Despite reciting the poem “How Long Have You Been in the Navy” countless times over the course of Plebe Year, I have yet to use a marlinspike. Four years on the Severn River have made me brackish at best, but certainly not salty. Yet the U.S. Naval Academy Class of 2011 surface warfare selectees will now enter the Fleet expected to lead a division while operating in increased conflicts overseas with a constrained budget. Although all communities are affected by world events and budget setbacks, young surface ensigns have only 30 days of basket leave before they have to lead, think critically, and contribute to the mission and goals of the U.S. Navy. Raised in a society unaccustomed to resource shortages, we must now learn to use thrift and creativity to effectively and efficiently solve problems. But the budget shortfalls affect not only the technical proceedings of the ship—they also affect personnel and their careers within the division. Are we ready to tackle these challenges? Absolutely.
Be Resourceful
On 16 February 1804, Lieutenant Stephen Decatur displayed valiant resourcefulness in the face of defeat, ultimately claiming victory in Tripoli. Under the guise of a Maltese trader, Decatur led his unit of men on the small ketch Intrepid in a raid against the captured Philadelphia. In a daring exploit, he and his men lit the ship afire, securing it from future use by the Tripolitans.1 Today the U.S. Navy is the most powerful naval force in the world, but that fact should not undermine the necessity of resourcefulness in the daily operations of our surface combatants.
When then-Commander Glenn P. Kuffel served as captain of the USS Carney (DDG-64), for example, he ordered the use of “only four engines (two for propulsion and two for electrical power generation) instead of using all seven engines” whenever transits permitted such action.2 With these alterations, the Carney conserved hundreds of barrels of fuel and thousands of dollars. Commander Kuffel, by demanding proper bridge resource management and establishing “good communication between the bridge and engineering watch teams,” safely absorbed risk and successfully completed assigned missions.3 While newly commissioned officers do not have the technical proficiency of seasoned captains, we can do things to foster innovation and resourcefulness within our own divisions.
Encourage Constructive Feedback
To encourage entrepreneurialism and ingenuity within the division, we must promote a climate that welcomes the proper channels of feedback. We’ve been warned of the Fleet’s favorite phrase, “Well, we’ve always done it that way,” but we should not take that attitude on board as our standard operating procedure. Exploring alternative and potentially more efficient procedures for operating equipment should not be discouraged. There are means of sanctioning alternative procedural instruction by, for example, submitting feedback through the forms found at the back of Engineering Operational Sequencing System manuals. Knowing the operational rules and regulations will enable us to further encourage ingenuity and efficiency within our divisions and departments. Our fresh eyes offer insight and ideas, but we must also be receptive to the ideas of those above and below us. As Captain Victorino G. Mercado explained at the Naval Academy’s 31 March 2011 Commanding Officer Forum, the ensign must “lead by asking questions” and aggressively seek knowledge. The U.S. Navy would not be the formidable force it is today without the selfless hard work of its sailors. We, as division officers, must ensure that our people are taken care of so that they may complete their vital jobs and support the mission of the Navy. Unfortunately, the state of the economy, coupled with the Navy’s tight budget, has had negative effects on naval personnel, especially enlisted.
Promote Self-Improvement
Currently, the Navy’s inability to support inflated retention rates has called for a paring down of personnel. Because we will write evaluations that may affect a sailor’s ability to be promoted, it is imperative that we know those in our division well, and that we command the ability to evaluate their strengths and weaknesses proficiently. All less-than-favorable trends and/or acts must be documented. Similarly, all proficiencies must be recognized, as well as good performance. In order to prepare sailors for successful careers both in and out of the Navy, it is our job to ensure that they earn qualifications and pursue educational degrees.
With fewer days under way, we junior officers need to maximize training opportunities for advancement for not only our enlisted, but also ourselves. In the words of Rear Admiral Mark H. Busby, who also spoke at the March forum, our first and foremost job as ensigns in the surface Navy demands that we “put people first, learn jobs fast, and get qual’ed.”
Since the creation of the U.S. Navy, surface warfare officers have practiced resourcefulness and entrepreneurialism in the face of adversity. Learning from the clever and courageous acts of young Lieutenant Decatur, we must emulate our forebears, who created the Navy we now call our own. After four years at the Naval Academy, we have learned the basics. Now we must employ this foundation where it counts—on the deck plates.
1. Christine F. Hughes, “Stephen Decatur: Boldness and Resourcefulness,” in Leadership Embodied: The Secrets to Success of the Most Effective Navy and Marine Corps Leaders, ed. Lt. Col. Joseph J. Thomas (Annapolis, MD: Naval Institute Press, 2005), p. 8-9.
2. CDR Glenn P. Kuffel, LCDR Barry Palmer, and LCDR Mary Katey Hays, U.S. Navy, “Conserving Fuel at Sea,” U.S. Naval Institute Proceedings, June 2009, p. 79.
3. Ibid.