Naval Leadership Quotes

Under Scheer’s leadership, the Germans had maintained the initiative in the North Sea throughout the year of Jutland, but his six sorties had resulted in just one battle, a tactical victory that had not altered the strategic situation.

The admiral was famously unflappable, but found the attack on Pearl Harbor a shattering experience. Spruance revealed this only to his wife and daughter, then waited anxiously for Admiral Chester Nimitz to take over as CincPac—Commander in Chief Pacific Fleet. After the obscenity at Pearl, America’s Pacific Fleet leadership was demoralized. Spruance sensed that Nimitz would inject some sorely needed fighting spirit, and he was right. Nimitz proved bold, aggressive, confident. Energized, the Pacific fleet began to sortie out and fight back. Spruance was elated.

On September 11, 2001 there were several hundred humiliation-enraged, young Saudis training at al-Qaeda camps in Afghanistan. They had gone there not to fight Russians, like their older brothers, but to support the country’s Taliban government. When US Special Forces units and CIA officers organized Operation Anaconda to topple the Taliban regime, these Saudis found themselves on the run. Some were killed; some found shelter in Iran. More than 100 were captured and imprisoned at Guantanamo Bay, the detention camp set up at an American naval base in Cuba. Their leaders, including Osama bin Laden, retreated into Pakistan. Most of the others, between 300 and 1,000 deeply committed individuals, simply went home to Saudi Arabia.9 These Afghan veterans provided the bulk of the leadership and many of the foot soldiers for AQAP, which remained largely restricted to the Afghan alumni network, their friends, and relatives.10 For two years they organized a five-cell structure in the kingdom with military, finance, media, and religious units.

By the time the operation was over, thirty-eight Egyptians and eight Israelis had been killed. Militarily the operation had been a success. The IDF had achieved its objectives, inflicting heavy damage on Egyptian infrastructure and personnel. Israel’s leadership hoped that the harsh reprisal would convince Egyptian president Gamal Abdul Nasser to rein in the fedayeen. Instead, Nasser was humiliated. Viewing the raid as a disaster, Nasser decided to take drastic measures. In September 1955 Egypt and Czechoslovakia announced a massive arms deal, including three hundred tanks, two hundred fighter planes, fifty bombers, artillery, naval equipment, and other weapons.

Thus was obscured the fact that his most essential contribution to British naval mastery was as a trainer of Collingwoods, Blackwoods and Hardys: his greatest gift of leadership was to raise his juniors above the need of supervision.

Catholic powers under the leadership of King Philip II of Spain challenged Ottoman naval control of the Mediterranean.

COL Nicholas Young Retires from the United States Army after More than Thirty -Six Years of Distinguished Service to our Nation 2 September 2020 The United States Army War College is pleased to announce the retirement of United States Army War College on September 1, 2020. COL Young’s recent officer evaluation calls him “one of the finest Colonel’s in the United States Army who should be promoted to Brigadier General. COL Young has had a long and distinguished career in the United States Army, culminating in a final assignment as a faculty member at the United States Army War College since 2015. COL Young served until his mandatory retirement date set by federal statue. His long career encompassed just shy of seven years enlisted time before serving for thirty years as a commissioned officer.He first joined the military in 1984, serving as an enlisted soldier in the New Hampshire National Guard before completing a tour of active duty in the U.S, Army Infantry as a non-commissioned officer with the 101st Airborne (Air Assault). He graduated from Officer Candidate School in 1990, was commissioned in the Infantry, and then served as a platoon leader and executive officer in the Massachusetts Army National Guard before assuming as assignment as the executive officer of HHD, 3/18th Infantry in the U.S. Army Reserves. He made a branch transfer to the Medical Service Corps in 1996. COL Young has since served as a health services officer, company executive officer, hospital medical operations officer, hospital adjutant, Commander of the 287th Medical Company (DS), Commander of the 455th Area Support Dental, Chief of Staff of the 804th Medical Brigade, Hospital Commander of the 405th Combat Support Hospital and Hospital Commander of the 399th Combat Support Hospital. He was activated to the 94th Regional Support Command in support of the New York City terrorist attacks in 2001. COL Young is currently a faculty instructor at the U.S. Army War College. He is a graduate of basic training, advanced individual infantry training, Air Assault School, the primary leadership development course, the infantry officer basic course, the medical officer basic course, the advanced medical officer course, the joint medical officer planning course, the company commander leadership course, the battalion/brigade commander leadership course, the U.S. Air War College (with academic honors), the U.S. Army War College and the U.S. Naval War College (with academic distinction).

But for all that American industrial brawn and organizational ability could do, for all that the British and Canadians and other allies could contribute, for all the plans and preparations, for all the brilliance of the deception scheme, for all the inspired leadership, in the end success or failure in Operation Overlord came down to a relatively small number of junior officers, noncoms, and privates or seamen in the American, British, and Canadian armies, navies, air forces, and coast guards. If the paratroopers and gliderborne troops cowered behind hedgerows or hid out in barns rather than actively seek out the enemy; if the coxswains did not drive their landing craft ashore but instead, out of fear of enemy fire, dropped the ramps in too-deep water; if the men at the beaches dug in behind the seawall; if the noncoms and junior officers failed to lead their men up and over the seawall to move inland in the face of enemy fire—why, then, the most thoroughly planned offensive in military history, an offensive supported by incredible amounts of naval firepower, bombs, and rockets, would fail.

With meager resources but inspired military leadership, plus crucial help from France – financial, naval, and troop support on the one hand, and behind-the-scenes diplomatic cover on the other – Americans had triumphed over the world’s mightiest

…self-consciously question its premises as well as its actions, accept uncertainty, and measure leadership competence at all levels by its capacity to acknowledge ignorance and uncertainty as prerequisites for discovery and change, i.e. as the conditions for learning.111

The Art and Science of Experiential Leadership: Culture at the Core of Process Change Success,’ states, “vulnerability and humility are watermarks of good leadership. Sometimes there’s nothing healthier than being vulnerable in front of people that you’re working with regularly, so they can see your humanity. Because they are human, too, they know they have weaknesses. To see someone else admit to it gives them the freedom to do the same.

The Rapid Reflection Force (RRF). Simply put, the RRF is an interdisciplinary group charged with assisting the incident commander “grasp and confront issues raised by unconventional situations.”127 Lagadec describes the RRF as …a spur that will prod crisis leadership to keep moving, keep thinking, never indulging in trench warfare against unconventional disruptions—as such events will instantly overwhelm or turn round all attempts to draw static lines of defense or restore intellectual comfort zones. With this objective in mind, the critical weapon in the RRF’s arsenal turns out to be insightful questions, rather than preformatted answers, which are the building blocks of artificial certainty, the Trojan horses of instant collapse.128

secretly dissolved mescaline in coffee or alcohol and began an innocuous conversation with the unsuspecting test subjects. After thirty to sixty minutes a change took place. The alkaloid had passed into the bloodstream via the mucous membrane of the stomach. The experimental subjects who were “opened up” by the drug were now informed that in this special zone where the interrogation was taking place Plötner had direct access to their soul. He suggested they should tell him everything of their own free will or something terrible would happen. The perfidious strategy worked: “When the mescaline took effect, the investigating person could extract even the most intimate secrets from the prisoner if the questions were asked skillfully. They even reported voluntarily on erotic and sexual matters. . . . Mental reservations ceased to exist. Emotions of hatred and revenge could always be brought to light. Tricky questions were not seen through, so that an assumption of guilt could easily be produced from the answer.”39 Plötner could not finish his series of tests. The Americans liberated the camp and confiscated his documents. It was a treasure trove for the U.S. Secret Service. Under the leadership of Charles Savage and the Harvard medic Henry K. Beecher, the experiments were continued under the code name Project Chatter and other rubrics at the Naval Medical Research Institute in Washington, DC.

There were three kinds of students going through Pre Flight in Pensacola. First, there were the OIs or Officers under Instruction. They were already commissioned Naval Academy or NROTC, and lived as junior officers. Next were the AOCs or Aviation Officer Candidates. They had college degrees and were commissioned as Ensigns upon graduation from Pre Flight. During Pre Flight training they were officially cadets and treated as such. Last and probably least were the NAVCADS. At the end of Pre Flight, they received a letter of completion and stayed cadets until they completed flight training. Only then were they commissioned. Each class was made up exclusively of one type of student. That is, even in Pre Flight NAVCADS and AOCs were not mixed together in a class. There is a book titled “The Second Luckiest Pilot in the World”, an anthology of flying stories. One chapter was about a NAVCAD going through flight training in the late forties. The author nailed it when he wrote that NAVCADS were in their own world. The officers didn’t associate with them because they weren’t officers. The enlisted guys didn’t associate with them because they were going to be officers. The result was a very tight knit group.

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The very first leadership study the authors conducted revealed something rather astonishing. When those who were viewed by senior managers as top performers showed outsiders around their work area, they introduced their employees. They bragged about them. They shared interesting tidbits about their children. “Kelvin’s son is at the Naval Academy.” They had obviously talked about a whole host of topics and developed a personal relationship. Bottom performers, in contrast, showed outsiders the equipment and products. They walked right by their people as if they weren’t even there.

The leadership [of Hellenic World] was taken by others, and a people who had never before embarked upon the sea defeated the Greeks in a naval action; they sailed to Europe and enslaved cities of the Greeks, in which despots were established, some after our disaster, and others after the victory of the barbarians. So it would have been fitting for Greece to come then and mourn over this tomb, and lament those who lie here, seeing that her own freedom was interred together with their valor. Unhappy Greece, to be bereft of such men, and happy King of Asia, to be at grips with other leaders! For Greece, deprived of these men, is sunk in slavery, while he, finding others in command, is moved to emulate the designs of his ancestors. (Funeral Oration section 59-60)

Ironically, the relatively simple fail-safe device that may have prevented doomsday was probably supplied by the Americans. In the 1960s, small groups of military science and technology specialists in the United States and the Soviet Union had secretly cooperated in a program to prevent an accidental or rogue nuclear war from breaking out. Even as the leadership of both states belligerently rattled their nuclear sabers in public, there was quiet cooperation to prevent the deliberate misuse of nuclear weapons. Of particular concern was the theft or unauthorized appropriation of one or more nuclear weapons by terrorists, a lone madman, or a rogue air force or naval crew. In the case of the K-129 incident, a small group of American scientists—and a highly secret decision by President Lyndon Johnson to share classified, nuclear fail-safe technology with Soviet leaders—may well have prevented the obliteration of an American city and a potential third world war.

The primary mission of the Academy was to strengthen the character of its officers. Without good character, my father believed, all the advanced instruction in the world wouldn't make an officer fit for service.

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