Last week I spent time sitting down with my team defining my priorities and expectations.
Overall I have a group of young, impressionable Sailors to include my LPO (the linchpin).
Afterwards I broke out the white board and asked them to write down (amongst themselves), concerns they had about things that aren’t working well in the shop that they felt could be working better.
This is what we got so far.
One of the most interesting points thematically, is that of all the things on the board, not one by them was operationally related. You’ll notice that training, manning/wtrp, traditional/phys security, and gear status/qualifications were all added by myself and partner, the Info Sys Officer or their Chiefs.
This isn’t a knock on the Sailors. Instead, it’s a perspective shaping and training opportunity . The assignment was things they felt could be better and in their minds, these are the things. A few of them are quality of life themed and I truly believe that once I address and remove barriers, they will have additional bandwidth for more operational minded problem solving.
A few are the result of “Dunning Kruger” effect and we discussed this psychological bias as a team and how it affects us in real time.
For example, one of the concerns was they wanted to be “treated like professionals”. My response: professionals show up on time, handle routine admin, and don’t have to be hounded to train and qualify others on the team. And based on what I’ve observed since I arrived, we could use a little improvement in each of those areas.
In other words: stay humble, because we often aren’t as good as we think we are.
Wasn’t a palatable answer but a true one. They took ownership of the points I made and discussed among themselves how they would answer going forward with me agreeing that I would manage expectations by others outside the shop, provided they were being “professionals.”
One of my fave points: “TS/SCI and certified people are too important to clean and the Navy should consider having stewards like other Navies.”
This wasn’t in jest, it was a serious point. This resulted in a homework assignment about whether the Navy did in fact, have stewards at one point, why we went away from them, and what one particular mess cook/steward did in a time of crisis that resulted in us naming the newest Ford class carrier after him.
History and Heritage sets the Navy apart from other organizations for reasons besides just random trivia recollection. “Those who don’t know history are doomed to repeat it.”
This applies not just to lessons in battle, but also failed or ineffective policies.
It’s natural to feel apprehensive in situations like this about what your team doesn’t know, but I choose to reframe and relish it because it gives me a chance to shape them into the warfighters I know the Navy needs.
I plan to use this exercise as a baseline to establish a firm but assertive, empathetic but winning culture with my new team.
- Mal