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AIR-00

Posted September 19, 2012

"...the man who really counts in the world is the doer, not the mere critic-the man who actually does the work, even if roughly and imperfectly, not the man who only talks or writes about how it ought to be done." (Theodore Roosevelt, 1891, from the Theodore Roosevelt Association)

Amateurs in Europe were once taught the techniques of the Masters by copying the great works of art.  However, copying the brushstrokes of the Mona Lisa is not creating something equal to the original, only a copy.  War colleges teach the next generation of leaders by providing intense study of past engagements, from the Greek historian Thucydides’s account of Syracuse to the Battle of 73 Easting. Still, such study only gives a background for the future.  Good leadership, at its core, is not an attribute of one’s own age, gender, or when we live.  It is a practice of the application of principles, of individual commitment, and above all else of personal example. 

I’ll not embarrass the current commander of the Naval Air Systems Command by avowing our thanks for his leadership.  Instead, I’ll highlight our responsibility and share the thoughts of one of his Naval Academy classmates, Admiral John Harvey and his challenge to those of us who take up the torch in our turn: 

“Individuals and organizations succeed because they make the choices that lead to success. Greatness is not primarily a matter of circumstance or happenstance; greatness is first and foremost a matter of conscious choice and discipline. Officers who are accountable for the outcomes must make those choices and have the courage, energy and discipline to drive their organizations to turn those choices into reality.

I've had my say and my turn at the wheel; now it is your turn – your time to break the Battle Ensign and lead our community into the future. No matter what organization you're in, whatever "box" you're in within that organization and however the boxes are arranged linking you with the other boxes or organizations - straight lines, dotted lines, dashed lines, imaginary lines - for the sake of our surface force and our Sailors, be ruthless in the maintenance of our standards and keep your focus where it MUST be - on our ships and Sailors."

Admiral Harvey and Vice Admiral Architzel are two exceptional leaders from one Naval Academy class who have done so much for the Navy and our nation for so long.  As we have under Vice Admiral Architzel’s leadership, our focus must remain on the Sailors and the sustainment of the NAVAIR standards to which we are entrusted.

You can read all of Admiral Harvey’s thoughts to the Surface Warfare community at http://news.usni.org/news-analysis/news/fundamentals-surface-warfare-sailors-and-ships

Most of us can only compare our own brushstrokes to theirs.

– RM


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Commander said

Anonymous,

Thanks for the thoughts. One of VADM Dunaway's prime objectives is to improve our ability to get capability to the Sailors and Marines faster. You are correct that the Rapid Response/Irregular Warfare (RR/IW) efforts we've undertaken have been able to move capability out the door quickly. I've touched on the topic of change in this blog - in the Blog archives you'll find " Time to Break Some Plates" and " Cotton Balls and Bricks". I'm in favor of continuing your line of thinking, and expanding the discussion. In John Kotter's book "The Heart of Change" he talks about four sets of behavior that commonly stop change, i.e. the paralyzing bureaucracy you mention: 1) Complacency (driven by false pride or arrogance); 2) Immobilization (self-protection, hiding in the closet due to fear); 3) You-can't-make-me (driven by anger); 4) Pessimism. Kotter states changing behavior is less a matter of giving more analysis to people, than it is helping them see a truth to influence their feelings. VADM Architzel and RADM Eastburg recommended the book to all Flag officers and Senior Executive members in NAVAIR. I recommend it to all of you, as well. If you'd like to borrow my copy, feel free to stop by and I'll gladly loan it out.

--RM


September 20, 2012 at 4:52:57 PM EDT

Anonymous said

Within this institution there are significant challenges that stymie "rapid response" to the warfighter. The two most noteable are: Leadership. Civil and military leaders are both culpable of embracing the routine "patented" decision; one that averts any/all risk and enables continued business as usual without disruption. The second is organizational structure. The geographical merger of NAVAIR and NAWC-AD and the already present WING structure compounds workers challenges of compliance with Standard Operating Procedures in lieu of progress. The consequence: MORE delays while layers of processes and procedures are cross checked for compliance. Your blog provokes and promotes taking on the challenge to make a difference. I do that every day. It is a daunting and oftentimes frusrating challenge. I have no intention of giving up the fight, but the effort is oftentimes pointless as immediate leaders, posed with a novel "out of the box" idea, default to "What does the SOP and it's seven references say". The bureaucracy can be paralyzing. It takes bold leadership and/or threatening provocation such as a BRAC closure to break institutional barriers. This institution needs an auditor per-se who has the empowerment to investigate, report and scrub down the layers to reinvigorate empowerment. Recognition of such a person would bring decades of employees out of the woodwork to volunteer first hand experiences of what was and what could have been if..... On a positive note: while not a member of 4.5, I am motivated and encouraged by those the RR/IW efforts to expeditiously meet the needs of the fleet. Sincerely.....an advocate for change.


September 20, 2012 at 9:26:39 AM EDT

Anonymous said

Too often the knee-jerk response is “no” instead of “let’s get together and figure out how we’re going to do this.” Just think of all that we would be able to accomplish for the Fleet if all boxes within the organization started from a place of cooperation to make something happen instead of going right to “it’s too hard/never been done before/won’t work”…


September 19, 2012 at 3:31:43 PM EDT


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Rear Adm. Randy Mahr

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