Command At Sea

Command at Sea: the prestige, privilege and burden of command
By Joseph Conrad

Only a seaman realizes to what great extent an entire ship reflects the personality and ability of one individual, her Commanding Officer. To a landsman, this is not understandable - and sometimes it is even difficult for us to comprehend - but it is so!

A ship at sea is a different world in herself, and in consideration of the protracted and distant operations of the fleet units, the Navy must place great power, responsibility and trust in the hands of those leaders chosen for command.

In each ship there is one man who, in the hour of emergency or peril at sea, can turn to no other man. There is one who alone is ultimately responsible for the safe navigation, engineering performance, accurate gunfire and morale of the ship. He is the Commanding Officer. He is the ship!

This is the most difficult and demanding assignment in the Navy. There is not an instant during his tour as Commanding Officer that he can escape the grasp of command responsibility. His privileges, in view of his obligations, are almost ludicrously small; nevertheless, this is the spur which has given the Navy its great leaders.

It is a duty which richly deserves the highest, time-honored title of the seafaring world - Captain.

Lessons From The Ever-Observant

"You see, you and I don't live in a series of big, dramatic moments. We all live in an endless series of little moments. The character of a life isn't set in ten big moments. The character of a life is set in the ten thousand little moments of everyday life." ~Tripp, Whiter Than Snow

They are always listening. They are always watching intently and observing your every move. They know what kind of clothes you wear, what you drive, what you like to eat. They watch how you walk, talk, and carry yourself. You are under a microscope and a stethoscope. It's just the reality of being a leader - particularly on board a ship. While your buddies in the business world are able to fake a facade and keep up appearances for the 8-10 hours a day they are in the office – it cannot be done in the confines of a piece of floating metal, with ever-observing Sailors densely packed onboard, in the middle of the ocean for 6+ months. It just can't be done. We work where we live. There is no escape of examination. Sailors are very perceptive and great judges of character. Every moment. They cannot be fooled for long, if at all. You will be found out and known for who you truly are. The sea has a way of revealing the true nature of a person. Underway, if you are awake you are at work. If you are not horizontal, in your rack, then you are being employed - standing watch, walking your spaces, at your computer, or in meetings. And, rather you sleep or you work you are being watched.

I know this to be true. There I was somewhere in the middle of the Western Pacific, returning from deployment, having just pulled out from a liberty port in Australia. I was a young Ensign, underway, as the JOOD (Junior Officer of the Deck), standing the mid-watch (2200-0200), on the bridge of a Destroyer. The Conning Officer and I were leaning on the window sill near the alidade (the normal place to spend time on the mid-watch) talking about our last port and thinking about the potential of the next. [At this point it should be mentioned that I was the lay leader onboard and responsible for conducting all Sunday Christian services and Wednesday Bible studies – so, the entire crew knew I was a believer]. As the bow cut through the moonlit shimmering waves we talked. And as the Bible says, where many words are sin is not far – the idle words turned to gossip and disdain for another person. The name of one of our fellow JO’s became the focus as we began talking trash about him. We were carrying on, in whispers, about how Ensign Jones would show up uninvited on the quarterdeck and annoyingly tag-along with the group of us wherever we went. The conversation continued to worsen (as such things tend to do) until I decided to meander out to the bridge wing to check the contact picture. On my way back in, as I’m stepping through the hatch, pausing to pull the handle shut behind me, I hear a sweet quiet voice come from the dark area near the helm. A young, Christian girl (who had once sought me with deep spiritual questions), Seaman Smith, was the helmsman and begins to ask me a most haunting question. Without malice, in her gentle southern draw, she says, “Excuse me, Sir.” I respond, “What is SN Smith.” She continued, “I was just wondering, Sir, what do you suppose Jesus would think?” Unaware, I asked “About what?” Her response still reverberates in my soul even as I write this . . . “About what you were saying of Mr. Jones.” Dumbfounded and ashamed I stood crushed under the conviction of those words. I still feel pain as a lump fills my throat and tears come to my eyes when I think back on that brief moment. I wish I would have responded in godly repentance, instead I was frozen and stunned by my sin. SN Smith was God’s mouthpiece that night. Certainly, the character of a life is set in ten thousand little moments of everyday life. Witness, which is to say Christian credibility, can parish like bio-luminescence off the ship’s bow. You are always being observed.

Insufficient

[The picture to the right exemplifies my assertions, failing to focus on the most vital part of this foundational verse]

Servant Leadership is insufficient to describe how Christians are to lead in the military. Here is a brief synopsis of the theory:

The phrase “Servant Leadership” was coined by Robert K. Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, he said:

"The servant-leader is servant first… It begins with the natural feeling (really? natural?) that one wants to serve, to serve first. Then conscious choice (or the Lord brings it about) brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature."

"The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served (here's the main fault!)."

Virtually every Christian organization refers to leadership as being servant leadership, though they may be unclear on exactly what it is that is being supported (for military ministries this may be especially true). Servant leadership is fundamentally impractical for military leaders who have the distinct duty of prioritizing the unit’s mission above their subordinate’s needs and desires (to include the requirement of those individuals to give their lives for unit/national success). After all, how is asking a person to engage in mortal battle or (the other extreme) to clean the head, ensuring that their "highest priority and desires" are being served? Furthermore, how is requiring your followers to go to sea for extended periods, away from their families, and risk their lives serving them? We have to think about what we are saying - words matter. Christian military ministries repeat the need to be servant leaders, failing to define it, leaving it to ignorant interpretation, or subjective individual adoption of the impractical and clearly unChristian model provided by Greenleaf (that's if most people even pause to consider what they believe and how it impacts the way they lead for Christ). To advocate an unaltered Servant Leadership model for military leadership causes confusion and exasperation for Christians sincerely seeking to do God’s will and glorify Him through their service. Often these ministries, while well intentioned, as equipping organizations to Christian military leaders provide insufficient practical and relevant material while advocating a less than Biblical model for how to lead where they have been called. This is not done purposefully; yet accomplished none-the-less through failing to define the terms on which so much of what they advocate is based. The faulty assumption that everybody understands what is being said leads to a multitude of methods for execution, to include the common action of inaction. Essentially, there is a gap between what we say we believe and what/how we do it. My hope is that this blog will be part of the conversation that will help to bridge that gap for many Christian leaders, thereby enabling them to establish a solid foundation based on a fully Christ-like model of leading in service to the King while wearing the uniform of their nation’s military.

60 Second PhD in Leadership

This is worth the time.

Little Book of Leadership Powerpoint

View more presentations from PhilDourado.

Command At Sea

Command at Sea: the prestige, privilege and burden of command
By Joseph Conrad

Only a seaman realizes to what great extent an entire ship reflects the personality and ability of one individual, her Commanding Officer. To a landsman, this is not understandable - and sometimes it is even difficult for us to comprehend - but it is so!

A ship at sea is a different world in herself, and in consideration of the protracted and distant operations of the fleet units, the Navy must place great power, responsibility and trust in the hands of those leaders chosen for command.

In each ship there is one man who, in the hour of emergency or peril at sea, can turn to no other man. There is one who alone is ultimately responsible for the safe navigation, engineering performance, accurate gunfire and morale of the ship. He is the Commanding Officer. He is the ship!

This is the most difficult and demanding assignment in the Navy. There is not an instant during his tour as Commanding Officer that he can escape the grasp of command responsibility. His privileges, in view of his obligations, are almost ludicrously small; nevertheless, this is the spur which has given the Navy its great leaders.

It is a duty which richly deserves the highest, time-honored title of the seafaring world - Captain.

Fruit Stems From Root

All behavior is fruit rooted in the thoughts, ideals, and values (i.e. worldview) of the individual. Therefore, would it not be the focus of an effective leader to seek change in this area first with little concern for behavioral effects? In a spiritual context Jesus said, “every good tree brings forth good fruit; but a corrupt tree brings forth evil fruit. A good tree cannot bring forth evil fruit, neither can a corrupt tree bring forth good fruit” (Mt. 7: 17-18). Similarly, Paul states, “be transformed by the renewing of your minds” (Rom. 12: 2). While behavior may be a secondary concern, the successful leader will discern the heart of the issue creating a barrier to productivity and begin to develop redemptive change to the underlying flaw inherent in the worldview that is causing the problem. As the folks at CCEF like to say, to begin with behavior would be like gluing healthy fruit on a sick tree; for a time the appearance of change would exist, but eventually the individual or organization may find themselves worse as the root issues become increasingly entrenched. Productive behavior may be beneficial for this short life, but my position of authority has been granted to advance the more eternal things of the Kingdom. Character development in our followers is critical as a leader, while preferential behavior may be a naturally occurring byproduct. Leadership founded on behavioral change will be categorically ineffective in bringing about persistent change in an individual or organization (i.e. division, department, watch section). The Law demonstrates man’s inability to change until the heart is renewed. Pursue heart change, lest we “whitewash the tombs” of the Sailors that we are called to lead.

Covenant Leadership

"²⁶But you are not to be like that. Instead, the greatest among you should be like the youngest, and the one who rules like the one who serves. ²⁷For who is greater, the one who is at the table or the one who serves? Is it not the one who is at the table? But I am among you as one who serves." Lk. 22:26-27

When Admiral Vern Clark was Chief of Naval Operations he instituted a formal Navy program called “Covenant Leadership”. The premise is Biblical in nature and applicable because of the oath that every service member makes upon enlistment. He believed that they promised to obey those appointed over them and in return the Navy’s leadership was required to enter into a contractual understanding in which they promised to serve their subordinates. He formalized the program through written guidance, establishing a clear mandate and expectation on behalf of both parties that strengthened the Naval service through a foundation of objectively defined terms and trust. He then ingrained the covenant into the core values, his guiding principles, and the organization’s culture. To further encourage the adoption and exercise of the covenant by both followers and leaders alike he linked it with an area of rating on performance evaluations. The Admiral knew how to implement his ideas. Do you serve as one promised to serve those who have promised to serve the organization? Jesus served us before we agreed to enter into covenant with Him (He was the initiator). Jesus serves us, even now, when we have some understanding of the covenant we have been called to, but continually break it/fail to honor it. How does understanding the Covenant aspect of the Gospel (God as pursuer, covenant maker, promise keeper, and servant-King) influence the way in which you functionally lead?

2 Highlights

A couple of sites to pass along in case you miss them in the sidebar:

Fixed Point & Seeking 7: This type of ministry/conference is what I am passionate about (but, oriented and focused on the military context). This blog is my attempt at being part of equipping military believers for bold Christian leadership where they serve. To that end, I believe that equipping the organization's leadership is the most effective way to impact the military culture they operate in and induce transformation in the hearts of the people that comprise the military society they guide. Here is what they say they are about, "Seeking 7 is an initiative to mobilize a generation of Christians with the requisite boldness to proclaim and defend the Gospel in an increasingly hostile world." I want to be part of something like that!

Magnify the Cross in the Military: Isn't this what it is all about? I am in the process of drafting a post that describes Christian counseling as leadership. Counseling and leadership are synonymous for the military leader - Biblical counseling and godly leadership are synonymous for the Christian military leader. Here is an excerpt from the link: "teaching them how to emphasize the supremacy of Christ and his cross in counseling troops. Even though he is specifically speaking about the military chaplain, these are truths that all believers are called to live out."

The 4 C's of Leadership

From Regent University's Inner Resources:

Dr. Winton writes a very thought provoking article. Here are a few highlights worth pondering, he writes there are 4 essential aspects of leadership:

- Calling (doing what God wants you to)
- Competence (being good at what you do)
- Confidence (knowing what you can accomplish in the context)
- Character (“good” traits)

The point of contention is that he asserts that character is the least important of the four pillars of leadership (note: he is the Dean of the school of leadership at a Christian university). "The paper draws from both Old Testament and New Testament examples of success based on each of the four Cs. The premise of the paper is that with each successful level of the four Cs, greater success happens. An organization’s leadership development program may be informed by this paper in that developing-leaders should first be filtered/selected by their sense of calling, followed then by education and training to increase their competence. Then, developing leaders can receive counseling and education to increase their confidence and finally, developing leaders can be coached, measured, critiqued, and developed in character traits." I'd enjoy hearing your thoughts - he sure does make a Biblical case for his submission.

Read the full paper here:
The Four C's of Christian Leadership

Making Men-Catchers

The following post is adapted from The Resurgence that is adapted from Charles Spurgeon's sermon notes, which are in the public domain.

Matthew 4:19: And he said to them, "Follow me, and I will make you fishers of men."

Our desire should be to be men-catchers as we lead; and the way to attain to that sacred art is to be ourselves thoroughly captured by the greatest Leader and the One who has captured us. When Jesus draws us we shall draw men. The man who leads souls is like a fisher upon the sea. A fisher is dependent and trustful. He is diligent and persevering. He is intelligent and watchful. He is laborious and self-denying. He is daring, and is not afraid to venture upon a dangerous sea. He is successful. He is no leader who never leads anyone. See the ordination of successful leaders. They are made, not born; made by God, and not by mere human training. See how we can partake in the Lord's work, and be specimens of his workmanship: "Follow me, and I will make you."

P.S. Scroll over any verse citation on this site and the full Bible verse referenced will pop up (I've added "reftagger"). Here's an example: Josh. 1:6-9

Standards Through Sincerity

From "Cut of His Jib:"

"Unless and until officers conduct themselves at all times as officers, it is useless to demand and hopeless to expect any improvement in the enlisted ranks. Matters of correct attitude, personal conduct, and awareness of moral obligations do not lend themselves to control by a set of rules or to scientific analysis...Many methods of instruction and different approaches to teaching them will present themselves. Each naval officer must consider himself an instructor in these matters and the future tone of the naval service will depend on the sincerity which he brings to this task."

Admiral T. C. Kinkaid
United States Navy
1947

Being a Great Division Officer (Part 6)

The goal and intent is to increase in credibility as a professional and a leader. Credibility is the key – there are essentially 4 pillars (4 C’s) to effective/credible leadership as a Naval Officer:

- Competence: Technical & Tactical expertise, operation of your watch station, oversight of maintenance, and qualifications.
- Communication: non-verbal (i.e. military bearing), written (i.e. e-mails, CASREP, messages), verbal, and most importantly listening. Be positive and encouraging almost always! Communicate with your Department Head often. They want to know what is going on with you and your Division.
- Care: care for the ship’s mission, demonstrate it in high quality work (no matter how menial the task seems), possess initiative (have a vision for things that need done, anticipate your boss’s next need), care for your shipmates (influence them for good, ask how they are doing, share information, encourage them), be a role model/mentor for those that may be subordinate to you, and always work as a team - with your fellow DivOs, your Chief, and your Sailors.
- Character: moral judgment (at work and on liberty - you are being watched), in your relationships (boy/girlfriend, spouse, family, friends), finances, and physical fitness.

Being a Great Division Officer (Part 5)

“Be completely humble and gentle; be patient, bearing with one another in love.” (Eph. 4:2)
“Others have done the hard work, and you have reaped the benefits of their labor.” (Jn. 4:38)

- Be patient. With people and the accomplishment of your personal agenda.
- Think the best of others. Sailors will rarely disappoint; they will almost always exceed expectations. Look for excuses to reward them.

Being a Great Division Officer (Part 4)

"But just as you excel in everything—in faith, in speech, in knowledge, in complete earnestness and in your love . . ." (2 Cor. 8:7)



This is part 4 of a series intended to equip tactical level leaders for excellence upon appointment to their position of responsibility.

- Be knowledgeable. Know your people holistically – who they are on and off the ship. Know who and what is important to them and then remember to talk to them about those things. Assess your people and know their strengths and weaknesses in order to employ them effectively. Know your equipment and programs. Know 3-M, OMMS-NG, DC and every critical program you are responsible for. Be the subject matter expert.

Being a Great Division Officer (Part 3)

"Be diligent in these matters; give yourself wholly to them, so that everyone may see your progress. Watch your life and doctrine closely. Persevere in them, because if you do, you will save both yourself and your hearers." (1 Tim. 4:15-16)

"Examine yourselves to see whether you are in the faith; test yourselves." (2 Cor. 13:5)


Part 3 of a series focused on leadership at the divisional level.

- Lead by example. As a Division Officer your ability to lead is predicated on solid and consistent self-leadership. Make sure you are where you are supposed to be, when you are supposed to be there, and you have high standards of personal appearance. Never be late or accept tardiness. Be the example of character and morality on and off the ship.

Being A Great Division Officer (Part 2)

And how can they believe in the one of whom they have not heard? And how can they hear without someone preaching to them? . . . "How beautiful are the feet of those who bring good news!" (Rom. 10:14-15)


This is the second in a series on being a great Divo. For the Christian being great as defined by the organization (i.e. the Navy) ensures that we earn the right to be heard. Remember you must be good news to earn the right to tell the Good News.

- Be present. Lead by walking around. The best way to get to know your Sailors and your job is by putting boots on deckplates.

Humility from Harvard

3 Tips for Demonstrating Humility - HBS

Effective leaders need to be mindful not only of their accomplishments, but of their character as well. Humility is a key aspect of character. Here are three ways to step out of the limelight and let others shine:

1. Temper authority. Don't use authority just because you have it. Encourage your people to make decisions, set their own goals, and take responsibility as often as possible.
2. Promote others often. Grooming talent is good for your organization and for you as a leader. Promote people around you, giving them opportunities to match or even surpass your success.
3. Acknowledge the accomplishments of others. If things go well, give away the credit. If things go poorly, take the fall. This humble approach will ensure your team rallies behind you.

Being A Great Division Officer (Part 1)

The first in a series of thoughts on being a great Divo.

Below are a few recommendations for succeeding as a naval leader.

- Be humble. Everything good and beneficial in a leader stems from humility. You are at an early point in your career in which you must be teachable and ever-learning; humility is required.