Commanding commanders requires an approach to leadership that builds trust, contributes to shared situational awareness, and strengthens the role of a commander.[1] Mission command combines the exercise of authority and disciplined initiative to empower leaders to identify and accept prudent risk in meeting commander’s intent.[2] Mission command is a necessity for commanding officers of ships at sea as we frequently operate disaggregated and dispersed from senior commanders. Commanding commanders effectively requires a coach’s perspective that fosters professional growth and develops competence. We must learn to operate beyond command by negation and settle comfortably in the space of carefully crafted commander’s intent and subsequent mission orders.

“I have been concerned for many years over the increasing tendency—now grown almost ‘standard practice’—of flag officers and other group commanders to issue orders and instructions in which their subordinates are told ‘how’ as well as ‘what’ to do to such an extent and in such detail that the ‘Custom of the Service’ has virtually become the antithesis of that essential element of command—‘initiative of the subordinate.’” –Admiral Ernest King CINCLANT SERIAL 053, 21 January 1941[3]

King wrote these words almost a year before the attack at Pearl Harbor. Within a year, the U.S. Navy found itself in a war at sea spanning two oceans that required strong senior leadership, the right commanders, and a culture that brought the two together.[4] The U.S. Navy is no stranger to the 1,000-mile screwdriver and stands on the brink of similar situation. The realities of improved C4I (command, control, communications, computers, and intelligence) systems and the connectivity they afford are a blessing and a curse. Navy leadership, certainly Admiral Scott H. Swift, has been leading the charge to reaffirm the service’s commitment to the tenets of mission command.[5] Just as King recognized then, initiative, creativity, and the trust we inspire in those who command will be the foundational principles of the next U.S. victory at sea. King did not just describe the state of play in January 1941—he offered solutions. If they were good enough for King, we should try them on again to ensure they remain fit for purpose.

We have been thinking about how to apply King’s words in Destroyer Squadron (DESRON) 26. Here are some observations.King implored group commanders to train for and require competence.[6] King’s words imply trust. Competency is guaranteed through honest self-assessment, accountability, and the resultant trust fostered by the two. Commanding officers are given the responsibility, authority, and accountability for the total readiness of their ships and crews through the articles and chapters of U.S. Navy Regulations. King’s admonition for competency is similarly absolute. We give trust freely and assess outcomes fairly in DESRON 26. We hold each other accountable to outcomes that contribute to unit readiness. The plans and approaches from ship to ship may differ and may not be as we would have done them. Our staff solutions are not always what make the most sense within the confines of the lifelines.[7] We assess with an eye toward gathering lessons learned and contributing to and sharing best practices for the benefit of the squadron and the strike group.

King further stated that group commanders should train in a manner that encourages subordinate commanders to develop foresight, judgement, and independent action.[8] With trust established and managed carefully, we can create a community among the ships, their leaders, and our staff. An mentor of mine reminded me frequently to “train my bench.” At the DESRON level, coaching and mentorship replaces “training.” Our coaching and mentorship effectiveness comes from our collective commitment to authentic interactions and humble approach to the problems we face.[9] Whether coaching or mentorship occurs at the command level with our commanding officers and executive officers, or between staff codes and their counterparts, King’s qualities can be fostered. Our end-state is to open up opportunities to guide our subordinate leaders through their challenges. We encourage foresight and foster good judgement. The result is independent action that is uniquely theirs. In DESRON 26, we coach and mentor our leaders for the cumulative confidence it generates; self-confidence to make the right decisions, confidence among peers in the sense of developing shared awareness, and the confidence from senior commanders that our teams are at the top of their game.

Command of a guided-missile destroyer is the pinnacle of most sea-going officers’ careers. They thirst for the responsibility, authority, and accountability given to commanding officers by U.S. Navy Regulations. At the squadron level, we must lead them in a manner that inspires initiative, fosters creativity, and builds trust. Mission Command requires us to give that trust freely and foster it in every interaction. It requires us to take advantage of the resulting opportunities to coach and mentor in a manner that builds confidence in each other, competence in our abilities, and strengthens our relationships. Settling in the space beyond command by negation requires we build command teams capable of executing at this level. King’s thoughts are a great place to start thinking through how to do that. They are indeed fit for purpose.

Endnotes

[1] ADRP 6-0 Tenets of Mission Command. https://usacac.army.mil/sites/default/files/misc/doctrine/CDG/adp6_0.html

[2] https://usacac.army.mil/sites/default/files/misc/doctrine/CDG/adp6_0.html ; ADRP 6-0 Tenets of Mission Command.

[3] CINCLANT Serial 053 ; http://www.ibiblio.org/hyperwar/USN/Admin-Hist/USN-Admin/USN-Admin-A1.html

[4] http://cimsec.org/initiative-subordinate-dudley-knox-modern-u-s-navy/26681

[5] https://www.usni.org/magazines/proceedings/2018-02/master-art-command-and-control

[6] CINCLANT Serial 053 ; http://www.ibiblio.org/hyperwar/USN/Admin-Hist/USN-Admin/USN-Admin-A1.html

[7] Ibid

[8] Ibid

[9] https://thestrategybridge.org/the-bridge/2016/3/3/coaching-20-developing-winning-leaders-for-a-complex-world