Commodore's Corner

Leadership Style Matters

By CAPT Edward Weiler, USN Commander, Helicopter Sea Combat Wing, U.S. Pacific Fleet

If there was a recipe for the perfect leader, someone (by now) would have bottled it up and sold it in liquid or powder form. Certain to be a millionaire, they would sell it to all civilian and military organizations alike. Unfortunately, there is no perfect pill or potion and we are all forced to learn, adapt, listen, and observe our environment to ensure success in each situation and organization.

The finest leaders understand that people are the greatest resource within an organization. They understand their own strengths and weaknesses as well as the strengths and weaknesses of the people working around them. You are not leading machines, assembly lines, weapon systems, or budgets; you are leading warfighters and influencing your Sailors to achieve a common set of goals. We see leadership in times of a crisis, amongst friendships, on sports teams, even among young children who don’t understand yet that they are exhibiting those skill sets.

Leadership truly comes in every shape, size, and situation. It can vary by age, job, role, audience and environment and is a core trait within our military. The day we join we make a very clear statement to those around us that we are choosing a path less taken, willing to lead and serve in any AOR or threat level to protect and serve our country.

We begin our military career as young leaders and each and every day we are given an opportunity to learn, build, and strengthen our skills. Our personal leadership style is groomed and molded with each changing job, whether you are an LPO, CPO, Junior Officer, Department Head, or Commanding Officer, you will be afforded the opportunity to observe and lead at sea. I have been in the U.S. Navy for over 25 years and have worked for many different bosses. I have seen leadership in combat operations, training commands, major commands, and at sea. Each job presents different stresses and challenges to your team. Not everyone is a great leader, nor is everyone a good leader, but we have just as much to gain and learn from the bad as we do the good. I have been extremely fortunate in my military career to have worked for and learned from some fantastic individuals. It is imperative that you watch and observe all. As you move your way through different jobs and ranks, pay close attention to your own leadership style and take the time to develop it. Focus on your strengths, develop your weaknesses, and build on the lessons learned from experiences and mentorship to ensure you bring the very best to your people.

We always use the expression, “know your people”… but what exactly do we mean by that? “Knowing your people” means more than knowing where they live, what they like to eat or their spouse’s name. It is recognizing what drives and motivates a person to perform at their best. Knowing their capabilities, limits, and how to exercise and highlight their specific traits and qualities is essential for the advancement of the individual as well as the organization. What makes your Sailor tick? Do they need an extra push or a softer, more comforting approach? Understand what drives them and more importantly, understand what YOU need to do to help them accomplish their assigned task.

I have an older brother and a younger sister, we had the same upbringing, same parents, we lived in the same house, but we are completely different and we are absolutely motivated to perform in different ways. Every service member is different and each one has their own “switch”–a switch that motivates them and simultaneously can set them up for failure. Running a division, department, or squadron is not like ‘Texas Hold’em’–you can’t swap out the people. Just about everyday someone new is assigned/checks in to the organization and you must understand and assess their potential. You need to identify their strengths, their weaknesses, and determine what kind of “hand” you are dealt. It is your responsibility to mentor, help them grow as individuals, and guide them to reach their professional and personal goals as they serve the squadron, the Navy, and our country.

This is no easy task as we work in an incredibly dynamic environment. Stress and pressure certainly bring out the best and worst in all. The intense workload associated with being at sea on a Navy warship can certainly test your leadership, ability to balance your personal stress, and aptitude for managing the stress of your subordinates. Everyone is watching and you are constantly being evaluated. Day-to-day activities are part of that evaluation, but far more telling is how you perform under pressure.

As a Commanding Officer, I certainly knew that all eyes were on me when a challenge arose and my reaction would set the tone for the squadron. Stressful times for you are some of the best opportunities to establish the culture you want within your division, department, or squadron. Your mannerisms, your actions, and how you deal with the change and stress permeate throughout your spaces. If you exhibit excessive emotion, more than likely the command will echo those behaviors.

This is a golden opportunity to show your Sailors, while in the storm or fog of war, that you remain calm and are smooth and methodical in your decision making (and maybe even throw in a smile or two). Keeping calm under fire is imperative; it is more difficult and more impressive. If you can’t control your emotions, how can you expect your subordinates to? You can talk to your leadership style during case studies but that is the “classroom.” When the whistle is blown and the game is on, know your environment and take advantage of the moment. As Naval Aviators, we compartmentalize in the air, prioritizing each emergency and I would offer there is goodness to applying those same skill sets on the ground in front of your Sailors. Lastly, enjoy your time in the Navy – you have the greatest job on the planet! You will never work with a more talented, motivated group of individuals. Fly Navy!

Technician 2nd Class Travis Murphy, assigned to Helicopter Sea Combat Squadron (HSC) 3, Southern California Offshore Range (SCORE) Detachment, directs an MH-60S Sea Hawk helicopter down the flightline after the completion of flight operations on San Clemente Island, California.