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SUBJ/LEADERSHIP AND ACCOUNTABILITY ALNAV//
RMKS/1. Since taking the oath to serve as Secretary of the Navy, one of my
three enduring priorities is empowering our people. We do this through a
culture of warfighting excellence built on leadership that exudes treating
others with dignity and respect. While serving as your Secretary these past
10 months, several issues have come across my desk for decision or review
that galvanized the significance of steadfast leadership and total
accountability in our Department of the Navy (DON). I fully endorse the
leadership principles and expectations shared in the Chief of Naval
Operations' "Charge of Command" and the "Command and Leadership" summary
outlined in the Commandant's Planning Guidance. There are a few tenets to
highlight.
Leaders in key roles - especially those in command - are selected based on
years of training, experience, qualifications, established requirements, and
a multitude of distinct factors. These leaders are the best and most fully
qualified. The special trust, confidence, and responsibility placed on the
leaders in command also brings a higher level of accountability. The Command
and Leadership section of General David H. Berger's Planning Guidance states
that "elite organizations do not accept mediocrity and they do not look the
other way when teammates come up short of expectations." When leaders'
actions or inactions result in the loss of life or capital resources or
simply lower our standards, the senior leadership of the DON has a
responsibility to determine the root cause and hold responsible persons
appropriately accountable. Leaders in command have the ultimate
responsibility for capital resources entrusted to us by Congress and the
American taxpayer.
I would encourage all leaders - especially those in command - to continually
assess your team's performance, to communicate early and often on material
readiness and resources shortfalls as well as impediments to improvement and
always ask for help when needed. Clear command and control (C2) is
paramount. I challenge each of you in positions of leadership to precisely
understand your C2 and what authorities and responsibilities you hold under
your charge. Admiral Michael M. Gilday's "Charge of Command" states that
although we have no tolerance on key issues such as Sexual Assault or
Harassment, we are not a zero-defect organization. I agree that not every
mistake should end one's career of service. Learning from mistakes is an
essential part of evolving into a better leader and ultimately a better
organization.
In closing, I am proud of each and every one of you who serves. While
leadership at times may be challenging, it is incredibly rewarding and will
shape us to be the very best version of ourselves. We must cherish the
special trust, confidence, and responsibility that comes with command and
should never take it for granted. The lives of our Sailors, Marines, and DON
civilians depend on it. Our Nation demands it.
2. Released by the Honorable Carlos Del Toro, Secretary of the Navy.//
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Joel Schofer's Career Planning Blog 