CLASSIFICATION: UNCLASSIFIED// ROUTINE R 141935Z DEC 22 MID200080592748U FM SECNAV WASHINGTON DC TO ALNAV INFO SECNAV WASHINGTON DC CNO WASHINGTON DC CMC WASHINGTON DC BT UNCLAS ALNAV 083/22 MSGID/GENADMIN/SECNAV WASHINGTON DC/-/DEC// SUBJ/2022 SECNAV, CNO, AND CMC HOLIDAY SAFETY MESSAGE// RMKS/1. As 2022 comes to a close, we extend our greetings to our dedicated Sailors, Marines, Civilians, and their families valiantly serving around the globe. Additionally, we thank our current deployed members at sea and in harm's way. Your service, whether at home or abroad, allows all American families to enjoy the holiday season safely and securely. 2. Our world class Naval forces are hard-charging, proactive, critical- thinking people. Sometimes, in our drive for mission accomplishment, we get wrapped up in the mission and forget to take a step back, relax, and strengthen our relationships with our families, friends, and support networks. The holiday season provides the opportunity to do just that. We encourage everyone to unplug as you are able and make a point to spend time with your loved ones. Not only will it make you feel good now, but it will also build that social pillar of resiliency that is so important when times are tough. 3. We collectively work very hard all year to reduce the risk of mishaps in order to focus on the safety and well-being of our personnel. Unfortunately, we often see an increase in off-duty mishaps, to include motor vehicle accidents, due to increased travel and activity during this time of year. To combat this, we count on each of you to continue exercising sound judgement and prioritize safety during the holidays. That means wear your seatbelt, pay close attention to weather conditions, apply proper risk management, and use your training and common sense to do the right thing. Applying these tools and best practices will contribute to a successful and happy holiday season. 4. While this season is one of joy for many of us, for others, the holidays are fraught with hardship and emotion. Look around you and watch for those who might need a friend or a place to belong during the season. There are many people who require help during the holidays, and everyone can make a difference in their own unique way. We encourage you to stay connected with your friends and family this holiday season, and remind you to watch out for those who may struggle during this time of year. 5. Please, take time to relax this holiday season, recharge your batteries, build your resiliency, and be ever vigilant for the well-being of fellow Sailors, Marines, and Civilians. We look forward to another successful year in 2023! 6. Released by the Honorable Carlos Del Toro, Secretary of the Navy, Admiral Michael M. Gilday, Chief of Naval Operations, and General David H. Berger, Commandant of the Marine Corps.// BT #0001 NNNN CLASSIFICATION: UNCLASSIFIED//
Today, I am releasing a video to highlight our progress toward the Get Real Get Better rollout to Navy triads this fall, and to reinforce the importance of this upcoming training.
In January, I introduced the Get Real Get Better call to action to accelerate our warfighting advantage, in concert with a new Charge of Command.
Driven by the need to unlock the full potential of our Navy, Get Real Get Better (GRGB) brings consistency to the mindset practiced by our best Navy leaders today.
GRGB is the standard for how we expect commanders to lead and solve problems.
Over the past year, we infused GRGB into the senior levels of our Navy, establishing how every Flag Officer and member of the Senior Executive Service should lead at every level.
We’re ready now to share these expectations with our front-line commanders, the COs, XOs, Senior Enlisted Leaders and Civilian Directors who are the cornerstone of our naval power today.
Below is a link to a video message to Navy leaders, targeting our command triads from Echelon I to Echelon V. The video introduces the Get Real Get Better leadership standard that we expect every Navy leader to adopt: act transparently, focus on what matters most, and build learning teams.
Forward this e-mail down to your subordinate commanders, all the way to Echelon V, to start a conversation about what it means to be a Navy leader in Strategic Competition, and how we as a Service must change.
In your regular meetings with your subordinate commanders, I encourage you to watch this video together. The video’s message is powerful, and commander-to-commander conversations amplify it.
Our Fall rollout will center on commander-to-commander conversations as the key to bringing alive the GRGB leadership standard in a way that our leaders fully understand, and to make clear your expectations.
Through the next year, we’ll focus on the long overdue personnel and education reforms needed to develop and reward leaders not only for the outcomes they achieve, but also for the cultures and teams they build by embracing the GRGB leadership standard.
My strategy for cultural renovation begins with us, the Flag Officers and SES who lead our subordinate Commanders and Sailors.
Let’s commit to this mission together.
ROUTINE R 261901Z JUL 22 MID200080057348U FM CNO WASHINGTON DC TO NAVADMIN INFO CNO WASHINGTON DC BT UNCLAS NAVADMIN 168/22 MSGID/NAVADMIN/CNO WASHINGTON DC/CNO/JUL// SUBJ//NAVPLAN 2022// RMKS/1. Shipmates, I am proud to announce the release of Navigation Plan 2022. This document surveys the state of our Navy and provides direction on our future. Navigation Plan 2022 builds upon the solid foundation set by last year's NAVPLAN and takes into account three significant developments. 2. First, earlier this year, the Secretary of Defense released the 2022 National Defense Strategy (NDS), which sets out how the Department of Defense (DoD) will contribute to advancing and safeguarding U.S. national interests. The NDS is clear about the formidable challenges our adversaries pose to the international rules-based order, as evidenced by China's and Russia's blatant attempts to reshape the security environment to their advantage. In response to these challenges, the NDS introduces "integrated deterrence" as a unifying principle for the DoD. Additionally, the NDS identifies "campaigning" and "building enduring advantages" as the additional ways through which we will achieve our Nation's goals. In support of these ways, the NDS calls for updated operational concepts, including the Joint Warfighting Concept (JWC), to align capabilities and missions across the Services. Our Navy plays a unique and critical role in supporting the NDS: a ready, combat-credible, forward deployed fleet is the most potent, flexible, and versatile instrument of military power. Nested under the Secretary of the Navy's Strategic Guidance and the Tri-Service Maritime Strategy, Navigation Plan 2022 outlines how we will continue adapting to the security environment in order to fulfill our singular role as part of the Joint Force defending our Nation. 3. Second, Navigation Plan 2022 accounts for the progress we have made and what we have learned as a result of the NAVPLAN Implementation Framework (NIF). The NIF has accelerated our progress in 18 separate focus areas, but we still have much work to do. To continue delivering the outcomes called for in the NIF, Navigation Plan 2022 identifies a supported commander for each objective, promoting alignment, accountability, coordination, and collaboration. We have made significant progress this past year, breaking through stovepipes and turning priorities into tangible action. However, we must accelerate key capabilities, such as our ability to shoot, maneuver, defend, and resupply, while building momentum in additional critical areas, including: live, virtual, and constructive (LVC) training, the Naval Operational Architecture, artificial intelligence, and unmanned systems. 4. Third, Navigation Plan 2022 directs necessary course corrections to the design of our future force. Six overarching Force Design Imperatives-- Distance, Deception, Defense, Distribution, Delivery, and Decision Advantage- -will guide the development of our naval capabilities and enable us to employ our warfighting concepts. These imperatives will feed an "engine" of strategy that will better inform our budget choices-leveraging wargaming, analysis, research, experimentation, and disruptive technology. The Deputy Chief of Naval Operations for Warfighting Development (OPNAV N7) will become the supported commander responsible for developing, maintaining, and refining the Navy's Force Design vision. A collaborative, continuous, and iterative Force Design process will energize our modernization efforts and help us maintain our maritime advantage in this critical decade and beyond. 5. Ultimately, Navigation Plan 2022 reflects the Get Real, Get Better call to action we are now adopting throughout our Navy. The rapidly increasing capabilities of our adversaries and their demonstrated intent to threaten our national interests demand that we focus on continuous improvement. We must courageously self-assess, deliberately self-correct, and continuously learn. Navigation Plan 2022 acknowledges identified shortcomings and barriers to our future progress, while charting the path forward to overcome them. 6. Everything in Navigation Plan 2022 supports our four overarching priorities: Readiness, Capabilities, Capacity, and Sailors. We must maintain readiness, keeping combat-credible forces forward in order to protect the free and open system underpinning American security and prosperity. We must possess capabilities to deter war and, if needed, win in conflict. We must build capacity that will enable us to deliver sea control and project power. And we must lead, train, and equip our Sailors to out-think and out-fight any adversary. 7. I expect all Navy leaders to read Navigation Plan 2022, which is available on the Navy.mil website (https://www.navy.mil/Leadership/Chief-of-Naval-Operations/). Each one of us has an important role to play, and our success depends on executing this Navigation Plan as a team. 8. Released by Admiral Mike Gilday, Chief of Naval Operations.// BT #0001 NNNN UNCLASSIFIED//
The SG recently issued some updated leadership guidance to the senior leaders in Navy Medicine. Part of this was because the CNO updated his Charge of Command and the new Get Real Get Better initiative. Here are the relevant documents:
Sorry for the very quick turn, but this position described below is available and we need to know anyone interested by NOON (EST) this Friday, January 14th. If you are interested, and all the details I have are below, please email CAPT Joel Schofer (contact in the global) ASAP by noon this Friday. Only CAPT or CAPT(s) are eligible to apply.
Women’s Policy Advisor to CNO and CNP
– Serve as Strategic Advisor to the CNO and CNP for policies, programs, practices, and processes affecting the service of women in the Navy in areas including, but not limited to: recruiting, accessions, retention, and promotion, as well as uniform apparel, grooming standards, parenthood and pregnancy related policies.
– Serve as N1 advisor to the Navy’s “Women, Peace, and Security” initiatives, working in collaboration with N7, N3/N5, SECNAV, and Joint Staff.
– Provide strategic advisement to Senior Leaders for the implementation of DEI initiatives and performance measurement for the execution of managed programs.
– Liaise across the Navy Enterprise, DoD, and Industry as an advocate for women’s policy concerns in the Navy.
– Desired report date is APR 2022.
– Location of billet = Washington, DC
– O6 required.