be a culminating event, and those unable to meet the mark would not be sent to the Basic Division Officer Course or the Fleet. If we could implement this plan, we would then send Captains competent, qualified ship drivers, immediately useful to their commands. Like in the Royal Navy, newly reported officers would then complete their platform endorsement, signifying both their grasp of their new ship and the trust their Commanding Officers have in them.
To be the best of the best, we must be good at our jobs. If Surface Warfare Officers are going to continue to be both professional watch standers, and small unit leaders, we must stop accepting the notion that plug-and-play is an effective way of doing business. Imagine a Naval Aviator spending his junior officer tours flying F/A-18’s, his department head tour in a P-8 squadron, and finally, growing up to command an MH-60 squadron. This progression would never happen in the aviation community because they are not plug-and-play pilots. Yet, a Surface Warfare Officer may indeed spend a tour in Weapons Department, followed by Operations Department, followed by Engineering Department, followed by eventual command. The issue as I see it is that the community views this as a positive – exposing officers to a variety of shipboard functions – but in reality, it ensures that we never become truly good at our jobs. We become personnel and administrative gurus, irrespective of our assigned department, perched to jump into a different role at a moment’s notice.
Instead of our current system, I propose that U.S. Navy Surface Warfare Officers matriculate into the community with a billet specialty: engineering, operations, or combat systems. Anathema! Rather than wandering from department to department as figure-heads, I want us to have a vested interest, and subject matter expertise, in the Sailors we lead and the systems we are responsible for. An Infantry Officer leads infantry units. Armor Officers lead armor units. F/A-18 pilots fly Hornets. Today, a Surface Warfare Officer can become a Weapons Officer, and in theory, an Engineer Officer, without prior experience in those respective departments. Imagine, though, the benefits of the following: a new officer enters the community as a Surface Warfare Officer-Engineering, graduates the OOD School and BDOC, completes basic engineer training, serves two division officer tours in Engineering Department, completes shore duty, graduates Department Head School, and returns to the Fleet as an Engineer Officer. This officer has received specialized training along the way and has walked the walk and talked the talk at sea prior to stepping foot into what is acknowledged as the most challenging tour of a SWO’s career. They are no longer a figure-head, but rather: they are an engineer. Or a Combat Systems Officer. Or an Operations Officer. Their title means something. They are good at their job. To ensure preparation for command and to keep some semblance of well-roundedness, Surface Warfare Officers of all flavors would continue to earn the qualifications and stand the watches that the community currently holds dear: on the bridge, in the Combat-Information-Center, and in the engineering plant. Finally, the XO/CO fleet-up model would ensure that specialists are appropriately rounded-out before taking command.
I want Surface Warfare Officers to push ourselves “right to the edge of the envelope.” I want us to be proud of our community. I want our Surface Warfare Officer pin to mean something – to the military, to the service, and most important of all, to us. I want us to be professional watch standers and experts in our respective jobs. The Surface Warfare Officer community is known for being the dumping ground of Unrestricted Line Officers who could not hack it, and this happens because we do not establish, much less uphold, standards. No more! We should honor our heritage, establish a role in our force that is both respected and admired, and strictly and unabashedly police ourselves as consummate professionals who accept nothing less than the best of the best.
By Jon Paris
U.S. Navy Surface Warfare Officers have a Napoleon complex. The community is often described as inherently self-conscious and hyper-competitive. Though SWO’s often sell themselves short, in reality, they are in the highest demand at all levels of our service and throughout the joint world. Commanders want Surface Warfare Officers because they can be counted on to get any job done – regardless of past experiences or training. The community can be a meat grinder, and those with upward mobility possess well-earned street credibility. How do they get to that point, though? In Part 1 of this series, we compared the training pipeline, billet structure, and shipboard priorities of the Surface Warfare Officer and Royal Navy Warfare Officer communities. Now let us delve into the mysterious world of the Fleet Nugget. This piece will compare the products that the Naval Aviation, nuclear, and conventional Surface Warfare communities deliver to the Fleet on Day One.
Surface Warfare Officers and Naval Aviators – the Jets and theSharks. While there is no more fearsome combat team in the world, the communities are notorious for their sibling rivalry. Though we train fiercely to integrate our forces and work extremely well together to the detriment of the enemy, the professional blueprints of each community are oceans apart.
A Nugget is a first-tour Naval Aviator or flight officer, especially applicable during their first deployment. The origin of the term absolutely belongs to aviators, but it does have cross-over appeal, and its connotation paints a faithful picture of a new officer in his first unit, regardless of designator. The general insinuation of the term is that the officer has little to offer their unit and must be taken under someone’s wing – pun intended. Is an F/A-18 Nugget equal to a SWO Nugget, though? What does each community really provide to their Fleet Squadrons and ships when they deliver a new batch of officers?
Student Naval Aviators in the Advanced Strike pipeline spend approximately two years learning everything from aerodynamics and physiology to air combat maneuvering and carrier qualification. During the training pipeline, they spend nearly 250 hours in the air testing their skills on three different airframes and refine those skills over the course of 75 simulator hours. Earning one’s Wings of Gold does not spell the end of training. The new Naval Aviator’s final stop before hitting the Fleet is the Fleet Replacement Squadron, where they perfect their art in their assigned airframe, spending another 175 hours in the air and in the simulator. When a Naval Aviator executes his orders to his first fleet squadron, he has spent at least 500 hours in hands-on training scenarios.
What is expected of a new Naval Aviator? What do wings mean on Day 1? Wings only come after an officer has demonstrated that they are able to meet a well-defined standard. When seasoned pilots accept a Nugget into their ready room, they see a pilot who can safely operate their aircraft, manage their respective mission and flight administration, and serve as a competent and safe wingman.
Aviators are well-trained before reporting to the Fleet and we have established the practical meaning of wings. What is the true nature of the product, though? On Day 1, the Naval Aviator Nugget will already have demonstrated proficiency at landing aboard a carrier during day and night operations. During his initial weeks in the squadron, he could be entrusted to conduct mid-air refueling, air-to-ground strike, strafing, and close-air-support missions, carrier qualifications, or high-value air-asset escort duties. With these baseline skills, the new aviators are immediately useful to their squadrons and are able to jump into the rigorous Strike Fighter Tactics Instructor-lead curriculum.
Like aviators, Nuclear Surface Warfare Officers also use the train-to-qualify method. After they complete a conventional division officer tour, they spend 6 months at Nuclear Power School where they master advanced mathematics, chemistry, physics, and nuclear theory. This school is widely acknowledged as the most demanding academic program in the U.S. military. They continue their pipeline with an intensive 6 months of hands-on watch-standing training and examinations at one of two Nuclear Power Training Units, or Prototype. Their community’s methods are known internally as the “Gold Standard.” This standard is rigid, unquestioned, and unabashedly enforced. When an officer graduates Prototype, they report to their aircraft carrier as a proven, and more importantly, qualified watch-stander. Shortly after reporting, a SWO Nuke Nugget earns their platform endorsement and re-qualifies on their ship as a Plant Watch Officer, immediately contributing to their department’s watch organization while also leading their respective division.
Newly commissioned Surface Warfare Officer candidates notionally attend an 8-week course known as the Basic Division Officer Course, or BDOC, prior to reporting to their respective ships. Keeping with the community’s focus on generalists, BDOC covers a wide-range of topics, including: basic damage control, Navy pistol qualification, basic SWO engineering, Maintenance University, maritime warfare, division officer leadership and fundamentals, basic navigation, seamanship, and ship-handling. Students take numerous exams and are held to the community standard of a 90% passing grade on their Navigation Rules (Rules of the Road) exam. It is a demanding school and was established to rectify the absence of any such schooling that existed for nearly a decade. During their time at BDOC, the ensigns spend 24 cumulative hours in the ship-handling simulators where they get a taste for everything from pier work to harbor transits and man-overboard recoveries.
After graduating BDOC, our SWO Nuggets report to their ships and take over their first divisions. Unlike their aviator brethren, they do not wear a warfare pin when they report to the Fleet, nor do they possess any watch-standing qualifications. What then is the product that we are delivering to our ships? Our new ensigns – our Nuggets – are confident leaders and are capable of taking over the responsibility for people and gear from the get-go. They board their ships with a basic familiarization with shipboard systems, service policies, and standard commands (used to drive a ship). SWO Nuggets are not qualified to stand watch on their own, much less to lead an entire watch team, but they are prepared to step onto the bridge and take over as a Conning Officer – learning the finer details of ship handling from their fellow junior officers, enlisted specialists, and the ship’s leadership. Though they are not flying a Hornet solo over Afghanistan, they are standing tall in front of their divisions, as well as on the bridge, issuing commands to the helm and engines of their billion-dollar warships, increasing their competency and savvy exponentially during every watch.
There is no doubt that the aviation and surface warfare communities have different demands, different priorities, and nearly polar-opposite cultures. An aviator must know what he is doing when he enters the Fleet, lest he crash his aircraft on the flight deck or drop his bomb on the wrong people. The Death-and-Destruction Factor is certainly relevant and is often used as an excuse for why Surface Warfare Officers do not have a similar training mindset. In other words, the argument is that young SWO’s can afford to be inexperienced because their mistakes are far less likely to cause catastrophe and because they operate with a safety-net of sorts made up of other watch standers. While I recognize the inherent danger of Naval Aviation, I disagree with this argument as a way to justify short-changing Surface Warfare Officer training. The culture and doctrine of the aviation community would not tolerate – much less conceive of – squadron skippers in the Fleet being burdened with building an aviator from scratch, yet our service puts that same burden on our ships’ captains, taking away from their crew’s overall combat-effectiveness. We are doing the world’s most fearsome warships an injustice. Surface Warfare Nuggets should report to the Fleet with know-how and qualifications, ready to drive and fight at the pointy-end from the moment they cross the brow.
After comparing the lives, methods, and priorities of Royal Navy Warfare Officers, Naval Aviators, and Surface Warfare Officers, I want to take the opportunity in the final piece of this series to analyze where the SWO community is getting it right, and where we could improve, as well as put forth two proposals that would fundamentally alter how the community trains and operates. In an era where fiscal uncertainty, regional conflict, and increasing operational tempos reign supreme, we must put our very best on the front lines – our country and our crews deserve it, and our enemies must fear it.
In a time of budgetary pressure, a shrinking fleet, and an ongoing discussion of their relevance, how are we keeping out legacy Aircraft Carrier’s in shape for the regular demands for extended deployments while at the same time bringing the new FORD Class CVN online?
What are some of the lessons we have learned in our decades of operating nuclear powered aircraft carriers that we are bring forward to serve the Fleet in the coming decades so we always have an answer to the question, “Where are the aircraft carriers?”
To discuss this and more, our guest for the full hour will be Rear Admiral Thomas J. Moore, USN, Program Executive Officer for Aircraft Carriers and is responsible for life cycle management for In-Service Carriers as well as the design and construction of the Future Class Carriers.
A second generation naval officer, Rear Adm. Moore graduated from the United States Naval Academy in 1981 with a Bachelor of Science degree in Math/Operations Analysis. He also holds a degree in Information Systems Management from George Washington University and a Master of Science and an Engineer’s degree in Nuclear Engineering from the Massachusetts Institute of Technology.
As reported by our friend Sam last week, there is a answer to the quandry about the French sale of the two MISTRAL amphibious assault ships to the Russians. It really is the most logical and face saving option for the French. This time it was brought up by Admiral James G. Stavridis, USN (Ret.),
“France has made a good decision stopping the sale process — it would be absurd for NATO to be providing assistance to Ukraine on the one hand while selling arms to Russia on the other,” said retired James G. Stavridis — U.S. Naval Institute’s Chair of the Board of Directors — said in a statement to USNI News.
“If the [Russian] arms embargo continues, then the idea of NATO purchasing one or even two as part of a rapid reaction force might make sense… “[But] it is too soon to tell, given discussion today about ceasefires and political settlement.”
Let’s work through a few assumptions here:
1. NATO could hobble together the funding and agree to the purchase.
2. The French are willing to handle the blowback from the Russian.
3. We have a spark of imagination.
If 1-3 are taken care of, what would NATO do with them? Stavridis is close … but there is a more perfect answer, and it is closer than you would think.
The intellectual and practical structure is already in place. Let’s look at the closest enabling supports of a successful structure inside NATO that would need to be in place to make this happen. We have two.
First, can NATO run a tactical and operational unit with personnel from multiple nations working together at a practical level? Sure, they already are. Let’s look to the air;
The E-3A Component’s three flying squadrons are structured essentially the same, yet each carries its own traditions and character. The squadrons operate the Component’s 17 E-3A Airborne Warning and Control System (AWACS) aircraft.
Military personnel from 16 of the 17 E-3A Component participating countries man the Component’s squadrons. Most of the personnel are aircrew on the E-3A and a few work full time in support. ….
In order to operate the complex equipment on an AWACS, the E-3A has a crew of 16 drawn from a variety of branches, trades and nationalities, all of whom are extensively trained in their respective roles.
NATO has been making it happen in the air for a quarter of a century in the air, why not the sea?
Does that structure exist? Well, in a fashion, yes;
Standing NATO Maritime Group 1 and 2
The Standing NATO Maritime Groups are a multinational, integrated maritime force made up of vessels from various allied countries. These vessels are permanently available to NATO to perform different tasks ranging from participating in exercises to actually intervening in operational missions. These groups provide NATO with a continuous maritime capability for NATO Response Force (NRF) operations, non-NRF operations and other activities in peacetime and in periods of crisis and conflict. They also help to establish Alliance presence, demonstrate solidarity, conduct routine diplomatic visits to different countries, support transformation and provide a variety of maritime military capabilities to ongoing missions.
SNMG1 and SNMG2 alternate according to the operational needs of the Alliance, therefore helping to maintain optimal flexibility.
SNMG1 is usually employed in the Eastern Atlantic area, but it can deploy anywhere NATO requires. It is made up of vessels from different member countries. Those that routinely contribute to SNMG1 are Canada, Denmark, Germany, The Netherlands, Norway, Portugal, Spain and the United States. Other countries have occasionally contributed.
SNMG2 is usually employed in the Mediterranean area, but it can deploy anywhere NATO requires. It is made up of vessels from different member countries. Those that routinely contribute to SNMG2 are Germany, Greece, Italy, The Netherlands, Spain, Turkey, the United Kingdom and the United States. Other countries have occasionally contributed.
SNMG1 comes under the command of Allied Maritime Component Command Headquarters Northwood, in the United Kingdom, which is one of the three Component Commands of Allied Joint Force Command Brunssum.
Normally, SNMG2 comes under the command of Allied Maritime Component Command (CC-Mar) Naples, which is one of the three Component Commands of Allied Joint Force Command Naples.
There’s your structure – something that just needs a little modification and updating. You know what SNMG1 and SMNG2 need? That’s right – Flag Ships; standing permanent LCCesque Flag Ships. Two SNMG, two Mistral; a match made if not in heaven, then at least in Brussels.
Think about what the SNMG do, ponder a multi-national crew (even sweeten the deal by promising the French they will always have command of the SNMG2 Flag Ship), and look at what the MISTRAL Class brings to the fight. A bit larger than the old IWO JIMA LPH with a well deck to boot, MISTRAL provides;
The flight deck of each ship is approximately 6,400 square metres (69,000 sq ft). The deck has six helicopter landing spots, one of which is capable of supporting a 33 tonne helicopter. … According to Mistral’s first commanding officer, Capitaine de vaisseau Gilles Humeau, the size of the flight and hangar decks would allow the operation of up to thirty helicopters.
Mistral-class ships can accommodate up to 450 soldiers, … The 2,650-square-metre (28,500 sq ft) vehicle hangar can carry a 40-strong Leclerc tank battalion, or a 13-strong Leclerc tank company and 46 other vehicles.
The 885-square-metre (9,530 sq ft) well deck can accommodate four landing craft. The ships are capable of operating two LCAC hovercraft … a 850-square-metre (9,100 sq ft) command centre which can host up to 150 personnel. … Each ship carries a NATO Role 3 medical facility … The 900 m² hospital provides 20 rooms and 69 hospitalisation beds, of which 7 are fit for intensive care.
A little NATO common funding and we have two NATO LCC and then some. Problem solved. Understanding that it will require a fair bit of turnip squeezing to keep funded at a proper level, but there is a lot of win here – and to be a bit more realpolitic – it may be the only way to peel these away from the Russians.
On March 7, 2014, a self-directed study was emailed to Vice Admiral Bill Moran, the U.S. Navy’s Chief of Naval Personnel. Titled “Keep a Weather Eye on the Horizon: A Navy Officer Retention Study”, the paper provided Vice Admiral Moran with a canary in the coal mine, describing a looming retention downturn using historical data and, perhaps most importantly, timely and relevant information based on primary source interviews with hundreds of U.S. Navy Sailors.
Within days, the paper leaked from the Navy’s Personnel Command and made its way throughout the Navy. The message resonated with Sailors at the deck plates — officer and enlisted alike — and caught the attention of senior leaders throughout the U.S. Government. To their immense credit, Vice Admiral Moran and other senior Navy leaders have responded to decreasing retention indicators with personnel changes designed to improve morale and a Sailor’s ‘quality of service’. These changes provide commanding officers with greater flexibility to prescribe uniform wear, increase sea pay for Sailors on extended deployments, and reduce general military training requirements on commands, just to name a few.
Larger initiatives are in the works although they have not been publicly announced. Some initiatives, like expansion of the Career Intermission Pilot Program, require Congressional approval. There is also a desire to better understand the current retention downturn before acting. This is understandable. The Navy is a large, diverse, and dispersed organization and more information is required to ensure the next round of changes provide the greatest return on investment. However, the time to act is now.
So, how do you determine the right course of action to provide the greatest return on investment?
Senior decision makers are asking important questions. First, is there really a retention problem? Is it possible we are retaining the right quality of Sailor, just in fewer numbers? Are previously cited retention factors — an improving economy, significant operational tempo, perceived reductions in quality of life, among others — truly impacting our Sailor’s “stay/go” decisions? If so, in what ways?
The desire to further expound on the tenets of the paper — in a thoughtful and deliberate way intended to benefit senior leaders — led to the creation of an independent 2014 Navy Retention Study Team in March 2014. The team is comprised of a volunteer group of high-performing active duty Sailors and select civilians who have dedicated their off-duty time to create a first of its kind retention survey — created by Sailors for Sailors. All of our members are upwardly mobile, highly-placed individuals who want to measurably contribute to the continued success of the U.S. Navy. The success of this initiative is due largely to their sense of ownership for the Navy and their correspondingly impressive efforts.
This report details the results of this year’s survey, including a broad analysis of factors which are assessed to affect retention and additional recommendations to avoid the shoal waters of a multi-year retention shortfall for several communities. Further, it is important to provide relatively unfettered access to the survey data (as appendices in this report) with more raw data to be made available throughout Fall 2014.
While our analysis of the data is presented for your use, I suggest you don’t take our word for it — read and assess the data for yourself. Then read widely, think deeply, write passionately, and act decisively to help retain our most talented Sailors in uniform.
We must continue to cultivate a strong sense of ownership within the U.S. Navy. Reassuringly, many Sailors have stepped forward with innovative ideas to improve processes and policies, whether as a Yeoman, a Lieutenant in the F/A-18 community, or as a pre-major command surface warfare officer. In the end, no matter your rank or position, it’s about asking ourselves what type of Navy we want to dedicate some portion of our lives to … and what type of Navy we want to leave for those that join 5, 10, 15 years into the future and beyond. It’s easy to lay problems at the feet of our senior leaders, however it’s incumbent upon all of us to take part in solving this issue.
At the end of the day, the Navy cannot directly hire uniformed personnel into positions of responsibility, nor can it surge leadership, trust, and confidence. Instead, we must explore changes to legal statutes and internal policies in order to retain our very best, brightest, and most talented — the continued success of the U.S. Navy depends on nothing less.
The 2014 Navy Retention Study report may be downloaded at: www.dodretention.org/results beginning Sept 1, 2014.
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.)
“You never know till you try to reach them how accessible men are; but you must approach each man by the right door.”
– Henry Ward Beecher
I’m writing this in response (to the responses, I suppose) of a Proceedings article on Millennials written by CDR Darcie Cunningham, USCG, which lays out the ways in which Millennials are inherently unsuited for military service. The points she raised are echoed in the comments and responses to her article and frankly to the opinions of many of the senior leaders whom I’ve heard discuss the topic. The counter arguments, often penned by Millennial Officers, focus on discounting the arguments without actually looking at the problem from a positive aspect; addressing what the writer gets wrong rather than what the Millennials do right.
The Navy has been my life and home for over 23 years. As a proud Generation Xer, I too watched with dismay as the new generation of Millennials entered the service. Like many Gen X types, I more than once found myself fuming, and saying things along the lines of “Just do your job, what do you want a medal?” or something similar in the snarky language that defines our generation. Over the years, and in particular over the course of my command tour, I have come to realize that this new group of young men and women not only are worthy of respect, but in many ways offer the Navy an opportunity for improvement, provided we commit to both understanding this group, and adjusting our leadership styles to match their desires. First, we old folks need to get over ourselves and chuck the rose colored glasses when looking back at our junior officer days. Second, we need to look at the Millennial Officers for what unique qualities they bring to our organization. Finally, we must understand their equities so we can adjust how we deal with them in order to maximize their potential.
Now, for the purposes of this article and ease of language I will refer strictly to officers in the naval service, but these experiences also hold true for the Sailors with whom I’ve served, and I imagine are applicable across any military service.
The problems described in CDR Cunningham’s article will hardly seem generationally unique if we are honest with ourselves. Seeking to scam off the ship early is a time-honored and expected junior officer behavior. I’m sure I am not the only person to remember the concept of “liberty for the brave.” More fundamentally, given our increasing operational tempo, what value is there to keeping people at work once the work is done? Similarly, informality among first tour officers and a desire by these officers to receive positive feedback is hardly new. On the other hand, the sort of hard partying and behaviors preferred by previous generations are not found in today’s junior officers, through a combination of generational conservatism and increasingly harsh penalties for transgressions. How many of today’s commanders and captains could achieve their positions had camera phones existed in the 1980s and early 1990s in liberty ports around the globe? As for the comments about being delayed in promotion, there are many in my generation whose promotions were delayed due to the Tailhook scandal, including branches of the Navy who couldn’t have attended anyhow! The fact is that junior officers are, and always have been, works in progress. It is our job as leaders not to stifle them, but to learn what drives them, and what they need from us as leaders to develop to their full potential.
Fundamentally, the Millennial Officer offers significant opportunities that are not found in the current crop of generations in our maritime workplace, whether the Baby Boomers with their combination of workaholic tendencies and a firm belief that nobody works as hard as them, to my generation of cynics who feel like they are picking up the mess left behind from the Boomers. This new cohort has a combination of positivity, openness, and general fairness that make them very suited to leadership in a military environment. The average Millennial:
- Possesses a true belief in the greatness and opportunity offered by America and the future.
- Desires to be part of something meaningful, and greater than themselves and to work for a cause in the name of a greater good.
- Feels deeply committed to family and community.
- Believes themselves to be truly multicultural, able to work with people of any background, whether social, economic, or cultural. They accept and value the differences found in groups.
- Values working with a team more so than working alone.
- Is unafraid of technology or of change.
- Values results over effort
All of these identifiers of this generation are seemingly custom fit for working and eventually leading within an organization such as the Navy, which values commitment, teamwork, and diversity, and which embraces modern technology. So why wouldn’t we want them as our future leaders?
All existing generations believe that the follow on generations aren’t as good as them, and expect them to conform to the old way of doing business. As military leaders, however, we must hold ourselves to the concept of servant leadership; namely that the leader exists to serve the people under their command. In particular with the Naval Services, ensuring your people are properly trained, equipped, and motivated will ensure mission success. Doing this, however, requires today’s leaders to change our methods, since the levers that motivated our generation do not work on the current one. Failure to adjust means that we will be stuck looking to only locate people who fit into our narrow mold, vice becoming an organization that draws in the Millennial. So how do we accomplish this?
- Make a compelling case for why their service to the country matters. The Navy appears to understand this concept broadly given the recruiting campaign to be a “Global Force for Good,” but in practice this becomes harder to define. In an ideal world our leadership would only ask for deployments and sacrifice on items truly in the obvious national interest, however as long as there has been a Navy ships have been globally deployed to exert national influence and to provide our government with military options around the globe. Leaders have to find a way to adequately articulate why this matters. For instance, prior to my deployment in command to the 5th Fleet area of responsibility, I used the pre-deployment family training session to not talk solely about support services for the families while we were away, but also spent a good chunk of time describing the recent history and geography of the area, and did my best to explain the value of our continued presence in the area, and talked to them about how to read the news while we were gone. The response from this brief from the mothers, wives, and children of my Sailors was overwhelmingly positive, many remarking that they never understood why their men had to go away before that night. Linking their sacrifice to value is critical for motivating and retaining the Millennial Officer.
- Since families matter, the command must make a concerted effort to not merely pay lip service to caring for families, but actually expend reasonable command effort to live up to these expectations. This means doing everything possible to ensure parents are together for births, giving the crew time off from work to complete deployment preps months – not days – in advance, or frequently hosting family friendly events where the command team is present and engaged, to name a few examples. In particular in this era of cutbacks of services traditionally supported on base, a command team must commit to caring for families. Note that in today’s world this means engaging the parents as well, who remain an integral part of many young adult Millennials’ lives.
- A leader must be personable, and actually care for their people. Remember that this generation has been raised with their parents as their friends. Authority figures may not have been a part of their lives to this point. This means that as a leader you will need to balance being firm and setting expectations with being approachable. If you don’t show sincere concern for their personal lives and development, and make a connection with your people, the Millennial will not want to work for you. This means allowing more informality into the relationship than may have been expected 20 years ago when we were junior officers; as long as there are clear and defined standards being greeted below decks with “Hi Captain” vice “Good morning, sir/ma’am” will not jeopardize good order and discipline.
- Senior leadership should be ready for unrealistic expectations, and work with their people to turn these into a realistic plan. One of the defining traits of this generation is huge aspirations with little idea of how to get there. If dismissed and left unchecked this will drive down retention since our brightest and most ambitious officers will depart the service in pursuit of their grand goal. Frequent counseling and career reviews are critical to understanding where your people see themselves in five or ten years. Knowing their goals and understanding their personal lives as described earlier will allow leaders the opportunity to steer the individuals into a path to success. In my experience, this needs to be done whether the officer decides to stay in or leave the Navy. Full support of a departing officer’s goals will help convince the others that you truly have their best interests at heart.
Every generational shift is accompanied by the same resistance to change from older generations. Establishing a dialog that accentuates the positive aspects of generational divides vice using positional authority to reject these same issues is critical to the long term health of any organization, even one as traditionally resistant to change as the Navy. The Millennial generation represents the future of this nation, and brings dramatically different values to any organization. Embracing these values, and working with vice against this generation, will improve our readiness for the coming, challenging years.
In the August issue of Proceedings, Commander Darcie Cunningham, USCG complains about the personality traits brought to the naval service by millennials and gives advice on how to better assimilate them into the ranks [For other responses to the article see here and here]. I find the article incredibly condescending and patronizing with a hint of fear of impending irrelevance in a world that the Commander does not want to see change. Unfortunately, we do not have the luxury of remaining stagnant. The world is continuously changing. Our great nation is continuously changing. Our long tradition of citizen soldiers demands that we change with it.
I currently serve on a multi-generational crew with a hearty presence from generation X (those born between the early 1960s to 1980). They have stood a solid watch and I firmly respect how their service strengthened American seapower, but they are less dynamic than the current generation. They cling to inefficient means of communication and are more concerned with “work ethic” than the quality of product produced. This generation has me questioning how they can adapt in today’s rapidly changing world.
Here are some of their behaviors I have noticed:
• While the younger generation is more concerned with quality product, the older generation views a correlation with performance and hours worked. Given the same quality of results, they see laziness and a lack of dedication instead of efficiency.
• Along the same lines as correlating product with hours worked, they also would much rather see a more experienced individual be promoted over one vastly more skilled and qualified. They view accelerated advancement as an affront to their culture of advancement through keeping their head down and staying out of trouble. To them it is much better to be cautious and safe than tenacious and bold.
• They do not understand the need for the younger generation to know the basis behind requirements. The younger generations sees power through knowledge and asks why in hopes of finding a way to improve the status quo. The older generation is more apt to simply accept the way things have always been and can devolve to a frustrated “because I said so,” when asked for an explanation from subordinates.
Whether the older generation likes it or not, millennials are currently leaders within our organization. We are serving with discipline and dedication equal to those who have come before us, but we are doing it our own way. We will continue to preserve the liberties this country enjoys. So how does the structured military culture adapt to our new generation?
First, we must educate them on the benefits of promoting based on merit and not time in grade. The current antiquated system lets more competent individuals await their turn while they watch the less skilled continued to advance once it is their time to promote. If this merit-based promotion idea does not sit well with some members of the older generation, perhaps it is a subtle concern that they needed a time-based system to make it as far as they did. Job satisfaction should be the motivator for retention, not scare tactics of a poor economy and poor unemployment rate.
They need to be “course-corrected” that a desire to understand the basis for requirements and wanting to improve how we do things are NOT insubordination or disrespect. If this does not happen, our best will continue to be driven out and the military will remain a carbon copy of what it looks like now. Once we stop adapting we will most surely become irrelevant. The only way we can improve is if we ask if there is a better way and have an open and honest discussion about it. Progress has always been seen as a threat to the present. It takes courage to move forward as an organization.
I am very appreciative the older generation of senior leaders made sure the United States continues to rule the seas. They did an amazing job and they all deserve our thanks and respect. Their way of doing business worked, but previous performance does not guarantee future success. There are sure to be aspects of the current way of doing business and we should figure out what those are, but blindly maintaining the status quo is a sure way to fail.
How does policy shape, limit, or empower the effectiveness of command at the unit level? Which policies are a net positive, and which ones are counter productive? Are there things we can do to better balance larger Navy goals with the requirement to give leaders the room they need to be effective leaders?
In times of austere budgets, can you both reduce end-strength while at the same time retain your best personnel? Are we a learning institution that can adjust policy that answers the bell from DC in shaping tomorrow’s Fleet, yet does not break trust with Shipmates?
To discuss this and more we will have as our returning guest, Vice Admiral Bill Moran, USN. Chief of Naval Personnel. A P-3 pilot by trade, he held commanded at the squadron, wing and group levels. As Chief of Naval Personnel, he oversees the recruiting, personnel management, training, and development of Navy personnel. Since taking over a year ago he has focused on improving communication between Navy leadership and Sailors in the Fleet.
Join us live if you can or pick the show up later by clicking here.
U.S. Navy photo by MC3 Margaret Keith
- On Midrats 26 April 15 – Episode 277: Manpower, Modernization, and Motivation – an Hour with VADM Moran
- A Call to Write
- On Midrats 19 April 2015 – Episode 276: “21st Century Ellis”
- John Quincy Adams — The Grand Strategist: An Interview With Historian Charles N. Edel
- 4 Reasons Not to Resign Your Commission as a Naval Officer