I frequently read with interest as the Navy names it newest ships. Guided missile destroyers, for example, are usually named after Navy, Marine Corps, and Coast Guard heroes. As anyone can imagine, the number of suggested names is far greater that the ships available for naming. However, I think we are long overdue for ship to be named former for Chief of Naval Operations, Admiral Jeremy “Mike” Boorda.

A Sailor’s Sailor

In May of 1996, I was a Hospital Corpsman First Class and set to go to a temporary assignment duty to the Bureau of Medicine and Surgery when I heard of the passing of then-Chief of Naval Operations (CNO) Admiral Mike Boorda. Later, I was able to go to his memorial service at the National Cathedral.

Two things stuck out at the service. First, the fact that enlisted service members were in the front rows, sitting alongside admirals—like I believe Admiral Boorda would have wanted. Second, the speech that then-Master Chief Petty Officer of the Navy (MCPON) John Hagen made. One comment still sticks in my mind after so many years: “. . . he came from among us and rose so high . . .”

Afterwards, I went to Arlington National Cemetery to pay my respects. I left my First Class Crow and belt buckle from the USS Sampson (DDG-10). It was my small way of thanking him for what he had done for me and so many others that hoped to serve the Navy—and something bigger than ourselves.

Personal Accomplishments

Admiral Boorda was known as a “Sailor’s Sailor” due in part to his well-rounded understanding of the enlisted community—he had been enlisted himself, but also understood the “big picture” of the Navy.

He became CNO at a time where the Navy was under the microscope due to Tailhook and a cheating scandal at the Naval Academy. He was able to lead the Navy out of these events and bring prestige to the service.

His biggest impact came from his sincere desire to improve the quality of the Navy for sailors and civilians alike. He was a master at manpower affairs and understood how to use the manpower system to best meet the needs of the mission and prioritize quality of life for sailors. His tours as Head, Surface Lieutenant Commander Assignments/Assistant for Captain Detailing in the Bureau of Naval Personnel, Executive Assistant to the Principal Deputy Assistant Secretary of the Navy for Manpower and Reserve Affairs, Washington, D.C., Executive Assistant to the Chief of Naval Personnel/Deputy Chief of Naval Operations for Manpower, Personnel, and Training, Executive Assistant to Chief of Naval Operations Admiral James Watkins, and Chief of Naval Personnel/Deputy Chief of Naval Operations for Manpower, Personnel, and Training allowed him to see every facet of the system in an effort to help people.

What President Clinton said at the funeral service for Admiral Boorda rang true then and still does for the people that served with him when he was CNO: “Many have said before me that his lasting legacy will be his concern for the sailors. He knew the people were the Navy’s greatest asset. And every day he made the Navy stronger because he took good care of its sailors. He loved the bluejackets, and he loved the officers. When he came on board a ship or entered a room of sailors, you could see the twinkle in his eye. Without ever ranting or reprimanding, criticizing or cajoling, he found a way to bring out the best of everyone, seaman or admiral, boatswain mate to battle group commander. Talk to him for just a few moments, and you couldn’t help but like him; you couldn’t help but love our Navy even more and want to do the best our could for our country.”

This is the Admiral Boorda that I knew. Not personally, though we exchanged correspondence once when I went to him for help. When I decided to write this piece, I asked many people, “What was it about Admiral Boorda?” The words “humility,” “respect,” and “he loved us and truly cared” came up time and again. The fact that he wore four stars on his collar was important, of course, but he did not seem to put as much emphasis on rank when dealing with people, especially with our sailors being significantly more mature in many ways. They just needed someone to listen in the way that he did.

For almost four decades, I have heard, “People are our greatest asset” and we have come far since I joined the Navy. However, I believe we must listen to our junior sailors and avoid turning them into a metric. I once worked for a regional flag officer and we would sit in a room for hours, examining metrics. The Admiral stopped the meeting once and asked, “Where is ‘quality of life’ in all of these matrixes?” Her point was that we chase metrics day in and day out, but what about our sailor’s lives? Do we know our sailors? Do we know their families? Do we know the struggles that they are going through? Do we tell them that we love them? And if you think telling your people that you love them is odd, it was not my idea; a guy by the name “Puller” (Lieutenant General Lewis B. “Chesty” Puller) stated that. And he lived it. So did Admiral Mike Boorda.

Admiral Boorda was able to connect with all levels of the Navy. I am not sure how he did it. It may have had something to do with the fact he joined the Navy so early, went up the ranks for E1, and understood the challenges and struggles that enlisted men and women go through because he had been there. Or it may have simply been that he was such a great sailor. Officers that worked with him said that he just “had it.” Whatever that magic was, Admiral Boorda had it.

The accomplishments of Admiral Mike Boorda have been and will be felt for years. It is time to bring the USS Boorda into the fleet.