I have written in the past about my admiration for Vice Admiral James B. Stockdale, who has had a tremendous impact on my life and my philosophy on leadership and caring for people.
I first heard of him in 1985 when, as an E-1, I was duty driver for a one-star admiral at a Naval War College event. As I wandered around the War College when my assigned admiral was busy, I discovered a painting of Vice Admiral Stockdale among other paintings of Navy figures. Yet at the time, I did not understand his impact on the Navy. His heroism and service were not taught when I went through boot camp in 1984.
After strolling into the War College bookstore and finding shelves filled with books on the subject, I began to think back on the admiral, his love of philosophy, and the heroic and fundamental effects his service brought to the Navy.
As I was promoted in rank and eventually became an officer, I focused on how I could develop leadership traits based on his teachings. That led me to introduce Stockdale’s legacy to those who did not really know of him when I was a division officer, department head, executive officer (XO), and especially when I became a commanding officer (CO). I began speaking about the admiral’s thoughts on leadership, primarily focusing on his 1985 essay “Trial by Fire” in The Retired Officer and how his words relate to the modern-day Navy.
Currently, I speak to midgrade officers who will very likely complete at least 20 years of service, are moving up the career ladder, and are looking for bits of information that may aid their journey in the Navy.
First, I discuss the assumptions, ideas, and suggestions I have of them.
- If they are in the class, I assume they want to lead people and the Navy into the future.
- I encourage them to be educated. I suggest the 6 “Bs:”
- Be engaged in the command—be visible. One does not lead by email. You cannot know what is going on in the command if you rarely get out of your office.
- Be humble. Do not be addicted to the perks as you go up in rank. There are many, they can tempt you, and I would argue that many should be reconsidered and stopped entirely.
- Be mindful of your ego.
- Be honest. If you make a mistake—and you will— then admit it. As Army General Norman Schwarzkopf Jr. once said, “You just can’t fool the troops.”
- Be legal. You are not bigger than the Navy. Do not break its rules.
- Be a lifelong learner. The world moves too fast to not stay current on what is going on in the Navy and the world. It can be easy to get isolated in specific parts of the Navy, so consider joining the Naval Institute and other organizations to see the bigger picture.
I then begin by introducing the class to Admiral Stockdale and his background. Though the Navy has made great strides to educate the force, it is concerning that some still do not know him. After all, the premier leadership award in the Navy, a ship, buildings, lectures, and statues are named for him and build on his legacy.
I start the discussion with a comment that the admiral made after what he experienced over seven years as a prisoner of war. Stockdale stated that he “came home with a simple, almost sparse concept of what qualities a leader should have . . . because our changing times demand the kind of leader who can lead in troubled times.”
Be a Moralist
Stockdale further wrote that,
To lead under duress, one must be a moralist. . . . This requires a clear perception of right and wrong and the integrity to stand behind one’s assessment. The surest way for a leader to wind up in the ash can of history is to have a reputation for indirectness or deceit. A disciplined life will encourage commitment to a personal code of conduct.
Sailors have zero tolerance for leaders who fail to tell the truth or fold when trouble occurs. They are looking to the leader to do the right thing. If a leader cannot, he or she will be found out and their ability to lead all but vanishes.
Be a Writer of Law
Second, there are times when leaders must be jurists, when their decision must be based solely on their own ideas of fairness. In effect, they will be “writing” law. When they’re on the hot seat, they’ll need the courage to withstand the inclination to duck a problem. Many of their laws will necessarily be unpopular, but they must never be unjust. . . . When the chips are down, the man with the heart, not the soft heart, not the bleeding heart but the Old Testament heart of wisdom, the hard heart, comes into his own.
You will be the boss and must own every aspect of it. You will make hard decisions that people will not like. It is incumbent on you to explain why you made a decision. Contrary to popular belief, a sailor asking “why” is not a sign of insubordination.
Be a Teacher
Third, every good leader is a good teacher. He is able to give those around him a sense of perspective and to set the moral, social, and particularly the motivational climate among his followers. This is not an easy task. It takes wisdom and self-discipline; it requires the sensitivity to perceive philosophical disarray in one's charges and the knowledge of how to put things in order. I believe that a good starting point is that old injunction, “know thyself.” A leader must inspire to strength, compassion, and conviction several orders greater thank required by society in general.
We need to understand that everyone—regardless of rank—is a teacher and life is all about learning, for ourselves and others. We must remember we are teaching the next generation of sailors—who are incredibly smart.
I tap into and focus on the need to engage the chief petty officer (CPO) mess—the ultimate teachers. I would argue, while not the fault of the CPO mess, the role of the CPO mess has seen ebbs and flows over the years. I have seen commanding officers involve the CPO mess in things only to be told they are giving the CPO mess too much control. There must be a balance.
I learned a tremendous amount over the years by checking my ego at the door and asking for the advice from the CPO mess. I could not have survived during my career and my XO/CO tours without the wise counsel of the command master chiefs and other chiefs with whom I worked.
If we claim we are truly interested in what the CPO mess has to offer, we should listen.
Be a Steward
Fourth, a leader must remember that he is responsible for his charges. He must tend the flock, not only cracking the whip but “washing their feet” when they are in need of help. Leadership takes compassion. It requires knowledge and character and heart to boost others up and show them the way.
I mention the quote, “If you love your sailors and Marines, tell them,” and relate it to “being responsible for his charges.” Even the mention of “love” will cause people to start twitching in their seats but I also believe that it falls in line with “washing their feet.” Serving with people in very difficult circumstances builds a bond and a foundation of respect, family, and “love” that is unbreakable and will last for the remainder of people’s lives.
Be a Philosopher
A fifth requirement of a good leader is a philosophical outlook. At least he should understand and be able to compassionately explain, when necessary, that there is no evidence that the ways of the world assure the punishment of evil or the reward of virtue. Often, when they come face to face with the fact that this not always so, they are crushed. The only way I know to handle failure is to gain historical perspective, to think about people who have successfully lived with failure. A verse from the Book of Ecclesiastes perfectly describes the world to which I returned from prison. “I returned and saw that the race is not always to the swift nor the battle to the strong, neither yet bread to the wise now riches to men of understanding, nor favors to men of skill, but time and chance happeneth to the all.”
Sometimes, there will be bad news, bad leaders, and bad situations. Whether it is extended deployments, unfairness, unethical people, and possibly, death. How often have we shaken our heads at things that made no sense in the Navy?
On the subject of bad leaders, which sometimes dominates the discussion, whether it be double standards or the feeling that there is a disconnect between senior and juniors leaders, I recommend Admiral Arleigh Burke’s October 1985 Proceedings article on integrity:
There will be wayward priests, crooked politicians, and wicked naval officers. In a highly moral organization, people who fall below the standard will eventually be recognized and removed from the organization. In an organization of lower standards, they may be punished but still tolerated. In an immoral organization, such as in a criminal family, they will be measured by their contribution to their organization.
We must always have the big picture in mind and understand that the leader must be the buffer that continues to provide hope even in darkness.
I conclude by telling the students that leading and caring for people is worth it. The ups and downs of naval service come with difficult days but the good far outweighs the bad. Few get the opportunity and responsibility to lead. Enjoy it and leave the Navy better than you found it—with the help of your people. Take no credit, give it to your sailors. You will have a finite amount of time to make a difference, so make it count. Make your mark on someone's life. The fundamentals taught by Vice Admiral Stockdale will get us where we need to be.
