• Of course, tactical decision making frequently does not allow time to consult with key advisors. • When you make decisions about your command, do not try to do what you think someone else wants. Do what you want. Be confident. You have the training, experience and advisors to make the right decisions. Don’t look over your shoulder. 8. Communicate with the whole crew. Ensure all levels hear what you expect directly from you. Don’t just issue directions to your XO and department heads. When the crew hears your priorities from you, they will better understand your expectations and will have a greater desire to deliver what you expect. • Have a “CO suggestion box” and use it. It is a great way to get candid feedback. • Do CO calls frequently. Have a way to do them on short notice and informally. Probably one or two a month is about the right number. 9. Teach your leaders how to lead. Mentor your department heads and division officers. Any amount of improvement you can draw from your officers’ performance, when multiplied across your wardroom, will be noticeable in your ship’s performance. Do not expect your officers to arrive as an ‘all up round.’ 10. S ometimes you need an ‘A-Team.’ The ‘A-Team mentality’ is often denigrated, but there are times when you need to use your best watchstanders. Ensure you have experienced teams for complex evolutions. Carefully review watchbills yourself. Build a pool of experienced watchstanders so that you can have two teams for long navigation details and other lengthy and complex evolutions. You will need to constantly work to build depth. 11. C ontrol the bad news. Ensure your chain of command hears of problems from you, and include solutions and a way ahead. If admirals are going to discuss a problem on your ship, be sure they are talking about information they received directly from you. Timely information flow can diffuse a lot of tension!! 12. T he Captain is NOT always right. Cultivate a questioning attitude in your Sailors. Ensure they do not blindly follow your orders. You want them to understand your intent as well as the specifics of your directions, so that they can adapt and still accomplish your goals. Encourage questions. Your Sailors will save you from yourself when you need it if you encourage them to question and speak up when in doubt. 13. M orale rises and falls on the Captain. It is my observation that, while other leaders do have an effect on morale, most of a command’s morale comes from the CO. • Fit your leadership style to your personality. Be yourself. • Make your people successful and morale will go up. • Real good morale comes from Sailors doing an
22
Fall 2012 • Surface Warfare magazine
Have a “CO suggestion box” and use it. It is a great way to get candid feedback. important job and being successful. Morale enhancement activities such as steel beach picnics, early liberty and such have their place, but will not override a Sailors’ desire to be part of a winning team. • Your Sailors joined to work hard and serve in even the most difficult of circumstances. Reasonable work days are expected. With that said, do not work your Sailors past the point of diminishing returns. Twelve-hour workdays and weekend work may not get you the results you are looking for. 14. F rontload your efforts. Start preparations for major events early to ensure you do not have to put your crew through undue stress. Create a plan that has significant milestones early, with plenty of margin to re-perform events as necessary. Such a plan is less stressful for the crew and will result in better performance. 15. B e beyond reproach. In the ethical realm, operate to a ‘beyond reproach’ standard. While this principle certainly pertains to the captain’s behavior, it is really directed at the many people who will be working hard to please the captain. I have found that many Sailors will be willing to push boundaries, or even cross them in an effort to please the CO. Ensure your people know that while you may be demanding at times, you never expect them to do anything illegal, unethical or even questionable. Ensure they know that you intend for all on your crew to do the right thing because it is the right thing to do. 16. C eremony is OK. Frequently Sailors (including senior officers) will talk of ceremonies as if they are only an inconvenience, but formal ceremonies are part of what makes the Navy what it is. For example, changes of command are not just about the CO and prospective CO, and retirement ceremonies are not just about the person retiring. These events are also about the Service and our customs and traditions. I recommend you do not shy away from them or consider them a waste of time or energy. They have their place. I hope that these principles for commanding officers are helpful to some of our ship captains, prospective ship captains, and other commanding officers. Given my experiences, I thought I would put these guidelines in print and attempt to help some other ship captains along the way. SW