Leadership
Leadership and Accountability ALNAV
ROUTINE R 022013Z JUN 22 MID200001775961U FM SECNAV WASHINGTON DC TO ALNAV INFO SECNAV WASHINGTON DC CNO WASHINGTON DC CMC WASHINGTON DC BT UNCLAS ALNAV 036/22 MSGID/GENADMIN/SECNAV WASHINGTON DC/-/JUN// 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.// BT #0001 NNNN UNCLASSIFIED//
Updated Leadership Guidance from the SG and CNO
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:
Director of Healthcare Business at NMC Portsmouth – O4-O6
Director, Naval Medical Center Portsmouth seeks qualified officers of all Corps (MC, NC, DC, MSC) in the paygrades of O-4 to O-6 to fill the Director of Healthcare Business (DHB) position. DHB is responsible for executing and coordinating efficient business operations at NMCP. The ideal candidate will possess the required experience and demonstrate exceptional knowledge, skills, and abilities to perform and execute the duties and responsibilities outlined in the attached position description. The assignment is 36 months, and the primary duty location is in Portsmouth, Virginia. The selected individual should arrive no later than May 2022 (but there may be flexibility, if required). Here is the announcement:
Prospective applicants should submit the following documentation by e-mail (please combine all documents into one PDF) to LCDR Aaron A. Daley (contact in global) no later than March 9, 2022:
• Last three Fitness Reports
• CV and Biography
• Last three years of PRIMS data
• One page letter of intent/motivational statement
• Director/Commanding Officer/OIC endorsement
• Detailer concurrence if not currently assigned to NMRTC Portsmouth
• (Optional) No more than two letters of reference
Leadership Lessons from Trial by Fire
Please check out this good article in Proceedings from CAPT Doug Stephens, MSC, USN:
https://www.usni.org/magazines/proceedings/2022/february/leadership-lessons-trial-fire
Nominations for the 2022 Female Physician Leadership Course
The Council for Female Physician Recruitment and Retention is now accepting nominations for the 2022 Female Physician Leadership Course, taking place virtually on 02-04 May 2022. The target audience for this course is female physicians at the O-4 select, O-4 or junior O-5 levels. Please see this PDF for the nomination form:
Please contact CAPT Diana Fu for any questions (contact in the gloabl). Nominations are due NLT 15 FEB 2022.
Joel Schofer's Career Planning Blog 