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From the Deckplates - ‘Turn To’ on Core-Leadership Principles

By Senior Chief Jim Murphy, U.S. Navy, Retired

We must be cohesive, actively supporting a single mission. This is the case regardless of the size or type of organization to which we belong. It applies equally to every military branch and rank, and it means that we all do our parts in the larger mission, whether that is a firefight or fighting a fire, recovering aircraft or recovering comrades. Team spirit also means keeping everyone engaged and valuing their contributions. We contribute to the development of junior officers today so that they can become the leaders we need tomorrow. Cohesiveness involves working with and following our leaders, picking them up when they stumble, and putting them back on the right path.

We need to be involved in the missions, tasks, and priorities of our units. If we are charged with training, this necessitates getting on the podium and taking personal responsibility for preparing our relief. A technical mission requires staying up to date on developing targets and technology. When the priority is physical training, this means getting out front and leading. Being involved also entails getting to know the troops so we can prevent problems before they start or identify them quickly when they do. We should be proactive, not reactive. And we must make sure our colleagues are engaged and get them back on board when they stray.

Humility is essential. No matter how good we are or what we have accomplished, there will always be someone better or who has done more. This point is illustrated by recalling a few historical enlisted heroes, such as John Finn, Clyde Thomason, and Douglas Munro, Medal of Honor recipients in the Navy, Marine Corps, and Coast Guard, respectively.

Finally, we must be loyal and honest. These attributes should be discussed together because we are often forced to choose one over the other, or we may experience a need to move between them. When forced to make a choice, which is more important? The conclusion we reach can impact other facets of leadership. Telling the truth is not always popular. It can reveal deficiencies in others and may be viewed as disloyalty. The options are not always obvious, and each person must make her or his own decision.

An old shipmate recently brought this theme to my attention, and his point was clear. There are many types of loyalty: to one’s division, department, command, or specialty; to one’s warfare community, race, religion, or gender. However, in any situation there is only one truth. We decide for ourselves, but unwavering honesty demonstrates the utmost loyalty to the one thing we all have in common: our oath.

Only through the application of and dedication to core principles will the senior enlisted community remain the most influential leadership group in our services. Fulfillment of our obligations requires us to work together toward that goal. Collectively we must “turn to.” We owe it to our subordinates, our services, and our country.

Senior Chief Murphy retired from the Navy after 21 years of service. He is a contributing author to Everyday Leader Heroes (Caboodle Books).


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