Vice Admiral Doug Crowder, U.S. Navy (Retired),* earned a richly deserved service reputation for leadership of the highest caliber. From the most junior enlisted person to the most senior commander, he treated everyone with regard and respect. In turn, he earned the loyalty of officer and enlisted of every stripe. Recently, Admiral Crowder was asked this question: “What would you tell an officer who was arriving in your strike group as a major commander—a destroyer squadron commander, for example?” This is what he had to say:
Major command will be different from anything you have experienced. It is a completely different dynamic and the first in which you will have other commanding officers working directly for you. As a major commander, your number-one duty will be your warfare-commander role within the strike group—and rightfully so. It is time for you to hone your strike group–level tactical and planning skill sets.
Generally I would get three questions in response: But what about all of those ships/squadrons I have working for me? Will not the bulk of my time be consumed to see them through inspections and training? Will I not be intimately involved in those units’ “outside-the-lifelines” personnel and administrative issues?
I would answer no, and here’s why: Your subordinate commands are each led by commanding officers who have each, in their own right, successfully navigated the long and arduous road to command. They are the top officers in our Navy, and some are going to make flag someday. For example, four of the commanding officers from the seven ships assigned to the destroyer squadron I commanded made flag, and one is still a serving four-star!
Trust that these are great men and women. Treat them with respect and allow them to do their jobs, just as you wanted to be treated when you were in their position. What you do need to do is to set, describe, and support broad goals and expectations for these commanders. Let them figure out how to execute, and get out of their way. Let them command their ships and squadrons. They have earned that, and you will get a better product by letting them apply their unique talents. If the day does come when you do have to give specific guidance, use the rheostat approach––i.e., give only the minimum stick and rudder required. These folks are smart, and they usually will pick up on your observations quickly.
What you should do is establish a personal relationship with each of your commanders. Call them when there is no crisis mounting and listen to them. Provide advice when appropriate or sought. Make it easy for them to call you––especially when there is not a big event unfolding. This personal relationship will make it much easier for you to sense what each of them can handle on their own and those problems that actually may require your help to solve. Let them in on some of your missteps in command. This will make it a lot easier for them to call you and honestly share both their goods and “others.”
To this day, I keep a picture of Nolan Ryan in my desk. He pitched a record seven no-hitters, won more than 300 games, and was a first-look Hall of Fame selectee. He also lost nearly 300 games! Make sure your COs understand they do not have to pitch nothing but “no-hitters” to succeed. They should understand that you are behind them and encourage them to do great things, and that you are there to help and support them even with things that go wrong—as they inevitably will from time to time. Make sure your COs know that your number-one goal is their success, and work hard to deliver on this promise.
You are now more recognizable than Michael Jordan . . . at least to the officers and sailors under your command. Make sure the gal with whom you are walking at the mall is your spouse and the building you walk out of is a reputable establishment, because you will be recognized by someone—every time.
Finally, welcome to the ranks of “they.” All of your career you and your shipmates ranted about why “they” have so many inspections, why “they” do not buy enough parts, why “they” keep changing the uniforms, etc. You do not get to join that chorus anymore, because you are now, well and truly, “they.” Now it is your job to explain policies and work to change things as necessary; you are no longer a part of the “bitching class.”
Congratulations; you set the tone, and cynicism––made so entertaining by Jon Stewart––is not leadership. In the end, it is leadership that is expected from major commanders. Enjoy. I know you will do well.
* Vice Admiral William D. Crowder currently serves as Chairman of the Board of the Olmsted Foundation (Olmsted Scholar Program). He commanded at every level, including Carrier Strike Group 9/Abraham Lincoln Strike Group and the U.S. 7th Fleet.
Captain Eyer served in seven cruisers, commanding three of them: the USS Thomas S. Gates (CG-51), Shiloh (CG-67), and Chancellorsville (CG-62).