This html article is produced from an uncorrected text file through optical character recognition. Prior to 1940 articles all text has been corrected, but from 1940 to the present most still remain uncorrected. Artifacts of the scans are misspellings, out-of-context footnotes and sidebars, and other inconsistencies. Adjacent to each text file is a PDF of the article, which accurately and fully conveys the content as it appeared in the issue. The uncorrected text files have been included to enhance the searchability of our content, on our site and in search engines, for our membership, the research community and media organizations. We are working now to provide clean text files for the entire collection.
You can be driven— or you can do the driving!
Washington duty, second only to sea duty, is the common denominator of a successful naval career—if you measure success in terms of command, as I do—and not just a single command, but several. The Pentagon is the fast lane—the roundhouse where almost all tracks en route to major command, flag rank, big decisions, and higher responsibility cross.
Many avoid Washington duty. They are doomed to find success elsewhere than in the naval service. Some come to Washington dragging their heels and sucking their thumbs. Thus handicapped with an abysmal attitude problem, they grump, count the days, ignore the possibilities, and move on eventually to something besides success. Some come in bright, get burned early, and then hide or get an early start on a second career. Others receive good guidance, acclimate, adapt to the environment and the strange inhabitants and practices—and survive. They survive to return to sea and, ultimately and unavoidably, to another tour in the Pentagon, or close by.
Three tours and four billets on the staff of the Chief of Naval Operations (CNO) have provided me opportunity, experience, and instructive guidance from accomplished bureaucrats. These are the bases of a survival guide I have been working on for years. It is a guide composed especially for the young warrior who aspires to command but is reluctant to give up the waterfront for duty in Washington. The route to success means that the warrior must seek and assume a tough Washington job, and put these starter guidelines to work. The believer will stay on track for major command and the duties of senior leadership in the naval service and, simultaneously, contribute to the improvement of our Navy and our ability to support the national strategy. In so doing, this officer will feel good, be successful, and have fun.
The Guidelines
Family First: This is easier said than done. The demands of Washington duty are great. But the environment and communities around the Beltway are as good for family living as anywhere. Housing isn’t cheap, but it is both good and abundant. The schools are among the best in the country. Washington hums with an unsurpassed range of activities well suited for the whole family. The area abounds in historical markers, parks, museums, woods, mountains, lakes, rivers, and bays. Spousal employment opportunities are unexcelled. The climate is varied with a touch of all seasons. Washington is a great place for family living.
The dilemma is how to do your duty both at home and at work. How does one take the time to smell the roses and stay on the fast track? Not to worry. Thousands of naval officers and their families have accomplished this feat and will testify to the merits of Washington duty. They are the examples to emulate. The hardest of hardchargers will log work weeks of between 50 and 60 hours, which means they are up and out by 0600 and home by 1900. Weekend work is not the norm and is usually required only when attacking a major flap. There is slack in the system for days off and leave, and every leader pushes to get his
people out of the office when the demands are light. is abundant time for the roses, the family, and l^e Don’t Lose Your Smiley Face: If you actively Pur^ duty in Washington by including a few choices on y duty preference card, you set a positive tone that wu you in good stead. You become a volunteer. Volun e usually approach a job more aggressively and post ^ than draftees. Detailers love volunteers—and so do 01' e bosses! By volunteering, you signal a readiness to c^ hard and identify yourself as being able to absorb the 1 culty and frustration that inevitably accompany an asSl^ ment in the wild Washington arena. A desire to something good happen for the fleet is in the heart a,y mind of every warrior sent to Washington. Unfortuna ’ few will satisfy this desire. Maintaining a positive tude, enthusiasm, and a smiley face, therefore, become awesome challenge. Don’t despair. Prove that you ^ above the adversity imposed by the walls and *aye^onS bureaucrats and the maze of legislation and instru ^ that thwart change. Attack and keep on attacking-^-"^tu- smiley face. If you lose this drive and your positive tude, the rest of the guidelines are meaningless. D j expect to have a great impact on the system. You probably only be able to measure your contribution to fleet with a micrometer. But, don’t give up—or lose y smiley face. uf
Take the Toughest Job for the Toughest Boss. ^ ^ homework before you ask for a Washington tour J you would for a fleet assignment. Some jobs are on ^ fast track, and some are not. Seek advice, make >'°a£f quest, and lobby the prospective Washington boss by and, when possible, with a visit. Go for the job tha been good to predecessors. You will want to be where hottest issues are discussed and the toughest decisions ^ made. On your first two tours, you will probably D action officer detailed to dig up the facts and develop * ^ natives for your boss to use in these discussions. You ^ to be where the action is so you can shine and y°“ u, learn. This may not happen in an easy, low-risk, water basement billet. Go for the tough jobs, and bust . for the fleet. The growth of your intellect is the end P -s uct of a Washington tour; expansion of your poten the goal. This occurs in any billet where you are wo - around, with, and for the top leaders. ($
Know Your Program: First and foremost, you m the expert in your basic assignment. Study, read, information, absorb, educate yourself, and analyze- your experience and trust your instincts. Develop an an up-to-date set of fact sheets and point papers that i ^ porate the best and most pertinent material available ^ where in town. These are your ever ready, fast f,rs^f(j swers. Ask everyone else involved in the pr°grarn js questions. Zero in on the issues and find out who s . where—and why. Be prepared to stand up and be cou ^ on short notice. Be prepared to look the CNO a? ^ Secretary of the Navy in the eye and provide them wi ^ facts, the truth, conclusions, and recommendations- prepared to handle their toughest questions. tc(i
Don't Wait for the Phone to Ring: Too many top'n warriors come to town expecting the world to beat a F
- —iuuia.
Ponge Then Attack: Soak up all the information and Pertise you can As ,
:ctures
Ijaeir^00r in search of their input. This normally doesn’t tim^Cn °^'cer w^° passively takes station, marks e, and expects to be coddled will wither and die. The ceessful officer will work to fathom the system, culti- e resources, and make good things happen. He will theC°Ver creciib*e movers and shakers and will win f0r'r confidence by sharing and developing ideas and in- Wil^tl°n in a mutually beneficial exchange program. He j ra'nstorm for a broader view, and among his most contacts will be warriors on the waterfront. He ec)uah Wa^S Proc*uce a Pro(iuct that has the fleet in the
ph^'S|.°^icer will have his predecessor leave him his pal nC *St’ as We^ as ^'s ^^es> and brief him on his princi- to C°ntacts—at aH levels. Courtesy calls are a good idea 0D i16'1doors early. It takes an active effort to keep them sour1 ™orrnati°n is life’s blood in Washington. Reliable D rces °i information require cultivation and nurturing, ess p°Pment sources and contacts is a cumulative proc- be th rien<^s made on one tour will, for the most part, still ere for subsequent tours
t' OUdR up ail lilt 111IU1 nicitiuii auu
lectur lse y°u can. As soon as possible, attend the OP-90 arcs on the Planning, Programming, and Budgeting par(ert1' This is the basic framework used within the De- grai^nent °f Defense for conducting business. This pro- lnciudls a must for every entering or returning warrior, the h-°ff*cers- The course is always current, and -i-ts are unsurpassed in providing the basics and but |CS' Tamiliarize yourself not only with your program, idea3 S° 'ts sta^ members. Find out who has the best NeyS 3f ^ See^ ^e*r advice. Sponge. Get the fleet input. Weaer 0ITet that the real Navy is outside the Beltway.
fie t*1C resu^ts °f y°ur search into your own ideas. ane . °^: To be effective, a Washington staffer must be shuffltlVe Part'c'Pant. It is not enough to hold a horse, hold C PaPers’ or keep a set of files up to date. Space t'ces^v ar*d water treaders drown, and nobody even no- Uct ou w'h be expected to produce. Getting the prodam ^°Ur e^ort mduded in the decision process is not
t*rni(J1Ut'C’ however; ’t requires a bold approach. A lot of eVen PeoPle get washed away in Washington. To have ■ndu f ITUn'mal impact on the system, you must be smart, SenjS nous» and bold in the presentation of your ideas. guts°r leadership is ever vigilant for the officer with the inp Ullt ^ra'ns t0 emerge and to be heard and seen think- ttlake'Vnt*n^’ anC^ saymg the right things. Performance as w ?or breaks your professional reputation on this scene a se as on the waterfront. “Fortune favors the bold,” is q1 *n8 principle that will work wherever you go. appe°,J' (~’£t ^unne^ Vision: Nothing is as simple as it first but |*rS | ^ move often defies understanding on the surface age ,°°,s much better when related to the “hidden the i a Unc*cr way on other levels. Familiarity with all Play SSUes a program and where the major individual sj0ners anc^ organizations stand on each expands your vi- Port • ena*3*es you to sidestep opposition, enlist sup- an(j ’ lmProve persuasion, and provide a fully developed but kUSC*u1 Product. Don’t be hasty. Speed is important, eep your eyes open and brain engaged, ever ready to include all the pieces in developing a response. If you know your program and are getting up early, staying up late, and hustling in between, you should have no trouble with tunnel vision. Quick and accurate recall of the specifics of a program and what is happening on all levels is perhaps the single most important capability for an officer in Washington to develop and maintain. Akin to the ability to see all sides is the ability to see far ahead. Officers who can focus on the long range while working on a near-term problem quickly endear themselves to their leaders.
Give Credit Where Credit is Due: Point papers are a principal product and input for the heavies (or “E-ring elephants” as they are sometimes affectionately called in the Pentagon) to use in reaching decisions. A foul practice is to update somebody else’s research, put your name in the upper right hand comer, and go to press. This is the kiss of death. It seriously erodes your integrity, credibility, and professional reputation. Use of others’ work, just as in all research projects, requires proper credit. You are expected to use all possible sources of information, analyses, and ideas, but you must give the proper credit.
Don’t Embarrass a Senior: No surprises. If you provide your leader with a brief or paper that challenges another leader’s view, ensure that your counterpart working for the other leader is fully informed in a timely manner on your line of thought and conclusions. An honest difference
. . . get a 1967 Dodge Dart, install a superb sound system, have railroad ties attached to both bumpers, and hit the road in the crunch hours playing Richard Wagner overtures at max volume.
early and seek the formal training and billet assig
nments
rtunity whil6
eral P. X. Kelley, regularly uses the one-liner:
want a friend in Washington, get a dog.” A twist on this the development of a wingman to play “Mutt” in a Y and Jeff” approach to conducting business in Washing This works to all sorts of advantages. First, business
other staffs, including the Office of the Secretary
is encouraged but take all precautions to ensure that the other side has the time to consider your leader’s position and to reinforce his own before putting the issue before the heavies. Embarrassing a senior admiral by delivering an unexpected spear during a high-level decision meeting is bad form. The base surge will more than offset the temporary and transient satisfaction of making a point in high circles. We are part of a team and not adversaries. Issues have sides, and spirited discussion and debate are a way of life. But, one-upmanship by playing a hidden card without warning serves no good purpose in this process. A wounded elephant can be real mean.
Support Your Boss: Loyalty. Find out what your leader wants and give it to him. Not blindly—give him the benefit of your ideas and inputs during the discussion preceding a decision. Once the decision is made, charge hard to make it work. It is the same at every stop in your military career. There is one notable difference in Washington, however—most of the jobs are in areas outside an officer’s warfare specialty. In these cases, officers are working for officers from a different community or different service, and they are frequently required to execute decisions that step on the toes of the senior admirals of their own community or service. There is no room for divided loyalty. Your boss comes first. This leads to delicate situa
tions that require the finest footwork, sense of tact, an discretion. Good judgment will keep you from getting caught in a career-limiting crossfire. Staying in touch wi your community leadership and providing information generally encouraged and expected. But, when in dou • let your boss do the informing. You work for him anc* n<?j: your community. He will appreciate your problem and, you give him loyal service, he will go the last mile 0 you. Also, leaders in the Navy’s warfare communities a the other services understand this dilemma. Just do y° job—loyally—and don’t think too much about the conse quences. Trust your boss, and trust the heavies in y° community and the other services. ...
Support Your Troops, Too: Just as in the fleet, you vV1^ be working with civilian and military people who will glV you blood, sweat, and overtime without pay. Stroke the regularly, especially the people who work directly * you. These are among the vital supporters who will be ° the scene for your subsequent tours, ready to pick UP where the association left off. Loyalty up, down, and si ways. .
Work Your Subspecialty: Warriors get old. When t ^ happens, it is handy to have a skill in addition to a war a specialty that the Navy can use. Major command, sequeh tial major command, and flag selection are largely ma on the basis of performance-proven potential. Washing is chock-full of opportunities to acquire the expend* necessary to attain a proven subspecialty. Set your sig you need to achieve this goal. Stay alert for an oppoi to complete a joint duty assignment, too. And, ^ you’re at it, take advantage of the unsurpassed fl°"J information in Washington to build your professional brary as well as your knowledge and reputation.
Master the Mechanics: Computers and word process ^ sit on virtually every desk in Washington. In fact, one the Navy’s long-range goals is to make all of our ship “paper free.” A revolution is under way from which t computer literate will emerge victorious. The bell tolls the old boys who refuse to take a strain and learn the ne language. The advantage computers provide the ambit*0 staffer cannot be overestimated. These skills can learned and honed very quickly in Washington. There a other mechanics that can only be learned here—how to S Navy programs in the budget and under contract and °° lars to the fleet and providers of support for the fleet, mechanics of this process is a skill. Good apprentice d : followed by a journeyman tour is appropriate experien for a master billet. The Navy that goes to sea and is rea to fight relies on the Washington warriors who have m tered the mechanics of planning, programming, budg ing, and acquisition.
Get a Mutt: Former Marine Corps Commandant, Ge
... “if you of De' fense and congressional staffers, is best done with a wine
You 'h °rt*Cr t0 *ceeP record straight on who said what, devel UVe 3 w*tness’ Just *n case some sort of confusion lift th°^S ^econ^’ two heads arc better than one, and up- p0rte °f the discussion. And, perhaps most im-
thinR11 ' teaming up” you allow each other time to tfibut rCCa^’ and reorganize inputs as you alternately con- first 2 t°ltJle discussion. Finally, recall is enhanced and a leader^ memo ^or [hc record” can be drafted for your record” 0 reSanT concise, meaty ‘‘memos for the shine tr'P reports” are good ways to let your light
anYth' > 6 SUre *snt ^ow wattage. Also, assume that
ifibut'T PaPer W‘H he widely and uncontrollably dis- c°nfid . rou8hout 'he Washington arena. Secrets and EniCm't 0*3servat'ons are hard to keep fenced. and on^ Highway: No less than one, possibly two,
sPent' 3 Snowy day, as many as five hours per day will be a fact'Vrf C^‘iSe ar|d combat on Shirley Highway. This is s° yQ ° *'e; There are several ways to handle the problem
Work^ °n 1 *ose ^our srnilcy face either on the way to
Way ^ S° ^ou can grump your way to oblivion—or on the do "n S° ^°U Can al'enate y°ur family, including vides ^ ^ne Way's t0 livc where the traffic pattern pro- lin- a’ternate route. Unless this is Crystal City or Ar- fi°Weve'r v ^hably will not solve your traffic problem, car nr> [’ ^0U may need another course. Mass transit and If ° s bypass the problem.
Vou w<i|1 Want to drive by yourself and avoid the crowd, the rush ur ^ t0 °n roac^ hy 0600 in order to beat ing on ear*y start’ my * 3 miles (or ten depend-
20 min01^ route^ during my last Washington tour took me evenin utes- If you work until 1830, you will be behind the y°UrseffCrUnC^ ^ &ot fi°me m 30 minutes). If you drive by Pcrb s ’ "^°U s^ouId get a 1967 Dodge Dart, install a su- fiamper^11^ S-fslem’ have railroad ties attached to both Ric^yr’ and h't the road in the crunch hours playing agner overtures at max volume. Tailgate and do not let anybody make a run on your turf. For an interesting diversion, you may want to make an effort to edge out a few loose-running Mercedes, BMWs, Porches, and 300 ZXs. The ride is not relaxing, but it does leave you smiling and ready for anything, both at work and at home. It is a great way to keep your smiley face and simultaneously maintain the combative warrior spirit.
Don’t Stay Too Long: Get in, hustle, give it your best shot, and return to the fleet. Drop an anchor in Washington and you can kiss the operational side of the Navy goodbye. Some great warriors have sheathed their swords by choosing to stay in Washington for back-to-back and prolonged tours. Warfighters need tours in Washington, but a tour longer than three years may be too much time away from the fleet during the pre-flag years. Moss grows fast in Washington.
These guidelines are not all-inclusive, but they do constitute a good starter list for a tour in Washington. I’m sure of that—I had them chopped by some heavies (another survival technique).
Admiral Taylor attended the University of Maryland prior to enlisting in the Navy as a Naval Aviation Cadet in 1956. He completed flight training in 1957. He has served on extended tours as a light attack tailhooker in four light attack squadrons and has flown from 13 different carriers, including 200 strike missions over North Vietnam. Admiral Taylor graduated from the Naval Postgraduate School with a BA in International Relations and also from the Army War College at Carlisle Barracks, Pennsylvania. He has completed several staff tours. His command tours include Attack Squadron-46, Carrier Air Wing Three, the USS Kalamazoo (AOR-6), and the USS Coral Sea (CV-43). In August 1984, he assumed duties as Special Assistant to the CNO. From May 1985 until March 1987, he served as Director of the Operations Division in the Office of Budget and Reports of the Navy Comptroller. He is currently Commander, Light Attack Wing, U. S. Pacific Fleet and has been selected for promotion to rear admiral (upper half).
“Sighted Sub . . . Thanks All the Same”
Commander Michael Badham’s lively tale of periscope perils (“Scratch,” July 1986) brought back strong memories of our 1953 ASW exercise in WestPac, with a Guppy diesel boat.
Our search line of destroyers was midway through a pre-dawn 90° “Turn Sugar” when sonar reported a contact, and at the same instant a lookout spotted a periscope—dead ahead and close aboard! “Oh Jesus bloody Christ,” so to speak.
We immediately came hard right with full rudder—jumping the gun on our scheduled execution of the turn—while hastily advising the rest of the force of our intentions. This quick action avoided the messy aftermath of explanations, recriminations, hearings, findings, and other unpleasantness that might be expected to accompany the ramming of a friendly Guppy. But our reward for this good deed came at the exercise critique a week later, when the sub skipper blandly claimed that he had sunk us!
That was pretty sorry, but no worse than our experience in an earlier ASW exercise, in which the target submarine evaluated all our attacks as wide of the mark—and then surfaced with a hedgehog stuck in its sail.
Dale Tapp
(The Naval Institute will pay $25.00 for each anecdote published in the Proceedings.)