Thoughts on leadership and the Performance Excellence Criteria

In reading the below, I was struck by the obvious absence of any reference to the Commandant's Performance Excellence Criteria, the Coast Guard's management framework which, in no uncertain terms, delineates the criteria for excellence in leadership in our organization (see Category 1). I am disappointed in that (a) who ever chopped on this message did not have the wherewithal to add the CPEC to the laundry list of recommended readings and references and (b) the Commander of Atlantic Area didn't himself see the link between leadership and the Coast Guard's management framework.

Either we are going to approach the issue of leadership and management systematically, or we're not. Either we have a management framework -- which, again, delineates the requirements for a leadership system -- or we don't. And, if we don't have a system and we don't have a framework, then my job with this organization is worthless; I may as well not even show up for work.

R 241621Z OCT 03 ZUI ASN-A02297000011
FM COMLANTAREA COGARD PORTSMOUTH VA//A//
TO ALLCOGARD LANT
INFO COMDT COGARD WASHINGTON DC//G-CV/G-O/G-M//
COMPACAREA COGARD ALAMEDA CA//P/PO/PM//
COMLANTFLT NORFOLK VA//N00/N3/N9/N3CG//
COMSECONDFLT//J00//
CDR USNORTHCOM//J00/J3//
JFHQ HLS NORFOLK VA
HQ USNORTHCOM//J00/J3/J34//
COGARD ACADEMY NEW LONDON CT//LDC//
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UNCLAS //N16000//
SUBJ: OPERATIONAL COMMANDER'S INTENT - THOUGHTS ON LEADERSHIP,
ETHICS AND CHARACTER IN THESE TIMES OF CHANGE, CHALLENGE AND
JUNIORITY
1. SINCE ASSUMING COMMAND OF COAST GUARD ATLANTIC AREA, I
HAVE TRANSMITTED SIX PREVIOUS COMMANDERS INTENT MESSAGES TO
COMMUNICATE WITH ALL MEMBERS IN THE CHAIN OF COMMAND ON SUBJECTS
RANGING FROM RISK ASSESSMENT TO SPECIAL INCIDENT REPORTING. THIS
MESSAGE ADDRESSES A SLIGHTLY DIFFERENT SUBJECT, YET ONE THAT I
FEEL VERY STRONGLY ABOUT - LEADERSHIP.
2. CRISES, SUCH AS 9-11, COUPLED WITH AN INCREASE IN
OPERATIONS, BOTH LOCALLY AND OVERSEAS HAVE HELPED HIGHLIGHT
LEADERS. READ SOME OF THE STORIES OF BRAVERY, COURAGE AND UNMATCHED
INGENUITY THAT CAPTURED THE COAST GUARD'S RESPONSE TO 9-11 AND ALL
THE ACTIVITIES AND OPERATIONS THAT FOLLOWED. YOU QUICKLY APPRECIATE
THAT OUR SERVICE PERFORMED AT A LEVEL EPITOMIZING SELFLESS SERVICE,
THE COAST GUARD'S CORE VALUES AND THE HIGHEST FORMS OF CHARACTER.
THE RECENTLY PUBLISHED U.S. NAVAL INSTITUTE BOOK ENTITLED,
"CHARACTER IN ACTION: THE U.S. COAST ON LEADERSHIP," BY DONALD T.
PHILLIPS AND FORMER COMMANDANT ADMIRAL JIM LOY, FURTHER CAPTURED
DOZENS OF STORIES AND ANECDOTES ABOUT OUR SERVICE AND ITS TRADITION
OF HEROISM AND RISING TO THE CALL OF DUTY - WHATEVER THE MISSION.
OUR SERVICE'S CORE VALUES OF HONOR, RESPECT AND DEVOTION TO DUTY
REFLECT THIS TRADITION AND THE INDIVIDUALS WHO MAKE UP OUR SERVICE.
3. THE WHOLE SUBJECT OF LEADERSHIP HAS BEEN DISCUSSED IN NUMEROUS
FORUMS, SEMINARS AND THINK TANKS. IT HAS BEEN WRITTEN ABOUT SINCE
THE DAWN OF RECORDED HISTORY. I WANT TO FOCUS ON FOUR KEY ISSUES
THAT ARE ESPECIALLY IMPORTANT TO ME, WHILE KEEPING IN MIND OUR
SERVICES' LEADERSHIP COMPETENCIES OF SELF, WORKING WITH OTHERS, AND
PERFORMANCE. SPECIFICALLY;
A. CREATE A COMMAND CLIMATE OF TRUST
B. IMPORTANCE OF SELF-STUDY AND PROFESSIONAL ETHICS
C. WALK THE DECK PLATES AND BUILD UP YOUR PEOPLE
D. NEVER FORGET THE LITTLE THINGS
4. CREATE A CLIMATE OF TRUST: MOTIVATIONAL SPEAKER MIKE
ABRASHOFF, IN HIS BOOK "IT'S YOUR SHIP," WROTE THAT "ONCE LEADERS
HAVE SET THE TERMS OF THE NEW SOCIAL CONTRACT WITH THEIR WORKERS,
THEY NEED TO HAVE THE COURAGE OF THEIR CONVICTIONS. THE BEST WAY TO
KEEP A SHIP - OR ANY OTHER ORGANIZATION - ON COURSE FOR SUCCESS IS
TO GIVE THE TROOPS ALL THE RESPONSIBILITY THEY CAN HANDLE AND STAND
BACK. TRUST IS A HUMAN MARVEL - IT NOT ONLY SUSTAINS THE SOCIAL
CONTRACT, IT'S THE GROWTH HORMONE THAT TURNS GREEN SAILORS INTO
SEASONED SHIPMATES AND TROUBLED COMPANIES INTO DYNAMIC
COMPETITORS." HOWEVER, YOU NEED TO HOLD INDIVIDUALS AND
ORGANIZATIONS ACCOUNTABLE, BUT GIVE THEM FREEDOM TO PERFORM THEIR
ASSIGNED TASKS.
A. HOW CAN TRUST BE ENCOURAGED? FIRST, BE AN ACTIVE
LISTENER. THE TERM IS OVER USED BUT THE MESSAGE IS IMPORTANT.
ENCOURAGE PEOPLE TO SPEAK UP, INNOVATION SHOULD BE REWARDED. ASK
RHETORICAL QUESTIONS - THIS WILL KEEP THE PERSON YOU ARE SPEAKING
WITH ACTIVE AND THINKING. ENCOURAGE PASSION AND COMPASSION, THE
MORE PERSONAL INTEREST YOU CAN PROJECT AS A LEADER, THE MORE TRUST
WILL BE DEVELOPED.
B. SECOND, DON'T SHOOT THE MESSENGER. IT IS CRITICAL THAT LEADERS
DON'T CRITICIZE OR "SHOOT" THE PERSON THAT BRINGS THEM BAD NEWS.
FROM THE COMMAND CENTER CONTROLLER, TO THE ON-SCENE MARINE
INSPECTOR, BAD NEWS MUST BE REPORTED. A TRUE LEADER LISTENS
ACTIVELY, ASKS QUESTIONS AND ENCOURAGES ADDITIONAL INFORMATION. AS
A LEADER YOU NEED TO HEAR ABOUT PROBLEMS BEFORE THEY GET OUT OF
HAND. YOU NEED TO KNOW WHO IS DOING WHAT. YOU NEED TO SEPARATE THE
SIZZLE FROM THE STEAK AND KNOW THE REAL STATUS. THIS IS ACHIEVED,
IN PART, BY ENCOURAGING YOUR PEOPLE TO REPORT WHAT IS REALLY
OCCURING OUT THERE. THIS APPROACH ENSURES AN ACCURATE ASSESSMENT OF
READINESS. WE ALL NEED TO LET THE EMPEROR KNOW WHETHER HE HAS
CLOTHES ON OR NOT.
C. FINALLY, PROMOTE INTERACTION WITHIN DEPARTMENTS, DIVISIONS AND
THE INTERAGENCY. THIS WILL BUILD A FOUNDATION FOR STEWARDSHIP. TOO
OFTEN WE GET SO WRAPPED UP IN OUR DAY-TO-DAY JOBS THAT WE FORGET
THAT SEVERAL DIFFERENT GROUPS ARE WORKING TOWARDS THE SAME GOAL.
UNITS, OR DIVISIONS WITHIN LARGE COMMANDS, SHOULD ENCOURAGE CROSS-
TRAINING AND PROMOTE LEARNING FROM EACH OTHER. ONE EXAMPLE IS "O"
AND "M". THE MISSIONS OF THESE TWO BRANCHES GROW CLOSER DAILY, AS
DOES THE NEED TO BUILD TRUST AND ENCOURAGE ESPRIT DE CORPS. AS THE
BOOK "CHARACTER IN ACTION" SUGGESTS, "HAVE YOUR ORGANIZATION
FUNCTION IN A TEAM ENVIRONMENT. PEOPLE WILL BE MORE PRODUCTIVE BY
FAR. THEY WILL ALSO BE HAPPIER."
5. SELF-STUDY AND ETHICS. GOOD LEADERS DEVELOP THROUGH A NEVER
ENDING PROCESS OF SELF STUDY, EDUCATION, TRAINING AND EXPERIENCE.
THIS INCLUDES AN UNDERSTANDING OF THE UNIQUE NATURE OF OUR
PROFESSION AND THE ETHICS THAT GOVERN IT. I ENCOURAGE EVERY MEMBER
OF ATLANTIC AREA TO MAKE THE MOST OF YOUR TIME IN THE COAST GUARD.
EDUCATIONAL BENEFITS ARE ONE OF THE BEST PERKS OF SERVICE. NEW
PROGRAMS LIKE "COURSE IN A BAG" BRING THE CLASSROOM TO DEPLOYED
CUTTERS, WHILE THE INTERNET ALLOWS REMOTE STATIONS AND DETACHMENTS
THE CHANCE TO COMPLETE PROGRAMS UP THROUGH PHD.
A. LEADERS, AT ALL LEVELS, BOTH ACTIVE, RESERVE OR CIVILIANS, NEED
TO EMBRACE PROFESSIONAL MILITARY EDUCATION AND THE STUDY OF
MILITARY ETHICS AS PART OF THE DEVELOPMENT OF THEIR PEOPLE. HERE AT
LANTAREA, THE NUMBER OF STAFF MEMBERS ENROLLED IN PROGRAMS LIKE THE
MARINE CORPS COMMAND AND STAFF COLLEGE, AND NAVAL WAR COLLEGE
DISTANCE AND SEMINAR PROGRAMS HAVE INCREASED THREE HUNDRED PERCENT
IN THREE YEARS. DR GEORGE YACUS, OF THE AR STAFF, HAS BEEN A
PIONEER IN ESTABLISHING AND THEN RUNNING A STAFF-WIDE SEMINAR
PROGRAM FOCUSING ON LEADERSHIP. GOOD LEADERS UNDERSTAND THE
IMPORTANCE OF EDUCATION, WHICH CAN COME IN MANY FORMS, AS A KEY
PART OF THEIR PERSONAL AND PROFESSIONAL DEVELOPMENT. ONE WAY TO
ENHANCE YOUR PROFESSIONAL DEVELOPMENT IS TO GO TO THE COMDT'S
LEADERSHIP WEBSITE (WWW.USCG.MIL/LEADERSHIP) AND PATH TO THE
COMMANDANT'S READING LIST (FORMALLY CALLED THE "COAST GUARD'S
PROFESSIONAL READING LIST). USING THIS WEB SITE, REGARDLESS OF
POSITION, MILITARY OR CIVILIAN, OFFICER OR ENLISTED, APPROPRIATE
SELECTIONS ARE PROVIDED.
B. THE STUDY OF ETHICS IS CRITICALLY IMPORTANT. AS PUBLIC
SERVANTS WE ARE CHARGED WITH BEING THE BEST POSSIBLE STEWARDS OF
THE PUBLIC TRUST. THIS MEANS OUR ACTIONS AND WORDS MUST BE BEYOND
REPROACH. AS A LEADER, HAVE YOU BROUGHT YOUR CREW TOGETHER AND
DISCUSSED ETHICS? IF YOU HAVEN'T, YOU SHOULD CONSIDER IT. THERE ARE
MANY GOOD ARTICLES ON ETHICS WRITTEN, FOR EXAMPLE, BY TRUE AMERICAN
HEROS LIKE MEDAL OF HONOR WINNER VADM JAMES STOCKDALE, THAT WOULD
HELP FACILITATE A GOOD DISCUSSION. ETHICS IS AN IMPORTANT PART OF
OUR COAST GUARD MORAL FIBER.
6. TAKE THE TIME TO WALK THE DECK PLATES. JOC ALEX HALEY ONCE SAID
IN A SPEECH ON LEADERSHIP, "FIND THE GOOD." IT'S EASY…AND I
COULDN'T AGREE MORE. ONE OF THE GREATEST JOYS I HAD IN COMMAND WAS
GETTING UP EARLY OR STAYING UP LATE AND "WALKING THE CUTTER." I GOT
TO KNOW MY CREW ON A PERSONAL LEVEL BY JUST WALKING THE DECK PLATES
AND TALKING WITH THEM.
A. WHEN YOU GET OUT AND WALK YOUR UNIT, DO IT WITH AN OPEN MIND TO
SUGGESTIONS. AS PHILLIPS AND LOY SUGGEST, "INVOLVE OTHERS. STUDY
THE MERITS, AND IF THE IDEA PASSES MUSTER CREATE A PLAN WITH VISION
AND GOALS."
B. BY GETTING AROUND YOUR MARINE SAFETY OFFICE OR THE CUTTER, NOT
ONLY DO YOU FIND THE GOOD - YOU FIND THE PROBLEMS. TAKE ACTIONS ON
BOTH FRONTS. YOU GAIN SITUATIONAL AWARENESS OF THE PEOPLE, SYSTEMS
AND EVENTS AROUND YOU. WITH UNDERSTANDING AND KNOWLEDGE COMES
EMPOWERMENT.
7. NEVER FORGET THE LITTLE THINGS: ALL OF US ARE INCREDIBLY BUSY.
IT DOESN'T MATTER IF YOU ARE ON THE OLE STAFF IN D1, STATIONED ON
THE GREAT LAKES, A WESTERN RIVER BUOY TENDER, A SAR STATION IN
TEXAS, A 110' IN KEY WEST, OR NESU CHARLESTOWN; LEADERS NEED TO
MAKE THE TIME TO PRAISE AND RECOGNIZE THEIR CREWS.
A. THE BOOK "THE ONE MINUTE MANAGER," BY KENNETH BLANCHARDT AND
SPENCER JOHNSON, RECOMMENDS THAT INDIVIDUALS RECEIVE PRAISE, OR
FEEDBACK IN A TIMELY FASHION. IN SHORT, FIND THE GOOD AND PRAISE
IT, FIND THE BAD AND FIX IT. I USE THIS PHILOSOPHY DAILY.
B. WE ALSO NEED TO RECOGNIZE THOSE WHO SUPPORT THE COAST GUARD IN
THE COMMUNITY. HAS YOUR COMMAND EVER WRITTEN UP A SWIVEL SHOT AWARD
FOR CONSIDERATION? WE HAVE A WIDE RANGE OF PROGRAMS TO REWARD
THOSE WHO HELP US. TAKE THE TIME TO GIVE CREDIT WHERE CREDIT IS
DUE.
C. OUR NATION'S CURRENT SECRETARY OF STATE, RETIRED GENERAL COLIN
POWELL, HAS A SERIES OF LEADERSHIP GUIDELINES. ONE STATES, "NEVER
NEGLECT THE DETAILS. WHEN EVERYONE'S MIND IS DULLED OR DISTRACTED
THE LEADER MUST BE DOUBLY VIGILANT." GENERAL POWELL'S ADVICE IS
INCREDIBLY APPROPRIATE TO US ALL IN OCTOBER 2003.
D. IF YOU ARE IN COMMAND OF AN 87' PATROL BOAT, A COXSWAIN OF A
NEW HS BOAT OR A LEAD MARINE INSPECTOR DEEP WITHIN THE ENGINE ROOM
OF A CRUISE SHIP WITH OPERATING MACHINERY ALL AROUND YOU, YOUR MIND
NEEDS TO BE FOCUSED ON NOT ONLY THE "BIG PICTURE" BUT ALSO THE
DETAILS. SURE, YOU MAY HAVE AN XO AND ENTIRE CREW TO HELP YOU, ALL
WELL TRAINED PROFESSIONALS, BUT AS A LEADER, THE NEED TO KEEP TRACK
OF THE DETAILS SITS SQUARELY ON YOUR SHOULDERS. YOU HAVE TO THINK
BEYOND "LIFELINES" TO THE "WHAT IF TYPE SCENARIO."
E. USE TEAM COORDINATION TRAINING (TCT), A PROGRAM THAT REDUCES
THE PROBABILITY FOR HUMAN ERROR BY INCREASING INDIVIDUAL AND TEAM
EFFECTIVENESS, BY DISCUSSING THESE CONCERNS WELL BEFORE A SITUATION
OCCURS. DISCUSSING SCENARIOS WITH YOUR CREW WILL PAY HUGE DIVIDENDS
IN THE FUTURE. (DETAILS ON TCT ARE FOUND IN COMDTINST 1541.1).
8. LEADERSHIP IS SOMETHING ALL OF US NEED TO WORK ON EVERY DAY.
EVEN IF YOU ARE NOT IN "COMMAND," EVERY COAST GUARD MEMBER IS A
LEADER. WITH THIS IN MIND I AM DIRECTING THAT ALL LEADERS,
OFFICER, ENLISTED AND CIVILIAN, USE THIS MESSAGE AS A FOUNDATION TO
DISCUSS THE IDEAS EXPRESSED ABOVE WITH YOUR SUBORDINATES AND
SHIPMATES BY 30JAN04. TAKE AN HOUR, EVEN USING A "BROWN BAG
LUNCH," TO TALK ABOUT LEADERSHIP AND OUR CORE VALUES OF HONOR,
RESPECT AND DEVOTION TO DUTY. ENCOURAGE DISCUSSION AND DEBATE, GROW
FROM THE EXPERIENCE. THOSE OF YOU FAMILIAR WITH MY STYLE OF
LEADERSHIP KNOW THAT AS I WALK THE DECKPLATES OF LANT AREA, I'LL BE
ASKING HOW THIS IS GOING.
9. CONSIDER ONE FINAL THOUGHT. GENERAL GEORGE PATTON WAS CREDITED
AS SAYING, "ACCEPT THE CHALLENGES SO THAT YOU CAN FEEL THE
EXHILIRATION OF VICTORY." THESE ARE WORDS EACH OF US CAN LIVE BY.
10. REQUEST WIDEST POSSIBLE DISSEMINATION. INTERNET RELEASE
AUTHORIZED.
11. VICE ADMIRAL JIM HULL SENDS.
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