Archive for the 'Training & Education' Category
I had the opportunity to attend the program on 24 September to celebrate the College of Holy Cross NROTC Unit’s 75th Anniversary. I received Naval Institute CEO Vice Admiral Peter Daly’s permission to post his abridged remarks here.
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. . . This superb NROTC unit whose 75th anniversary we salute came into being in 1941.
Pearl Harbor was just 90 days away when the first 115 NROTC students enrolled. J. William Middendorf and Edwin Meyer—here tonight—were in that first group. In those days, Holy Cross enrollment was about 1,200 male students, taught primarily by Jesuit priests. They taught more than the liberal arts; they imparted values. Values that Holy Cross students—and even some notable faculty—would carry with them to war.
The country was preparing for war—total war. And America needed more naval officers than the Naval Academy and NROTC could produce—and fast!
Today, it is hard to imagine the total national commitment required to fight and win World War II. Everyone was involved and, with so many young men going to war, a small school the size of Holy Cross may not have survived without some affiliation with the military.
As an example of the times, my father Joseph Daly was Holy Cross ’43. The Navy came in February 1943 and said: “College is over; consider yourselves graduated.” The Navy ordered my dad to report to V-7 Midshipman School at Columbia University a few days later. Ninety days after that he was Ensign Daly, U.S. Naval Reserve, gunnery officer on a destroyer escort in the North Atlantic.
In the next 24 months, his ship escorted convoys in the North Atlantic nine times. After that, his ship was modified to carry frogmen (to blow up beach obstacles) and sent to the Pacific. First place they went was Okinawa in March of 1945.
The fact Holy Cross already had an NROTC unit played large in the school being selected in 1942/1943 as one of the schools to take part in the V12 program which included course work and training right here on campus. NROTC plus V12 ensured that Holy Cross had enough students! Many also enlisted, and many entered combat.
Our O’Callahan Society namesake—Father Joseph T. O’Callahan, S.J.—received the Medal of Honor for his heroic actions on the aircraft carrier USS Franklin (CV-13) in 1945. One of Father O’Callahan’s students, First Lieutenant John V. Powers, U.S. Marine Corps, would also receive the Medal of Honor for courageous actions during the Marshall Islands Campaign. These men combined Holy Cross values with Navy and Marine Corps values such as honor, courage, and commitment and carried them to war.
NROTC and the other officer programs at the school were important for Holy Cross and important to the nation.
After the war, after so many had served and so many died, what was Holy Cross’s relationship with the military going to be? Would it continue? Following the war, the Navy was at a major personnel crossroads. Ninety percent of the officers who had fought in the war were not Naval Academy grads. Three million officers and men had been demobilized.
Rear Admiral James L. Holloway, Jr., led a Navy board to recommend the best system and approach for educating officers in the Navy. They looked at three schemes:
- Following coursework civilian college, channel all career officers through the Naval Academy for one or two years.
- “Double down” on the Naval Academy. They examined whether to build a second Naval Academy and expand the Academy at Annapolis.
- Use both the NROTC and the Naval Academy. Maintain the four-year undergraduate program for each.
The third option—that became known as the “Holloway Plan”—was recommended and adopted because of the proven track record of NROTC, and because of the strategic flexibility it provided in dealing with change.1 Under this plan, most NROTC grads would now receive regular Navy—not Reserve—commissions.
In the early 1980s, Admiral Holloway, long since retired, reflected in an interview on some of the inner sanctum deliberations of the board. Thinking back, Holloway—said, “I was confident that the four years at Annapolis was the optimum system to create—I don’t like the word ‘dedication’—‘a habit of service’ in people who would stay with you. Some would get out, of course, but in most cases the imprint of those four years of almost Jesuitical preparation would produce a career commitment.”2
“Almost Jesuitical preparation” and “habit of service” are interesting words from a Naval Academy grad like Holloway! Upon commissioning, Holy Cross graduates know the meaning of service and, through the decades, have and are serving with honor and distinction. We rely upon the midshipmen here tonight to continue that tradition of service! When Holloway talked about commitment, he also meant career commitment.
The NROTC unit here at Holy Cross has provided more career flag and general officers (16) per capita than any other NROTC unit in the country. . . .
The Navy includes people of all faiths. As you may know, Roman Catholics have the highest representation as a religious group within the military. In the Navy, the officer corps is skewed even more toward Catholicism. Maybe these two groups—Catholics and Navy—really do go together:
- Lots of rules
Or maybe, more seriously, it is the shared values: The notion of the servant leader; empathy and concern for others that arises from a liberal education; and a standard of critical thought and responsible action.
Those same values carried then Lieutenant Commander Thomas Gunning Kelley to “disregard his injuries and lead his men to safety” as commander of River Assault Division 152 in Vietnam in June 1969. Tom Kelley was the third leader from Holy Cross to earn the Medal of Honor.
Four years after Tom Kelley’s actions, when I was a new midshipman fourth class in early September 1973, I was looking around the NROTC unit spaces in O’Kane Hall and wandered into the large, old NROTC lecture room—wood slat construction, tin ceiling. I am sure many here can picture it. At the base of the room were several large tables. Each was piled high with textbooks. I was curious and started checking out all these books, each stamped “property of NROTC.”
As I looked, I realized each table represented a different school . . . all the first table said, “property of NROTCU Harvard.” The next was all books from NROTCU Dartmouth . . . next Yale, then Brown. . . .
In 1969, in protest to the Vietnam War, those Ivy League schools decided NROTC had to leave. No new midshipmen entered those schools, and the number of NROTC students dwindled through the spring of 1973. I remember wondering about all the students who used those books. I knew how important having a NROTC scholarship was to my family and my opportunity to attend Holy Cross and become a naval officer.
Now, at these schools, the program was banned. Their books were now collected and stacked high on those tables. So in the fall of 1973, Holy Cross was the last full-up NROTC school in New England. The fact it was still standing is testament to College President Father John Brooks, S.J., who could have accepted the political trend and the recommendation of a report from the “Ad Hoc Committee for the Study of ROTC.”
It was almost his first order of business as president when he took over in 1970. He decided to reach out to the officer who led the NROTC unit: Captain Harry Moore, U.S. Navy. Father Brooks started a dialogue and invested himself in it. John Brooks and Harry Moore worked over the ensuing months to engage students and faculty on the critical need for an officer corps with a diverse set of values and a strong moral compass.
Less than six months after a campus-wide strike and demonstration, the majority of students participating in a student body referendum voted in favor of retaining ROTC. A bit after that, Father Brooks convinced the faculty to do the same.
The year 1973 was a turning point for the country and military overall.
The majority of troops were pulled out from Vietnam. The national draft ended in early 1973. The draft—which had ensured at least a basic measure of diversity across layers of society—was now gone.
With an all-volunteer force, what would it mean if certain parts of society completely abandoned the idea of military service? Father Brooks was a strong advocate for the need for a professional officer corps that was exposed to a broad diversity of academic thought and underpinned with a solid grounding in Judeo-Christian ethics. He knew we needed to a bridge between the nation and the military.
That bridge extended to a broader consortium of schools in Worcester. By January 1979, the unit enrolled ten scholarship students from Worcester Polytechnic Institute and included other students from Clark University, Assumption College, and Worcester State. Currently included are Worcester Polytechnic and Worcester State and now, Brown University.
Just two years ago, an emissary from the Navy visited the Dean and outlined a Navy proposal to modify to the NROTC program to reduce the Navy’s scholarship commitment to liberal arts grads. Under this scheme, only technical/STEM majors would receive the full scholarship. Non-technical, liberal arts grads would get a significantly lower tuition stipend. The “draft” STEM program already was baked into the Navy’s budget!
Concerned members of the O’Callahan Society saw this as a call to action. In a team effort, the Society collected its points and wrote to the Navy to make the case for all NROTC students at Holy Cross and throughout the country. The key points made by the O’Callahan Society were:
- Holy Cross consistently has produced quality officers who can succeed in the Navy’s technical programs.
- For example, Holy Cross grads performed very well in nuclear power training.
- Under the proposed scheme, liberal arts disciplines would be priced out by tech majors and tech grads.
- Liberal arts institutions would be adversely affected.
- The Society made the point that, just as diversity of race, color, and creed are valued, so too should diversity of thinking.
Happily, the O’Callahan Society’s letter caused the Secretary of the Navy to reconsider the proposal, and it was stopped at his desk at the 12th hour . . . .
The NROTC units at Holy Cross, at Worcester, and units across the land bring the Navy to the nation. In that regard alone, NROTC is important. Through this program students, parents, neighbors, educators, influencers —side-by-side—develop a greater understanding, appreciation, and respect for each other.
The officers commissioned through NROTC units across the land bring a diversity of knowledge, talents, expertise, and backgrounds. They provide a far stronger and more capable Navy and Marine Corps, than if the ranks were filled from Annapolis alone. . . .
Simply stated, we need more than specialists to man today’s Navy and Marine Corps. We need broadly educated officers with diverse backgrounds, who possess sound character and a strong moral compass.
That is why Father Brooks supported ROTC at Holy Cross. He saw this need. He knew that bringing together all facets of society—serving one another—was and is to key to strengthening the nation.
Whether it is on the Navy’s side or the college’s side we have to work at this relationship. We can never stop building that bridge, and we can never take this very special relationship for granted! For 75 years Holy Cross has epitomized the spirit and faith that have served our Navy and Nation, and it will continue to do so for our future.
- Rear Admiral James L. Holloway, Jr., U.S. Navy, “The Holloway Plan – A Summary View and Commentary,” U.S. Naval Institute Proceedings, vol. 73, no. 11 (November 1947).
- Admiral James L. Holloway, Jr., U.S. Navy (Ret.) with Jack Sweetman, “A Gentleman’s Agreement,” U.S. Naval Institute Proceedings, vol. 106, no. 9 (September 1980).
General Omar Bradley—an Army officer, and the last man to hold a 5-star flag in the US armed forces—once said, “Set your course by the stars, not by the lights of every passing ship.” As we face change, we must not forget what makes us who we are.
The United States Navy has experienced a lot of change over 241 years. From wooden ships with sails to submarines and aircraft carriers powered by nuclear reactors, from crackerjacks and dixie cups to a myriad of Navy Working Uniforms, from John Paul Jones to Delbert Black, change seems to come and go as regular as the tide.
Along the way, there has been a healthy tension in our service between those who say “we’ve always done it this way” and those who believe we should implement something better. This friction both encourages sailors to truly master their craft, and helps move the service forward by ensuring we never become too complacent.
Recently, the Secretary of the Navy announced a plan to modernize the Navy’s rating system. This system has been in existence for more than 241 years—indeed, it predates the founding of our Navy. These changes are intended to modify the way we address one another and plan our careers, but they are not without substantial controversy.
Sailors find identity and belonging in their rating. It gives them a sense of pride to advance within their rate. In an undeniably technical service, our rating system develops and safeguards quality professionals that do the hard work of keeping our Navy running every hour of every day. Many men and women continue to identify with their rate long after they have left active service.
Yet, our enlisted force—much like its officer counterpart—has problems with its personnel system. We could use a good dose of flexibility in career management; sailors could benefit from being able to advance in more than one area of expertise. We should be able to leverage technology to better connect sailors with the aptitude and the drive to opportunities that would benefit both them and the Navy.
But today, we sit at a crossroads of massive discontent. Eliminating the rating system will have a long-term, deleterious effect on morale. Indeed, this may lead many to mistrust any important, positive change in the future. But it does not have to be this way.
Winston Churchill once said, “without tradition, art is a flock of sheep without a shepherd. Without innovation, it is a corpse.” Tradition and change do not have to be mutually exclusive; we can keep our ratings and change our personnel system. The key to this change—and to all change we have faced in our 241 years of history—is our people.
We must recognize that there is more than one way to bring about change. Sequestering working groups behind closed doors in the Pentagon may not be the best way anymore. We have a Fleet of more than 300,000 men and women who are capable of rapidly iterating solutions to any problem. Leveraging the concepts of human-centered design, we also have many ways to organize those men and women into a powerful idea-generating force.
The real question for our leadership is, how will you harness those sailors? Will you continue to dictate policy to them, or can you trust them to help develop solutions that will work?
If we press the reset button on the rating modernization plan, we can bring sailors together from around the fleet to both define the problems we are trying to solve, and bring about solutions that work well and are representative of all our people. This can serve us better by ensuring all hands both understand and appreciate the problems being addressed, and are fully engaged and bought into the solutions developed.
There are models to bring about this kind of Fleet engagement, and sailors ready to get to work on them. For instance, earlier this year, a small group of DC-area junior officers convened a symposium to address changes to the Navy’s personnel management system. In just a day, this group defined the problems in the system and developed solutions to improve, delivered to the Chief of Naval Personnel. Participants felt engaged, appreciated, and motivated. We can build on this model to address changes to the rating system and develop good solutions to the problems we are trying to solve.
If we are truly to become a “high velocity learning” organization, our old way of solving problems and dictating policy—of waiting for missives from on high—won’t work any longer. “In keeping with the highest traditions of naval service,” it’s time to change how we change, and believe in the intellectual capital of our sailors.
Recently, we asked LTG H. R. McMaster, USA, to host a Q&A with Fox News commentator MG Bob Scales, USA (Ret.), author of Scales on War: The Future of America’s Military at Risk. Part I of their exchange appeared on the USNI Blog yesterday. Part II of their conversation follows.
McMaster: You begin chapter 11 with the observation that “good soldiers perform best under good leaders.” What attributes are most important in XXI century military leaders and how should the services develop those leaders?
Scales: First, I’d be clear about what type of leader we are talking about. In the military there are two: tactical leaders and strategic leaders. Thus XXI century leader development would follow two tracks: The tactical track would seek to find those with the technical and tactical right stuff, essentially those with the intuitive abilities, physical fitness and courage to lead men in close combat. They would be the doers, those who make the military engine run and who know how to maneuver and lead tactical units. The strategic track would consist of carefully selected men and women who have the right strategic stuff: the ability to think in time, conjure what might be rather than what is; and be willing to participate in a decades long program of study and practice that would prepare them to be leaders at the highest national strategic level. Preparation would consist of civilian graduate school, political and combatant command internships and time as an instructor at a service school or civilian university. Such a program would be highly competitive and very selective producing about 100 superbly qualified officers to be promoted to senior colonel and general officer. These would not be not progressive programs. Tacticians are tacticians and strategists are strategists.
McMaster: Popular culture tends to water down and coarsen what it means to be a warrior. Soldiers are often portrayed as fragile, traumatized human beings. Hollywood tells us little about the soldier’s calling or commitment to his or her fellow soldiers or what compels him or her to act courageously, endure hardships, take risks, or make sacrifices. You write about what it takes to steel soldiers and units to overcome fear and fight in environments of uncertainty and persistent danger. Will you share your thoughts on the human dimension of combat and why Americans should try to understand the social, psychological, and moral requirements to fight and win?
Scales: War is innately a human not a technological enterprise. The lower the level of the fight, the more human it becomes. I invented the term “Human Dimension” in 1992 when writing my book Certain Victory as a means of closing a hidden void in the conduct of the Gulf War that technology couldn’t alone explain. The idea came to me when listening to GEN Barry McCaffrey’s testimony before Congress when he opined that we still would have beaten Saddam even if we exchanged equipment with him. I found this observation both profound and true. It was the soldier not the equipment that provided the margin for certain victory. I also discovered that we knew too little about the soldier in combat. We knew we were better but how were we better? What was the evidence?
My Desert Storm research team set to work to find specifically what makes us better. In fact, we asked why western armies were better than native armies in general at higher-level mechanized warfare. Much of the answer was cultural. Only western militaries produce noncommissioned officers; western armies know how to self-select leaders without regard to social distinctions; western soldiers tend to bond more easily with peers and they are practiced with all forms of technology. But we discovered that such explanations were not enough. As good as we were the social, behavioral and cognitive sciences could make us much, much better. Unfortunately, our initial efforts to better exploit the human dimension fell of the rails after 9/11. This is always the problem with terms that become too popular and are overused and exploited. In this case the term Human Dimension was intentionally and cynically diluted and misdirected by uninformed bureaucrats who didn’t understand the concept and how it could be exploited. We wanted to make better performing soldiers by exploiting the human sciences, seemingly a simple enough enterprise. But in time the “spirituality” team got involved trying to show that fighting prowess depended on being a Christian. Later the cultural awareness crowd hijacked the human dimension to push for putting sociologists in the field to inform tactical leaders about native cultures in places like Iraq and Afghanistan. Finally, in about 2006 well-intended psychologists and physicians hijacked the human dimension effort and applied it to the Army’s “resiliency” effort. Suddenly the human dimension moniker was about treating damaged soldiers rather than making healthy soldiers more deadly in combat. I still believe that the greatest potential for increasing the fighting prowess of our close combat forces comes from exploiting the human sciences. I write about how this might be done in my book.
Click here to view MG Scales’ September 19th talk about Scales on War at the Heritage Foundation.
Recently, we asked LTG H. R. McMaster, USA, to host a Q&A with Fox News commentator MG Bob Scales, USA (Ret.), author of Scales on War: The Future of America’s Military at Risk. Part I of their exchange follows.
McMaster: Your call for a historical-behavioral approach to military strategy and defense policy is consistent with Graham Allison’s and Niall Ferguson’s recent essay in the Atlantic in which they call for a board of historical advisors to advise the president to improve the wisdom of foreign policy. What is the value to contemporary affairs and why do you think it is underappreciated?
Scales: Not only do I think Presidents need historians to provide advice I believe the military does as well. War is the only profession that’s episodic. Soldiers don’t practice war (thankfully) as much as they study it. Thus the intellectual backbone of our profession should be the study of past wars. Sadly, it is not. Reluctance to study war among our senior leaders is, in a way, understandable. A newly appointed general has spent half his or her life (or more) actively engaged in fighting or preparing to fight a war. It’s reasonable for a serving officer to question the merits of study when he’s fully engaged in practicing the profession. As we witnessed with the British Army in the late nineteenth century these habits are hard to break. Imperial officers published under a pseudonym for fear of being labeled an intellectual. Conversation in the officer’s mess was about sport, not tactics. And the British paid a painful price when they were unable to adapt intellectually once they shifted from a native to an industrial age European enemy. The lesson is clear. We must artificially induce our young officers to shift from the visceral to the vicarious, an unnatural act for a contemporary Army on active service.
McMaster: The military seems to be increasingly disconnected from those in whose name they fight and serve. A very small percentage of Americans serve and few seem to understand the requirements for military readiness, especially what it takes to fight and win in ground combat, what you call the “crucible of courage.” You make a strong case for maintaining the all-volunteer force, but do you agree that this is a problem? And how might the bonds between the American people and its military be strengthened and how might Americans become more familiar with the requirements for national defense?
Scales: No I don’t agree this is a problem. The military, and the Army in particular, is a fighting force, not a civilizing agent. Strengthening bonds between the fighting force and the people might make soldiers feel better about what they do but social bonding will not make them better fighters. We are the only Western democracy that has never been ruled by its Army. We should strive to maintain that separation such that we are never temped. Part of the passion on this issue is due to internally imposed self pity. I witnessed the phenomenon after Vietnam when many senior leaders blamed their failures on a media driven “stab in the back.” Watching this low level Dr. Strangelove period in our history was emotionally destructive to a young officer like me. We serve so that Americans don’t have to think of us…or fear being us. It’s enough for me to have someone say: “thank you for your service,” even though I know they probably mean “thank you for doing this so that my son can go to graduate school.” No, this new emerging mantra of self-pity mainly comes from retired officers who decry the dangers of civil-military separation. You hear words like, “99 percent of America never served” or “two thirds of American youth can’t pass the military physical, etc…” Many of these same generals call in the wilderness for universal service. The military has more important things to concern them. Let’s get on with learning and practicing our profession and leave the [discussion] about the civil military divide to academics.
McMaster: And, as you point out in Scales On War, Americans have a tendency to want to simplify the problem of future armed conflict and solve complex land-based problems from stand-off range. While stand-off capabilities will remain important to national defense, the war against ISIS, a terrorist proto-state that does not even have an air force or a navy, seems to validate your point that fighting and winning in war requires land forces that possess the will, capability, and capacity to defeat an enemy, secure territory, protect populations, and consolidate military gains politically. Why do you think there is a tendency to undervalue the need for ready land forces and how might you and others administer a corrective to flawed thinking in that connection?
Scales: Much of our attitude about defense is baked into our social DNA. We still view ourselves as an Island nation that can choose to advance or retreat, join or leave a conflict at will. Since there is no occupying force on our land we can fight in faraway places not worrying about our loved ones being threatened. So it should come as no surprise that killing bloodlessly at a distance should from the nexus of our policy. This would all be fine if our enemies didn’t have a brain. But they do. And because of our fixation on distant killing they have an equally baked-in strategy for defeating our style of war: meet Americans in distant an unpleasant places, defend their hegemonies by making defeat too painful and then broadcast our pain to the American people such that they will tire of the exercise and demand that the troops come home. It works every time. The most vulnerable and assailable of American forces are Soldiers and Marines. So ground forces are the enemy’s point of attack and our most vulnerable center of gravity. Trying to convince our policymakers that the nation should expend more resources on those most likely to die is a hard sell to those who fear that if we buy ground forces we are only more likely to use (and lose) them. Thus, buying air and sea forces is an easy sell. Buying ground forces is hard…
McMaster: The subtitle of your book is “The future of America’s military at risk.” The active Army is more committed than ever and is undergoing a reduction in size from 570,000 to 450,000 while the modernization budget has fallen by 74% since 2008, creating a bow wave in deferred Army modernization. You observe that your grandchildren will fight with Reagan-era weapons. As a recent Center for Strategic and International Studies report concluded, the recent Army modernization drawdown is a triple whammy for the Army because these cuts in force structure and modernization are larger in percentage than previous cuts and the two previous drawdowns came after the Army had already modernized much of the force. And you warn against a “silent creeping atrophy that sends the Army into another tragic dark age.” What might be done prevent that and reduce risk to the nation?
Scales: Social and political activism, pure and simple. The default position for defense policy makers is to buy more high tech air and sea platforms. In peacetime there is no down side to this policy: high paying jobs in the U.S. are created; the research and development community is enriched; the public sees powerful bright shiny objects floating or flying by that give them a warm sense of security; most of the big stuff is kept at home, relatively safe; images of bright young technicians and digital warriors relieves the people from thinking about the true nature of war; black and white digital images of explosions from drone strikes make Americans believe that we are taking the fight to the enemy without looking more closely at images of what the explosions leave behind. The counter narrative is tough: soldiers and marines lying dead after an IED strike; a ground level image of dead and wounded innocents lying amid the rubble. So those of us who advocate for the soldier and marine have to go the extra mile to explain and educate our fellow citizens about the consequences of neglect. History is our most effective media weapon. Those who advocate for no more “boots on the ground” lose the argument when folks like us tell and re-tell the stories of soldiers and marines who died due to the neglect of their fellow citizens. But to be effective the message must be delivered with unrelenting force and drama such that Joe citizen can’t turn away. Problem is that ground service leaders, particularly Army leaders, simply aren’t very good at telling this story. If we want our Army to avoid breaking next time then it’s the responsibility of today’s ground service leaders to craft the narrative and project it to everyone in Washington who writes the checks. Our greatest allies are not the solons on the Hill; it’s the American people. Get to them directly. Convince them that their blue-collar sons and daughters will be at risk if life and death decisions are left inside the Beltway. Let’s build on what I have written in this book to write a greater narrative crafted by our most senior Army leaders. Speak to mister and missus America. Explain the consequences to their children of institutional neglect and ask them to demand that the Army gets its share of our national resources so that their children will not die in another debacle like Task Force Smith in Korea.
McMaster: The American public is largely disconnected from ongoing wars. How many Americans, for example, could name the three main Taliban groups that their soldiers have been fighting for fifteen years? You stress the interactive nature of war, but so little of the coverage of today’s conflicts cover that interaction. Reports focus mainly on discreet strikes or raids, friendly casualties, or announcements about the numbers of troops deployed. Do you think there is a problem with the media coverage of the wars in Syria, Iraq, Libya, and Afghanistan-Pakistan? If so, how would you change the way wars are covered?
Scales: I work for the media, in my case, Fox News. A senior media official told me a few months ago that when we both started at Fox in 2002 over 60% of the discretionary broadcast time was devoted to war. Now it’s less than 5%. But, that’s OK. We are essentially an Island nation that can voluntarily choose to join or leave foreign engagements. This is a privilege very few other nations can claim. Thus is should be no surprise that Americans can choose to watch whatever they want on TV depending on how world events affect them and they, thankfully, don’t have to worry that events affect them very much. I do lament that too often that the news gets things technically wrong or that the news fails to add context to events so that conflict is too often depicted as a stop action video game to our youth. But at the end of the day the media is a consumable product and the consumer decides how to buy it. If Joe or Jane America want to watch reality TV rather than war news that’s their privilege and we who sacrificed gave that privilege to them. And we did it (and do it) without expecting a great deal of thanks in return.
McMaster: There is a tendency in the United States to confuse the study of war and warfare with militarism. Thinking clearly about the problem of war and warfare, however, is both an unfortunate necessity and the best way to prevent it. As the English theologian, writer, and philosopher G.K. Chesterton observed, “War is not the best way of settling differences, but it is the only way of preventing them being settled for you.” What is your advice to the Academy? Is there a role for universities in improving not only our thinking about defense, but also the connection between our society and its soldiers?
Scales: I’m a product (and a victim) of the academy so I know a little about this. In the distant past the academy was a willing gold mine of imbedded wisdom that the military mined with profit. It’s hard to believe now but before the 60s social revolution professors provided useful advice and did meaningful research that added depth and new ideas to our defense intellectual communities. This was in many ways a partnership. Most of these academics were World War II veterans and, although most were politically liberal, they understood war and its consequences and they viewed America as a bulwark against international evil. Today it’s different. If the academy writes about the military it’s normally about social issues within the ranks or it’s generally condemnatory in nature. There is very little in the literature about the “acts” of war. Thus most young military intellects have to be homegrown, service sponsored, and come from Army funded graduate schools. This must change. I hope it will as the revolutionary age elders of the sixties leave the academy. But nothing will change until the atmospherics change. One way to force change is to create a true military academic partnership in universities known for war studies. Here’s how it might work:
- The Army chooses a cluster of about 10-15 named universities that receive funds for educating ROTC cadets and officers attending graduate school as well as funds for defense research.
- These schools should be geographically dispersed and of the highest quality. If possible they would already have a vibrant defense studies graduate program. Some of the best are Texas A and M; Notre Dame; Ohio State; Stanford; Princeton; Florida State; University of North Carolina; Duke; etc.
- The Army pays for a program or a Community of Practice, essentially a subordinate unit of a department or school such as the Wilson Center or the Hudson Institute. The community would consist of ROTC students, military graduate students, civilian graduate students sponsored in part by the Army, War College Fellows, contracted civilian researchers, traditional faculty and senior military PhD students scheduled to be tenured faculty at West Point or the War College.
- Together this internal community would work with and mentor each other to provide a powerful intellectual and fiscal power on the campus. Some link would be necessary with the staff and war colleges and think tanks specific to the Army such as the Arroyo Center. The Commandant of the army War College would run the program and report directly to the Chief of Staff.
- The Army would schedule all of its signature seminar and senior meetings at one of these communities. I would also add an Army Press, affiliated with one of the better-known University Presses. The relationship might be similar to the Naval Institute Press at Annapolis or the Belknap Press at Harvard.
- The product of these university defense intellectual communities would be a generation of soldiers and civilian scholars who have a balanced education and cultural experience. My hope is that, in time, these communities would spawn a new age of civil-military collaboration useful for both the military and the nation.
Part II of this Q&A session between LTG McMaster, USA and MG Scales, USA (Ret.) can be viewed here.
Click here to view MG Scales’ September 19th talk about Scales on War at the Heritage Foundation.
Please join us at 5pm (US EDT) on 18 September 2016 for Midrats Episode 350: 21st Century Patton, With J. Furman Daniel III:
Put the popular, and mostly accurate, image of the flamboyant General Patton, USAgiven to us by popular culture to the side for a moment.
Consider the other side of the man; the strategic thinker, student of military history, and innovator for decades. This week’s episode will focus on that side of the man.
For the full hour we will have as our guest J. Furman Daniel, III, the editor of the next book in the 21st Century Foundations series: 21st Century Patton.
Furman is an assistant professor at Embry-Riddle Aeronautical University, Prescott, Arizona. He holds a BA (with honors) from the University of Chicago and a PhD from Georgetown University.
Please join us at 5pm (EDT) on 21 Aug 2016 for Midrats Episode 346: The Farsi Island Incident – Is the Navy a Learning Institution?
The thankfully bloodless embarrassment that was the Farsi Island Incident is still making news after the January 12, 2016 seizure of 10 U.S. sailors by Iranian forces. Especially for our Surface Warfare community, there are a lot of hard, cold lessons here not just about the incident itself, leadership and professionalism – and institutional lessons about how conditions are set and organizations are sub-optimized to a degree that an incident – in hindsight – was just a matter of “when” vice “if.”
Using his recent article at CIMSEC on the topic, our guest for the full hour to discuss the background leading up to the Farsi Island incident, its aftermath, and the lessons we should be taking from it will be Alan Cummings, LT USN.
Alan is a 2007 graduate of Jacksonville University. He served previously as a surface warfare officer aboard a destroyer, embedded with a USMC infantry battalion, and as a Riverine Detachment OIC. The views expressed in the article and on Midrats are his own and in no way reflect the official position of the U.S. Navy.
Writing professional articles has a long history in all the U.S. military services. American naval publications date as far back as the 1830s. While military personnel are commonly lauded for their willingness to take physical risks in defense of the nation, sometimes we are less open to taking the intellectual risks involved in the betterment of our profession. In #RTSW 2 we discussed the fear some writers have that they might embarrass themselves through a small mistake or problem in a professional article. Taking an intellectual or academic risk is far different than strapping into an aircraft, rigging to dive the boat, or free-falling out of a perfectly good airplane.
The reality is there are a number of things military authors do which are sort of embarrassing from an editor’s perspective. Military personnel hold themselves up as professionals, but occasionally behave like inexperienced freshman undergraduates when it comes time to submit an article for publication. Most of the issues can be addressed by acting like the professional we all claim to be. These are not actually hard things to do, but generally fall into the GI Joe category of knowledge.
Follow the contributors guidelines. Seriously. If the journal or publication says they take feature articles with a maximum word count of 3000 words, do not send them 4500 words. Some will give you some latitude, maybe 10% overage, but not always. It is not the editor’s job to turn your over-length piece into something appropriate. You are telling them either you could not be bothered to check the guidelines, you have never read their publication, you just don’t care, or you think you are so brilliant the rules don’t apply to your ideas. None of these interpretations will help you impress anyone.
From my experience as an editor this is an across the board issue. Frankly, most junior personnel tend to follow the rules, but sometimes they don’t understand the difference between “departments” at some journals. Some mid-grade officers, senior officers, and Flags, however, have issues understanding the rules apply to them. One would hope the professors from our PME institutions who encourage officers to use their school papers for articles would help them understand how it works. Yet, I have also seen PME professors who submit articles which are thousands of words over maximum, so sometimes they are part of the problem.
Papers and assignments written in the professional military education system, or from academic work, are a great source of material for articles. I have used the work I wrote for class in a number of articles I have published. But, a school paper and an article are not the same thing. We’ve already covered the length issue, but this is a common problem with academic papers. There are also differences in style and tone, occasionally in formatting, and in the types of arguments that will fit at certain publications. Do not simply send your PME paper to an editor. Always rewrite and reformat the paper to ensure it fits the publication you are sending it to. The editors will still help you make it better, but it is on the author to make the first effort of getting it right for the publication in question. It should not require mentioning, but the editor is also not interested with the grade you got on the paper. No need to share, the work should stand on its own.
Ensure you are sending the right submission to the right publication. If a certain publication has a name for a “department,” or type of article, don’t use that same name at a different publication. For example, Proceedings has opinion pieces called “Nobody Asked Me But…” An author who sends a commentary submission to War on the Rocks or The Bridge “for your Nobody Asked Me But section” is immediately off on the wrong foot.
Simple freelance manuscript format is the best way to approach an editor. Do not try and impress with multiple fonts, complicated formatting, etc. Depending on what software they are working with, your fancy format may get thrown off anyway. You aren’t applying for a job in desktop publishing, the words in the article are what matter and speak for themselves. Name, contact info, word count, title, one font, double spaced, simple paragraph format. Use bold, underline, or italics to set things off, but only sparingly. It is designed for fiction authors, but William Shunn’s website gives a good image of how to set things up. Avoid pdf’s to the best of your ability, because the editor will probably want to digitally mark up the piece.
The concept of authorship is directly tied to the question of personal integrity in the academic world. Almost every university or institution of higher learning has an authorship policy statement (read Yale’s here). Fundamentally “authorship” is the question: who belongs on the byline of an article? Who should get credit? This is a question every senior officer looking to publish an article must ask themselves when they think about the staff process which might have helped them produce the article. Senior officers and civilian leaders sometimes have speechwriters who help them. At what point, and in what venues, should they get mentioned for written work? Is a shared byline proper? Or is a mention in the author bio at the end of the article the right place? “LCDR Jones contributed to the writing of this article.” Perhaps a junior officer on the staff amassed the research and wrote the first draft of sections of the piece. Do they deserve some credit? These questions don’t always apply, but in colleges and universities this is a key ethical question. If we are going to pursue professional integrity in the military services, and consider it intellectually, it makes sense for us to examine authorship as well.
Professional articles on military subjects are not the place for personal attacks or for antagonism. Even if the spark which got you writing was disagreement with someone else’s idea, take a step back and make sure you are writing about ideas and content and you are not being antagonistic. Sometimes this is unintentional, and requires you to look at your own work closely. Also, some publications do not publish this kind of tit-for-tat writing, so expect rejections if you are writing something focused on being critical. You should be focused on new ideas and solutions. It is ok to be constructively critical of another writer, thinker, or publication, but avoid personal or professional antagonism: try and follow Dennett’s rules. Aim at the ideas, not the people, and give credit where credit is due.
Cite Your Work
Footnotes, endnotes, hyperlinks…they matter. They help prove you have done the research and reading discussed earlier in this series. More importantly, perhaps, they acknowledge the hard work of others who have tackled the same or similar subjects and on whose shoulders your work stands. They offer the editor and the reader a chance to check up on you. None of us form our ideas or opinions in a vacuum. Even senior officers haven’t come to all their knowledge through experience or epiphany. We should acknowledge that through good use of notes and links. This does not mean every article must be peppered with quotes from Clausewitz or Mahan. You do not have to tackle the great masters. Sometimes it makes you look silly. I know from experience.
Say something in your article. Identifying a problem is certainly a contribution, but often times it is not enough. It only becomes a good article when you also suggest a solution or a path to a solution. You have to argue for something, not just report on a situation. In the first post in this series we talked about John Adams’ call to “dare to read, think, speak, and write.” Professional articles are at their best when they remember that first word. Writers must dare.
Take It or Leave It
This series of three posts has tried to offer a starting point for military professionals and members of the national security community who want to take up the call to contribute to our profession, all call which was recently echoed by the CNO and Lt O’Keefe. The observations offered are intended as a little bit of what naval folks call gouge to get started. Like all gouge, the advice offered is worth exactly what you have paid to read it. These are simple observations from my past several years both writing and editing on military and naval subjects. Individual experience will vary. As we say in the navy, if you live by the gouge you’ll likely die by the gouge. But it least it gives us somewhere to start.
This post is the third in a three part series where the author shares lessons learned from a decade of his own professional writing, almost four years on the editorial board of the U.S. Naval Institute, as a Senior Editor with War on the Rocks, and as series editor of the 21st Century Foundations books from the Naval Institute Press. The opinions expressed are offered in the author’s personal capacity and do not represent the policy of the US Navy, Department of Defense, or any government agency.
Chief of Naval Operations Richardson has put out a call for more naval professionals to contribute to their profession through writing. Other Flag Officers have followed his lead and there is a rising movement across the joint force. The first post in this series examined how someone can develop an idea into a professional article. The next two posts will look to offer a clearer picture of what a writer should expect once their article is written: from submission to when it is out in print or online.
The advice in this series is based on professional writing for a print or online magazine/journal. People interested in blogging can certainly also learn from these ideas. But blogging has a slightly different place in our digital society, and frequently has different (sometimes looser) standards. As seen from the fact this series is published on a pair of blogs (USNI and the Military Writer’s Guild), I see a lot of value in both approaches.
One of the most intimidating things about publishing a professional contribution is fear the author will get something wrong, or embarrass themselves through small mistakes. The reality is a typo, an improperly used italics formatting, or a misspelled name is not something most editors care about. If the problems are repeated and glaring, that is different, but a couple of small mistakes are not very important.
Personally, this is why I like working with journals and magazines more than unedited blogs, or blogs run from personal websites. My work always benefits from the critical eye of a dedicated editor, whether a paid employee of a publication or sometimes a volunteer. That kind of sanity check has kept me from embarrassing myself when the editor asks “hey, are you sure that is right?” or “what is your citation or link for this fact?” From fixing typos, to helping improve the writing in terms of style or house format, and challenging flawed logic or argument, editors have always made my work better. Once the article or essay has made it through them, or their editorial board, there’s a much smaller chance I am embarrassing myself.
Finding a Publication
With a completed draft on the computer screen, it is time to decide where to submit the article. There are many, many options. For naval writers there are the big time naval professional journals like Proceedings and Naval War College Review, to the magazines published by community organizations like Tailhook and the Naval Helicopter Association. The other services have similar venues like Military Review, The Gazette, or branch publications like Armor. There are also the online publications about defense and national security issues. Authors must realize each and every publication has its own niche and its own style. Your manuscript should aim to fit their unique niche and style.
There are two good rules of thumb for selecting where to send the article. First, make sure you’ve read articles from the publication you want to target and ensure your article is the kind of thing they publish. Second, find the publication’s “contributor guidelines.” They all have them, and the editors actually put hard work into getting them just right. Here is the link to Proceedings, and here is War on the Rocks, to give you an idea of what they include. Frequently, these pages are also a wealth of advice on good writing. FOLLOW THE GUIDELINES. (Yes, I just stomped my foot and yelled at you.) Do not let the word “guidelines” fool you, these are the rules for the publication. The quickest way to get rejected by an editor is to send them something clearly violating the rules they have put out in the open. And don’t blast the article out to multiple publications at the same time. Pick one, submit, and be patient. Give the editors a couple days to acknowledge your submission, and even more time before you demand an answer. Some have review processes which take months. Even if the article is rejected, you frequently will get constructive feedback that will help you make it better before sending it to the next publication.
You may decide you are interested in a less formal arrangement, and go with a blog such as USNI Blog or work with junior folks like at CIMSEC. But deciding where to send your article should be a conscious choice based on knowledge of what they publish and how you fit into their corner of national security or professional discussion. You do not need a personal introduction to an editor. Find the email address for submissions, write a brief introductory email (include who you are, title of the article, length, and where you see it fitting into the publication), attach the article (or just make a pitch if that is what the guidelines say), and hit send.
Working with Editors
Editors are here to make our work better. Sometimes, we don’t like to hear their criticism, but it is really crucial we listen and consider it. You can push back against an editor’s changes or suggestions, but you should be able to explain why. Also, you can ask an editor to explain the reasons they have made or suggested a certain change. The writer-editor relationship should have plenty of back and forth, with give and take from both sides.
A professional editor will also never talk about the details of the work they do with you. For example, the Editorial Board at the Naval Institute has very strict privilege rules covering what is discussed in the boardroom. Some new writers fear editors will bad mouth them to other publications or with other writers, but that has never been my experience. In fact, I’ve had many editors try and help me by suggesting other publications which might be a “better fit” if they have rejected my work. Editors have also offered to make introductions to other publications for me. While talking with an editor isn’t quite like talking with a Chaplain, respected outlets are run by respectable people. Publishers always want you to come back with good material, because it is how they keep their journal up and running.
The vast majority of material published today ends up online. Even print journals like Proceedings place their articles on their website. Along with this comes the dreaded “comments section.” Realize there is no obligation for you to read the comments section. Frankly, most of the time I try and ignore it. For each ego stroking reassurance you have offered a brilliant analysis, there’s a troll looking for a fight or a pedantic fact checker ignoring the actual point. Sometimes, a genuine expert in your subject might respond with good insight. When I am tempted to look, and I discover someone like that, I have been known to contact them directly to learn more, but not engage in the furball of likes and unlikes and replies. Most publications want their authors to engage, on more than one occasion staff at USNI have suggested I dive in. However, the key for any author is to realize engaging with commenters is entirely a personal choice. There is no requirement to do it, and there is no requirement you ignore it.
A number of professional naval journals have had a history of allowing the use of pen names. Many excellent digital commentators, like our friend Cdr Salamander, use them with skill and for excellent reasons. The first thing to realize is most publications have a specific policy on the use of pseudonyms. They probably are not going to break their own rules for you, and you better know what they are before you try and submit as “W.T. Door” or “Sailor Timmy.” Many blogs also have a policy on it as well. If you decide you need to use a pen name to protect yourself, you may be limiting how seriously your work will be taken and limiting the kinds of publications you can approach.
Personally, I have also found my writing is far better when I do it under my own name. There is less of a temptation to resort to snark and sarcasm and greater incentive to make sure the research is fully and rigorously sourced. Since we have been talking about writing for professional journals and magazines, it is uncommon for them to resort to pen names. If you are publishing in a respected journal or online publication the odds are you want some credit for your ideas, and for having the guts to get them out there, anyway.
This post is the second in a three part series where the author shares lessons learned from a decade of his own professional writing, almost four years on the editorial board of the U.S. Naval Institute, as a Senior Editor with War on the Rocks, and as series editor of the 21st Century Foundations books from the Naval Institute Press. The advice contained is worth exactly what you have paid to read it and individual experience will vary. The opinions expressed are offered in the author’s personal capacity and do not represent the policy of the US Navy, Department of Defense, or any government agency.
The June issue of Proceedings offered a call from CNO Admiral Richardson, and his speechwriter Lt. Ashley O’Keefe, encouraging naval professionals to engage with their service through the act of professional writing. The CNO has not discovered a new idea, but instead lends his voice to something a number of recent senior officers have called for, from Stavridis to Winnefeld. Even some “not so senior” officers have suggested the same. Others have written indications and warnings about the risks the voyage entails.
There have been a long list of professionals throughout our history who have participated in the development of naval affairs in this way, from Maury to Mahan, Nimitz to Zumwalt. And while the spark for this post came from the CNO and the Navy, the other services have a history here too: from soldiers in the 19th century to leaders like Patton in the 20th century. However, the repeated calls to arms over time, or perhaps calls to pens, have missed something. How do you do it?
Our Navy is a technically oriented service. This is also generally true of the other services to greater or lesser degrees. Our educational policies focus on engineering and technical study, and rarely encourage us to learn how to communicate in writing beyond a bare minimum. In our staff positions we use briefing slides and other communication methods which inspire partial thoughts, quick hits, and incomplete sentences and no concept of paragraph structure or style. For cultures raised on procedural compliance and powerpoint, what is the procedure for writing a professional article? Some simple steps inspired by the words in the Naval Institute’s mission can help set our course.
The mission of USNI is to:
Provide an independent forum for those who dare to read, think, speak, and write to advance the professional, literary, and scientific understanding of sea power and other issues critical to global security. [emphasis added]
The bold words are borrowed from President John Adams. In his 1765 pamphlet “Dissertation on the Canon and Feudal Law,” Adams examined monarchy and feudalism and compared them to the growing movement for freedom and liberty in the American colonies. The future president called for Americans who valued liberty to develop their knowledge, and their argument, by daring to read, think, speak, and write on the subject. It was a clarion call, but it also hinted at a certain amount of process. Adams was a careful writer and it is quite possible he put these words in a very specific order. Following his counsel can help professionals chart their process for developing an article which contributes to understanding of our profession.
In order to make a contribution to the field of military, naval, or national security knowledge, you have to know the state of the field. The way to do this is by reading. If you have come up with an interesting analogy for a current debate the only way to know if someone has made the argument before is by reading the field. If you wonder what counter-arguments may be against your position, that also comes with reading the field. Articles in journals like Proceedings, Military Review, or Naval War College Review, online publications like War on the Rocks and The Bridge, blogs like Next War, all contribute to the state of the field. Not only will reading them give you new information, and new ideas, but they also tell you what others have said before. It can save you from the embarrassing retort: “yeah, Lieutenant Commander Jones said it six months ago and had a better argument.” (Not that you have to be entirely original, but knowing the field helps you understand where you fit.)
It is not just articles and online posts we should be reading. Books have long given us the deep knowledge needed to understand where the profession has been and where it may head in the future. There is a common refrain in the modern world that we simply do not have time for books. The watch schedule keeps us too busy. Digital media has affected our attention span. Military service is demanding, and we need time with our families. Yet we find time for physical exercise, while we discount intellectual exercise. According to some studies the average college graduate reads around 300 words a minute. If we read 15 minutes each evening, it totals up to 18-20 books a year. The excuse there is “no time” would never be accepted when we failed the PFT. Accept the challenge to read more widely. Maybe this sounds “high brow” or too “egg headed” but as President Truman, a WWI Army veteran, said: “Not all readers are leaders, but all leaders are readers.”
Once a servicemember or natsec professional has an idea of the subject they want to write about, has done some research and reading about it, and has come up with the initial kernel of an argument, they must spend some time thinking about it. This advice probably goes against the grain of what digital media incentivises, or what social media seems to encourage. However, the point of this effort is to make a contribution to the field of military and naval affairs or national security, not to rush into being a “thought leader” in the crashing tide of the blogosphere. Thinking hard about the subject you intend to tackle includes attempting to employ the skills of critical thinking.
Critical thinking gets a lot of attention these days and there are numerous competing definitions of what it means. Unfortunately, too many people seem to think “critical thinking” means “thinking about important or critical things.” That’s not the case. Instead we need level criticism at ourselves and our ideas. We need to examine our ideas with depth, and rigor, in order to get to the heart of whatever issue we want to write about. This includes becoming a critic of yourself and your own ideas, as well as the ideas of others. As you develop the concept for your article, be exacting and penetrating with the evidence you have amassed either through research or your own experience.
Having researched, considered experience, and critically examined the subject in your own mind, it is important to get a sanity check from someone else. In the academic world, this is part of the reason there is peer review before journal articles are published. In the professional and popular press, editors and editorial boards will judge your work with a dispassionate eye. The best way to ensure your argument makes sense, and you have developed a sound approach before contacting an editor, is to talk about it with other people.
Speaking about your idea can take a number of forms. It can happen with a pint in your hand at a pub with a mentor or group of respected friends. In the lost days of our Officer Clubs this was actually a common way of helping people develop professional ideas. It could also involve a cup of coffee. Seek out a mentor who you trust, whether a senior officer or a former professor or co-worker, and see what sticks in your conversation with them. Speaking also does not have to be taken literally, even if some of us work better in the give and take of live conversation. It can take the form of an email or social media exchange. The goal is to introduce new criticisms the writer has not considered, or clarifying the way to express the ideas.
Sit down and write the article. Just do it. Don’t allow the blank page on the computer screen to intimidate. One of the benefits of having thought through the idea systematically, and then spoken about it with a trusted friend or mentor, is you have already started to develop the words to express the idea. As many successful authors have told us, from Stephen King and Anne Lamott to Ernest Hemingway: the first draft is going to be bad. It does not matter. Sit at the keyboard and bang away until you have said everything you want to say.
Once the words are on the page, raw and terrible as they might be, the writer has crossed a major hurdle. After that, it is a matter of editing, organizing, and rewriting, which should be easier than putting the idea down the first time. The editing does not need to be rushed, and the mentor or friend you spoke with probably will be excited to take a look at the article and help make suggestions to improve it. You have already made them feel like a part of the process. When the draft is something which reads well, and you’re happy with it, then it is time to start looking for a place to publish it. Good editors, strong editorial boards, and the review process they use will help strengthen the piece even more. Be ready to make more adjustments to help clarify any issues they discover.
The RTSW Loop
The steps of RTSW might be seen as a sort of OODA loop for professional writing. In some ways it is similar to Boyd’s strato-tactical ideal. For example, each element can send you back to a previous spot. Speaking with a mentor may send you to a book or article you had not heard of before which you need to read, or the process of writing may cause you to return to your thinking and reorganize your approach. But there are also differences with Boyd’s Observe-Orient-Decide-Act sequence, most notably speed. Speed can be your enemy when writing a good professional article. There is no hurry. Please do not try to beat the rush of modern media, this can lead to shallow writing, weak argument, and poorly sourced facts. Doing it right may take time, and multiple rounds of the “RTSW loop,” but that only makes the article stronger and a better contribution.
Writing for publication can be a rewarding challenge. It is also something a legion of Sailors, Soldiers, Marines, Airmen, and security professionals have done throughout history. Many discover the process of writing clarifies their thinking. It also develops our communication skills, our critical faculties through practice, and our leadership ability. All of these make us better military professionals. Writing for publication is not something we should do because we need another FITREP or evaluation bullet, or because we think we can impress our boss. We don’t do it simply because the CNO says so. It is something we do in order to move our profession forward and to improve our service or our nation’s security. So, it is time to dare. Dare to read, think, speak, and write.
The author would like to thank Cdr Mike Flynn and his Naval Academy summer school class on “Professional Writing” for their invitation to join them for a day of class, where the author had a chance to speak about and refine some of these ideas.
This post is the first in a three part series where the author shares lessons learned from a decade of his own professional writing, almost four years on the editorial board of the U.S. Naval Institute, as a Senior Editor with War on the Rocks, and as series editor of the 21st Century Foundations books from the Naval Institute Press. The advice contained is worth exactly what you have paid to read it and individual experience will vary. The opinions expressed are offered in the author’s personal capacity and do not represent the policy of the US Navy, Department of Defense, or any government agency.
“As our platforms and missions become more complex, our need for talented people continues to be a challenge. We need to recruit, train and retain the right people…”
Admiral John Richardson, U.S. Navy
Chief of Naval Operations
In 2017, nearly 2,000,000 young men and women will graduate from colleges and universities throughout America. We want 200 of the very best to commission through Officer Candidate School (OCS) and serve America as a Navy Surface Warfare Officer (SWO).
To be sure, we have historically attracted and retained great people in Surface Warfare. With an eye toward our return to Sea Control and distributed, more lethal warships, we should ask ourselves a series of critical questions, “Can we do better?”… and… “Are we tapping into the full potential of America’s shining youth?” Former Joint Chiefs Chairman, Admiral Mike Mullen, referred to the “sea of goodwill” that has given rise to a tide of support for our military since the attacks of 9/11. Is that goodwill sustainable?
Talented young men and women matriculating from our nation’s colleges and universities have life options. Surface Warfare could be one of those options, but it is not enough to sit back and wait for talent to come to us. In the competitive market of America, we must reach out, connect with, inform and attract the most talented into our community – and our Navy – in order to position our warships to fight and win when the nation calls.
There are extraordinary young men and women throughout this nation who would thrive as Surface Warfare Officers, but literally have no idea that the amazing opportunity to serve on warships… leading at sea… undertaking impactful work for our country… is even a remote possibility in their lives.
We are positioned to turn a life opportunity into reality for our nation’s best. Here is how we are doing it.
We know who we want
Through a series of surveys and data collection efforts, we have mapped attributes and characteristics of successful young SWOs.
These include: previous proven leadership experience – of any sort, at any level – in a varsity sport, club or organization; demonstrated initiative; oral and written communication skills; positive contribution to organizational efforts as part of a “team” – assessed through previous participation in organizations, clubs and sports; work experience that illustrates a sense of discipline and accountability; time management and organizational skills that reflect an ability to follow established procedure and demonstrate attention to detail; enthusiasm and passion for the nation and the Navy that would prompt internal motivation in the face of adversity; and, a desire to work hard, remain committed to mission accomplishment with a strong desire for service with impact.
In March, we worked with Navy Recruiting Command and we generated guidance to the entire officer recruiting force in the country, reflecting these attributes and characteristics.
Leveraging our competitive advantage
Junior Officers have told us that the principal attractors to Surface Warfare are: 1) the opportunity for immediate leadership; 2) the opportunity for adventure and travel; 3) the opportunity for a flexible, option-based career; and, 4) the opportunity for postgraduate level education.
In business terms, Surface Warfare has a near-monopoly on these attractors. Can we better leverage that competitive advantage in a more meaningful and vibrant way?
Outreach and the Power of Social Media
In Fiscal Year 2016, 18 young men and women applied to be SWOs through Officer Candidate School from the states of North and South Carolina –combined. We met our “numbers” and we got great people. But there are more than 125 colleges and universities in these two states. Do graduates from these schools – and thousands like them around the country – even know that Navy Surface Warfare is a life option for them and, consequently, are we missing out on large segments of the population who could serve and propel us to even greater heights as a Navy?
Through the power of social media, we can – at a minimum – begin to raise nation-wide awareness of the opportunities in Surface Warfare. This is not about numbers. This is about reaching out and connecting with talented young men and women to ensure they are aware of the opportunities to serve in our community today, ultimately leading our Navy and serving as the sea captains of tomorrow.
Bringing it together
We know who we want, we know what attracts men and women to serve in Surface Warfare and we have the ability to connect with America at our fingertips. Can we take these pieces and integrate them in a meaningful way? Conceptually, we want to move toward “getting who we want” to serve as Surface Warfare Officers – quality men and women, with characteristics that set themselves up for success as a SWO and who are drawn to our community. Along the way, we should connect with America’s exceptional youth from backgrounds and demographics that are under-represented in today’s force.
This is possible today. So we are seizing an opportunity – and moving out quickly!
In a collaborative effort with Navy Recruiting Command, we launched our community’s first-ever targeted outreach into America using the power of social media. Through a newly formed teaming effort with LinkedIn – the largest connector on the planet – we now have the ability to “meet people where they are,” connecting directly with people all over the country using high end talent matching and recruiting functionalities imbedded in LinkedIn.
We also have the ability to provide interested candidates with access to our #1 asset – our people. Today, a cadre of more than 50 junior officers in the current force who have “walked a mile in the shoes of a SWO candidate” are aggregated in an on-line platform. Have a question about serving in the Navy? How to apply for a commission? What does a Surface Warfare Officer do? Those answers are a keystroke away on social media.
The overall concept is simple. Connect directly with the people we want to serve in our ranks, invite their attention to the opportunities of future service as a SWO and provide on-line access to the exceptional men and women we have in today’s fleet. Then, turn interested candidates over to the exceptional professionals in our Navy Recruiting Districts all over the country to support application for Officer Candidate School.
Earlier this month, we conducted our first significant outreach — a direct communication to 150 students possessing the background, attributes and characteristics we want in future SWOs. These students are enrolled in universities and colleges in North and South Carolina – among them: Duke, Wake Forest, the Universities of North and South Carolina, Clemson, Appalachian State, Elon, Davidson, and Historically Black Colleges and Universities (HBCU’s) like North Carolina A&T and Benedict College.
In a great example of the power of high velocity learning, we have already captured key lessons and applied them – enabling outreach to specific people in even larger audiences on-line.
More broadly, perhaps we open new doors and find opportunities by using a similar approach in critical areas for national security like cyber.
We are also thinking differently about how to more vibrantly leverage social media and networks of influencers to connect with young men and women seeking a commission through the U.S. Naval Academy and Navy Reserve Officer Training Corps (NROTC).
From 2,000,000 young men and women, we want the best 200 to serve America as a Navy Surface Warfare Officer – executing military diplomacy, sea control and power projection.
Let’s go get ‘em!