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.
WASHINGTON (NNS) — The Coronavirus Disease 2019 (COVID-19) Pandemic brought an invisible enemy to our shores and changed the way we operate as a Navy. The fight against this virus is a tough one. But our Sailors are tougher, and each of you plays a critical role in defeating this virus.
We have embraced the challenge of COVID-19 and are learning, adapting, and improving by the day and by the hour. There is no better example of this than our actions and response on the USS Kidd (DDG 100).
As we continue to learn about this virus and how to mitigate its risk, the widespread public health measures you are actively, practicing–physical distancing, face coverings, minimizing group events, frequent hand-washing, sound sanitation practices, a questioning attitude on how we are feeling – -must be our new normal. We must harden our Navy by continuing to focus on the health and safety of our forces and our families. The health and safety of our Sailors and their families is, and must continue to be, our number one priority. Fleet operations depend on it.
As the forward deployed force of our country, we have a duty to ensure we are ready to respond. We cannot simply take a knee or keep everyone in port until this enemy is defeated. We are America’s away team. The uncertainty caused by COVID-19 makes our mission of protecting America at sea more important than ever. That is why the U.S. Navy continues to operate forward every day.
As state and local officials begin to re-open communities, we must continue to focus on the health and safety of our Sailors and their families. It is vitally important for every individual to take personal responsibility to minimize risk to themselves, to their loved ones, as well as to the members of our team who may be more susceptible.
Each Fleet, region and installation will be on a conditions-based timeline to open. OSD and Service guidance will be released to assist Commanders in making these decisions. When we entered this pandemic, we quickly closed down services to minimize interactions and the spread of the disease. We will need to take a measured approach to opening up these services to prevent a recurrence of the disease. I expect local commanders to understand area conditions and to communicate prudent expectations and guidance up and down the chain of command. I trust our Sailors to follow these guidelines.
Each of us must continue to practice and follow all public health measures necessary to minimize risk to our force and our families. Take responsibility. Show courage in speaking up if you see shipmates falling short. We have obligations for operational readiness and stringent requirements for health protection measures.
Continue to gather lessons learned at all levels, and prepare for another wave of COVID so that we can minimize the impact and be prepared, if that happens.
While I know we are asking a lot of our Sailors and families right now, with measures such as extended deployments and pre-underway Restriction of Movement (ROM) periods, these sacrifices are necessary to maintain a healthy force around the world. I appreciate your commitment to selfless service.
I know our Sailors’ ability to adapt and respond has been nothing short of amazing and I am grateful. Your resiliency gives us all hope and assurance during these uncertain times.