1. On 20 March I relieved an extremely competent officer as Commanding Officer of Jollity. The remarks made herein reflect in no way upon the performance or policies of my predecessor, in fact you will find in most matters a marked similarity in policy expressed. However, I should feel remiss in my duty if I did not present each of you with a general statement of my policies and principles at this time in order that you may fully understand and implement them.
Concept of the Problem
1. Most of you have been in the service but a very short time. You have become naval officers for a variety of reasons. Some of you, I hope, intend to remain in the Navy as a career. I sincerely commend serious consideration of this matter on the part of each of you. There can be few pursuits more rewarding than serving one’s country at sea. These rewards are admittedly largely intangible but so are the principles to which our country and accordingly we ourselves are dedicated. However, no matter if you are in for three years or thirty remember your obligations to the Navy as long as you are wearing the uniform. Let pride in yourself, in your service, and in your ship be a part of your daily living and let this be readily apparent to all hands. Do all you can to inspire the same attitude in your subordinates. If you sincerely try, you will not fail. Cheerfulness is another golden virtue and the genial wardroom can do much to lessen the personal hardships imposed by our forthcoming distant duty. Take a positive attitude toward your duties. Think about the ways in which a task may be accomplished rather than the many reasons which make it difficult or impossible. Remember Jollity and each department in her is a “Can Do” outfit and that I personally reserve the right to say that we can not accomplish a designated task or meet a stipulated deadline. Loyalty to your ship is loyalty to yourself as part of her company, and conversely a reflection upon her is in part directed at you.
2. I would like to comment briefly on the value of your word. The Navy must perforce attach absolute reliance upon the validity of the word of its commissioned officers. It is one of the precepts which distinguish the naval service as a “way of life” rather than a “job.” Do not certify any statement, sign a log or a hull report, or make any report unless you are certain that the contents are correct and that you have complied with the matters which you certify by your signature or declaration. Always in your dealings with me admit freely that you do not know rather than deliver some misleading affirmation.
3. I expect each of your to display initiative in the solution of the ship’s many problems. Make every attempt to season your originality with discretion and avail yourself of senior advice where possible, but take action where required. The greatest of leniency may be expected in the case of honest errors of judgment. I am the first to admit to my quota of mistakes. On the other hand, errors resultant from culpable negligence will receive a different handling.
General Notes on the Handling of the Deck
1. All officers will be familiar with the following minimum publications prior to being assigned Officer of the Deck duties.
(a) ATP 1
(b) ACP 175
(c) Watch Officer’s Guide
(d) BR 1287
(e) Current Operation Order
2. There is little I can say to amplify the foregoing except that I expect the Officer of the Deck to understand and appreciate his responsibilities in this capacity remembering that certain administrative matters such as uniforms, ship’s topside appearance on watch, training of personnel, etc., are also of primary concern. The bridge should at all times be clean, quiet, and at night dark. All personnel on watch topside will be in a clean uniform of the day. This general observation applies to the smartness of the quarterdeck and appearance of boat crew and watch personnel in port.
3. I expect the Officer of the Deck to rehearse his actions to prevent many of the commonly occurring casualties and to be prepared to act promptly. I expect correct voice procedure on a circuit and prompt obedience to all tactical signals. Make an obvious course or speed change when feasible to indicate clearly your intentions to O.T.C. and to other ships in company. Ensure, prior to relieving the deck, that you understand all evolutions scheduled for your watch. Know where Jollity is supposed to be every minute of your watch and keep her in the slot.
4. In the event of exercises scheduled in the OpOrder which affect a given department, the head of indicated department is expected to be topside to observe and direct them. This stipulation should be self evident.
Notes on Departmental Administration
1. I expect each department to be administered in accordance with current directives and instructions which include the following in part:
(a) U. S. Naval Regulations, 1948
(b) Standard Organization Book
(c) Type Commander Instructions
(d) Ships Internal Instructions
(e) Division Officer's Guide
2. Control your department, don’t let your department control you. Always work through the subordinate chain of command, and if you find that one of your petty officers is incompetent, the cure is not to bypass him but rather to ensure that he does not retain a rate which he is not qualified to hold. The chances are, however, that if you give the matter sufficient thought you will be able by precept and directed effort to being around even the most initially unpromising individual. I expect each department head to take a personal interest in each of his men to the extent that this knowledge may be of assistance in solving the problems of the individual. Take every opportunity to implement the feeling of the importance of the individual and his job to the Navy; foster his pride in the ship and service. Conversely avoid any gestures which smack of fraternization with the enlisted men. Human nature, being the frail thing that it is, has fostered the axiom that “familiarity breeds contempt.” No one of us is excepted in this reference. Remember when you give an order it stems from you as a ship’s officer. Don’t get into the habit of saying “the captain wants this done” or “the executive officer told me.” In addition to knowledge of your personnel I expect each department head to know thoroughly and frequently (at least twice daily) to inspect all his spaces in normal use. Be familiar with details of operation of equipment for which you are responsible for I may need to know the answer before you have time to run to the O.P. to look it up. Conserve consumable supplies to the maximum. Remember, we each pay taxes.
3. One of the most difficult tasks besetting a young officer is the proper budgeting of his time. In this regard I desire that each department head maintain a current “Agenda” log of all planned future events of major importance, including any remarks which I have made from time to time regarding correction of any deficiencies within his department. I further expect a quarterly review of items of the Administrative Inspection Check Off List to ensure continued compliance on the part of his department.
4. In conclusion I want to inform each of you that I am available to you at any time for consultation regarding any problems in which I may be of assistance; that I fully share the Commander-in-Chief’s confidence in your “valor, fidelity, integrity and ability” and will back you up to the fullest in any official action which you may take in good faith. Further, you should know that I welcome constructive criticism.
5. The many general orders which I have given you in the previous paragraphs are well within my legal power to direct. The most important adjunct, however, which I can possess is a loyal wardroom and this is beyond my power to do more than sincerely request, which I do at this time. You may be assured that I will extend myself to the utmost to deserve it.
* Editor’s Note: This article by an officer of the Mine Force, Atlantic Fleet, is published anonymously not because it is unusual or in any sense irresponsible, but because its merit resides in the fact that it is representative of the sincere efforts of many young commanding officers to make their ships ones of which their crews and the entire U. S. Navy can be proud.