Commentary by Lt. Col. Douglas Schiess
4th Space Operations Squadron
8/20/2010 - SCHRIEVER AIR FORCE BASE, Colo. (AFNS) -- Two weeks ago, I began a journey leading the 4th Space Operations Squadron through a tragedy. This was not something I ever wanted to do, but there were many lessons learned for me, our squadron, and, I hope, for all of you reading this commentary.
On July 19, I was informed that one of my squadron members had died and that it appeared to be a suicide. This notification started a process for my squadron that will continue for months. it is a process of grieving, of honoring our friend and fellow Airman's life, of taking care of the Airman's family, of ensuring his estate was taken care of, and lastly asking a lot of "why" questions. I hope after you read this commentary, you walk away with the knowledge that life is incredibly precious and suicide is a permanent solution to temporary problems.
Unfortunately, I was off station when I was notified of the suicide and had to travel back. However, that travel time allowed me time to think about what I had missed in this lieutenant's life. Were there stressors that we overlooked? Were there things going on that we brushed aside?
This was a tough internal battle in my mind, because this lieutenant was an outstanding performer. He was doing all the right things to excel as an Air Force officer and as a space operator.
As I began to talk to others in the squadron who knew the lieutenant well, I heard about some stressors in his life that hadn't been brought up to leadership. I also heard some say they knew he was struggling in some areas of life, but they never thought he would do something like this.
There was a theme that some of the closest people to him knew he was having problems, but none of them put any of these together to realize he might be overwhelmed.
One lesson I learned from this experience is that we need to take care of each other, be the wingman that we talk about. I think some of his friends were concerned that he would be angry with them if they talked to him about his stressors, or they were afraid he would get in trouble if they told supervisors. Again, none of them thought he would do anything to hurt himself, so none of them pushed him to seek help or told supervisors that he might need help.
Be the wingman. Life is too valuable to worry about what people will think because you ask them if they need help. At the very least, make sure you talk to someone about this and let an outsider give you advice on whether you need to speak up to leaders or supervisors.
I did have the honor of greeting this lieutenant's parents at the airport and spent two days with them as we walked through the necessary paperwork and conducted a memorial service.
In a conversation with the lieutenant's family, they pleaded with me to develop programs in the Air Force for members to seek help without affecting their careers. I had to swallow the lump in my throat and tell the family members about all the programs the Air Force does have for members to seek help when life seems out of control.
I discussed with them the ability to see a military family life consultant, Airman and Family Readiness Center counselors, chaplains, and of course, mental health providers.
I started to wonder if we weren't getting the message out to our Airmen, but then remembered all the base bulletins with this information, the commander's calls where people from the MFLC, A&FRC and chaplains briefed these programs. I remembered the suicide training we received and how it covers the avenues for help.
I began to believe that our Airmen don't believe it is true. With any death in the Air Force, leaders and investigators from the Office of Special Investigation review the member's life, specifically the last few days.
As I looked at this lieutenant's life in hindsight, I was made aware of those stressors about which his friends knew. I can honestly say had I known about them, I would have ensured this lieutenant sought help. Additionally, there doesn't seem to be anything in his life that would have caused him to be in trouble or effected his career. However, even if there were something in his life that would have required administrative or disciplinary action, I wish I was doing that instead of him being gone.
Life is incredibly valuable; there is nothing else worth more. I remember what it was like to be a lieutenant and wonder if something was going to affect my career or not. The lesson learned here is your life is more valuable than your career and you can walk through anything if you are alive. If you take your own life, than we can't work together to deal with your problems. All of us will, someday, take off our uniforms and transition to another period in our lives. No matter what is going on in your situation, remember that you can get through it and there are people and agencies here to help.
Lastly, I learned how much hurt there is after a suicide. The family of this lieutenant was left with so many questions. At our squadron memorial, the father spoke to many members from our base. After he talked of how proud he was and how much he loved his son, he pleaded with everyone in attendance to never let this happen again. He begged the Air Force members to seek help. He said how he now knew of all the organizations available to help and wished his son had sought them out. He was hurting so much and wished he could help his son now.
This sentiment wasn't only shared by the family, but also members of the squadron. There were so many Airmen who were hurting: his flight members, the members of his former crew and friends he had known in his short Air Force time. They, like me, were asking: "What did I miss?", "How could I have helped him more?" and "Why would he resort to this?" They weren't coming up with good answers. They missed their colleague, their friend and their brother-in-arms. The final lesson learned is that suicide hurts the ones you leave behind; they are left with a hole in their lives that only you could have filled.
In conclusion, I ask that if you are feeling overwhelmed, if you are depressed, if you just feel like you can't take it anymore, you will seek help from someone; a chaplain, a specialist from the MFLC or the Mental Health Clinic, your friends, anyone.
Don't give in to the misconception that it will hurt your career. Suicide is the ultimate career ender. For the wingman with friends going through rough times, please talk to them. Not everyone is going to commit suicide because times are hard, but you have to ask the tough questions to see where they are. If it appears they are overwhelmed, help them look to the helping agencies, and in a last resort, ask someone else to help.
It is the least we can do as wingmen to make sure someone is going to be OK. If we don't, then we could lose another Airman, and family and friends will be hurting again. I truly miss my squadron mate and I can only hope this situation will help another Airman to make the right decision, because life is precious.
Friday, August 20, 2010
Change of Leadership at Navy Region Europe, Africa, Southwest Asia
From Commander, Navy Region Europe, Africa, Southwest Asia Public Affairs
NAPLES, Italy (NNS) -- Commander, Navy Region Europe, Africa, Southwest Asia (EURAFSWA) and Commander, Maritime Air Naples held a change of command ceremony Aug. 20 aboard Naval Support Activity Naples, Italy.
Rear Adm. Tony E. Gaiani relieved Rear Adm. David J. Mercer as commander, EURAFSWA, and commander, Maritime Air Naples.
The outdoor ceremony was attended by distinguished NATO, U.S. and Italian government officials. Italian Navy Vice Adm. Maurizio Gemignani, commander, Allied Maritime Command Naples, was the ceremony's presiding official.
Vice Adm. Michael Vitale, commander, Navy Installations Command, the ceremony's guest speaker, reflected on the ongoing changes at Navy installations in the region and around the world.
"It's a new era. If we ever wanted to reinvent our shore platform, now is the time. It is why we select shore leaders like Adm. Mercer and Adm. Gaiani," said Vitale.
During Mercer's tenure, he assumed administrative and operational control over Camp Lemonnier, Djibouti, U.S. Africa Command's only base on the African continent, only months after reporting to Naples as commander, Navy Region Europe in March 2008.
In 2009, Mercer facilitated Navy Region Europe's merger with Navy Region Southwest Asia, leading the command through an official name change that now reflects its broader area of responsibility. The region currently includes six major military installations on three continents.
For his outstanding service and devotion to duty, Mercer was presented with the Legion of Merit at the ceremony.
"Everything Rear Adm. Mercer and his team have accomplished here in EURAFSWA in the past 31 months has prepared [Mercer] well for his next assignment in Washington, D.C.," said Vitale. "To [Mercer] and the team, I say well done and thank you."
Mercer attributed EURAFSWA's milestones to the team of installation and region personnel serving as the logistics and support arm of U.S. Naval Forces Europe, U.S. Naval Forces Africa and U.S. Naval Forces Central Command.
"I can't tell you how gratified I am with what you've been able to achieve. Thank you for making good on many of the promises I made to our superior officers," said Mercer.
While directly addressing Italian dignitaries in attendance, Mercer thanked them for providing U.S. personnel a wonderful place to live and work.
"Italy and the United States have been very good, strong allies since World War II," said Mercer. "We appreciate all you've done for us, and we thank you for your hospitality."
Mercer was relieved by Gaiani, a fellow naval aviator who previously commanded Navy Region Midwest.
Gaiani was warmly received by Italian attendees during the ceremony when he opened his remarks in their native tongue.
"This assignment is sort of a homecoming for me. I come home again to naval aviation, as commander, Maritime Air Naples. I come home again to NATO, in my third assignment to the alliance," said Gaiani. "And, I come home again to Italy, which is where Colleen and I served in our first assignment, which seems to be a just few years ago now.
"Colleen and I are thrilled to be back in beautiful Italy, and thrilled to have this opportunity that this change of command represents for us," said Gaiani.
As region commander, Gaiani oversees a total workforce of 4,417 host nation employees, U.S. employees and military members responsible for providing efficient and effective shore service support to U.S. and allied forces in the Europe, Africa and Southwest Asia area of responsibility.
As Commander, Maritime Air Naples, Gaiani coordinates NATO maritime patrol aircraft (MPA) activity in NATO's Southern Region area of operations in the Mediterranean. In addition, he maintains command and control of assigned MPA forces in support of Allied Maritime Command Naples – one of three component commands under Allied Joint Force Command Naples.
NAPLES, Italy (NNS) -- Commander, Navy Region Europe, Africa, Southwest Asia (EURAFSWA) and Commander, Maritime Air Naples held a change of command ceremony Aug. 20 aboard Naval Support Activity Naples, Italy.
Rear Adm. Tony E. Gaiani relieved Rear Adm. David J. Mercer as commander, EURAFSWA, and commander, Maritime Air Naples.
The outdoor ceremony was attended by distinguished NATO, U.S. and Italian government officials. Italian Navy Vice Adm. Maurizio Gemignani, commander, Allied Maritime Command Naples, was the ceremony's presiding official.
Vice Adm. Michael Vitale, commander, Navy Installations Command, the ceremony's guest speaker, reflected on the ongoing changes at Navy installations in the region and around the world.
"It's a new era. If we ever wanted to reinvent our shore platform, now is the time. It is why we select shore leaders like Adm. Mercer and Adm. Gaiani," said Vitale.
During Mercer's tenure, he assumed administrative and operational control over Camp Lemonnier, Djibouti, U.S. Africa Command's only base on the African continent, only months after reporting to Naples as commander, Navy Region Europe in March 2008.
In 2009, Mercer facilitated Navy Region Europe's merger with Navy Region Southwest Asia, leading the command through an official name change that now reflects its broader area of responsibility. The region currently includes six major military installations on three continents.
For his outstanding service and devotion to duty, Mercer was presented with the Legion of Merit at the ceremony.
"Everything Rear Adm. Mercer and his team have accomplished here in EURAFSWA in the past 31 months has prepared [Mercer] well for his next assignment in Washington, D.C.," said Vitale. "To [Mercer] and the team, I say well done and thank you."
Mercer attributed EURAFSWA's milestones to the team of installation and region personnel serving as the logistics and support arm of U.S. Naval Forces Europe, U.S. Naval Forces Africa and U.S. Naval Forces Central Command.
"I can't tell you how gratified I am with what you've been able to achieve. Thank you for making good on many of the promises I made to our superior officers," said Mercer.
While directly addressing Italian dignitaries in attendance, Mercer thanked them for providing U.S. personnel a wonderful place to live and work.
"Italy and the United States have been very good, strong allies since World War II," said Mercer. "We appreciate all you've done for us, and we thank you for your hospitality."
Mercer was relieved by Gaiani, a fellow naval aviator who previously commanded Navy Region Midwest.
Gaiani was warmly received by Italian attendees during the ceremony when he opened his remarks in their native tongue.
"This assignment is sort of a homecoming for me. I come home again to naval aviation, as commander, Maritime Air Naples. I come home again to NATO, in my third assignment to the alliance," said Gaiani. "And, I come home again to Italy, which is where Colleen and I served in our first assignment, which seems to be a just few years ago now.
"Colleen and I are thrilled to be back in beautiful Italy, and thrilled to have this opportunity that this change of command represents for us," said Gaiani.
As region commander, Gaiani oversees a total workforce of 4,417 host nation employees, U.S. employees and military members responsible for providing efficient and effective shore service support to U.S. and allied forces in the Europe, Africa and Southwest Asia area of responsibility.
As Commander, Maritime Air Naples, Gaiani coordinates NATO maritime patrol aircraft (MPA) activity in NATO's Southern Region area of operations in the Mediterranean. In addition, he maintains command and control of assigned MPA forces in support of Allied Maritime Command Naples – one of three component commands under Allied Joint Force Command Naples.
Harvard Business Review- 6 Questions to Help You Build Trust on Your Team
6 Questions to Help You Build Trust on Your Team
The ongoing economic crisis coupled with the appearance of one scandalous headline after another describing the latest crook to run off with somebody's life savings have done much damage to Americans' ability to trust one another. While a fair amount of skepticism may be practical at times, building trust both between individuals and within organizations is absolutely critical to overall wellbeing and effectiveness. And nowhere is this requirement more important than in relationships in which the life of one person may, in specific situations, depend on the actions of another. That's why examining the processes of building and maintaining trust between military personnel in the extreme environment of combat may provide practical considerations that apply to leaders in many different contexts.
Perhaps most important is the understanding that trust must be a two-way street. While it is imperative that subordinates have trust in their leader, this will never happen without reciprocity. In a combat team, all members are mutually interdependent, meaning everyone has a specific job to do — jobs that often require a significant amount of risk to life or limb. Soldiers must trust their leader to make decisions that minimize risk where possible, and the leader must trust that soldiers will carry out their orders despite any hazards for the overall benefit of the team. Recent research by my West Point colleagues Colonels Tom Kolditz and Pat Sweeney indicates that there are several factors which influence and facilitate building this mutual trust building, including shared values, relationships that foster cooperation, and perceived competence.
For much of my own military career I took the trust-building process between myself and other soldiers, both leaders and subordinates, for granted. It was only after returning from my most recent deployment to Iraq and spending three years in the civilian world finishing my graduate degree that I began to sense that there was something special about how we cultivate trust in the Army. My first clue was when I had the occasion to ask a university administrator, himself a veteran, for a fairly substantial policy exception that I truthfully did not expect to be considered. When he granted my request without batting an eye I was taken aback. After I stammered out a surprised thank you, I exclaimed "But you don't even know me" to which he quickly replied "Oh I do know you, because I know what you stand for and I know you'll do the right thing." Our shared values served as a precursor for instantaneous mutual trust that developed and deepened over the course of our professional relationship. I recognized that this was not an isolated incident and that the values I share with my own leaders, peers and subordinates often serve as the figurative handshake upon which all subsequent trust is built.
In my experience these shared values facilitate cooperative relationships and intimacy at much faster rate in the military than in many civilian professions. There are many factors that might contribute to this phenomenon. Perhaps it's because we move around so much that we feel a sense of urgency to get to know each other more quickly. Maybe it's the time we spend together riding in dusty HMMWVs and sitting in foxholes sharing even the most mundane details of our lives in an attempt to pass the time until we get back to civilization. But mostly I think it's because we want to know almost everything about the people we potentially face death with. These deep personal relationships — that I have come to consider familial in many cases— cement the bonds of trust.
Inherent in both initial perceptions and long-term trust building is competence in the form of technical and tactical proficiency. In other words, do subordinates believe that a leader knows his or her job well enough so as not to needlessly jeopardize their safety and wellbeing? I vividly remember the pressure of leading my first convoy operation as a brand new lieutenant — ten hours through the hills and winding roads of the Bavaria. Although I exuded confidence (at least that's how I remember it), inside I was terrified of getting lost and ruining my credibility with the platoon forever — which thankfully did not occur. What I did not know at the time was that approximately 10 months later I would be executing a similar exercise across the Arabian Desert as part of Operation Desert Storm, where so much more was riding on my performance as a leader. Had I not demonstrated competence early on, my soldiers would have lacked trust in my ability to keep them from harm's way, and our overall effectiveness as a unit would have suffered tremendously.
While most businesses are not subject to circumstances similar to combat, many of the trust-building processes practiced in the military are nevertheless applicable, particularly when an organization faces crisis. Asking the following questions has the potential to facilitate trust building within your own organization:
- Do I place trust in my employees as a prerequisite to earning theirs?
- What are my organization/profession's shared values and culture?
- Have these values been articulated within the organization to the point they are internalized and go without saying?
- How much do I know about my employees and their families and how well do they know me?
- What experiences can I offer to increase cooperation and familiarity in ways that are appropriate and rewarding?
- And last but certainly not least, does my personal competence inspire trust in my subordinates?
Finding ways to build confidence in people who only have to look as far as the daily news to find numerous reasons why not to trust may be challenging, but ultimately well worth the effort.
Thursday, August 19, 2010
Rocket Science To Disciplined Success Capturing! By Andres Agostini
Dr. Vernon Grose, D.Sc.:
“DISCIPLINES OF THOUGHT….As might be expected, the first set of disciplines involves thinking. The systems approach employs orderly inductive logic. That simply means to think or reason by going from particular facts to general conclusions. This type of thought is also the backbone of the scientific method. The inverse – deductive thought, which reasons from general principles to specific conclusions – is also used at times. But it is of less importance …. A second mental discipline seeks totality of understanding. The objective of this discipline is omniscience, or unlimited knowledge of a system, its use environments, and its risks. This idealistic goal is never reached, of course, even though is vigorously pursued. Two quite different kinds of understanding are combined …. Theoretically understanding is related to comprehending how all the elements in a system (for example, physical plant, products produced, personnel employed, management policies, and accounting methods) are intended to interact with one another. In contrast, practical understanding is knowing how these factors actually work together in a real world …. The third discipline of thought – continued challenge in depth – emphasizes the fact that professional managers can never relax in the comfort of all their analyses. Constant vigilance and sustained questioning – ‘What if such and such happens?’ – is essential …. The three disciplines of thought collectively identify the problems that must be solved in the system. They also produce a qualitative picture of the system … DISCIPLINE OF TECHNIQUE …. The problems that have been identified by disciplines of thought are next resolved by a second set of disciplines – those of technique …. Specific mathematical tools used in risk management are not expounded here. However, Boolean algebra and set theory – as well as probabilistic logic, statistical mechanics, and other calculative modeling methods – are widely employed to solve complex problems in a system …. Complexity of most systems also forces the use of system analysis methods to solve difficult problems. Several types (for example, Fault Tree Analysis or Hazard Mode and Effect Analysis) that are used extensively in risk-related issues …. Automatic processing capability by computers makes a considerable technical contribution to solving system problems. For example, many functions formerly performed by people can be much more rapidly and efficiently done by computers …. These three problem-solving techniques, taken together, also produce quantitative assurance that the system is adequate for its intended objectives …. DISCIPLINES OF PROCEDURE … One of the greatest differences between the systems approach to problem solving and other choices lies in this third set of disciplines. In fact, it is the easiest way to tell whether a problem has been attacked systematically or not …. stimulated the establishment of procedural disciplines. Paperwork and records are anathemas to everyone who has to create them. Yet, because of complexity, it is necessary to have a documented trail, for several reasons. First, in complicated situations, objective review by someone other than the person who perform a function is generally required. Second, …, you need it not only for failure analysis but for success analysis as well! Otherwise, you have to always start over at ‘square one.’ …. There are two major disciplines of procedures. The first – system engineering procedural requirements …. Results of work completed – such as Functional Flow Block Diagrams, resource allocation sheets, and trade-off studies – are documented and retained for future reference …. Complete, unambiguous technical writing is another ideal never reached. But to the degree that the documented information is both complete and free from misunderstanding, the decision-making workload is reduced. This is true both at the time of decision and at later times of reconsideration…..”
Incidentally, many people erroneously think of computers whenever they hear the word “system.”
Wednesday, August 18, 2010
CPPD Expands Operational Stress Control Training
From Center for Personal and Professional Development Public Affairs
VIRGINIA BEACH, Va. (NNS) -- The Center for Personal and Professional Development (CPPD) has expanded its operational stress control (OSC) training with eight new eLearning courses designed for Navy leaders.
The interactive courses are now available on Navy eLearning to petty officers, division officers, department heads and senior enlisted personnel.
"These web-based offerings are part of the Navy's effort to embed OSC concepts across all education and training programs," said Cmdr. George Michaels, CPPD's director of training. "This latest curriculum builds on the foundational courses already taught to more than 142,000 Sailors, family members and health care providers. While these first courses provided all Sailors with the insight and guidance they need to navigate stress from day-to-days operations, the latest content is aimed at leaders at all levels and can be used to support commands' specific learning needs."
The OSC course delivery is intended to reach Sailors and commands through a variety of platforms. Mixing delivery methods, such as instructor-led and online courses, helps address differing learning styles. In addition, regular reviews of existing courses keep the most up-to-date information available to the fleet, while development of additional lessons, such as those in the Leadership Core Continuum (LCC), build on the latest research and information available.
The newly developed enlisted OSC courses include: Petty Officer 3rd Class, CPPD-OSC-PO3-1.0; Petty Officer 2nd Class, CPPD-OSC-PO2-1.0; Petty Officer 1st Class, CPPD-OSC-PO1-1.0 g; and Chief Petty Officer, CPPD-OSC-CPO-1.0.
The OSC officer courses are all online courses and include: Division Officer, CPPD-OSC-DO-1.0; Department Head, CPPD-OSC-DH-1.0; Senior Enlisted, CPPD-OSC-SE-1.0; and Command Leadership, CPPD-OSC-CL-1.0.
To access these courses, visit Navy Knowledge Online at www.nko.navy.mil, click on "Navy eLearning" and conduct an advanced search for the appropriate catalog code or course title. You can also choose "Browse Categories," then select "All Catalog Items," then "Department of the Navy (DON) Training" followed by "Environmental and Safety." The training can be located in the "What's New" box at the bottom of the Navy eLearning homepage.
Tuesday, August 17, 2010
On chief petty officer leadership
Tuesday, August 17, 2010
by: CDR Glynn Smith
Yesterday, Coast Guard Commandant Adm. Bob Papp had the opportunity to address the Coast Guard Chief Petty Officers Association (CPOA). The CPOA gathers annually to discuss issues affecting the Service and to share leadership experiences. Adm. Papp took the opportunity to offer his thoughts on the role of a chief petty officer in today’s Coast Guard.
“We have wonderful men and women, who are performing heroic deeds on a near daily basis, but they need your leadership, chief petty officer hands-on leadership, to ensure they perform their challenging maritime missions safely, professionally and effectively,” said Papp.
Admiral Papp fully supports the chief petty officer’s role in taking a keen interest in their shipmate’s well being and professional development. Senior leadership look to chiefs to be engaged in the issues of the day and mentor both junior enlisted and officers. He suggested that chiefs should be proactive and approachable for the shipmates they lead.
“So my charge to you today is to assert yourselves, grab the reigns and lead,” Papp said. “You are unique in that you have the ability to influence the largest number of crew members in our Service.”
As an example, Admiral Papp recalled the story of a young ensign who was called into the Chief’s Mess. The assembled chiefs told him that that he could do better and they wanted him to be successful. The chiefs also wanted the junior officer to be comfortable enough to come to the Chief’s Mess and ask for guidance. They knew that if Ensign Papp was successful, their ship would be successful and the Service would be successful.
“That’s foundational chief petty officer leadership; reaching out to junior officers and petty officers when they are headed in the wrong direction,” said Papp, adding, “Your deck plate and hangar deck leadership is vitally important, because you forge your shipmates into leaders.”
Admiral Papp explained to convention attendees that the role of a chief petty officer could not be more critical to Service success than it is today. The Coast Guard has been stretched thin with people on the front lines carrying the load and those standing the watch back home pulling extra duty to cover gaps.
“Chiefs mentor and teach junior officers and petty officers, and thereby inspire and instill leadership values in junior people which place them on a course to success,” Papp said. “As we move forward, your leadership will be critical to their continued success.”
by: CDR Glynn Smith
Yesterday, Coast Guard Commandant Adm. Bob Papp had the opportunity to address the Coast Guard Chief Petty Officers Association (CPOA). The CPOA gathers annually to discuss issues affecting the Service and to share leadership experiences. Adm. Papp took the opportunity to offer his thoughts on the role of a chief petty officer in today’s Coast Guard.
“We have wonderful men and women, who are performing heroic deeds on a near daily basis, but they need your leadership, chief petty officer hands-on leadership, to ensure they perform their challenging maritime missions safely, professionally and effectively,” said Papp.
Admiral Papp fully supports the chief petty officer’s role in taking a keen interest in their shipmate’s well being and professional development. Senior leadership look to chiefs to be engaged in the issues of the day and mentor both junior enlisted and officers. He suggested that chiefs should be proactive and approachable for the shipmates they lead.
“So my charge to you today is to assert yourselves, grab the reigns and lead,” Papp said. “You are unique in that you have the ability to influence the largest number of crew members in our Service.”
As an example, Admiral Papp recalled the story of a young ensign who was called into the Chief’s Mess. The assembled chiefs told him that that he could do better and they wanted him to be successful. The chiefs also wanted the junior officer to be comfortable enough to come to the Chief’s Mess and ask for guidance. They knew that if Ensign Papp was successful, their ship would be successful and the Service would be successful.
“That’s foundational chief petty officer leadership; reaching out to junior officers and petty officers when they are headed in the wrong direction,” said Papp, adding, “Your deck plate and hangar deck leadership is vitally important, because you forge your shipmates into leaders.”
Admiral Papp explained to convention attendees that the role of a chief petty officer could not be more critical to Service success than it is today. The Coast Guard has been stretched thin with people on the front lines carrying the load and those standing the watch back home pulling extra duty to cover gaps.
“Chiefs mentor and teach junior officers and petty officers, and thereby inspire and instill leadership values in junior people which place them on a course to success,” Papp said. “As we move forward, your leadership will be critical to their continued success.”
Sunday, August 15, 2010
JFK's Leadership Style by Andres Agostini
IN SPEAKING OF KNOWLEDGE, NOTE THE FREQUENT USE OF THE TERM BY PRESIDENT KENNEDY’S ADDRESS AT RICE UNIVERSITY ON SEPTEMBER 12, 1962:
“…We meet at a college noted for knowledge, in a city noted for progress, in a State noted for strength, and we stand in need of all three, for we meet in an hour of change and challenge, in a decade of hope and fear, in an age of both knowledge and ignorance. The greater our knowledge increases, the greater our ignorance unfolds. …Despite the striking fact that most of the scientists that the world has ever known are alive and working today, despite the fact that this Nation’s own scientific manpower is doubling every 12 years in a rate of growth more than three times that of our population as a whole, despite that, the vast stretches of the unknown and the unanswered and the unfinished still far outstrip our collective comprehension. …. This is a breathtaking pace, and such a pace cannot help but create new ills as it dispels old, new ignorance, new problems, new dangers. Surely the opening vistas of space promise high costs and hardships, as well as high reward. … If this capsule history of our progress teaches us anything, it is that man, in his quest for knowledge and progress, is determined and cannot be deterred. The exploration of space will go ahead, whether we join in it or not, and it is one of the great adventures of all time, and no nation which expects to be the leader of other nations can expect to stay behind in the race for space. …We have vowed that we shall not see space filled with weapons of mass destruction, but with instruments of knowledge and understanding. …We set sail on this new sea because there is new knowledge to be gained, and new rights to be won, and they must be won and used for the progress of all people. ….The growth of our science and education will be enriched by new knowledge of our universe and environment, by new techniques of learning and mapping and observation, by new tools and computers for industry, medicine, the home as well as the school. Technical institutions, such as Rice, will reap the harvest of these gains. …Well, space is there, and we're going to climb it, and the moon and the planets are there, and new hopes for knowledge and peace are there. And, therefore, as we set sail we ask God's blessing on the most hazardous and dangerous and greatest adventure on which man has ever embarked….”
“…We meet at a college noted for knowledge, in a city noted for progress, in a State noted for strength, and we stand in need of all three, for we meet in an hour of change and challenge, in a decade of hope and fear, in an age of both knowledge and ignorance. The greater our knowledge increases, the greater our ignorance unfolds. …Despite the striking fact that most of the scientists that the world has ever known are alive and working today, despite the fact that this Nation’s own scientific manpower is doubling every 12 years in a rate of growth more than three times that of our population as a whole, despite that, the vast stretches of the unknown and the unanswered and the unfinished still far outstrip our collective comprehension. …. This is a breathtaking pace, and such a pace cannot help but create new ills as it dispels old, new ignorance, new problems, new dangers. Surely the opening vistas of space promise high costs and hardships, as well as high reward. … If this capsule history of our progress teaches us anything, it is that man, in his quest for knowledge and progress, is determined and cannot be deterred. The exploration of space will go ahead, whether we join in it or not, and it is one of the great adventures of all time, and no nation which expects to be the leader of other nations can expect to stay behind in the race for space. …We have vowed that we shall not see space filled with weapons of mass destruction, but with instruments of knowledge and understanding. …We set sail on this new sea because there is new knowledge to be gained, and new rights to be won, and they must be won and used for the progress of all people. ….The growth of our science and education will be enriched by new knowledge of our universe and environment, by new techniques of learning and mapping and observation, by new tools and computers for industry, medicine, the home as well as the school. Technical institutions, such as Rice, will reap the harvest of these gains. …Well, space is there, and we're going to climb it, and the moon and the planets are there, and new hopes for knowledge and peace are there. And, therefore, as we set sail we ask God's blessing on the most hazardous and dangerous and greatest adventure on which man has ever embarked….”
Friday, August 13, 2010
Surface Warfare Officers Graduate from Global Leadership Program
By Lt.j.g. Alanna Strei, Naval Surface Force, U.S. Pacific Fleet Public Affairs
SAN DIEGO (NNS) -- Four Surface Warfare officers graduated from the University of San Diego (USD) School of Business Administration Master of Science in Global Leadership (MSGL) program Aug. 6.
The MSGL program is an interdisciplinary degree that examines the challenges of leadership, ethics and business in the international marketplace.
"The MSGL program uses a blended learning model that combines traditional classroom instruction with on-line learning to provide a cutting edge global business leadership degree that can be achieved while in active duty," said retired Capt. Bob Shoulz, director of the School of Business Administration. "Almost everything we study and discuss has direct application to the decisions military leaders will have to make as they become more senior."
The 16-month program is focused on educating influential community members to make a positive impact on the fast-paced global marketplace by overcoming challenges commonly faced due to cultural boundaries. "We place a high priority on cultural understanding and the role it plays in successful leadership across international and cultural boundaries," Shoulz added.
The program has received great feedback from Surface Warfare graduates.
"Coming back from sea duty and participating in this program has helped to round out my military education," said Lt. Tin Tran, currently serving as fleet liason officer at Naval Surface Warfare Center Corona. "The curriculum complements what I do as a Surface Warfare officer, and I'll go back into the fleet with an expanded global perspective on my role as a naval officer."
The ceremony, held at USD's Joan B. Kroc Institute for Peace and Justice, featured keynote remarks from author Dr. John Stoessinger, recipient of the distinguished Bancroft Prize for History for The Might of Nations, previous acting director for the Political Affairs Division at the United Nations and current distinguished professor of global diplomacy at USD.
"This is a very joyful occasion," Stoessinger said to the new graduates. "I know the education you have received will help you to make more well-informed decisions in your positions as influential members of our global community."
Since its establishment in 1999, the MSGL program has graduated more than 400 leaders from all walks of life, including government, military and business professionals.
SAN DIEGO (NNS) -- Four Surface Warfare officers graduated from the University of San Diego (USD) School of Business Administration Master of Science in Global Leadership (MSGL) program Aug. 6.
The MSGL program is an interdisciplinary degree that examines the challenges of leadership, ethics and business in the international marketplace.
"The MSGL program uses a blended learning model that combines traditional classroom instruction with on-line learning to provide a cutting edge global business leadership degree that can be achieved while in active duty," said retired Capt. Bob Shoulz, director of the School of Business Administration. "Almost everything we study and discuss has direct application to the decisions military leaders will have to make as they become more senior."
The 16-month program is focused on educating influential community members to make a positive impact on the fast-paced global marketplace by overcoming challenges commonly faced due to cultural boundaries. "We place a high priority on cultural understanding and the role it plays in successful leadership across international and cultural boundaries," Shoulz added.
The program has received great feedback from Surface Warfare graduates.
"Coming back from sea duty and participating in this program has helped to round out my military education," said Lt. Tin Tran, currently serving as fleet liason officer at Naval Surface Warfare Center Corona. "The curriculum complements what I do as a Surface Warfare officer, and I'll go back into the fleet with an expanded global perspective on my role as a naval officer."
The ceremony, held at USD's Joan B. Kroc Institute for Peace and Justice, featured keynote remarks from author Dr. John Stoessinger, recipient of the distinguished Bancroft Prize for History for The Might of Nations, previous acting director for the Political Affairs Division at the United Nations and current distinguished professor of global diplomacy at USD.
"This is a very joyful occasion," Stoessinger said to the new graduates. "I know the education you have received will help you to make more well-informed decisions in your positions as influential members of our global community."
Since its establishment in 1999, the MSGL program has graduated more than 400 leaders from all walks of life, including government, military and business professionals.
Commander, U.S. 2nd Fleet Changes Leadership
From Commander, U.S. 2nd Fleet Public Affairs
NORFOLK, Va. (NNS) -- During a change of command and retirement ceremony aboard USS George H.W. Bush (CVN 77), Vice Adm. Melvin G. Williams Jr. was relieved as Commander, U.S. 2nd Fleet and Director, Combined Joint Operations from the Sea Center of Excellence (CJOS) by Vice Adm. Daniel P. Holloway Aug. 12.
The change of command also served as a retirement ceremony for Williams after 32 years of naval service as a commissioned officer.
As 2nd Fleet commander since 2008, Williams was responsible for the operations and training of 130 ships and submarines, the assigned aircraft and expeditionary forces – including four carrier strike groups, four Amphibious Ready Groups and three Marine Expeditionary Units. Williams also served as director, Combined Joint Operations from the Sea Centre of Excellence, a NATO-support organization with 13 member nations.
Addressing the audience, Williams thanked the many people who supported 2nd Fleet's mission and vision.
"As a result of the tireless and highly effective efforts of our staff, our commanders, and our troops, it is my assessment that our vision has been realized and our mission was accomplished with a high level of excellence," he said.
Commander, U.S. Fleet Forces Command, Adm. J.C. Harvey, Jr. presided over the ceremony, praised Williams' contributions, and welcomed Holloway.
"A truly special part of today's ceremony is the personal relationship I have with both these officers - I've served with them both over the years and am proud to call them my friends. They are officers of exceptional talent, truly dedicated professionals who have rendered great service to their nation," said Harvey.
Prior to assuming command as the 48th U.S. 2nd Fleet commander, Holloway most recently served as director, Manpower, Personnel, Training and Education (N13). He is a 1978 graduate of the U.S. Naval Academy and was the Carrier Strike Group 12/USS Enterprise (CVN 65) Strike Group commander from February 2007 to August 2008.
"I am very happy to be back in Norfolk – the quintessential Navy town. It will be a pleasure to work again with Second Fleet and our Hampton Roads community – the standard-bearers for Fleet and Family support," Holloway said during the ceremony.
"I couldn't ask for a more superior team to lead or better shoes to fill. I join you all in wishing VADM Williams and his family 'fair winds and following seas'. We thank him for a lifetime of service and a legacy that will serve us and all future Sailors well," said Holloway.
NORFOLK, Va. (NNS) -- During a change of command and retirement ceremony aboard USS George H.W. Bush (CVN 77), Vice Adm. Melvin G. Williams Jr. was relieved as Commander, U.S. 2nd Fleet and Director, Combined Joint Operations from the Sea Center of Excellence (CJOS) by Vice Adm. Daniel P. Holloway Aug. 12.
The change of command also served as a retirement ceremony for Williams after 32 years of naval service as a commissioned officer.
As 2nd Fleet commander since 2008, Williams was responsible for the operations and training of 130 ships and submarines, the assigned aircraft and expeditionary forces – including four carrier strike groups, four Amphibious Ready Groups and three Marine Expeditionary Units. Williams also served as director, Combined Joint Operations from the Sea Centre of Excellence, a NATO-support organization with 13 member nations.
Addressing the audience, Williams thanked the many people who supported 2nd Fleet's mission and vision.
"As a result of the tireless and highly effective efforts of our staff, our commanders, and our troops, it is my assessment that our vision has been realized and our mission was accomplished with a high level of excellence," he said.
Commander, U.S. Fleet Forces Command, Adm. J.C. Harvey, Jr. presided over the ceremony, praised Williams' contributions, and welcomed Holloway.
"A truly special part of today's ceremony is the personal relationship I have with both these officers - I've served with them both over the years and am proud to call them my friends. They are officers of exceptional talent, truly dedicated professionals who have rendered great service to their nation," said Harvey.
Prior to assuming command as the 48th U.S. 2nd Fleet commander, Holloway most recently served as director, Manpower, Personnel, Training and Education (N13). He is a 1978 graduate of the U.S. Naval Academy and was the Carrier Strike Group 12/USS Enterprise (CVN 65) Strike Group commander from February 2007 to August 2008.
"I am very happy to be back in Norfolk – the quintessential Navy town. It will be a pleasure to work again with Second Fleet and our Hampton Roads community – the standard-bearers for Fleet and Family support," Holloway said during the ceremony.
"I couldn't ask for a more superior team to lead or better shoes to fill. I join you all in wishing VADM Williams and his family 'fair winds and following seas'. We thank him for a lifetime of service and a legacy that will serve us and all future Sailors well," said Holloway.
Thursday, August 12, 2010
Craft Talk
One of the organizational principles of Rotary is the classification system. That is, a Club should reflect the diversity of its local business environment by limiting the number of people from any industry. You wouldn’t want to have a Club of all lawyers, or all doctors, or all auto mechanics because it would limit the club into at least two ways. First, Rotary is a service organization that depends on its members for their talents. Each member brings their particular skill to our community service projects and the running of the club. Sometimes our community service projects don’t require any specific skills, but often, we undertake complex projects wherein the talents of our members are crucial for success. Just as this diversity in talent enables local and international service, it provides many of the organizational skills that make a club thrive. A second effect of the classification system is giving the Rotarian direct access to other industries through the members. As you know, much of life and business is conducted by referral. By being a Rotarian you have direct and personal access to business and community leaders.
One of the ways Rotarians make use of the classification system is through the “Craft Talk.” A Craft Talk is a portion or perhaps a program within a meeting where members talk about their business. In a semi-formal sense, the person giving the Craft Talk is accomplishing two things: First, to some extent they are promoting their business or organization. Secondly, and often more importantly, they are letting the other members know their talents, expertise and skills so we know who to turn to for advice when we begin our next service project.
The purpose of this discussion thread is a virtual Craft Talk. If you are Rotarian, tell us about your business - your skills and talents. You don’t have to be a member of the San Dimas Rotary Club – just a Rotarian. Visit us, tell us about yourself at:
http://www.facebook.com/pages/San-Dimas-Rotary-Club/141913482506408
Me – I am a retired police lieutenant turned writer. I string words together and occasionally form sentences. You can find out more about my writings – books, blogs and articles at http://www.police-lieutenant.com/
One of the ways Rotarians make use of the classification system is through the “Craft Talk.” A Craft Talk is a portion or perhaps a program within a meeting where members talk about their business. In a semi-formal sense, the person giving the Craft Talk is accomplishing two things: First, to some extent they are promoting their business or organization. Secondly, and often more importantly, they are letting the other members know their talents, expertise and skills so we know who to turn to for advice when we begin our next service project.
The purpose of this discussion thread is a virtual Craft Talk. If you are Rotarian, tell us about your business - your skills and talents. You don’t have to be a member of the San Dimas Rotary Club – just a Rotarian. Visit us, tell us about yourself at:
http://www.facebook.com/pages/San-Dimas-Rotary-Club/141913482506408
Me – I am a retired police lieutenant turned writer. I string words together and occasionally form sentences. You can find out more about my writings – books, blogs and articles at http://www.police-lieutenant.com/
Wednesday, August 11, 2010
SUBLANT Receives New Force Master Chief
By Kevin Copeland, Commander, Submarine Force, Atlantic Fleet Public Affairs
NORFOLK (NNS) -- Commander, Submarine Force Atlantic (SUBLANT) held a change of command ceremony for the command's force master chief at SUBLANT headquarters in Norfolk July 26.
Force Master Chief (Submarines) Kirk Saunders relieved Force Master Chief Jeffery Garrison as SUBLANT force master chief.
Garrison served as the SUBLANT force master chief from October 2007 to July 2010. He will report to Commander, Navy Personnel Command in Millington, Tenn., as the Navy's command master chief detailer.
During the ceremony, Vice Adm. John Donnelly, commander, Submarine Forces/commander, SUBLANT, presented Garrison with a Legion of Merit medal. Garrison was cited for his impressive resourcefulness in providing the force commander and the master chier petty officer of the Navy valuable insight, guidance and deckplate perspective. He was also recognized for his visionary approach in implementing numerous initiatives, which positively affected more than 22,000 submarine Sailors in the Atlantic Fleet. In mentoring five group master chiefs, 15 squadron master chiefs and 91 chiefs of the boat, Garrison relentlessly delivered changes to senior enlisted leadership, which led to innovative growth and immensely contributed to the education of junior enlisted.
"I am looking forward to working with the force commander in continuing the legacy left by Force Garrison," said Saunders. "It is an honor and privilege in having the opportunity to help mold and influence the tremendous Sailors operating our submarine force. For me, it is the ultimate dream come true being selected as the force master chief, and having the chance to mentor and develop our senior enlisted leaders and enlisted force."
Saunders believes his previous assignments have prepared him for the challenges that are in his future.
"My opportunity to lead as both chief of the boat and a squadron command master chief has provided me an incredible insight to the difficulties and challenges we face day-to-day in the submarine force. The challenges I faced in those leadership roles and the efforts required to resolve them and persevere during adversity has prepared me well to lead at this level," said Saunders.
In the last several months there have been two huge social changes in the submarine force - women being assigned to submarines and smoking cessation on submarines - that will require tremendous leadership engagement in the chief's community.
"I believe the chief's mess leadership is critical in everything we do, not only in the submarine force, but in the Navy as a whole," said Saunders. "The acceptance of women to serve aboard submarines and eliminating smoking aboard submarines is no different. The submarine force's ability to benefit from the incredible leadership and expertise women will bring to our force will only make us better. Education across all levels of the chain-of-command will ensure there is a smooth transition in these cultural shifts, and the emphasis on professional behavior will guarantee that success. I have no doubt our chief's community will realize the benefit of these changes and lead the way in the transition."
"The submarine force has taken incredible measures to help Sailors who have chosen to kick the smoking habit. The use of both education by trained facilitators and nicotine replacement therapies have already been distributed to the force. Command leadership teams are taking a proactive role in limiting the use of tobacco on board their ships in an effort to gradually phase in to having smoke-free submarines. This change will not only benefit the smokers' long term health, but the health of the non-smoker receiving second-hand smoke. Although reluctance to change is normal, I have no doubt our senior enlisted leaders will lead the charge in accepting the changes," said Saunders.
Saunders joined the Navy in July 1987 and attended recruit training in San Diego, Basic Submarine School in Groton, Conn., and Torpedoman Class "A" School in Orlando, Fla.
His first submarine assignment was aboard the fast-attack submarine USS Richard B. Russell (SSN 687), homeported in Mare Island, Calif. There he qualified in submarines, earning the coveted silver dolphins. Other sea tours have included assignments aboard the Los Angeles-class attack submarines USS Norfolk (SSN 714), where he served as the torpedo division leading chief petty officer, and USS Boise (SSN 764), where he served as the chief of the boat.
His shore assignments include Navy Recruiting District Miami, Fla., where he served as a production recruiter, and recruiter-in-charge; Commander, Submarine Force, Atlantic Fleet where he served as the senior enlisted leader and weapons evaluator on the Tactical Readiness Evaluation Team; and Commander, Submarine Squadron 11 in San Diego where he served as command master chief.
Saunders is a graduate of the Senior Enlisted Academy Class 112 (Blue) and the Command Master Chief/Chief of the Boat Course Class 10.
He is entitled to wear the Meritorious Service medal (two awards), Navy and Marine Corps Commendation medal (three awards), Navy and Marine Corps Achievement medal (four awards), Navy Good Conduct medal (seven awards) and other unit and campaign awards.
NORFOLK (NNS) -- Commander, Submarine Force Atlantic (SUBLANT) held a change of command ceremony for the command's force master chief at SUBLANT headquarters in Norfolk July 26.
Force Master Chief (Submarines) Kirk Saunders relieved Force Master Chief Jeffery Garrison as SUBLANT force master chief.
Garrison served as the SUBLANT force master chief from October 2007 to July 2010. He will report to Commander, Navy Personnel Command in Millington, Tenn., as the Navy's command master chief detailer.
During the ceremony, Vice Adm. John Donnelly, commander, Submarine Forces/commander, SUBLANT, presented Garrison with a Legion of Merit medal. Garrison was cited for his impressive resourcefulness in providing the force commander and the master chier petty officer of the Navy valuable insight, guidance and deckplate perspective. He was also recognized for his visionary approach in implementing numerous initiatives, which positively affected more than 22,000 submarine Sailors in the Atlantic Fleet. In mentoring five group master chiefs, 15 squadron master chiefs and 91 chiefs of the boat, Garrison relentlessly delivered changes to senior enlisted leadership, which led to innovative growth and immensely contributed to the education of junior enlisted.
"I am looking forward to working with the force commander in continuing the legacy left by Force Garrison," said Saunders. "It is an honor and privilege in having the opportunity to help mold and influence the tremendous Sailors operating our submarine force. For me, it is the ultimate dream come true being selected as the force master chief, and having the chance to mentor and develop our senior enlisted leaders and enlisted force."
Saunders believes his previous assignments have prepared him for the challenges that are in his future.
"My opportunity to lead as both chief of the boat and a squadron command master chief has provided me an incredible insight to the difficulties and challenges we face day-to-day in the submarine force. The challenges I faced in those leadership roles and the efforts required to resolve them and persevere during adversity has prepared me well to lead at this level," said Saunders.
In the last several months there have been two huge social changes in the submarine force - women being assigned to submarines and smoking cessation on submarines - that will require tremendous leadership engagement in the chief's community.
"I believe the chief's mess leadership is critical in everything we do, not only in the submarine force, but in the Navy as a whole," said Saunders. "The acceptance of women to serve aboard submarines and eliminating smoking aboard submarines is no different. The submarine force's ability to benefit from the incredible leadership and expertise women will bring to our force will only make us better. Education across all levels of the chain-of-command will ensure there is a smooth transition in these cultural shifts, and the emphasis on professional behavior will guarantee that success. I have no doubt our chief's community will realize the benefit of these changes and lead the way in the transition."
"The submarine force has taken incredible measures to help Sailors who have chosen to kick the smoking habit. The use of both education by trained facilitators and nicotine replacement therapies have already been distributed to the force. Command leadership teams are taking a proactive role in limiting the use of tobacco on board their ships in an effort to gradually phase in to having smoke-free submarines. This change will not only benefit the smokers' long term health, but the health of the non-smoker receiving second-hand smoke. Although reluctance to change is normal, I have no doubt our senior enlisted leaders will lead the charge in accepting the changes," said Saunders.
Saunders joined the Navy in July 1987 and attended recruit training in San Diego, Basic Submarine School in Groton, Conn., and Torpedoman Class "A" School in Orlando, Fla.
His first submarine assignment was aboard the fast-attack submarine USS Richard B. Russell (SSN 687), homeported in Mare Island, Calif. There he qualified in submarines, earning the coveted silver dolphins. Other sea tours have included assignments aboard the Los Angeles-class attack submarines USS Norfolk (SSN 714), where he served as the torpedo division leading chief petty officer, and USS Boise (SSN 764), where he served as the chief of the boat.
His shore assignments include Navy Recruiting District Miami, Fla., where he served as a production recruiter, and recruiter-in-charge; Commander, Submarine Force, Atlantic Fleet where he served as the senior enlisted leader and weapons evaluator on the Tactical Readiness Evaluation Team; and Commander, Submarine Squadron 11 in San Diego where he served as command master chief.
Saunders is a graduate of the Senior Enlisted Academy Class 112 (Blue) and the Command Master Chief/Chief of the Boat Course Class 10.
He is entitled to wear the Meritorious Service medal (two awards), Navy and Marine Corps Commendation medal (three awards), Navy and Marine Corps Achievement medal (four awards), Navy Good Conduct medal (seven awards) and other unit and campaign awards.
FEMA HONORS LOCAL ACHIEVEMENT IN COMMUNITY RESILIENCE
National Citizen Corps Achievement Awards Finalists Announced
The Federal Emergency Management Agency (FEMA) is pleased to announce the finalists of the 2010 National Citizen Corps Achievement Awards. Administered by FEMA and implemented locally, Citizen Corps is the grassroots movement to actively engage civic leaders and the public in community safety and disaster preparedness. “These awards demonstrate the tremendous strides communities across the nation are making to increase government collaboration with community leaders and to include the public as partners in community preparedness,” said FEMA Administrator Craig Fugate.
Presented in seven categories, these awards recognize innovative practices and achievements of Citizen Corps Councils across the nation to make our communities safer, stronger, and better prepared to manage any emergency situation. With over 2,400 registered Citizen Corps Councils nationwide, these award winners exemplify excellence in community emergency planning, foster successful public-private partnerships, prioritize collaboration, demonstrate creative and innovative local problem solving, and implement sound programs that can be modeled for use by other communities.
The award winners will be selected by a panel of emergency management leaders representing all levels of government, FEMA, National Emergency Managers Association, and the International Association of Emergency Managers. Award winners will be announced in September as part of National Preparedness Month.
These finalists represent the breadth of the community preparedness movement, with notable efforts from communities in over 20 states. A complete list of finalists and award category descriptions is available at www.citizencorps.gov/councils/awards/
The Federal Emergency Management Agency (FEMA) is pleased to announce the finalists of the 2010 National Citizen Corps Achievement Awards. Administered by FEMA and implemented locally, Citizen Corps is the grassroots movement to actively engage civic leaders and the public in community safety and disaster preparedness. “These awards demonstrate the tremendous strides communities across the nation are making to increase government collaboration with community leaders and to include the public as partners in community preparedness,” said FEMA Administrator Craig Fugate.
Presented in seven categories, these awards recognize innovative practices and achievements of Citizen Corps Councils across the nation to make our communities safer, stronger, and better prepared to manage any emergency situation. With over 2,400 registered Citizen Corps Councils nationwide, these award winners exemplify excellence in community emergency planning, foster successful public-private partnerships, prioritize collaboration, demonstrate creative and innovative local problem solving, and implement sound programs that can be modeled for use by other communities.
The award winners will be selected by a panel of emergency management leaders representing all levels of government, FEMA, National Emergency Managers Association, and the International Association of Emergency Managers. Award winners will be announced in September as part of National Preparedness Month.
These finalists represent the breadth of the community preparedness movement, with notable efforts from communities in over 20 states. A complete list of finalists and award category descriptions is available at www.citizencorps.gov/councils/awards/
Monday, August 09, 2010
Enterprise Uses Mentorship Program to get 'Brilliant on the Basics'
By Mass Communication Specialist 3rd Class Jeffry A. Willadsen, USS Enterprise Public Affairs
USS ENTERPRISE, At Sea (NNS) -- The aircraft carrier USS Enterprise (CVN 65) is using its mentorship program while at sea Aug. 8 to help the crew focus on the basics that will increase their ability to succeed as the ship conducts its workups.
The mentorship program is modeled after the Navy's 'Brilliant on the Basics' concept announced in NAVADMIN 043/08, which focuses on six basic tenets for successful Sailors.
These fundamental principles encompass career development boards, sponsorship, mentorship, Sailor recognition, command indoctrination, and command ombudsman support.
Just as there are training and evaluation processes that ensure the ship is deployable, the mentorship program also prepares Big E Sailors for success in deployment and throughout their careers.
The mentorship program provides competent, successful and caring senior Sailors to give personal and professional guidance to junior Sailors and those new to the ship.
"There are two ways Sailors can receive mentorship," said Senior Chief Aviation Boatswain's Mate (Handling) (AW/SW/EXW) Scott A. Bowman, Enterprise's command mentorship program coordinator. "Your divisional mentorship program representative assigns you a mentor when you check aboard. [You] can also receive a specific mentor by request and can then talk to the mentor about any needs [you] might have."
The program doesn't work unless accepted by the command as a primary tool for Sailor development.
"The mentorship program is a tool that can help get to the root of any problem," said Bowman. "It also helps Sailors professionally, allowing them to progress in their career path."
For mentors, it's a way they can help their shipmates in the short term while also guiding them toward long-term goals.
"It really helps to have someone who knows what you're going through to help you along the way," said Aviation Boatswain's Mate (Handling) Airman Desian M. Joseph. "My mentor gives me job advice and informs me of what I need to do to improve my professional competitiveness."
The program also makes mentors available for everyday life questions such as being deployed, purchasing a home, buying a vehicle and other personal and financial decisions all Sailors face throughout their careers.
"We'd be working through a busy day, and a question would come up and my mentor not only knew the answer, but he had his own experience to add," said Culinary Specialist Seaman Apprentice Cody S. Clark. "I think any method of mentoring is good for the Sailors' skills and professional growth."
Enterprise is at sea conducting work-ups leading to its 21st deployment.
USS ENTERPRISE, At Sea (NNS) -- The aircraft carrier USS Enterprise (CVN 65) is using its mentorship program while at sea Aug. 8 to help the crew focus on the basics that will increase their ability to succeed as the ship conducts its workups.
The mentorship program is modeled after the Navy's 'Brilliant on the Basics' concept announced in NAVADMIN 043/08, which focuses on six basic tenets for successful Sailors.
These fundamental principles encompass career development boards, sponsorship, mentorship, Sailor recognition, command indoctrination, and command ombudsman support.
Just as there are training and evaluation processes that ensure the ship is deployable, the mentorship program also prepares Big E Sailors for success in deployment and throughout their careers.
The mentorship program provides competent, successful and caring senior Sailors to give personal and professional guidance to junior Sailors and those new to the ship.
"There are two ways Sailors can receive mentorship," said Senior Chief Aviation Boatswain's Mate (Handling) (AW/SW/EXW) Scott A. Bowman, Enterprise's command mentorship program coordinator. "Your divisional mentorship program representative assigns you a mentor when you check aboard. [You] can also receive a specific mentor by request and can then talk to the mentor about any needs [you] might have."
The program doesn't work unless accepted by the command as a primary tool for Sailor development.
"The mentorship program is a tool that can help get to the root of any problem," said Bowman. "It also helps Sailors professionally, allowing them to progress in their career path."
For mentors, it's a way they can help their shipmates in the short term while also guiding them toward long-term goals.
"It really helps to have someone who knows what you're going through to help you along the way," said Aviation Boatswain's Mate (Handling) Airman Desian M. Joseph. "My mentor gives me job advice and informs me of what I need to do to improve my professional competitiveness."
The program also makes mentors available for everyday life questions such as being deployed, purchasing a home, buying a vehicle and other personal and financial decisions all Sailors face throughout their careers.
"We'd be working through a busy day, and a question would come up and my mentor not only knew the answer, but he had his own experience to add," said Culinary Specialist Seaman Apprentice Cody S. Clark. "I think any method of mentoring is good for the Sailors' skills and professional growth."
Enterprise is at sea conducting work-ups leading to its 21st deployment.
Saturday, August 07, 2010
Anti-Leadership Lessons: Meg Whitman
While this isn’t political commentary, its impossible to divorce the substance of the article – leadership, from the political context of the lesson.
Imagine you are in an organization wherein one of your key leaders clearly does not share one of the primary organizational values. Through their conduct, they have repeatedly, over the course of many years, demonstrated that they do not believe this key value is important. Also imagine that the leader comes to you and now asks you to do, for them, this key organizational value. By example, the leader demonstrates the unimportance of the value except when it has personal value to them. This is not leadership by example, this is anti-leadership.
Commitment to organizational values, and leadership by example, are two primary traits a leader must have. An absence of one or the other is poor leadership; the combination of the two is anti-leadership. All leaders lapse, make mistakes and exercise poor judgment.
People and organizations survive this periodic poor leadership. However, when a leader demonstrates, over the long-run, that a primary organizational value is unimportant and they couple it with asking us to ignore “leadership by example,” we are faced with serious questions regarding their ability to lead us.
We determine what leaders value not by what they say, but by what they do. I think for the American follower one of the most disdainful statements may be “Do as I say, not as I do.” This paternalistic view is not leadership. Our history is replete with great leaders whom we admire, follow and emulate because of what they showed us, not what they told us. I am reminded of Lieutenant General Hal Moore, in We Were Soldiers, being the first to step off the helicopter into battle and being the last to leave the field of battle. Demonstrating what you and your organization values, is much more important than anything you will ever say.
Let me take a moment and remind you that being good at one thing does not necessarily mean you will be good at another. How many times in your life and career have you seen a leader come from one organization where they did well to yours where they were an abject failure? Indeed, we have a phrase for people who were promoted to positions of leadership based on their performance as a follower – the Peter Principle. In its truest form, the Peter Principle refers to organizations promoting people to the level of the incompetence. You were good at the follower job, so we give you the leader job until you move up the ladder based on prior performance and find the place where in you fail. Today, organizations work to identify behaviors that directly relate to the future leadership position. We look for behaviors that indicate you will flourish in the position for which you are applying; the past is guide to those clues.
Being a captain of industry does not mean you will be an effective public leader. The core values of business and public service are different and often at odds. You can be an outstanding business person but be a poor performer as a public leader. We shouldn’t look directly at your business performance, but at how your performance as a business leader demonstrates your commitment to public values.
The Right to vote is a primary American value. Moreover, Universal Suffrage did not begin with our Constitution. People had to fight for this Right for more than two hundred years. Indeed, around the world we see people braving abject poverty, intimidation and terrorism for the Right to vote. Perhaps, the Right to ballot is one of the overarching human values. Certainly, to be an American is to vote.
I know – you don’t think your vote matters. Well, in recent times, senate campaigns, presidential elections and a innumerable host of local issues were decided by very few voters. Every vote counts. Every ballot cast honors the people who fought for Universal Suffrage and those who have defended our freedom. It is simply an American value too important to overlook.
Which brings us to this passage from the September 29, 2009, issue of the Sacramento Bee.
“Whitman explained her reasons for not voting regularly at a campaign event in Davis: “I, like many Americans, was not as engaged as I should have been over the last 20 or 30 years," Whitman said. “I was focused on raising a family, on my husband's career; we moved many, many times, and it is no excuse. My voting record, my registration record, is unacceptable.”
As a potential public leader, Whitman did not find, in nearly 3 decades, some national, state or local issue compelling enough to motivate her to vote. However, now on the eve of gubernatorial elections in California she wants us to find her compelling enough to vote for. Clearly, this is “Do as I say” and not leadership by example; and, significant evidence that Whitman does not value the Right to vote as we should expect from our leaders. Had she shared this value, she would have found a way to cast her ballot.
Especially in the context of values, leaders must lead by example.
About the Author
Lieutenant Raymond E. Foster, LAPD (ret.) retired from the Los Angeles Police Department. He is the author or co-author of six books including Police Technology and Leadership: Texas Hold ‘em Style. He can be contacted through his website at http://www.police-lieutenant.com/
Imagine you are in an organization wherein one of your key leaders clearly does not share one of the primary organizational values. Through their conduct, they have repeatedly, over the course of many years, demonstrated that they do not believe this key value is important. Also imagine that the leader comes to you and now asks you to do, for them, this key organizational value. By example, the leader demonstrates the unimportance of the value except when it has personal value to them. This is not leadership by example, this is anti-leadership.
Commitment to organizational values, and leadership by example, are two primary traits a leader must have. An absence of one or the other is poor leadership; the combination of the two is anti-leadership. All leaders lapse, make mistakes and exercise poor judgment.
People and organizations survive this periodic poor leadership. However, when a leader demonstrates, over the long-run, that a primary organizational value is unimportant and they couple it with asking us to ignore “leadership by example,” we are faced with serious questions regarding their ability to lead us.
We determine what leaders value not by what they say, but by what they do. I think for the American follower one of the most disdainful statements may be “Do as I say, not as I do.” This paternalistic view is not leadership. Our history is replete with great leaders whom we admire, follow and emulate because of what they showed us, not what they told us. I am reminded of Lieutenant General Hal Moore, in We Were Soldiers, being the first to step off the helicopter into battle and being the last to leave the field of battle. Demonstrating what you and your organization values, is much more important than anything you will ever say.
Let me take a moment and remind you that being good at one thing does not necessarily mean you will be good at another. How many times in your life and career have you seen a leader come from one organization where they did well to yours where they were an abject failure? Indeed, we have a phrase for people who were promoted to positions of leadership based on their performance as a follower – the Peter Principle. In its truest form, the Peter Principle refers to organizations promoting people to the level of the incompetence. You were good at the follower job, so we give you the leader job until you move up the ladder based on prior performance and find the place where in you fail. Today, organizations work to identify behaviors that directly relate to the future leadership position. We look for behaviors that indicate you will flourish in the position for which you are applying; the past is guide to those clues.
Being a captain of industry does not mean you will be an effective public leader. The core values of business and public service are different and often at odds. You can be an outstanding business person but be a poor performer as a public leader. We shouldn’t look directly at your business performance, but at how your performance as a business leader demonstrates your commitment to public values.
The Right to vote is a primary American value. Moreover, Universal Suffrage did not begin with our Constitution. People had to fight for this Right for more than two hundred years. Indeed, around the world we see people braving abject poverty, intimidation and terrorism for the Right to vote. Perhaps, the Right to ballot is one of the overarching human values. Certainly, to be an American is to vote.
I know – you don’t think your vote matters. Well, in recent times, senate campaigns, presidential elections and a innumerable host of local issues were decided by very few voters. Every vote counts. Every ballot cast honors the people who fought for Universal Suffrage and those who have defended our freedom. It is simply an American value too important to overlook.
Which brings us to this passage from the September 29, 2009, issue of the Sacramento Bee.
“Whitman explained her reasons for not voting regularly at a campaign event in Davis: “I, like many Americans, was not as engaged as I should have been over the last 20 or 30 years," Whitman said. “I was focused on raising a family, on my husband's career; we moved many, many times, and it is no excuse. My voting record, my registration record, is unacceptable.”
As a potential public leader, Whitman did not find, in nearly 3 decades, some national, state or local issue compelling enough to motivate her to vote. However, now on the eve of gubernatorial elections in California she wants us to find her compelling enough to vote for. Clearly, this is “Do as I say” and not leadership by example; and, significant evidence that Whitman does not value the Right to vote as we should expect from our leaders. Had she shared this value, she would have found a way to cast her ballot.
Especially in the context of values, leaders must lead by example.
About the Author
Lieutenant Raymond E. Foster, LAPD (ret.) retired from the Los Angeles Police Department. He is the author or co-author of six books including Police Technology and Leadership: Texas Hold ‘em Style. He can be contacted through his website at http://www.police-lieutenant.com/
Thursday, August 05, 2010
Senior Enlisted Spouses Attend Highlights in Leadership
By Stuart Rivers, Center for Personal and Professional Development Public Affairs
SAN DIEGO (NNS) -- More than 50 spouses of senior enlisted Sailors attended a Highlights in Leadership seminar at Naval Base San Diego's Fleet and Family Support Center July 28-29.
The training was developed specifically to help spouses understand the importance of their role in supporting the Navy's mission.
"This seminar is designed to provide you with the tools to be our eyes and ears at home while we are out there supporting the mission," said Capt. Rick L. Williamson, commanding officer, Naval Base San Diego.
The one-day Highlights in Leadership seminar, developed by the Command Leadership School (CLS) in Newport, R.I., is offered to senior enlisted spouses who have the potential to attend the Command Master Chief Spouse Leadership Course (CMCSLC) in Newport, or who were unable to attend when their spouses attended the Command Master Chief/Chief of the Boat (CMC/COB) Leadership course.
The training was led by Robin Witcher, lead instructor for the CMC Spouse Leadership Course taught in Newport. The Highlights course included topics such as team-building, communication, command support team relationships, group dynamics and conflict resolution.
"What a great opportunity for our spouses to understand what their spouses do, so they can assist them in their careers," said Navy Region Southwest Command Master Chief David Chmielewski.
Because of the popularity of the course the seminar was held for two consecutive days to ensure all San Diego-area spouses who were interested in attending could participate.
"This is a wonderful opportunity for the spouses in our region," said Kim McDonough, seminar coordinator and CMC/COB Spouse Leadership Course Advisory Board member for Navy Region Southwest. "All of our spouses were extremely excited about the opportunity to attend. I look forward to coordinating our next one."
Each day attendees worked collaboratively to identify the many resources available to help Navy leaders and their spouses overcome challenges as members of the command triad.
"The command triad, consisting of the commanding officer, executive officer and command master chief or chief of the boat, is a powerful element at any command," said Williamson. "Your role as the spouse of a CMC or COB is, or will be, a major factor."
The Command Leadership School offers Highlights in Leadership to senior enlisted spouses in multiple locations throughout the year with the assistance of the CMC/COB Spouse Leadership Course Advisory Board. In addition to coordinating local attendance and facilities, board members provide seminar support during the events to ensure the success of the events. The next seminar will held at Naval Station Pearl Harbor Aug. 26 and 27.
"The seminar has received rave reviews in other fleet concentration areas," said Capt. Bill Nault, director, Command Leadership School. "I'm convinced that everyone who attends will be equally energized and informed about leading our fleet and our Sailors."
Spouses who have a spouse selected to be a Command Senior Chief (CSC), CMC or COB have the opportunity to attend CMCSLC in Newport. The CMCSLC provides spouses with an in-depth program to develop their knowledge of the choices and contributions they make as the senior enlisted leader's spouse. Based on personal values and preferences, each spouse develops a personal vision statement and, together with their prospective CMC/COB/CSC, develops a Command Master Chief Tour Charter that is in alignment with each of their personal visions.
The CMCSLC is an intense, one-week course and is taught at the same time as the CMC/COB Leadership course.
"Attending the Command Master Chief Spouse Leadership Course is a great opportunity, and I would encourage any spouse who has the chance to make the time for the class," said Chmielewski.
"Senior enlisted spouses are seen as leaders," said Witcher, "Their experiences have given them the tools and resources necessary to help them become an integral part of the command support team."
The course also provides spouses with an awareness of leadership and management skills that can enhance positive contributions to the family, command, and community environments. The course does this by providing insight into issues that are likely to arise in connection with the new command responsibilities.
"You are every bit as much leaders as your spouses are," said Nault. "Part of our mission at CLS is to make sure you have the tools you need to succeed during your spouses' CMC or COB tour."
SAN DIEGO (NNS) -- More than 50 spouses of senior enlisted Sailors attended a Highlights in Leadership seminar at Naval Base San Diego's Fleet and Family Support Center July 28-29.
The training was developed specifically to help spouses understand the importance of their role in supporting the Navy's mission.
"This seminar is designed to provide you with the tools to be our eyes and ears at home while we are out there supporting the mission," said Capt. Rick L. Williamson, commanding officer, Naval Base San Diego.
The one-day Highlights in Leadership seminar, developed by the Command Leadership School (CLS) in Newport, R.I., is offered to senior enlisted spouses who have the potential to attend the Command Master Chief Spouse Leadership Course (CMCSLC) in Newport, or who were unable to attend when their spouses attended the Command Master Chief/Chief of the Boat (CMC/COB) Leadership course.
The training was led by Robin Witcher, lead instructor for the CMC Spouse Leadership Course taught in Newport. The Highlights course included topics such as team-building, communication, command support team relationships, group dynamics and conflict resolution.
"What a great opportunity for our spouses to understand what their spouses do, so they can assist them in their careers," said Navy Region Southwest Command Master Chief David Chmielewski.
Because of the popularity of the course the seminar was held for two consecutive days to ensure all San Diego-area spouses who were interested in attending could participate.
"This is a wonderful opportunity for the spouses in our region," said Kim McDonough, seminar coordinator and CMC/COB Spouse Leadership Course Advisory Board member for Navy Region Southwest. "All of our spouses were extremely excited about the opportunity to attend. I look forward to coordinating our next one."
Each day attendees worked collaboratively to identify the many resources available to help Navy leaders and their spouses overcome challenges as members of the command triad.
"The command triad, consisting of the commanding officer, executive officer and command master chief or chief of the boat, is a powerful element at any command," said Williamson. "Your role as the spouse of a CMC or COB is, or will be, a major factor."
The Command Leadership School offers Highlights in Leadership to senior enlisted spouses in multiple locations throughout the year with the assistance of the CMC/COB Spouse Leadership Course Advisory Board. In addition to coordinating local attendance and facilities, board members provide seminar support during the events to ensure the success of the events. The next seminar will held at Naval Station Pearl Harbor Aug. 26 and 27.
"The seminar has received rave reviews in other fleet concentration areas," said Capt. Bill Nault, director, Command Leadership School. "I'm convinced that everyone who attends will be equally energized and informed about leading our fleet and our Sailors."
Spouses who have a spouse selected to be a Command Senior Chief (CSC), CMC or COB have the opportunity to attend CMCSLC in Newport. The CMCSLC provides spouses with an in-depth program to develop their knowledge of the choices and contributions they make as the senior enlisted leader's spouse. Based on personal values and preferences, each spouse develops a personal vision statement and, together with their prospective CMC/COB/CSC, develops a Command Master Chief Tour Charter that is in alignment with each of their personal visions.
The CMCSLC is an intense, one-week course and is taught at the same time as the CMC/COB Leadership course.
"Attending the Command Master Chief Spouse Leadership Course is a great opportunity, and I would encourage any spouse who has the chance to make the time for the class," said Chmielewski.
"Senior enlisted spouses are seen as leaders," said Witcher, "Their experiences have given them the tools and resources necessary to help them become an integral part of the command support team."
The course also provides spouses with an awareness of leadership and management skills that can enhance positive contributions to the family, command, and community environments. The course does this by providing insight into issues that are likely to arise in connection with the new command responsibilities.
"You are every bit as much leaders as your spouses are," said Nault. "Part of our mission at CLS is to make sure you have the tools you need to succeed during your spouses' CMC or COB tour."
Wednesday, August 04, 2010
Effective Leadership Through Institutional Integrity
Effective leaders understand that uncompromising and rigid institutional integrity ought to be a core value of any law enforcement or intelligence organization. They appreciate their responsibility to monitor and train their workforce with respect to laws, procedures, regulations, and policies governing their operations and daily activities.
Successful leaders create, develop, and sustain an environment where employees are not reluctant to report any recognized or suspected failure to strictly adhere to law or policy by themselves or others. Personnel want to be confident that their leaders will take the necessary and corrective actions to document and address these failures.
In this evermore multifaceted criminal and intelligence gathering atmosphere where law enforcement professionals function, leaders should try to develop and foster an organizational mentality conducive to ensuring compliance with prevailing laws and policies. Leaders will want to make certain that a formalized procedure for dealing with any failure to comply is obtainable. During the summer of 2007, the FBI responded to this challenge by creating the Office of Integrity and Compliance, part of the Office of the Director, which oversees the Bureau’s Integrity and Compliance Program.
Successful law enforcement leaders may want to consider constructing and placing into practice a compliance program within their departments that can be tailored to proactively discover and mitigate violations of law, operational procedures, or administrative regulations. Officers and other employees ought to recognize and understand their responsibility to report incidents of misconduct, misbehavior, or any systemic failure to follow rules. If it is to succeed, an agency’s program will guarantee confidentiality and promote a spirit of appreciation for doing what is right, instead of instilling a fear of retaliation. A reputable and well-established compliance program can support an organizational culture that encourages ethical and principled behavior. Such an endeavor is the foundation for a triumphant, respected, and professional law enforcement and intelligence organization.
Special Agent Douglas B. Merel, an instructor in the Leadership Development Institute at the FBI Academy, prepared this Leadership Spotlight.
Sea Cadets Gain Experience From NAS Jacksonville Sailors
By Kaylee LaRocque, Naval Air Station Jacksonville Public Affairs
JACKSONVILLE, Fla. (NNS) -- A group of 104 sea cadets and adult volunteers reported aboard Naval Air Station (NAS) Jacksonville (Jax), Fla., for annual training July 17-30 as part of a program to help youths gain technical knowledge through hands-on training.
The cadets, ages 11 to 17, spent the week working at the Flight Line Cafe, Rescue Swimmer School, Chapel Center, Fleet Readiness Center Southeast, Fleet Logistics Squadron 58, Naval Mobile Construction Battalion (NMCB) 14, Air Operations and Helicopter Combat Weapons School.
All were required to complete a "boot camp" at Naval Station Mayport or Fort Benning, Ga., before reporting to NAS Jax.
"The U.S. Naval Sea Cadet Corps is one of the best-kept secrets in the country, and we want to change this situation. We have a lot to offer in the way of showing kids that gangs, drugs and alcohol are not good choices and what they choose now will affect their lives in their near future," said U.S. Naval Sea Cadet Corps Regional Director 6-2 Lt. Cmdr. June Tillet.
"We aim to instill a sense of self-preservation by providing structure and discipline which in turn builds camaraderie with their peers who are making those good choices to stay straight, stay in school and rise above the negative pressures placed upon them. We also teach them about leading a healthy lifestyle by eating nutritious foods and less fast foods and the benefits of daily exercise," said Tillet. "There are about 10,000 active sea cadets in more than 300 units."
Seven Sea Cadets spent the week at the Flight Line Cafe, where they manned a variety of workstations, including the bakery, service line, vegetable and food preparation areas. While learning how a galley works, the cadets helped prepare many different dishes from scratch.
"I'm really having a lot of fun working at the galley. I worked here last year also and enjoyed it so much, I wanted to do this again," said Sea Cadet Arianna Rodriguez.
"These young folks are tomorrow's Navy. From the time they get here on the deckplate, our attention to them is investing in the future of the U.S. Navy. It's important that we teach them as much as possible," said Senior Chief Culinary Specialist Byron French, Flight Line Cafe leading chief petty officer. "They seek us out as the platform for this training, and we teach them and put them to work. They work in all areas of the galley – cooking, cleaning, serving and preparing food. They learn how the facility operates from end to end."
Three cadets also worked with religious specialists at the NAS Jax Chapel Center learning how the chapel functions, what services are provided and the day-to-day operations.
"I chose to work here because I wanted to learn more about different religions and branch out to learn something new. This is my fourth sea cadet training, and I'm learning a lot about what a religious specialist does in the Navy," said Sea Cadet Rebecca Corley.
NCMB 14 Ensign Todd Kisshauer said the cadets come from as far away as Indiana for the two-week training.
"They experience what Seabees do day-in and day-out — from welding, hanging drywall and installing insulation to learning weapons safety in the firearms simulator. We even create a Seabee mission in Africa, where we set up a perimeter and encampment at the base antenna farm. In this training scenario, sea cadets from the Helicopter Submarine Maritime Wing Atlantic Rescue Swimmer School portrayed "aggressors" and attempted to infiltrate the perimeter," said Kisshauer.
"We brought three cadets and three officers to NCMB 14. This hands-on training is invaluable, and our cadets will be talking about it for a long time." said Navy Sea Cadet Corps Lt. Diane Smith of Nashville, Tenn.
"Coordination of nine different training evolutions is quite tricky, especially in regards to logistics and moving all of the 104 personnel around the base. But the commands here have been extremely receptive, and we are grateful for their assistance," said Tillett.
The NSCC program is open to youths who have a desire to learn about the Navy, Marines and Merchant Marine. Members drill at their local units weekly or monthly during the year and are given the opportunity to participate in advanced training during school breaks at various locations around the country. Some of the areas of training include medical, firefighting, aviation, culinary arts, photojournalism, SEAL team, sailing and basic seamanship.
JACKSONVILLE, Fla. (NNS) -- A group of 104 sea cadets and adult volunteers reported aboard Naval Air Station (NAS) Jacksonville (Jax), Fla., for annual training July 17-30 as part of a program to help youths gain technical knowledge through hands-on training.
The cadets, ages 11 to 17, spent the week working at the Flight Line Cafe, Rescue Swimmer School, Chapel Center, Fleet Readiness Center Southeast, Fleet Logistics Squadron 58, Naval Mobile Construction Battalion (NMCB) 14, Air Operations and Helicopter Combat Weapons School.
All were required to complete a "boot camp" at Naval Station Mayport or Fort Benning, Ga., before reporting to NAS Jax.
"The U.S. Naval Sea Cadet Corps is one of the best-kept secrets in the country, and we want to change this situation. We have a lot to offer in the way of showing kids that gangs, drugs and alcohol are not good choices and what they choose now will affect their lives in their near future," said U.S. Naval Sea Cadet Corps Regional Director 6-2 Lt. Cmdr. June Tillet.
"We aim to instill a sense of self-preservation by providing structure and discipline which in turn builds camaraderie with their peers who are making those good choices to stay straight, stay in school and rise above the negative pressures placed upon them. We also teach them about leading a healthy lifestyle by eating nutritious foods and less fast foods and the benefits of daily exercise," said Tillet. "There are about 10,000 active sea cadets in more than 300 units."
Seven Sea Cadets spent the week at the Flight Line Cafe, where they manned a variety of workstations, including the bakery, service line, vegetable and food preparation areas. While learning how a galley works, the cadets helped prepare many different dishes from scratch.
"I'm really having a lot of fun working at the galley. I worked here last year also and enjoyed it so much, I wanted to do this again," said Sea Cadet Arianna Rodriguez.
"These young folks are tomorrow's Navy. From the time they get here on the deckplate, our attention to them is investing in the future of the U.S. Navy. It's important that we teach them as much as possible," said Senior Chief Culinary Specialist Byron French, Flight Line Cafe leading chief petty officer. "They seek us out as the platform for this training, and we teach them and put them to work. They work in all areas of the galley – cooking, cleaning, serving and preparing food. They learn how the facility operates from end to end."
Three cadets also worked with religious specialists at the NAS Jax Chapel Center learning how the chapel functions, what services are provided and the day-to-day operations.
"I chose to work here because I wanted to learn more about different religions and branch out to learn something new. This is my fourth sea cadet training, and I'm learning a lot about what a religious specialist does in the Navy," said Sea Cadet Rebecca Corley.
NCMB 14 Ensign Todd Kisshauer said the cadets come from as far away as Indiana for the two-week training.
"They experience what Seabees do day-in and day-out — from welding, hanging drywall and installing insulation to learning weapons safety in the firearms simulator. We even create a Seabee mission in Africa, where we set up a perimeter and encampment at the base antenna farm. In this training scenario, sea cadets from the Helicopter Submarine Maritime Wing Atlantic Rescue Swimmer School portrayed "aggressors" and attempted to infiltrate the perimeter," said Kisshauer.
"We brought three cadets and three officers to NCMB 14. This hands-on training is invaluable, and our cadets will be talking about it for a long time." said Navy Sea Cadet Corps Lt. Diane Smith of Nashville, Tenn.
"Coordination of nine different training evolutions is quite tricky, especially in regards to logistics and moving all of the 104 personnel around the base. But the commands here have been extremely receptive, and we are grateful for their assistance," said Tillett.
The NSCC program is open to youths who have a desire to learn about the Navy, Marines and Merchant Marine. Members drill at their local units weekly or monthly during the year and are given the opportunity to participate in advanced training during school breaks at various locations around the country. Some of the areas of training include medical, firefighting, aviation, culinary arts, photojournalism, SEAL team, sailing and basic seamanship.
NECC Force Leadership Participate in Media Roundtable Discussion
By Mass Communication Specialist 1st Class (SW/AW) Derrick M. Ingle, Navy Expeditionary Combat Command Public Affairs
VIRGINIA BEACH, Va. (NNS) -- The commander of Maritime Civil Affairs and Security Training Command (MCAST) and the executive assistant to Commander, 1st Naval Construction Division (1NCD) addressed their respective commands' commitment to global partnerships and humanitarian assistance during a media roundtable Aug. 3.
"MCAST is a new command under Navy Expeditionary Combat Command (NECC) as of October 2009," said Capt. Claudia Risner, MCAST commander. "We man, train and equip teams to deploy six months at a time to work with partner nations to help improve their maritime security and to build stability in the host nation. We're currently working in support of areas of influence under U.S. Africa Command, Southern Command and Pacific Command."
"Our security force assistance teams, which are comprised of trained professional instructors, are additionally sent down range for two to four weeks to train partner nation militaries in small boat operations, weapons handling and other skills needed to protect themselves," said Risner.
The Navy Seabees, who use their construction efforts to help allied countries and disadvantaged people around the world, coordinate with MCAST.
"We're working closely with MCAST and the commandant commands off the Horn of Africa, drilling wells throughout Ethiopia, renovating a school in Bulgaria and building an urgent care facility in Montenegro," said Capt. Joe Grealish, executive assistant to Commander, 1NCD. "We also have a unit in Haiti right now providing humanitarian assistance followed by another Haiti project called 'New Horizons,' where we'll improve water wells and help renovate a school."
From maritime strategies to disaster relief operations, both MCAST and the Seabees view their measure of effectiveness not by their product or service, but by the relationships built and the Navy's lasting impression on a host nation.
"Our objective is access, information and influence," said Risner. "We're there working on the ground with the locals gaining access and information on key leaders and are finally able to influence them to emulate the type of behavior needed for worldwide maritime security. The key is to keep coming back periodically, six months at a time, ensuring things are on course and maintaining that partnership. We're going to be here for the long haul."
"The focus is winning the peace and developing partner nation capacity," said Grealish. "We'll continue to help other navy(s) police their borders and develop their maritime strategy domains, making their areas more stable and secure and increasing our chances of peace as well as improving our skills in case there is conflict."
NECC forces, such as those of MCAST and 1NCD, are globally distributed and mission-tailored to provide persistent engagement prior to disasters, and lessen human suffering during times of crisis.
VIRGINIA BEACH, Va. (NNS) -- The commander of Maritime Civil Affairs and Security Training Command (MCAST) and the executive assistant to Commander, 1st Naval Construction Division (1NCD) addressed their respective commands' commitment to global partnerships and humanitarian assistance during a media roundtable Aug. 3.
"MCAST is a new command under Navy Expeditionary Combat Command (NECC) as of October 2009," said Capt. Claudia Risner, MCAST commander. "We man, train and equip teams to deploy six months at a time to work with partner nations to help improve their maritime security and to build stability in the host nation. We're currently working in support of areas of influence under U.S. Africa Command, Southern Command and Pacific Command."
"Our security force assistance teams, which are comprised of trained professional instructors, are additionally sent down range for two to four weeks to train partner nation militaries in small boat operations, weapons handling and other skills needed to protect themselves," said Risner.
The Navy Seabees, who use their construction efforts to help allied countries and disadvantaged people around the world, coordinate with MCAST.
"We're working closely with MCAST and the commandant commands off the Horn of Africa, drilling wells throughout Ethiopia, renovating a school in Bulgaria and building an urgent care facility in Montenegro," said Capt. Joe Grealish, executive assistant to Commander, 1NCD. "We also have a unit in Haiti right now providing humanitarian assistance followed by another Haiti project called 'New Horizons,' where we'll improve water wells and help renovate a school."
From maritime strategies to disaster relief operations, both MCAST and the Seabees view their measure of effectiveness not by their product or service, but by the relationships built and the Navy's lasting impression on a host nation.
"Our objective is access, information and influence," said Risner. "We're there working on the ground with the locals gaining access and information on key leaders and are finally able to influence them to emulate the type of behavior needed for worldwide maritime security. The key is to keep coming back periodically, six months at a time, ensuring things are on course and maintaining that partnership. We're going to be here for the long haul."
"The focus is winning the peace and developing partner nation capacity," said Grealish. "We'll continue to help other navy(s) police their borders and develop their maritime strategy domains, making their areas more stable and secure and increasing our chances of peace as well as improving our skills in case there is conflict."
NECC forces, such as those of MCAST and 1NCD, are globally distributed and mission-tailored to provide persistent engagement prior to disasters, and lessen human suffering during times of crisis.
Tuesday, August 03, 2010
Air Force officials name 12 Outstanding Airmen of the Year
Air Force Personnel Center Public Affairs
RANDOLPH AIR FORCE BASE, Texas -- Air Force officials have selected the service's top enlisted members, naming the 12 Outstanding Airmen of the Year for 2010.
An Air Force selection board at the Air Force Personnel Center here considered 36 nominees who represented major commands, direct reporting units, field operating agencies and the Air Staff. The board selected the 12 Airmen based on superior leadership, job performance and personal achievements.
The nominees are authorized to wear the Outstanding Airman of the Year ribbon, while the 12 winners will wear the bronze service star device on the ribbon. The winners will also wear the Outstanding Airman of the Year Badge for one year from the date of formal presentation.
The winners are:
Staff Sgt. Joseph R. Aton, Air Combat Command
Tech. Sgt. Anthony G. Graham, Pacific Air Forces
Staff Sgt. Robert Gutierrez Jr., Air Force Special Operations Command
Senior Master Sgt. Steven Higgins, U.S. Air Forces in Europe
Tech. Sgt. Stephen R. Hunter Jr., Air Force Reserve Command
Master Sgt. James P. Mogren, Air Force Material Command
Senior Airman Cheryl A. Moore, Air Force District of Washington
Senior Airman Ryan D. Pfeifer, Air Force Global Strike Command
Staff Sgt. Zully M. Renon, Air Education and Training Command
Airman 1st Class Samuel A. Siewert, Air Mobility Command
Master Sgt. Sarah A. Sparks, Air Force Space Command
Staff Sgt. Kenneth I. Walker III, Air National Guard
The Air Force Association will honor the 12 Outstanding Airmen of the Year during its Air and Space Conference and Technology Exposition in Washington, D.C., in September. The Airmen will also serve as members of the AFA's enlisted advisory council for the next year.
For more information on this and other Air Force recognition programs, visit the Air Force Personnel Center personnel services website at http://gum.afpc.randolph.af.mil/ or call the Total Force Service Center toll-free at (800) 525-0102 or DSN 665-5000.
RANDOLPH AIR FORCE BASE, Texas -- Air Force officials have selected the service's top enlisted members, naming the 12 Outstanding Airmen of the Year for 2010.
An Air Force selection board at the Air Force Personnel Center here considered 36 nominees who represented major commands, direct reporting units, field operating agencies and the Air Staff. The board selected the 12 Airmen based on superior leadership, job performance and personal achievements.
The nominees are authorized to wear the Outstanding Airman of the Year ribbon, while the 12 winners will wear the bronze service star device on the ribbon. The winners will also wear the Outstanding Airman of the Year Badge for one year from the date of formal presentation.
The winners are:
Staff Sgt. Joseph R. Aton, Air Combat Command
Tech. Sgt. Anthony G. Graham, Pacific Air Forces
Staff Sgt. Robert Gutierrez Jr., Air Force Special Operations Command
Senior Master Sgt. Steven Higgins, U.S. Air Forces in Europe
Tech. Sgt. Stephen R. Hunter Jr., Air Force Reserve Command
Master Sgt. James P. Mogren, Air Force Material Command
Senior Airman Cheryl A. Moore, Air Force District of Washington
Senior Airman Ryan D. Pfeifer, Air Force Global Strike Command
Staff Sgt. Zully M. Renon, Air Education and Training Command
Airman 1st Class Samuel A. Siewert, Air Mobility Command
Master Sgt. Sarah A. Sparks, Air Force Space Command
Staff Sgt. Kenneth I. Walker III, Air National Guard
The Air Force Association will honor the 12 Outstanding Airmen of the Year during its Air and Space Conference and Technology Exposition in Washington, D.C., in September. The Airmen will also serve as members of the AFA's enlisted advisory council for the next year.
For more information on this and other Air Force recognition programs, visit the Air Force Personnel Center personnel services website at http://gum.afpc.randolph.af.mil/ or call the Total Force Service Center toll-free at (800) 525-0102 or DSN 665-5000.
Monday, August 02, 2010
Excellence is the rule at Wisconsin National Guard school
Date: July 30, 2010
By Spc. Alyson Berzinski
112th Mobile Public Affairs Detachment
Soldiers around the country are learning about the Wisconsin National Guard's award-winning regional training center at Fort McCoy.
The 426th Training Regiment, a major subordinate command of the Wisconsin Army National Guard, operates the 426th Regional Training Institute - a professional learning and career advancement facility housed in the Wisconsin Military Academy.
"Our mission is to plan, resource, and execute uncompromised training in a full-time facility," said Maj. Gary Thompson, the 426th Regiment administrative officer and assistant operational officer.
The 426th trains future leaders through its Officer Candidate School and Warrant Officer Candidate School. Along with these schools, the 426th also provides education for the basic field artillery and basic emergency medical technician Military Occupational Specialty qualifications and noncommissioned officer education system, truck driving, infantry, combat lifesaving and other courses.
"We have really evolved from the Wisconsin Military Academy Officer Candidate School to a full-fledged regional training institute," said Col. Kenneth Koon, commander of the 426th Regiment and commandant of the Wisconsin Military Academy. "I see it continuing to expand."
The regiment is broken down into two separate battalions - the 1st Battalion Field Artillery and the 2nd Battalion Modular Training.
The field artillery battalion is a joint school house with the active duty artillery school at Fort Sill, Okla. Last year, the 426th's Field Artillery School House was named an Institution of Excellence after scoring more than 95 percent on their accreditation. Koon said the 1st Battalion, which focuses on towed artillery as well as forward observers and fire direction centers, conducts about one-third of all artillery school training for National Guard Soldiers across the nation each year. The battalion also provides live-fire exercises for its artillery non-commissioned officer courses.
Koon envisions the regional training institute program nationwide opening enrollment to active component Soldiers, which would be attractive due to a more compressed training schedule as well as closer training facilities in some cases. A potential risk, he noted, would be that the active component would fill most of the RTI school openings.
The Modular Training Battalion provides a variety of training for Soldiers, including large truck driving, emergency medical technician, infantry, state priority training for mobilizations, combat lifesaver, fitness training and master resiliency training. The 2nd Battalion's Basic Noncommissioned Officer Course has also been named a Center of Excellence, Thompson said.
The 426th Regiment is in the process of implementing a four-phase plan to create a third battalion dedicated to state priority training missions, which would in turn provide the 2nd Battalion greater opportunity to focus on military occupational specialty courses. Thompson said the four phases include selecting battalion staff, building programs around that staff, developing new simulator training and obtaining training space.
"We're thinking about what the Army needs to do next and applying it now," said Thompson about implementing a new battalion.
Koon said the 426th continually seeks to maximize its resources by integrating as many assets as possible, as well as making assets available. One of three Humvee Egress Assistance Trainer (HEAT) devices will be mobile so the 426th can provide this training opportunity at unit locations across the state.
"We're able to do live, virtual and constructive training and give that Soldier a full-bodied training experience," he explained. "A plethora of experiences builds confidence."
Each year the 426th plans their course calendars based on the availability of instructors and classroom seats. The training is put together in such a way that the courses will occasionally combine to conduct practical exercises and use each other's training skills for qualifications, said Thompson.
"Our goal is to train the squad as a weapon system," Thompson said. "So every time they act, it's as a team."
Additional long-range plans for the 426th include an enclosed live-fire range next to the Wisconsin Military Academy, and developing training packages that suit particular missions which require numerous skill sets.
Since Fiscal Year 2009, the 426th Regional Training Institute has assisted in the MOS training of more than 3,500 Soldiers. The students are not just from one state of region - they come from all over the world for training, Thompson said.
"The vision for the 426th Regiment RTI is to continue growing, looking toward the future," he said. "We keep looking for trends in how we train and what we're training in order to move forward."
By Spc. Alyson Berzinski
112th Mobile Public Affairs Detachment
Soldiers around the country are learning about the Wisconsin National Guard's award-winning regional training center at Fort McCoy.
The 426th Training Regiment, a major subordinate command of the Wisconsin Army National Guard, operates the 426th Regional Training Institute - a professional learning and career advancement facility housed in the Wisconsin Military Academy.
"Our mission is to plan, resource, and execute uncompromised training in a full-time facility," said Maj. Gary Thompson, the 426th Regiment administrative officer and assistant operational officer.
The 426th trains future leaders through its Officer Candidate School and Warrant Officer Candidate School. Along with these schools, the 426th also provides education for the basic field artillery and basic emergency medical technician Military Occupational Specialty qualifications and noncommissioned officer education system, truck driving, infantry, combat lifesaving and other courses.
"We have really evolved from the Wisconsin Military Academy Officer Candidate School to a full-fledged regional training institute," said Col. Kenneth Koon, commander of the 426th Regiment and commandant of the Wisconsin Military Academy. "I see it continuing to expand."
The regiment is broken down into two separate battalions - the 1st Battalion Field Artillery and the 2nd Battalion Modular Training.
The field artillery battalion is a joint school house with the active duty artillery school at Fort Sill, Okla. Last year, the 426th's Field Artillery School House was named an Institution of Excellence after scoring more than 95 percent on their accreditation. Koon said the 1st Battalion, which focuses on towed artillery as well as forward observers and fire direction centers, conducts about one-third of all artillery school training for National Guard Soldiers across the nation each year. The battalion also provides live-fire exercises for its artillery non-commissioned officer courses.
Koon envisions the regional training institute program nationwide opening enrollment to active component Soldiers, which would be attractive due to a more compressed training schedule as well as closer training facilities in some cases. A potential risk, he noted, would be that the active component would fill most of the RTI school openings.
The Modular Training Battalion provides a variety of training for Soldiers, including large truck driving, emergency medical technician, infantry, state priority training for mobilizations, combat lifesaver, fitness training and master resiliency training. The 2nd Battalion's Basic Noncommissioned Officer Course has also been named a Center of Excellence, Thompson said.
The 426th Regiment is in the process of implementing a four-phase plan to create a third battalion dedicated to state priority training missions, which would in turn provide the 2nd Battalion greater opportunity to focus on military occupational specialty courses. Thompson said the four phases include selecting battalion staff, building programs around that staff, developing new simulator training and obtaining training space.
"We're thinking about what the Army needs to do next and applying it now," said Thompson about implementing a new battalion.
Koon said the 426th continually seeks to maximize its resources by integrating as many assets as possible, as well as making assets available. One of three Humvee Egress Assistance Trainer (HEAT) devices will be mobile so the 426th can provide this training opportunity at unit locations across the state.
"We're able to do live, virtual and constructive training and give that Soldier a full-bodied training experience," he explained. "A plethora of experiences builds confidence."
Each year the 426th plans their course calendars based on the availability of instructors and classroom seats. The training is put together in such a way that the courses will occasionally combine to conduct practical exercises and use each other's training skills for qualifications, said Thompson.
"Our goal is to train the squad as a weapon system," Thompson said. "So every time they act, it's as a team."
Additional long-range plans for the 426th include an enclosed live-fire range next to the Wisconsin Military Academy, and developing training packages that suit particular missions which require numerous skill sets.
Since Fiscal Year 2009, the 426th Regional Training Institute has assisted in the MOS training of more than 3,500 Soldiers. The students are not just from one state of region - they come from all over the world for training, Thompson said.
"The vision for the 426th Regiment RTI is to continue growing, looking toward the future," he said. "We keep looking for trends in how we train and what we're training in order to move forward."
Suicide Solution Involves Leadership, Mullen Says
By Elaine Wilson
American Forces Press Service
Aug. 2, 2010 - While no easy answers exist to a military suicide problem that has reached "crisis level," a big part of the solution is tied to leadership, the chairman of the Joint Chiefs of Staff said today.
Addressing the National Guard Family Program Volunteer Workshop in New Orleans, Navy Adm. Mike Mullen touched on the need to care for servicemembers, both physically and emotionally.
"Because of the pace, because of the stress, because of the demands, and because of the incredible achievements as well as the tragedies that are associated with these wars, we are holding a lot in," Mullen said. "As these wars wind down -- and they will -- I would argue that the better we are right now, the more up front we are in attacking and trying to solve some of these problems, the quicker they will go away."
However, Defense Department officials still are in the early stages of understanding war's impacts, such as post-traumatic stress and traumatic brain injury, Mullen noted.
The focus must be on how to get ready for that deployment and how to be preventive in building resilience on the front end that will carry through the deployment cycle.
Mullen also expressed concern for the rate at which the nation is generating homeless veterans, particularly female homeless veterans. "They have the children," he said. "We've got to head that off."
Mullen said he was approached by a young homeless veteran in Los Angeles who had served in operations Iraqi Freedom and Enduring Freedom. He told the chairman, "I gave a 100 percent; I'd just like 100 percent back."
On wounded warriors, Mullen noted that while compensation is necessary, the emphasis has been primarily on disability and on money. However, he added, "the emphasis needs to be on ability and on people and on their future, because they are going to give a lot."
Mullen called on the military's leaders to help. "The most important ingredient is leadership: aggressive, focused, listening leadership," he said. "Because ... in the toughest situations, when nothing else seems to work, leadership breaks through.
"We can't do anything in the military without sustaining this great force," he added. "That's why we've got to get it right, now and in the future."
American Forces Press Service
Aug. 2, 2010 - While no easy answers exist to a military suicide problem that has reached "crisis level," a big part of the solution is tied to leadership, the chairman of the Joint Chiefs of Staff said today.
Addressing the National Guard Family Program Volunteer Workshop in New Orleans, Navy Adm. Mike Mullen touched on the need to care for servicemembers, both physically and emotionally.
"Because of the pace, because of the stress, because of the demands, and because of the incredible achievements as well as the tragedies that are associated with these wars, we are holding a lot in," Mullen said. "As these wars wind down -- and they will -- I would argue that the better we are right now, the more up front we are in attacking and trying to solve some of these problems, the quicker they will go away."
However, Defense Department officials still are in the early stages of understanding war's impacts, such as post-traumatic stress and traumatic brain injury, Mullen noted.
The focus must be on how to get ready for that deployment and how to be preventive in building resilience on the front end that will carry through the deployment cycle.
Mullen also expressed concern for the rate at which the nation is generating homeless veterans, particularly female homeless veterans. "They have the children," he said. "We've got to head that off."
Mullen said he was approached by a young homeless veteran in Los Angeles who had served in operations Iraqi Freedom and Enduring Freedom. He told the chairman, "I gave a 100 percent; I'd just like 100 percent back."
On wounded warriors, Mullen noted that while compensation is necessary, the emphasis has been primarily on disability and on money. However, he added, "the emphasis needs to be on ability and on people and on their future, because they are going to give a lot."
Mullen called on the military's leaders to help. "The most important ingredient is leadership: aggressive, focused, listening leadership," he said. "Because ... in the toughest situations, when nothing else seems to work, leadership breaks through.
"We can't do anything in the military without sustaining this great force," he added. "That's why we've got to get it right, now and in the future."
Disabled Veteran of the Year: ASM1 David Riley
Written by: CDR Glynn Smith
Retired Aviation Survivalman First Class David Riley, a quadruple amputee, became the first Coast Guardsman to be awarded the Disabled American Veterans’ Outstanding Disabled Veteran of the Year Award at the organization’s annual convention in Atlanta, Ga., today. The award recognizes Riley’s outstanding achievements that include his community service, Coast Guard Auxiliary membership and athletic activities.
Coast Guard Commandant Adm. Bob Papp was on hand for the presentation and addressed the delegates. “It’s an honor to be here and take part in the presentation of the Outstanding Disabled Veteran of the Year award to a remarkable Coast Guardsman,” said Papp.
Riley enlisted in the Coast Guard in 1984, and completed Aviation Survivalman School and Navy Helicopter Rescue School in 1986. At that time, the Coast Guard’s aviation survival program was in its infancy, having just been officially stood up in 1984. His first assignment was at Coast Guard Air Station San Francisco, where he qualified in an HH-52 helicopter. Riley went on to become qualified in three other Coast Guard helicopters: HH-3s, HH65s and HH60s.
“Being a rescue swimmer is one of the most challenging jobs in the Coast Guard,” said Papp, adding, “It requires extraordinary physical demands.”
Dave was medically retired in 1998 after a bacterial infection caused the loss of all four of his limbs. Since his injury, Dave has gone on to become an inspirational leader in the local Disabled American Veterans chapter, a Veterans Administration hospital volunteer, Auxiliary member, and disabled athlete.
“Dave is continuing to live out his life by the rescue swimmers creed – so that others might live – the only difference is that those others are no longer people in need of rescue from the sea,” said Papp. “He now rescues injured veterans returning home in need of an example of how to cope with their injuries.”
The Disabled American Veterans is a 1.2 million-member non-profit organization founded in 1920 and chartered by the U.S. Congress in 1932. It represents our Nation’s wartime disabled veterans and is dedicated to a single purpose: building better lives for disabled veterans and their families.
Sunday, August 01, 2010
Soldier Takes Fight From Cage to Army
By Chris Rasmussen
Fort Jackson Leader
July 30, 2010 - Army Pvt. Hannah Grossman appears to be a typical soldier in training: young, determined and focused. But before donning an Army combat uniform, the human resource information management specialist student was a professional cage fighter.
Grossman, who hails from Lexington, Mo., and fought under her maiden name, Hannah Doak, is assigned to Company A, 369th Adjutant Battalion.
"Cage fighting is not about beating people up," she said. "It is a mentally and physically challenging sport that is the longest three minutes of your life."
Cage fighting, also referred to as mixed martial arts, is a combination of several fighting disciplines that involves several striking and grappling techniques. Opponents compete in a caged ring for three three-minute rounds.
"There are a lot of parallels between MMA and the Army," Grossman said. "You have to stay focused. If you don't put 100 percent into it, someone is going to get hurt -- just like if you don't focus 100 percent during training, when you get downrange, someone is going to get hurt or worse."
Grossman, who has won three of her five professional matches, said she began the sport as a way to channel her anger that stemmed from a bout with skin cancer.
"I was angry at the world, and wanted to channel it somewhere positive," she said. "I started professional arm wrestling, but broke my arm. Three months after that, I began training for cage fighting."
Army Capt. Miguel Santana, her company commander, said he was impressed with Grossman's skills after viewing a video clip on the Internet.
"Eighteen seconds into the fight, she got her opponent into a rear-naked choke hold and won," Santana said. "You could tell how focused she was going into the cage. It is definitely an honor to have her in my company, because she embodies the Warrior Ethos and what a soldier is."
In addition to maintaining a strict diet, Grossman said, she spent three hours in the gym five days a week training to become a professional mixed martial artist.
"More people get hurt training than fighting, because you do so much," she said. "You develop a family-like relationship with the people you train with. You need that support, because it is very intimidating going into a cage with someone that knows how to fight."
Grossman joined the Army five years ago, but had to leave training when she discovered doctors failed to determine she was pregnant. Now that she's back in uniform, she hopes for an opportunity to put her skills to work in hand-to-hand combat, a skill known as "combatives" in the Army.
"I always wanted to come back," she said. "I initially wanted to become a soldier because my grandfather was a World War II vet. I want to serve my country. I also want to do combatives for the Army. That is my goal."
Fort Jackson Leader
July 30, 2010 - Army Pvt. Hannah Grossman appears to be a typical soldier in training: young, determined and focused. But before donning an Army combat uniform, the human resource information management specialist student was a professional cage fighter.
Grossman, who hails from Lexington, Mo., and fought under her maiden name, Hannah Doak, is assigned to Company A, 369th Adjutant Battalion.
"Cage fighting is not about beating people up," she said. "It is a mentally and physically challenging sport that is the longest three minutes of your life."
Cage fighting, also referred to as mixed martial arts, is a combination of several fighting disciplines that involves several striking and grappling techniques. Opponents compete in a caged ring for three three-minute rounds.
"There are a lot of parallels between MMA and the Army," Grossman said. "You have to stay focused. If you don't put 100 percent into it, someone is going to get hurt -- just like if you don't focus 100 percent during training, when you get downrange, someone is going to get hurt or worse."
Grossman, who has won three of her five professional matches, said she began the sport as a way to channel her anger that stemmed from a bout with skin cancer.
"I was angry at the world, and wanted to channel it somewhere positive," she said. "I started professional arm wrestling, but broke my arm. Three months after that, I began training for cage fighting."
Army Capt. Miguel Santana, her company commander, said he was impressed with Grossman's skills after viewing a video clip on the Internet.
"Eighteen seconds into the fight, she got her opponent into a rear-naked choke hold and won," Santana said. "You could tell how focused she was going into the cage. It is definitely an honor to have her in my company, because she embodies the Warrior Ethos and what a soldier is."
In addition to maintaining a strict diet, Grossman said, she spent three hours in the gym five days a week training to become a professional mixed martial artist.
"More people get hurt training than fighting, because you do so much," she said. "You develop a family-like relationship with the people you train with. You need that support, because it is very intimidating going into a cage with someone that knows how to fight."
Grossman joined the Army five years ago, but had to leave training when she discovered doctors failed to determine she was pregnant. Now that she's back in uniform, she hopes for an opportunity to put her skills to work in hand-to-hand combat, a skill known as "combatives" in the Army.
"I always wanted to come back," she said. "I initially wanted to become a soldier because my grandfather was a World War II vet. I want to serve my country. I also want to do combatives for the Army. That is my goal."
Harnessing diversity to strengthen our sea services
Friday, July 30, 2010
by: CDR Glynn Smith
It was a privilege and honor to participate in the first joint National Naval Officers Association and Association of Naval Service Officers Professional Development and Training Conference held in Portsmouth, VA. I was thrilled to see the strong Coast Guard contingent, roughly 250 members, who attended the conference. I fully support and take great pride in the relationships I have with these two organizations.
The challenge from this conference is for us to harness diversity to strengthen our sea services – how can we recruit and retain a workforce that allows us to bring within our ranks and benefit from the diversity of people that are today’s America? The good news is that we have a comprehensive diversity plan that I am committed to implementing. I realize that having a plan is just the first step; we must now stand a taut watch to see our plan to execution.
The comprehensive diversity plan has five basic goals:
1) Assure a diverse workforce through all-hands commitment with leadership accountability;
2) Fully utilize communication and focus groups to improve workforce cultural climate;
3) Expand outreach to underrepresented populations;
4) Equitable hiring and career opportunities for all employees, and;
5) Optimize training and education to emphasize the value of a diverse workforce.
I am similarly committed to working to ensure that the Coast Guard is the service of choice for all Americans – that there is unfettered access for all who wish to join our ranks. Unfettered access allows for two things to happen. First, by reaching out into communities that may have not historically sought out careers in the sea services, we make these communities aware of the opportunity to serve. Second, our sea services get the benefit of an expanded group of potential members, with their unique individual competencies, capacities and experiences from which to select for service. Unfettered access results in more opportunity and more choice. The Coast Guard can draw strength and spirit from new prospective – informed by different heritages we can take new approaches, broaden our view of the possible, and by doing so we enrich our Service and one another.
One of the great contributions that affinity organizations like the National Naval Officers Association and Association of Naval Service Officers provide is assistance with enhancing diversity. During my tenure as Commandant, I will look to them for support and assistance in recruiting, developing and retaining a diverse workforce.
by: CDR Glynn Smith
It was a privilege and honor to participate in the first joint National Naval Officers Association and Association of Naval Service Officers Professional Development and Training Conference held in Portsmouth, VA. I was thrilled to see the strong Coast Guard contingent, roughly 250 members, who attended the conference. I fully support and take great pride in the relationships I have with these two organizations.
The challenge from this conference is for us to harness diversity to strengthen our sea services – how can we recruit and retain a workforce that allows us to bring within our ranks and benefit from the diversity of people that are today’s America? The good news is that we have a comprehensive diversity plan that I am committed to implementing. I realize that having a plan is just the first step; we must now stand a taut watch to see our plan to execution.
The comprehensive diversity plan has five basic goals:
1) Assure a diverse workforce through all-hands commitment with leadership accountability;
2) Fully utilize communication and focus groups to improve workforce cultural climate;
3) Expand outreach to underrepresented populations;
4) Equitable hiring and career opportunities for all employees, and;
5) Optimize training and education to emphasize the value of a diverse workforce.
I am similarly committed to working to ensure that the Coast Guard is the service of choice for all Americans – that there is unfettered access for all who wish to join our ranks. Unfettered access allows for two things to happen. First, by reaching out into communities that may have not historically sought out careers in the sea services, we make these communities aware of the opportunity to serve. Second, our sea services get the benefit of an expanded group of potential members, with their unique individual competencies, capacities and experiences from which to select for service. Unfettered access results in more opportunity and more choice. The Coast Guard can draw strength and spirit from new prospective – informed by different heritages we can take new approaches, broaden our view of the possible, and by doing so we enrich our Service and one another.
One of the great contributions that affinity organizations like the National Naval Officers Association and Association of Naval Service Officers provide is assistance with enhancing diversity. During my tenure as Commandant, I will look to them for support and assistance in recruiting, developing and retaining a diverse workforce.
Navy Warfare Commanders Talk Diversity, Mentoring
By Lt. Laura K. Stegherr, Diversity Directorate Public Affairs
PORTSMOUTH, Va. (NNS) -- A panel of warfare and enterprise leaders shared their perspectives on diversity with members of the National Naval Officers Association (NNOA) and the Association of Naval Service Officers (ANSO) during the organizations' joint professional development and training conference here July 27.
The group, composed of senior leadership from the surface, submarine, aviation, expeditionary, medical and cyber warfare communities, spoke to the nearly 300 Navy attendees on their personal experiences and challenges with implementing diversity within their commands.
Rear Adm. Michelle Howard, former commander of Expeditionary Strike Group (ESG) 2, represented the surface warfare community on the panel. Howard said having a diverse command staff while at Combined Task Force 151 aided in the success of one of the most high-profile Navy operations in recent history - the rescue of Capt. Richard Phillips of the U.S.-flagged merchant vessel Maersk Alabama.
"My chief of staff happened to be male at the time. My deputy, who was a Marine, happened to be male. My N2 officer was a female. My N3 was African American. My deputy N3 was a Reservist who was activated, who was Chinese American," said Howard.
"One of the key people in the process was a Somali interpreter who was a US citizen. Another key person in the process was a civilian who was a retired FBI agent who was doing a tour with the Amphibious Ready Group/Marine Expeditionary Unit," said Howard. "So when you talk about the surface community, the success of the Maersk Alabama was due to the officers and enlisted in those planning cells - and the civilians and Reservists."
"My staff looked a lot like this room," Howard added. "It reflected who we are in this country. So the sons and daughters of this nation did really well."
The commanders also talked about outreach and mentoring programs that they have implemented within their enterprises to promote diversity and inclusion.
Rear Adm. Richard O'Hanlon, commander, Naval Air Forces Atlantic, explained how naval aviators have a system in place to facilitate outreach to youth in new areas across the nation.
"Over the last few years we have really emphasized the outreach piece," said O'Hanlon. "We have a website available for aircrew to select their cross country destinations that would involve a stop by a school or an area that we want to market the Navy in, so that we can draw potential recruits in. It's been very successful. At least fifty times this year, we have visited places with aircraft and aircrew to talk about naval aviation."
Vice Adm. Adam M. Robinson Jr., surgeon general of the Navy and chief of the Navy Bureau of Medicine and Surgery, emphasized that this outreach should also begin before students even reach high school.
"The STEM [science, technology, engineering and mathematics] programs we need to support are the ones that begin in elementary school and that begin in those areas that are considered to be underachieving areas," said Robinson.
"What we have there is a wealth of intellectual talent that is rough and raw and ready to be harvested and refined," said Robinson. "And I'm talking about elementary school...I'm talking about first grade, and I'm talking about second grade, because we need to go and make sure that those younger minds have the opportunity to advance and to be cultivated into the types of leaders that this country must have."
Rear Adm. Thomas Meek, commander of Navy Cyber Forces, emphasized that outreach must also be undertaken by even the highest levels of Navy leadership.
"I'm here today because I felt it was important to talk about [diversity] and to be a personal example. And I'm going to encourage those who work under me and within my purview, within my domain, to do the same," said Meek. "If we're going to get this right in the Navy, we've got to confront it, we've got to understand it, and then we've got to take action on it. And that is 100 percent of our domain workforce that I'm talking to there."
"I think that I can continue to work this after I leave the Navy by talking about the Navy to my local community when I move back to Michigan, which is where I intend to go," continued Meek. "I can continue to go to high schools and to talk about their Navy and what the Navy is doing for them."
The panelists agreed that even with the many successes of diversity within the Navy, each of their commands is facing unique challenges.
"Diversity has been a big challenge for us," said Vice Adm. Jay Donnelly, commander of U.S. Submarine Force. "In the enlisted community we are in reasonably good shape with our diversity efforts. But in the officer community that is not the case. And so the efforts of my diversity programs have mostly focused on accessions of diverse officers."
"We're actually pretty healthy in the enlisted cohort, it's the gender in the enlisted cohort," said Howard. "The issue becomes moving women into the non-traditional ratings - hull technician vice yeoman gets to be the challenge."
The panelists also encouraged the conference attendees to lead the charge in diversity outreach.
"Our nation is such a diverse and glorious institution, and country," said Robinson. "And that's why it's important for ANSO and NNOA to come together, and that's why it's important to remember that it's not about how I as a three star perpetuate this, it's about how you will perpetuate this. You know, I'm fifty-nine, and I'm done, but there are people here who are just beginning. You've seen what I have done and you've heard what I have said. What are you talking about?"
NNOA and ANSO are sea service affinity groups dedicated to supporting the Navy, Coast Guard and Marine Corps in the recruitment, retention and professional development of minority officers. The organizations' inaugural joint conference runs until July 30.
PORTSMOUTH, Va. (NNS) -- A panel of warfare and enterprise leaders shared their perspectives on diversity with members of the National Naval Officers Association (NNOA) and the Association of Naval Service Officers (ANSO) during the organizations' joint professional development and training conference here July 27.
The group, composed of senior leadership from the surface, submarine, aviation, expeditionary, medical and cyber warfare communities, spoke to the nearly 300 Navy attendees on their personal experiences and challenges with implementing diversity within their commands.
Rear Adm. Michelle Howard, former commander of Expeditionary Strike Group (ESG) 2, represented the surface warfare community on the panel. Howard said having a diverse command staff while at Combined Task Force 151 aided in the success of one of the most high-profile Navy operations in recent history - the rescue of Capt. Richard Phillips of the U.S.-flagged merchant vessel Maersk Alabama.
"My chief of staff happened to be male at the time. My deputy, who was a Marine, happened to be male. My N2 officer was a female. My N3 was African American. My deputy N3 was a Reservist who was activated, who was Chinese American," said Howard.
"One of the key people in the process was a Somali interpreter who was a US citizen. Another key person in the process was a civilian who was a retired FBI agent who was doing a tour with the Amphibious Ready Group/Marine Expeditionary Unit," said Howard. "So when you talk about the surface community, the success of the Maersk Alabama was due to the officers and enlisted in those planning cells - and the civilians and Reservists."
"My staff looked a lot like this room," Howard added. "It reflected who we are in this country. So the sons and daughters of this nation did really well."
The commanders also talked about outreach and mentoring programs that they have implemented within their enterprises to promote diversity and inclusion.
Rear Adm. Richard O'Hanlon, commander, Naval Air Forces Atlantic, explained how naval aviators have a system in place to facilitate outreach to youth in new areas across the nation.
"Over the last few years we have really emphasized the outreach piece," said O'Hanlon. "We have a website available for aircrew to select their cross country destinations that would involve a stop by a school or an area that we want to market the Navy in, so that we can draw potential recruits in. It's been very successful. At least fifty times this year, we have visited places with aircraft and aircrew to talk about naval aviation."
Vice Adm. Adam M. Robinson Jr., surgeon general of the Navy and chief of the Navy Bureau of Medicine and Surgery, emphasized that this outreach should also begin before students even reach high school.
"The STEM [science, technology, engineering and mathematics] programs we need to support are the ones that begin in elementary school and that begin in those areas that are considered to be underachieving areas," said Robinson.
"What we have there is a wealth of intellectual talent that is rough and raw and ready to be harvested and refined," said Robinson. "And I'm talking about elementary school...I'm talking about first grade, and I'm talking about second grade, because we need to go and make sure that those younger minds have the opportunity to advance and to be cultivated into the types of leaders that this country must have."
Rear Adm. Thomas Meek, commander of Navy Cyber Forces, emphasized that outreach must also be undertaken by even the highest levels of Navy leadership.
"I'm here today because I felt it was important to talk about [diversity] and to be a personal example. And I'm going to encourage those who work under me and within my purview, within my domain, to do the same," said Meek. "If we're going to get this right in the Navy, we've got to confront it, we've got to understand it, and then we've got to take action on it. And that is 100 percent of our domain workforce that I'm talking to there."
"I think that I can continue to work this after I leave the Navy by talking about the Navy to my local community when I move back to Michigan, which is where I intend to go," continued Meek. "I can continue to go to high schools and to talk about their Navy and what the Navy is doing for them."
The panelists agreed that even with the many successes of diversity within the Navy, each of their commands is facing unique challenges.
"Diversity has been a big challenge for us," said Vice Adm. Jay Donnelly, commander of U.S. Submarine Force. "In the enlisted community we are in reasonably good shape with our diversity efforts. But in the officer community that is not the case. And so the efforts of my diversity programs have mostly focused on accessions of diverse officers."
"We're actually pretty healthy in the enlisted cohort, it's the gender in the enlisted cohort," said Howard. "The issue becomes moving women into the non-traditional ratings - hull technician vice yeoman gets to be the challenge."
The panelists also encouraged the conference attendees to lead the charge in diversity outreach.
"Our nation is such a diverse and glorious institution, and country," said Robinson. "And that's why it's important for ANSO and NNOA to come together, and that's why it's important to remember that it's not about how I as a three star perpetuate this, it's about how you will perpetuate this. You know, I'm fifty-nine, and I'm done, but there are people here who are just beginning. You've seen what I have done and you've heard what I have said. What are you talking about?"
NNOA and ANSO are sea service affinity groups dedicated to supporting the Navy, Coast Guard and Marine Corps in the recruitment, retention and professional development of minority officers. The organizations' inaugural joint conference runs until July 30.
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