Podcast

Sea Control 136 – Being SECNAV with Ray Mabus

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By Matthew Merighi and Roger Misso

Join the latest episode of Sea Control for a conversation with Ray Mabus, former Secretary of the Navy (SECNAV), to talk about his experience leading the Navy. The conversation ranges from how a person becomes SECNAV, the challenges he faced in the role, and what he learned along the way.

Download Sea Control 136 – Being SECNAV with Ray Mabus

The transcript of the conversation between Secretary Mabus and Roger begins below. This transcript has been edited for length and clarity. Special thanks to Associate Producer Ryan Uljua for helping produce this episode. 

Roger: Hi, my name is Roger Misso, and I’m pleased to bring you another edition of the Sea Control podcast from the Center for International Maritime Security. In true CIMSEC tradition, we’ll ask our distinguished guest who’s here with us to introduce himself and to tell us about himself in just a few words.

Secretary Mabus: My name is Ray Mabus, I’m the immediate past Secretary of the Navy. Longest serving since WWI, from 2009 to January 20, 2017.

Roger: Thank you Mr. Secretary, it’s an honor and we’re really privileged that you joined us here today. We’re excited to talk to you and learn about your time as SECNAV. The first question I have for you is: A lot of people know how admirals and generals are promoted; they know how senators and governors and presidents are elected. They don’t necessarily know how service secretaries and political appointees are made. I was wondering if you could tell us the story of how you became Secretary of the Navy? Is it something you asked for? Is it something that someone suggested to you? How did that come about?

Secretary Mabus: In 2007 – March of 2007 – I endorsed a relatively unknown Illinois Senator named Barack Obama for president. I then went out and did about 300 events for him. I was his most traveled surrogate, ever. And when we won the election, his transition team called me and said, “Would you like to come into the administration?” And I said, “Well, it depends on the job.”

And they said, “Do you have anything in mind?”

And I said, “I want to be Secretary of the Navy.”

And they said, “Well, okay, what’s your second choice?”

And I said, “That’s pretty much it.”

I always thought that Secretary of the Navy – because I’d been in the Navy years earlier – 37 years earlier – I was commissioned in ‘69, got out in ’72 – I always thought Secretary of the Navy was probably the best appointed job in government. I had the best elected job as Governor of Mississippi, but in terms of appointed jobs, Navy Secretary is so big, it’s got a global reach, you can have a huge impact on large numbers of people and big policies, on things that happen in the world. And so that’s why I wanted it. It came from me.

Turns out, I found out it was the most requested job in the Obama administration. And so that’s how political appointees get made.

Most people believe you have to serve, but I was the first Secretary of the Navy since the early ‘90s that had served – in any branch in the military, but particularly in the Navy. John Dalton, who had been Secretary from ‘93 to ‘97, was a Naval Academy grad, but for everybody in between, nobody had served.

Roger: You mentioned you’re the longest serving SECNAV at least since…

Secretary Mabus: WWI.

Roger: 2,803 days as secretary according to Wikipedia at least, which is iron-clad information…

Secretary Mabus: It’s always true…

Roger: As you look back on your time, what do you wish you knew at the beginning of your tenure that you didn’t know then, and conversely, what do you wish you could change at the end of your time that you realized you couldn’t?

Secretary Mabus: I’ll take the first part of your question a little differently. I thought one of the great strengths I brought to Navy is that I didn’t know what the issues were – but I also didn’t bring any baggage. So I could take a fresh look.

I think that’s valuable, not just to the Navy, but anywhere. Occasionally, you need to bring in people from completely outside that can look and see what’s important that you may [overlook] because of just the day to day stuff, looking down, making sure that you’re getting the inbox cleaned out, making sure that you’re doing the stuff you need to do that day, that you don’t step back and say, “What’s important here?”

And I thought that that was a great strength coming in. The Pentagon does a really good job of getting you ready for your confirmation hearings and your job, because for several weeks in a windowless room in the Pentagon in one hour chunks from eight in the morning until five in the afternoon, I got briefed on what the Navy and the Marine Corps and the Department of the Navy were doing around the world. And as you listen to that, issues start popping up. So I picked four.

One of the lessons I learned as governor, and in any of these leadership roles, is that you’ve got to narrow your focus. You can’t try to do everything.

So I picked People – our Sailors and Marines; Platforms – the number of ships, aircraft, and systems that we have; Power and energy – to do the things we needed to do with our ships and with our aircraft; and Partnerships – internationally and partnerships with the American people.

In terms of the second part of your question, there were some things that I wish I had started working on earlier, because it really does take a long time to get some things done. One of the things is loosening up the promotion process, allowing people to not have a traditional career path, because I think that too many times we get into this “check the box” thing, where now with big data, with analytics, with metrics, you can take somebody that comes in from a very different way, you can categorize that, you can value that. So if somebody misses their Department Head tour or something, maybe they were out doing something else that was at least as valuable, maybe more valuable to the Navy, if we can keep them in.

Along those lines, I started the Career Intermission Program so you could take up to three years off, but I do wish that I had started some of these particular personnel initiatives sooner, started them maybe three years in. But it just takes, as you know, a long, long time for some of these to come to fruition. You’ve got to go through several cycles, you’ve got to give people a heads up, you’ve got to make sure that careers aren’t harmed by people that were under the old system. Now, I think it’s going to happen and I think it is happening, but I wouldn’t change anything that I did. I might have started a couple of things earlier.

Roger: In 2,803 days you worked under four different Secretaries of Defense. Secretary Gates, Secretary Panetta, Secretary Hagel, and Secretary Carter. Did your job differ at all under those four SECDEFs, and how did their different leadership styles affect the Navy?

Secretary Mabus: First, my job didn’t change. The Navy is so big. The Department of the Navy is so big. If we were a private company, we would be the second-biggest in the country in terms of employees after Wal Mart, third-biggest in terms of assets in between Exxonmobil and Berkshire Hathaway, fifth-biggest in terms of budget authority – $170 billion budget; 900,000 people. So because you’re so big, and because the service secretaries are the operators – recruit, train, and equip – the people buying things, training people, furnishing the equipment and the people that the combatant commanders need, which is why I think the service secretary’s job, particularly Secretary of the Navy, is a far better job than SECDEF, for example. Because you are so big, [you have] so much autonomy. SECDEF and DoD writ large is more policy, more advice to the president, more that role and not the direct operator role.

Now, I’m not going to get into individual personalities here, but one thing I will say is that the lessons of leadership that I’ve learned over a career in government and the private sector is that they’re exactly true. Whether Secretary of Defense or service secretary, you’ve got to focus on a few things that you can get done. You’ve got to be willing to let go; you can’t micromanage. If you’re the smartest person in the room, you’re probably in the wrong room. You need to get good people, give fairly clear direction – which came from the president, basically – and then hold people accountable.

The only one personality thing I’ll get into is Bob Gates, when he was Secretary of Defense, before I got there. Bob Gates never raised his voice. He was, as far as I could tell, always calm. Yet he fired a Secretary of the Air Force, a Secretary of the Army, a Chief of Staff of the Air Force, and a Chief of Staff of the Army. And I think part of leadership is you don’t get heated up, you don’t yell and scream and this sort of stuff, but you do hold people accountable…that brand of leadership, that calm, steady leadership but then actually taking action. You see these people yelling all the time – ”I’d fire those people!” – but then if he actually did it? Not in terms of firing people, although I did that from time to time, but in terms of trying to be a responsible leader that had people under me, trying to give clear direction and then say, “Go do it, I will hold you accountable, but I’m not going to get in your business day in and day out.”

Roger: I think that’s a great lesson for everybody to take away, certainly, one that applies regardless of rank or position or title.

Currently Secretary Stackley is the Acting Secretary of the Navy, but we don’t have a newly appointed Secretary of the Navy yet. When that person does come along, what advice might you have for them?

Secretary Mabus: Well, first, Sean Stackley is terrific. He was there with me the entire time I was there. But he is an acquisition specialist. And I think Sean would be the first person to tell you that what he loves and what he wants to get back to is acquiring things, doing the negotiations, doing what he is unsurpassed at.

And I think the fact that it’s five months into an administration almost, and you haven’t had anybody even nominated to be Secretary of the Navy, is just terrible. The lack of direction – there was an Acting Secretary of the Navy when I came in, but he had only been acting for about six weeks. But even in that six weeks, he had decisions that he had to make. Now, BJ Penn was the Acting, and he was terrific at it. He didn’t make a decision that he thought belonged rightfully to the permanent Secretary of the Navy. He would just say, “I’m not going to do this because he may not agree with it,” which I think is right.

Sean is in the same position. He’s got to make decisions, but he doesn’t know which direction the new Secretary, whomever that may be, wants to go in. And with the confirmation process, and with the Senate schedule, even if somebody is nominated today, it’s probably going to be September or October before they’re confirmed – I mean, realistically. So you don’t know.

But I guess the things that I would say:

Number one, the things that I did in terms of the four Ps that I mentioned – People, Platforms, Power, Partnerships – I did to make us better warfighters. Because we’re going to alternative energy, fewer people are going to die. We were losing a Marine killed or wounded for every 50 convoys of fuel we brought into Afghanistan. Because of the personnel moves, opening everything to women, of repealing “Don’t Ask, Don’t Tell,” we’re stronger. A more diverse force is a much stronger force.

And don’t look at it in ideological terms. Look at it in – is it working? And is it making the Navy and Marine Corps better warfighters? Because it can be proved that all four of those things are.

Second, pick your own stuff. Every Secretary is different, and they should be. But always have that touchstone, that if it’s not making the Navy and Marine Corps better, if it’s not making them better warfighters, if it’s not making them better at their job, then why are you doing it?

The third thing is you’re going to have to keep one eye on today, because of the things that are happening today. But if you don’t keep an eye on 10 years from now, 15 years from now…The quick example I’ll give you is in 2001, the U.S. Navy had 316 ships. By 2008, seven years later, after one of the great military buildups in our history, we were down to 278. In those seven years, the Navy only put 41 ships under contract. In my seven budget years, I put 86 ships under contract, more than twice what [the previous administration] did.

Now the day I left, there were 274 ships in the fleet, because of the decisions that had been made 10, 15, 20 years earlier. We’ll get back to 308 ships, which is what we were building toward by 2021, which is not that far away – four years away. And I guarantee you, whoever the Secretary of the Navy is then, whoever the president is, will say “Look what I did! Look at this! We got to 308 ships.”

But if whoever comes in as Secretary of the Navy now doesn’t continue building ships at this high rate, doesn’t keep doing it year in year out, then the Secretary of the Navy and the president in 2030, in 2035, won’t have the fleet that they will need to have to do the things that they need to do.

It takes a long time to build a fleet. It takes a long time to reverse a decline. And even if you don’t pay attention to it every year – it won’t happen when you’re there. Nothing the next Secretary will do, even if they stay like I did almost eight years, won’t see it in terms of platforms in particular while they’re there. But you’ve got to do it. You’ve got to do it for the Navy, you’ve got to do it for the Marine Corps, and you’ve got to do it for the country.

Roger: I think there was a sign on Joe Rochefort’s desk that said: “There’s no limit to what we can do together, so long as no one cares who gets the credit.”

Secretary Mabus: Right.

Roger: That seems pretty applicable here.

We’ve talked about the Secretary of the Navy; we’ve sort of talked about the president. Do you think there are ways that the Navy can strengthen its relationship with Congress? Are there things we can do better? Different approaches?

Secretary Mabus: I think one of the main things that the Navy or any federal agency needs to do with Congress is be completely up front, completely transparent, and not try to hide the ball. Bad news doesn’t get better if somebody else finds it out first.

Engage with them a lot. I found that was one of the things that was most helpful, is getting to know members as individuals. And again, this is a pretty nonpartisan job – I mean, the military ought to be a little separate from politics and from partisanship. And so, whether somebody’s a ‘D’ on the Hill shouldn’t really matter. And you shouldn’t just talk to the people in your party regardless of which party that is. But there’s people in Congress and, number one, they want to do the right thing I think more times than not. Number two, they need information, because they’re the ones appropriating the money. You’ve got to show to them that you’re tackling fraud, abuse, and that you’re not asking for money that isn’t going to be well spent. And so I think that transparency, along with some actual substance in terms of what you’re doing, makes all the difference.

Roger: There’s a unique challenge, as you well know, between inspiring change and then managing to produce results eventually. I think you tried to tackle this especially as it related to your Innovation Vision. How do leaders do this? How did you manage the difference between inspiration – inspiring the force – and actually creating change and seeing it through to the end? And do you think, as you look back, that the Innovation Vision has been a success so far?

Secretary Mabus: I’ll answer the last one first: yes, I do. Some of the things that we’re doing now – for instance, every time we put a ship in the yard we change the light bulbs. We had a suggestion from a Chief. It saves a destroyer 20,000 gallons of fuel a year to change light bulbs to LEDs. And it’s better light. And you don’t have to change the bulbs but every seven years instead of every six months like we do today. And you don’t have to break out the scaffolds and things like hangar decks.

But I think there are several things, one is first you’ve got to come up with the idea, you’ve got to come up with the inspiration. And it has got to be clear, and you’ve got to talk about it all the time. Whatever that is, whether it’s innovation as a general thing, or whether it’s one of the specific programs I mentioned. And you’ve got to repeat it over and over again so that people know that the leadership is committed; that if they go out on a limb in their career, or in their job, they’re going to have some top cover to do that.

Second, you’ve got to get people on the deckplates, people who are actually out there, involved. And there are lots of ways to do that. We did a crowdsourcing platform in innovation, we stood up Task Force Innovation which people compete to get on. It’s a year tour, it’s going to help your career to be on it, because you work on one project, you do a deep dive for a year, and you come out with recommendations.

Three is, as a leader, when somebody recommends something or it bubbles up through this innovation process, you’ve got to fund it. You’ve got to show people that, and then you have to recognize people. And you’ve got to explain to people over and over again, not that this is a great theory, but that this is how it’s going to affect you. This is how it’s going to affect your life. This is why it’s going make you better at your job. This is why it’s going to make the Navy better warfighters, better at what they do. We’re not just doing this for drill, we’re not just doing this because it’s a great idea. We’re doing it for a purpose – and here’s that purpose. And then when somebody comes up with one of these great ideas – recognize them. Recognize them in front of their peers, recognize them to the leadership, to show people we really will listen.

Roger: Last question, you mentioned that Governor of Mississippi is your best elected job, Secretary of the Navy your best appointed job. What’s next? What’s the next job? What’s the next task for you, after having been Secretary of the Navy for so long?

Secretary Mabus: I like change. I like being an agent of change. I like to be disruptive in a good sort of way. I like building more than I like maintaining. So I’m an advisor now with Google Ventures, in terms of what comes next. I’m helping several pre-IPO companies with: How do you manage growth? How do you instill a culture? How do you keep that culture as you’re getting bigger? How do you create a narrative about what you’re up to? Because one of the things – it doesn’t matter that you’re doing the right thing if nobody knows you’re doing the right thing, particularly the people working with you. It’s not useless, but it’s not as powerful as it should be.

I just finished teaching at Harvard Law School, Harvard Business School, and Harvard Kennedy School, and that was a wonderful experience. I’m going to continue at the Business School off-and-on this fall.

But it’s what’s over the horizon, it’s what’s next, it’s what technology or what idea is going to change this country, going to change the world for the better – that’s what I want to be involved in.

I’ll end with a Navy story. I was in Asia, talking to a Head of Navy there. And he said that the difference [between] soldiers and sailors is that the Army looks down; they look at maps, they see boundaries, they see obstacles. The Navy looks out; they see the horizon, they don’t see any boundaries, they don’t see any obstacles, and they want to see what comes next. It’s a different mindset if you join the Navy or the Marines than it is if you do anything else. And I’d like to think that’s my mindset. I want to see what’s over the horizon. I want to see what comes next. I’ve got that Navy and Marine Corps curiosity and mindset.

Roger: Well that’s something we can certainly all take to heart, Mr. Secretary. It was an honor to have you join us today, and I’m really looking forward to what’s next for you, for our Navy, and for everyone in it. So thank you very much.

Secretary Mabus: Me too, thank you.

The Honorable Ray Mabus is the longest serving Secretary of the Navy since World War I, and has also served as Governor of Mississippi, Ambassador to the Kingdom of Saudi Arabia, and Chairman and CEO of Foamex.

Roger Misso is the Vice President of CIMSEC.

Matthew Merighi is the Senior Producer for Sea Control. 

Seamanship and Leadership

Design Thinking for Military Advantage

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In collaboration with U.S. Fleet Forces Command (USFFC) and Navy Cyber Defense Operations Command (NCDOC)

Introduction

The United States Navy has a proud tradition of mission accomplishment, regardless of the odds. From John Paul Jones taking the fight to the British shores aboard the Bonhomme Richard, to the hard-fought victories of the Pacific campaign, our naval service has been able to find the competitive advantage necessary to win. We have been fortunate that great people throughout our history have risen to the call when necessary. This long and storied list contains names such as Decatur, Preble, Farragut, Morton, Ellis, Puller, Hopper, and Halsey. The right person, with the right answer, at the right time— almost as if fate was on our side.

These larger-than-life figures make for compelling stories, but what if they were never born? What if these legends were not in the right place at the right time to save the day? What if the Navy fostered an environment wherein the creative problem solving, critical thought, and extreme ownership that called these legends to action were core competencies across the force? Imagine a force that spends less time prescribing exactly what to do and instead harnesses the power of the collective, a force where our competitive advantage is not simply people, but rather capable, empowered, and passionate teammates. We should develop teammates truly capable of leading us into the future because we are too comfortable reacting to the present.

To truly realize our potential, we must deliberately build upon our strong history and shape the ongoing cultural change across the force. We must make creative problem solving, critical thinking, and collective ownership core competencies, and go out of our way to enable teammates who reflect these traits. Our training pipeline and personnel system should reinforce those tenets. In the absence of that, or rather in parallel, we must focus on shaping culture at the unit level. This entails the creation of connective tissue across many efforts that seek the same outcomes to ensure scalability while creating new norms and delivering outcomes we have yet to imagine.

This article seeks to shine a light on the unnecessary level of risk aversion and bureaucracy in our organization, describe the fundamental principles behind design thinking and deckplate innovation, and share revealing examples of these principles in action at U.S. Fleet Forces Command (USFFC) and Navy Cyber Defense Operations Command (NCDOC). 

A Learning Navy

In the Design for Maintaining Maritime Superiority, the Chief of Naval Operations lays out numerous lines of effort as a vision and strategy for the Navy’s future. The green line of effort, which challenges the Navy to “apply the best concepts, techniques and technologies to accelerate learning as individuals, teams and organizations,” is being realized in an emerging grassroots movement which has taken the challenge to “set aspirational goals” and use a combination of critical thinking, lessons from history, and methods of human-centered design to encourage creativity and innovation to create advantage.

A sustainable competitive advantage is difficult to identify, and often results from an interwoven mass of tangible and intangible factors. Tangible resources are easy to identify and range from financial capital to physical assets like airplanes and ships. Intangible resources, while more difficult to quantify, may be the most valuable assets that an organization possesses. Human resources provide long-term exploitable skills, productive effort, and tacit knowledge that is difficult to replace and hard for competition to replicate. Personal and organizational experience builds tacit knowledge, and can be described as the collective know-how of a group. Organizations often struggle to quantify or pass on this knowledge through verbal or written communication.

In order to prevent stagnation, the Navy must become a learning organization. A learning organization continuously transforms itself by properly unleashing its people’s tacit knowledge. Throughout the rich history of the Navy, innovation and creativity have often ebbed and flowed. As Peter Senge points out in his book The Fifth Discipline, many successful learning organizations share a common vision, willingly challenge their own mental models, and encourage their people to seek personal mastery and engage in team learning. The results are the Googles, Facebooks, Ubers, and Warby Parkers of the world. This is not to say the Navy should model itself in the image of Facebook or Uber. Clearly the business model of fighting and winning our nation’s wars differs from that of social networking or crowdsourcing vehicular transportation. But just as many different corporations with different goals and models have embraced rapid learning to achieve maximum possible performance, so too can the Navy, and the first step in becoming a learning organization is admitting that you are not one.

Though many senior leaders may disagree, our Navy, as a whole, is not a true learning organization–at least not yet. Everyone needs to grow comfortable with a continuous departure from the status quo as the start of a new way of thinking. Through the combination of these ideas, an organization can leverage the knowledge and abilities across the spectrum of its constituents. The core competencies of creative problem solving, critical thinking, and collective ownership will help us break this mold. Our current system fails to assess, develop, or value these competencies. But unbeknownst to many, a deckplate revolution has commenced.

A Revolution in Thought and Action

This revolution continues to bring smart creatives from across the Navy together to create a movement. They focus on reimagining our culture as one founded on the aforementioned core competencies. This is where design thinking comes into play. Much contemporary writing focused on change references design thinking, but what is it exactly? Is it a perceived silver bullet from industry that the military is attempting to latch on to? A fleeting “buzzword” quickly forgotten? Hopefully not.

Design thinking is about embracing the combined knowledge within an organization for maximum possible performance. Creating solutions can be difficult, especially if you have not effectively defined the problem. Design thinking provides a process to focus efforts and achieve results. Though many techniques and tools differ, design thinking is rooted in four major elements: define the problem, divergent thinking, convergent thinking, and refine/execute.

NOSC San Jose Sailors engaged in a 45 minute divergent thinking exercise designed to capture ideas in order to address an opportunity statement provided by NOSC leadership. (Photo by LCDR Owen Morrissey)

Defining the problem is very easy to gloss over, but it can be the most important step. Are you solving the right problem or simply a symptom of a higher systemic impediment in your organization? Design thinking encourages approaching the problem from different perspectives to ensure you are still solving the correct or complete problem. Seek to ask why until you have worked past the easy answers and get to the truly hard question. Don’t just look for the simplest and most obvious solution, but seek as many different solutions as possible. Divergent thinking facilitates this concept, especially with many people working together. The goal is to diverge into as many ideas as possible, where the most opportunities appear when you are not constrained by finding the “best” solution. Think quantity over quality; many people can’t arrive at the right answer without fully embracing their comfort in the group or without pulling ideas from previous ‘bad’ examples.

After generating as many opportunities as possible, design thinking uses tools to group, merge, and then pare down the solutions until, through synthesis, converge on the best functional results. To higher leadership, this can be considered a catch-all in removing the ‘Good Idea Fairies’ from the group and allowing the best solution to bubble to the surface. This solution will be free of emotion and carries with it a vector towards positive change.

After arriving at a solution, seek refinement and development through basic prototyping. Design thinking provides tools to prototype solutions that seek to test the foundations of the idea rather than building a working physical product. This enables testing and further development with minimum resources. For higher levels of leadership, this may work towards an entire command or unit. When implemented from the ground-up – individuals, workcenters, divisions, and departments – this equates improvement across the spectrum.

After the solution has been refined, execute. Ideas without execution are meaningless. It takes action to bring an idea to fruition, and without that action, design thinking is truly just the latest “buzzword” spoken in an echo chamber.

Leadership’s Role

Upon the conclusion of the event, the collaboration and support of the participant’s leadership is necessary to promote the success of these young leaders by providing them with time, trust, and top cover. These core aspects drive the successful engagement of our young Sailors and Marines, and inspire every ounce of our commitment and progress. Without them, we don’t have the perspective to see beyond our silo of thought. The relationship between leadership’s time, trust, and top cover and rank and file empowerment defines the success or failure in the leader-led relationship. All of the time and trust in the world does nothing if you don’t have someone blocking for you along the way. Conversely, there is no top cover that someone can give you that would produce results without the adequate time and trust that goes along with it.

The illuminate Th!nkshop at Fleet Forces

Officers assigned to SEVENTH Fleet in Yokosuka participate in an executive course collaboration exercise focused on developing rapid prototypes in order to gain perspective of the Illuminate effort. (Photo by LCDR Owen Morrissey)

The illuminate initiative at Fleet Forces Command is one grassroots program bringing design thinking courses to Sailors and Marines. Turning the traditional paradigm of learning on its head, they encourage shrugging off bureaucracy, taking ownership, and focusing entirely on problem-solving and process improvement as opposed to passively receiving top-down innovation initiatives. Based in the concepts of design thinking, the Th!nkshops seek to identify solutions through a process of divergent and convergent thinking, coupled with the critical thought and positive mindset vital to the process itself. 

Like many other organizations in this grassroots movement, illuminate champions the fact that the foundations, objectives, materials, and format are designed and taught by a small team of active duty Sailors and Marines. Led by a passionate group of individuals, the course has already made a difference across the Navy. These efforts have primed the pump of an ad-hoc network of like-minded Sailors and Marines that seek to collaborate and achieve results. With the right resources and an expanded inventory of design thinking and organizational learning methods at their disposal, this network could move from an ad-hoc group of facilitators to a connected group of command sponsored representatives that will achieve maximum performance across the Navy.

Refining The Process

Getting the Th!nkshop pilot off the ground would not have occurred without an incubation phase. Illuminate needed people to iterate and a laboratory to experiment in order to refine the course. Enter Navy Cyber Defense Operations Command (NCDOC). The Echelon IV command participated in numerous iteration sessions  and helped develop the Th!nkshop curriculum.  Throughout this process, NCDOC personnel received personal and professional development training and provided candid feedback to the illuminate facilitators. The USFFC Th!nkshop facilitators refined the course based on the feedback. This cycle of iteration, development, and growth continued for several months. As a result, NCDOC adopted and launched its own chapter of illuminate utilizing their own in-house facilitators, while USFFC simultaneously began to spread illuminate across the naval enterprise. 

Since leaving NCDOC in December 2016, USFFC has impacted numerous commands. These include more than 40 commands at Seventh Fleet (C7F), Space and Naval Warfare Systems Command (SPAWAR), Southwest Regional Maintenance Center (SWRMC), and Naval Operations Support Center (NOSC) San Jose. They are scheduled to travel this summer to NOSC Dallas, East and West Coast Submarine Forces, SWRMC, and SPAWAR. They also conduct a series of Th!nkshops in Norfolk where they have trained Naval Expeditionary Combat Command (NECC), Fleet Readiness Center Mid-Atlantic (FRCMA), National Guard, Reserve Forces (RESFOR), and Naval Information Forces (NAVIFOR); summer plans include OPTEVFOR (Commander Operational Test & Evaluation Force), Transient Personnel Unit (TPU), Explosive Ordnance Disposal Mobile Unit (EODMU) 12, and Special Boat Team 20.

NCDOC’s support and assistance provided the fertile ground for the Th!nkshops to blossom from an amazing idea to a training mechanism directly impacting Sailors and Marines. Their partnership laid the foundations for illuminate to scale across the fleet.

The NCDOC Experience

The time, trust, and top cover of a trusted ally provided the fertile ground for the illuminate Th!nkshops to grow and develop. In its early phases, illuminate took root at Navy Cyber Defense Operations Command (NCDOC). But long before opening their makerspace for Th!nkshop incubation and refinement, NCDOC began a deliberate culture shaping journey. A journey as unique as their mission; one that continues to make them the Navy’s “Purple Cow,” to borrow a term from Seth Godin.

They don’t use a Command Assessment Team to assess climate, they have a Culture Club that shapes culture. They use a 360-degree hiring panel to select new civilian teammates, and conduct 360-degree feedback for all E-7 and above as well as supervisory civilians. They have shaped a culture that truly combines the power of the 21st century mindset with the best of our strong Navy tradition. The foundational experience among NCDOC Teammates is their tailored version of the illuminate Th!nkshop, which is integrated within their 100 Day Onboarding process. Over the last few months, the Th!nkshop alums have reinvented peer recognition, reimagined mentorship using the NFL draft as the model, developed a locator tool to navigate their building, crafted a New Teammate Handbook using Valve’s New Employee Handbook as inspiration, redesigned their next Command Climate Survey, and directly leveraged design thinking to reorient operational execution.

The most visible evidence of the significant culture shift at NCDOC is the aforementioned New Teammate Handbook. It not only serves as a vehicle to reinforce their ongoing commitment to culture-shaping initiatives, it also serves as an example of how the public sector must both lead and engage if they are to give Smart Creatives reason to join the team.

The formatting of the handbook is not what you would expect from a government organization and neither are the words contained within. Everything from the internally developed Waypoints that articulate shared behavior across the NCDOC team, to the “Allowed To” list that compels all teammates to be “Doers,” speaks to a team that truly values competence, collaboration, and character. And because words are hollow when not supported by action, one need only watch their Innovation Cross Functional Team coach “Idea
Champions” at all ranks through the process of making their ideas reality to see that the “Doer” philosophy runs deep across the team and produces results.”

NCDOC’s New Teammate Handbook (Click to read)

NCDOC serves as a visible example that it’s not about the Th!nkshop itself; it’s about the culture it fosters and the operational outcomes that a culture of creative problem solving, critical thinking, and collective ownership generates. The NCDOC team interacts differently than any other within the Navy. Their spaces are different from any other within the Navy, and their approach to just about everything is different from any other within the Navy. It’s not about being different for the sake of being different, but rather about caring enough to question everything, to allow expertise to trump rank, and to prioritize long-term significance over short term success. NCDOC is a prime example of how a sustained commitment to facilitating Th!nkshops impacts thinking, doing, and mission accomplishment at the unit level. A Th!nkshop experience may leave you inspired to do more, but without the visible commitment to the tenets it teaches by leaders at every level, you will quickly be reminded of the short shelf-life of inspiration.

The Future

The work at USFF and NCDOC is not Navy-mandated, but simply the result of some forward-thinking minds within the Navy and Marine Corps, the desire to make a difference, and the opportunity to do so. Th!nkshops have inspired many, but we measure impact by our ability to sustain and scale the transformation ignited to date. Th!nkshops alone won’t generate the outcomes we need; command triads committed to culture shaping and helping each teammate realize their potential will. We offer our Th!nkshops as a vehicle to kickstart local initiatives, and welcome the opportunity to partner with units across the Navy. These partnerships grow and strengthen our network of leaders committed to creating an environment that affords us the opportunity to evolve into a true learning organization. This environment not only ensures great ideas are prevalent, but as our Chief of Naval Operations has made clear, allows us to turn those ideas into something real.

Contact us below for more information on how you can be a part of the Th!nkshop movement.

LCDR Owen Morrissey and LT John Hawley are currently assigned to USFFC in support of the CNO’s Design for Maintaining Maritime Superiority. They can be contacted at owen.morrissey@navy.mil for executive engagement and john.w.hawley@navy.mil for more information and to schedule an illuminate thinkshop. For more information on the NCDOC state of mind, contact Dr. Rebecca Siders at rsiders@ncdoc.navy.mil. 

Featured Image: Sailors assigned to NOSC San Jose participate in a rapid ideation session during a reserve drill weekend. (Photo by LCDR Owen Morrissey) 

Events

Vote Now – 2017 CIMSEC Board of Directors and Officer Elections

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By Sally DeBoer

Voting is now open for 2017-2018 CIMSEC Officers and the 2017-2019 CIMSEC Board of Directors. You must be a CIMSEC member to vote. After reading about this year’s nominees, cast your ballot by using the form embedded below. Voting will officially close on Sunday, 11 June 2017 at 2000 EST.

Read biographies and statements from this year’s officer nominees here.

Read biographies and statements from the 2017-2019 Board of Directors nominees here.

Capability Analysis

Call for Articles: What Should the U.S. Navy’s Next Future Surface Combatant Be?

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By Dmitry Filipoff

Articles Due: July 5, 2017
Week Dates: July 10-July 14, 2017
Article Length: 1000-3000 words 
Submit to: Nextwar@cimsec.org

The U.S. Navy is in the conceptual phases of determining what the next Future Surface Combatant (FSC) family of warships could be. The FSC will include “a large, small and unmanned surface combatant that will go through the acquisition process with each other and an ‘integrated combat system’ to tie them together.” These ship classes will provide an opportunity to field systems that reflect a vision of future war at sea and decide what the surface force will contribute to the fight.

The challenges are myriad and complex. Emerging technology has opened up numerous avenues of latent capability, from unmanned systems to directed energy, from integrated power to adaptive electronic warfare. New technology could result in evolving tactics and concepts of operation that change the way ships fight individually and within the joint force. Additionally, ships expected to serve for decades must have attributes that facilitate the iterative fielding of greater lethality over the course of their service life. All of these factors lend competing pressures toward defining requirements. 

These ships are critical to the surface Navy’s future, especially because of the challenges and setbacks faced by the two major surface combatant programs of the current generation. The Littoral Combat Ships and Zumwalt-class destroyers are now poised to shape the conversation of what tomorrow’s warships will and will not be and how to go about procuring them. Authors are encouraged to not only envision future roles and capabilities for the FSC family of warships, but to also contemplate the major lessons learned from recent ship design challenges and how to better field the next generation of surface combatants. 

Dmitry Filipoff is CIMSEC’s Director of Online Content. Contact him at Nextwar@cimsec.org. 

Featured Image: Deck house lifted onto USS Michael Monsoor , trhe 2nd Zumwalt class destroyer, on November 14, 2014. (General Dynamics Bath Iron Works)

Fostering the Discussion on Securing the Seas.