Commodore's Corner It's the Leadership, Stupid
By CAPT Ryan Keys, Commodore, HSCWL Part 1
T
he key to accomplishing the mission, with regards to your people, is trust. I’m sure most would agree with that; but to take it to the next step, how do you build trust? I’ve come to rely on two actions/ mindsets to build the level of trust needed between leaders and followers. (I don’t just mean trust between officers and enlisted, or between a Skipper and DHs, but trust within any organization that is trying to accomplish the mission at all levels.) It’s not rocket science, it just takes commitment. 1. Lead by example (the adjective “good” is assumed) • Be the person who listens to their Sailors for their input. • Be the person who prepares for, and actually tries hard on the PRT. CAPT Ryan Keys,Commodore, Helicopter Sea Combat Wing Atlantic, • Be the person who doesn’t drink to speaks during a change of command ceremony for Helicopter Sea Combat excess. Squadron (HSC) 22 onboard Naval Station Norfolk. U.S. Navy photo by Mass Communication Specialist 3rd Class Sam Jenkins. • Be the person who picks up the trash in the hangar instead of walking by. • Be the person who treats everyone as an adult (until they gave you a reason not to). • Be the person who’s always on time. • Be the person who says sorry when needed, or thank you (and don’t forget the “you’re welcome”). • Be the person who’s best at their skill. • Be the person who’s honest with someone’s performance, as well as your own. • Be the person who represents the U.S. Navy well. • Be the person who… Martin Luther King, Jr. stated, “It’s always the right time to do what is right.” So do it. 2. Practice ownership. Retired Navy SEAL Lieutenant Commander Jocko Willink did an outstanding job of describing ownership (read his book, Extreme Ownership, and listen to/watch his podcasts – shameless plug), but the concept has been around since the birth of leadership. To put it simply, accept responsibility and don’t make excuses. Question: are you the kind of aircrew who writes their own gripes after the flight, or do you just tell the Maintenance Desk Chief about the gripe and walk away? You, especially the HAC, need to own that task. You just used a piece of equipment that needs to be repaired, and instead of making it better for the technicians (and maybe providing them with some additional information to fix the issue) and the next crew, you just walked away – no, no, no. Pre-Jocko, the best example for ownership I can think of is passing down orders like they are your own. I admit, I have a hard time with this. It’s much easier to shake my fist and curse at “them” (the Pentagon, the Admirals, the bureaucracy, etc.), rather than look internally on how to overcome the obstacle with all means in my control (check out Marcus Aurelius the stoic – shameless plug). This takes time and effort, not just lip service.
Rotor Review #155 Winter '22
18
