Command hinges on communication. Officers cannot lead constructively without the capacity and ability to convey thoughts—whether written or spoken—effectively. Unfortunately, too many officers fail this task in one of its most routine yet consequential forms: writing a decent fitness report (FitRep). To be sure, whole books have been written on the subject, but emphasizing the basics matters.
Here goes:
Know the audience. We write to boards, not ourselves. A FitRep should show the Navy evidence why someone should or should not move forward. Focus on clear and direct guidance as to which direction a board—any board—should go.
Emphasize action. We lead. Our principal value to the Navy flows from the timing, appropriateness, and effectiveness of our choices. Given this, create narratives that reflect how decisions made were the best possible at the best time. This does not require perfection, but it does require demonstrating decisive and effective action.
Consider action/effect/impact. We value success. Try to emphasize action, effect, and impact in discussing what officers have done. Put more plainly, explain what was done, what it achieved, and why it matters to the Navy. Of those three things, the latter carries the most weight. Be as specific as possible when justifying why and how a series of decisions led to valuable outcomes for the Navy.
Choose adverbs. Adjectives are great. Adverbs are better. Given a choice between describing someone as a confident leader or declaring someone leads confidently, take the second option.
Keep in frame. Words have shelf lives. Anything written matters only within a given time and context. Hold discussions to the relevant time frame, and keep each FitRep within its own time frame. Do not rehash material from previous reports unless a meaningful change occurred that affects how those events can or should be interpreted. In short, in a three-year period create three unique FitReps—not one FitRep repeated three times.
Write plainly and read the room. Use words everyone knows and understands. By extension, minimize the use of acronyms unless they are sufficiently common or accessible that other people can reasonably know them. For this, context matters. A room full of Supply Corps officers will know an FLC is a fleet logistics center, but line officers may not. Spend the ink to explain.
Create a voice. Anyone can string together “suggested FitRep bullets” from a style guide. More important, anyone can recognize a string of bullets from a style guide. Take the time to write with an individual voice and personal style. Create a product in which the writer’s voice is recognizable and strong enough that the members of a board want to listen.
Strike a balance. Sending the correct message with a FitRep is the most critical aspect. If an officer should promote, say it. If an officer should not, say that, too. FitReps are written not for the benefit of an officer’s career, but for the benefit of the Navy. They are a tool for identifying leaders, particularly leaders who will perform in combat. Treat this obligation with the gravity it demands. That obligation, though, is neither a reason nor a justification for cruelty. Temper honesty with humanity, and remember that part of creating leaders is first teaching them. Send a clear signal to the board—but remember to include enough for the evaluated officer to develop.