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Sea Control 150: Former Secretary and First Lady of the Navy, John and Margaret Dalton, Pt. 2

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By Travis Nicks

We were honored to speak with former Secretary of the Navy John Dalton and his wife, Margaret Dalton, about their service during the Clinton administration. Read or listen to Part One of this two-part interview here.

DOWNLOAD: Sea Control 150: Former Secretary and First Lady of the Navy, John and Margaret Dalton, Pt. 2

TN: You served as a leader for essentially your entire life. You started as a naval officer. We’ve talked about your business career, where you were a leader in every organization you worked for – from Goldman Sachs up to your post at the top of the banking industry in the government. And of course, you became Secretary of the Navy. I’m just wondering what your advice would be to Sailors and junior officers that want to serve their country in the same capacity that you have, or to the same degree that you have.                                             

JD: I got unsolicited – shortly after I became Secretary, I received “The Timeless Traits of Leadership” that this minister had sent me from California. And I never had heard of him or knew him. But he and his staff did a retreat, and they came up with these eight traits of leadership. And I tried my best to live by those. And they are: a leader is trusted, a leader takes the initiative, a leader uses good judgement, a leader speaks with authority, a leader strengthens others, a leader’s optimistic and enthusiastic, never compromises absolutes, and leads by example. And I think those traits of leadership were very helpful to me when I was in office.

In terms of my prior career, I think you can summarize those eight traits of leadership in another leadership program –basically, know your stuff, be a person of character, and take care of your people. And, you know, I think if you do either of those eight traits or following the summarized version that was very helpful to me. But I want to emphasize the fact, Travis, that I had some success in business and in government, and I had some failures in business and government. And so you know, everything’s not pretty and rosy. I mean, I’ve had a business one time where I thought I was going to face bankruptcy, I avoided it, but there are ups and downs in business and in government. And I tell midshipmen when I talk to them, and I tell interns when I talk to them, the three things that you have to rely on when things go badly (and they will go badly for all of us)… I talk about having a lot of balls in the air, but three of those balls are crystal and those are you family, your faith, and your friends. And I think relying on those kinds of things had been very helpful to me throughout my career – are things that should be emphasized in nurturing all of those things.

TN: So, Mrs. Dalton, if we could transition over to asking you some questions.

MD: You may do that.

TN: So, Mrs. Dalton, how did you find being the First Lady of the Navy?

MD: I loved every minute of it. It was a great, great experience. It opened my eyes so much. We had not been married when my husband was in the Navy – he was in graduate school when we married. So it was my first experience in any kind of Navy life. I just, I loved every minute of it. As you said, there were some tough times that he had that I was there for, but he loved every minute that he was in that position. Every day, it could be a hard day, but it was a good day. And he looked forward to going in every day. And that made happy. That made me really happy.

TN: So what kind of experiences do you feel like you had before you became the First Lady of the Navy that contributed to how well you were able to help the Navy after you became the First Lady of the Navy?

MD: Well, I’ll have to say that people all my life have told me that I was a good listener. And every time people had issues, you know, they would come and talk to me. Every now and then Johnny would say to me, “Your shingle. Did you have your shingle out today?” And so that was one thing that was helpful to me – that I was able to listen to what I was being told.

And when he first became Secretary, I was asked what kind of Secretary’s wife I wanted to be, whether I wanted to be active or whether I just wanted to go to social things. And I said, “No, I really wanted to be active.” And the quality of life issues and working with the wives and families became my bailiwick. And I have never had any trouble talking with people. All our married life we’d been in a lot of social situations, and I always felt comfortable, and so I was never uncomfortable with new groups and visiting with new groups. And I think that that prepared me – having had those experiences in the past, and just knowing that I have to be aware of what people are telling me and listening and being able to respond, or being able to pass them on as they need to be passed on.

TN: Alright. So what got your eye about quality of life issues in the first place that made you want to focus on quality of life issues?

MD: Well, the first time we ever took a trip alone, we went to Hawaii. One of our first travels was to Hawaii. And the women picked me off and Johnny went to meet with Sailors and there were ships. And I went to look at housing and schools and, you know, medical things. And the first thing they did was to drive me to look at housing. The first place we went was to see the Air Force housing, which was just lovely – and I thought this is a great, great way – I’ve never looked at how people in the Navy lived.

And then they said, “Now we want to show you the Navy housing.”

And I said, “Where?” And they were telling me where it was, and they said where it was. And I said, “Well, is it near that slum area that we saw?”

And they said, “That is the slum area.”

And I knew that right away – I said, “That can’t be.” We went to look at the houses and I was appalled. I said, “We can’t have anybody living like this. Why would anybody be in the Navy – why would anyone want to be married to someone in the Navy if this is how you live?” I mean there were terrible termite problems, there were holes in roofs. I’ll never forget this house – they had a sort of porch. It wasn’t necessarily some sort of porch or some additional thing. And there was a big space between the roof lines. And any time it rained, which was every day, rain came down between those two rooms. You can’t live like that. It was awful, it was just awful.

I was always interested in the medical things, and when they had issues with medical things and how could they get such and such when they were too far away. And the educational things were pretty well taken care of because the schools were good. But the housing was a real issue. That sort of kind of became my thing.

JD: If I could interrupt, on the housing thing. When she went to see that Navy housing in Pearl Harbor, she did her thing and I did mine. We came back and we were changing clothes for dinner, and I said, “How was your day?”

And she started telling me about it and how bad it was, and literally teared up talking about how bad Navy housing was. And she said, “You can’t let Sailors live like this.”

And I said, “Okay, Margaret, when I get back to Washington, we’ll ask for a briefing on the housing, and I want you to come.”

So, we had this briefing which was scheduled for 30 minutes, and it lasted about an hour and 20 minutes. And the civil servant who was leading the briefing said, “Mr. Secretary, thank you for asking for this briefing. I want you to know that I’ve never met a Secretary of the Navy before, and I’ve certainly never given a briefing, but I’m happy to tell you about Navy housing.” And so she went on to talk about Navy housing.

And I realized that we had a big problem, I mean, Margaret had already told me about it, but I could see that it was a bigger problem than I thought. And we did some more homework on it, and I asked for a meeting with Bill Perry, Secretary Perry, who was the Secretary of Defense at the time, and a very outstanding leader. And I asked for a meeting with him, and I went in to see him, and it was just the two of us. I guess somebody told me – our office not to bring any staff, and he didn’t have anybody there. And so I laid it out for him. I said, “Here’s what the Air Force spends per capita. This is what the army spends per capita. This is what the Navy spends per capita. And this is what the Marine Corps spends per capita.” I said, “Mr. Secretary, retention is going to be a major problem if we don’t correct this.”

He asked a few questions and we went back and forth. And I wasn’t there more than half an hour, you know, I finished and he got it. And he said, “Let me look at this and I’ll get back to you.”

Before the day ended, John Deutch called me. He was the Deputy Secretary of Defense at the time, and said, “You’ll have 100 million additional dollars to spend in the next two fiscal years – the remainder of what’s left this year and next year on Naval housing.” And he said, “Do you want it all to go for Navy Housing?”

TN: It really is just amazing how you can affect so much change by listening and noticing what are clear problems to the people experiencing them, but would otherwise never be recognized.

MD: The other thing, too, about that, is that these women… I don’t think their husbands would have liked it if they had gone and told the Secretary because of their careers. But they didn’t feel at all hesitant to tell me things. And I could tell my husband without giving any names. But I know that if they’d gone up person to person and said something, then that would have been an issue for the husband for sure. The husband would have perceived it as a big issue. But they could tell me things, and they told me a lot of things. I heard a lot in five and a half years.

TN: One question that I was curious about is that over the time that you all served as the Secretary and First Lady of the Navy, there was quite a few scandals and tragic periods – to include to tragedy from Tailhook, we talked a little about budgeting but it had some real dramatic implications for the fleet. And then I think it was 1995, CNO Admiral Borda took his own life tragically. And there was just a series of very public and sad experiences for the Navy family. And I’m curious how you felt, or how you responded to that, and how you were able to console and help recover the Navy in that time.

MD: Well I do think that the people were really affected by that, and I think – I didn’t hear as much as I thought I would have hear about that when we would travel about that. I heard more around here about it.

TN: Around here in D.C.

MD: Yes. And I think that probably, an awful lot of the people here knew Admiral Boorda – the wives and, of course, the officers enlisted. But the wives, many of them knew Admiral Boorda. And so it was a personal thing for an awful lot of the people around here. And I think that, you know, you deal that the way you deal with the death of any friend or any associate. I think probably, you had a lot more backlash.

JD: Well, I recommended to the Secretary of Defense, after interviewing four or five or six – I don’t remember how many people I interviewed to be the CNO, all three and four star admirals. I don’t think I interviewed anybody who was less than three star. But I interviewed a number of people and you know, recommended to the Secretary of Defense that Admiral Boorda be selected. And we talked about the morale problem. And Mike Boorda was a people person. And he was the first enlisted Sailor that made it to four stars and I thought with the morale problem that we had, that he would be good for the navy. You know, there were those who disagreed with that. I think he was a good CNO. He had his faults like we all do, but I remember being with him the day before he committed suicide. And he was as happy and as full of life and, you know, vintage Mike Boorda, the day before.

As a matter of fact, you know, I have a budget that includes the Navy and Marine Corps, and there’s always a tousle between the two services in terms of, well, how the pie’s going to be split. But, you know, I only have so many dollars for the Navy Department, and we have to fund two services. But, the CNO, Mike Boorda, and the Commandant of the Marine Corps, Chuck Krulak, asked for an appointment with me and they came in to see me the day before the budget was released, for me to send it down to Bill Perry. And he’s, the controller for the Department of Defense. And they came in and did a high five in front of my desk, and they said, “We got a recommendation for you that we think – we’re both happy with and we hope that you’ll support.” You know, for them to give, you know, a high five in my presence – I mean, they just wanted to show me…

TN: I don’t think a lot of Marines would believe that General Krulak was capable of giving high fives.

JD: But he did. He did that day, and the next day, I was in a meeting with three or four people. And typically, if the CNO needs to see me, or the Commandant, his aide will come in to see my aide and say, “I hate to interrupt the Secretary, but my boss needs to see me right away.” And that didn’t happen. Chuck Krulak came busting in. I mean, I can remember how the door opened. And he came in, he said, “Admiral Mike Boorda has been shot. And, he was at his home, and we have circumvented that the Navy Yard with Marines, and we are going to find the perpetrator.”

You know, he committed suicide. And so I went immediately to the hospital. I asked, we had a press conference and so on, and I just said, you know, “This is a terrible tragedy.” And they asked me a lot of questions, and I said, “I really don’t know any of the details at this point.”

At that point, it wasn’t even confirmed that it was a suicide. But, the next day, in asking questions, I talked to Admiral Pease, who was CHINFO. I said, “I know you had a meeting with Mike Boorda that morning. Tell me about it.”

Well he said, “We had finished this other meeting,” And then he said. “‘You know, you have this meeting this afternoon with a reporter from Newsweek,” he said. Admiral Boorda said, “What does he want to talk about?’” And he said, “He wants to talk about the medals.” And he said, “We’ll just tell him the truth.” And then, it was about lunchtime, and he said, “I’m going home to lunch.”

And he took the keys to the car – normally, the driver, you know, would – and he said, “No, I don’t want you to drive me. I’m going to drive my car home.” And so he drove his car home. And he’d said he was going to go have lunch with his wife. Well, he knew his wife was not there. She was on some social function, and so she was not there. And so he went home and wrote two suicide notes: one to the Navy personnel, and one to his family. And walked out in the side yard and killed himself.

It was a tragedy, and I’ll tell you, I know that President Clinton went to Mike Boorda’s home, I believe it was that evening, and met with his wife and his other – his children, and spent like an hour and a half visiting with them. And that was never reported. But I know that’s, you know, the family members have told me that’s what he did. And he really empathized with people and spent quality time with them, when things like this happened. It was a big blow to the Navy, you know, when this happened. It really was.

TN: How did you all, as a team, go about getting the Navy back on track, and making the leadership transition happen smoothly, and recover from the emotional toll of the situation as an institution?

JD: It was, you know, one step in front of the other. I mean, it was a tragedy, but you know, we had a job to do, and my job was to name a new or recommend a new CNO. And, you know, I talked to several people and recommended Jay Johnson. And the Navy, you know, had a job to do and had to move on. I mean, it was a tragedy, and there was a wonderful service at the National Cathedral, and the President spoke, and I spoke. But anyway, I talked about what a fine – I read the true gentlemen that was back in, and I said this depicts Mike Boorda, you know, he was a gentleman. A true gentleman. And I also told a story about what a great ship-handler he was. One time, we were at sea, and they did a man overboard drill. And, you know, Mike Boorda said, “I’ll take the con.” And so you know, the CNO is the officer of the death, the conning officer for this man overboard drill.

TN: I’m not sure if I’d be mortified or enthused.

JD: Well, you know, he pulled that ship around, and I mean, you know, you could look over the side, and there was the life preserver – the lifeline, floating…the man overboard. I mean, it was… And Admiral Boorda said, “Mr. Secretary, do you want to do one?”

I said, “No, thank you.” I mean, I knew where my skills were, and they weren’t – I mean, ship-handling to that level? I couldn’t compete with that.

TN: That would be fun to watch.

JD: But that was, that got a big laugh from the congregation when I said no thank you. But anyway, you know the Navy and Marine Corps are resilient. And they marched off and continued to march. They got the job done and they had a job to do, and it was an unfortunate incident, and it really was a terrible tragedy.

TN: Mrs. Dalton – did you see an emotional toll having an effect on leadership morale in D.C. at the time?

MD: I did not. Yeah, I mean, it was sad, and it was a shock, and people talked about it. But I really don’t remember it as – as he said, there was a job to be done. And I understood there was a lot of talk, but that was pretty much what it was. But we all, everybody tried to be supportive of Betty Boorda. I was just saying, one of the great things about Mike Boorda was the enlisted just loved him. I mean, he was so close to them.

JD: He was the Sailor’s Sailor. I mean, you know, he really was.

MD: Yes, he really – that was one of his great, great things. They – all over the Navy – they all thought he was wonderful. And they were so proud that somebody who had started out as an enlisted had risen to that rank.

TN: As the first person to be prior-enlisted and then become a four-star admiral – you alluded a little bit to controversy about that kind of ascension. I’m just curious how that played out, and how that was taken into account in his selection as CNO.

JD: Like I said, we, earlier, we had a morale problem, and you know, Mike Boorda was the Sailor’s Sailor, and you know, there wasn’t much pushback when he was named. I mean, he got confirmed easily. I mean, he had been Chief of Naval Personnel and been on the Hill a lot and had a lot of friends on the Hill, and they were very supportive of his nomination.

MD: He made friends very easily.

JD: Yeah.

MD: He was a real easy person to like.

JD: He really was.

TN: With three people in leadership – in Navy leadership – at the time that had people on the mind and had quality of life as a focus (the two of you and Admiral Boorda), I’m curious how you found the quality of life issues to be taken by the fleet if you found that Sailors and Sailors’ families were receptive to the kinds of changes that you were making with housing and with a restored focus on people, or if that was taken strangely.

MD: Oh no. They were thrilled. They were thrilled with the improvements that were being made. I mean, I have people to this day who come up and thank me. They really do.

JD: Well, I tell you what. I have an email from a three-star Army general, just in the last couple of days, and he said, “Please give my regards to Mrs. Dalton, the best First Lady of the Navy the Navy ever had.” I mean, you know, this is an Army three-star who said that about her.

MD: Well, I think it became apparent that morale and quality of life and the families were high on his mind, in addition to what their husbands were doing and that kind of thing. And they knew that I was there to speak up for them. And I’d pass on whatever I saw and whatever I heard. Like I said, it’s amazing that people will still say something, you know, all these years later. And they’re out, their husbands are out, and they’ll just say, “Oh, I remember X, Y, you know.”

JD: I mean, we left office in ’98, I mean, that’s been almost, 20 years ago.

MD: And I think it’s been a very long time since anybody’s paid attention to the family life. I mean, I could be wrong, but I think it had not been a priority.

JD: Particularly in the Navy Department. I think the Air Force and Army, they had emphasized those issues more than we have.

TN: Navy families are notoriously resilient and famously tough. I’m just curious if you found that in your listening to the families talk, if there was any resilience to bring up issues, or if…

MD: Not to me. Not to me. They tell me everything. I mean, I know if they told their husbands they had told me these things, they might not be happy, but they would tell me anything. I’d go in and we’d have these meetings, and every time we’d go someplace, I’d meet with a good sized group of ladies, and they never held back. They knew that I would pass it out, that I was genuinely concerned about it, because I really was. As I said earlier, I had no prior knowledge of Navy life at all. My father had been in the Army during the war, but he was long out before I was born. Or he was out shortly after I was born. And so I never knew anything at all about military life, and certainly not about family life in the Navy. This was my first experience with it, and it was a huge eye-opener.

TN: How so? How was it an eye-opener?

MD: Well, first of all, I thought that the deployments – I can’t imagine having my husband gone all the time. And I found that everybody just rolled with it. They knew that that was their life. And I found two – it was great how they all just sort of knew each other. They’d been stationed someplace with someone else – we were together in Iceland, or we were together wherever it was, you know. And the family feeling within the Navy is just phenomenal. It really is. There’s so much support, which I had no idea about. I mean, I didn’t have a reason to know. So I’d go, and anything I learned about any kind of Navy life or Marine Corps family life was new. And it was generally, for the most part, it was wonderful. And nobody seemed to complain. At that time, as you said, they had six month deployments and it was a pretty regular thing. You knew your husband was going to be gone for six months before he’d be home. The one thing I did here was that, when they were coming home, the wives that were used to being in charge of everything, and the husbands that would come in and decide that would be in charge – and that point was always a hard breaking in for them, but for the most part, they knew that.

But now, it’s very different. And with – as you were talking about with the drawdown a while ago, now it’s very different. The Navy is so small now, you know, spread so thin, you have to be all things to all people and be all places for anybody, anything – whether it’s a conflict, or whether a potential conflict, or it’s a tsunami, or an earthquake – whatever. We’re there. You know, the active duty person is gone – and a lot. And they come in, and just because they’re back home, it doesn’t mean they’re really home because they’re training for the next deployment, or they’re out doing something else that’s so they’re not necessarily home. And I applaud the recommendation to increase the size of the Navy and Marine Corps because I think it’s very difficult for families now.

TN: You really get it.

MD: Well, it’s what I did. I mean I just think it’s got to be. And I think that living conditions now – I’m so pleased that the living conditions are better now. That’s so great because I can’t imagine leaving even for the six month deployment and leaving your family in these terrible conditions if they were 25 years ago – in a lot of places – not every place, but a lot of places – and being gone, and knowing that your family was living like that. Now you know that they’re in good, substantial, nice housing, have access to whatever they need – good medical care, good, you know. I think that’s a good reason for having people stay in. I think there are a lot of enlisted people who now stay. They got good housing, affordable housing, a good situation for schools – I think that helps with retention a lot.

But the fact that we’re so small and we have to be everywhere all the time, and there’s just not enough of us to do that without being deployed an awful lot of the time. And that’s – that is a hindrance to retention.

TN: For the Navy families that you’ve conversed with since you’ve left the Department of the Navy, I’m curious if you hear the same discussion – I don’t want to say complaint, but criticism, that the quality of life issues are sort of streaming back up again, because of the length in deployments and the reduction in maintenance budgeting.

MD: Well I don’t have a reason to hear that now. The people that I’m normally with are people who are in that sponsors group that I told you about, and they are far enough removed from that. They’re all – their husbands have been out for a long time. And so I don’t hear that much anymore. But the one thing that I do know is that they’re not enough. We do need to build up the size of the Navy and the Marine Corps so that the active duty person is not gone, all the time.

I have something else too, on that. I was talking to somebody and she said, “You know, the veterans have been great in really working on wounded warriors and that sort of thing.” But the veterans are particularly the ones who have not been out that long and who are pretty close to the situation. They could also be really beating the drums for increasing the size of the Navy and the Marine Corps. Cause they’re right there, they just left there and they haven’t been away for that long.

TN: Might be the reason they left.

MD: Very well could be. Could be unhappy wives who never saw their husbands, or unhappy husbands who never saw their wives who were deployed.

TN: So on a little bit of a lighter note, will you tell us about the sponsor program you’re involved in?  

MD: Oh, I will, I will indeed. I have the privilege of being the sponsor of the Seawolf submarine. And women who hves that privilege of cruising a ship and being the sponsor, is invited to join the Society of the Sponsors. And what that means is that anyone who has christened a ship can join this, and we’re kind of a – it’s a very unique group of people. And a sponsor of a ship is, as just about anybody knows (anybody within the Navy), the one person who is with that ship forever. There’s lots of different crews and lots of different captains, but there’s only one sponsor. It’s really a special bond between not just the ship and the sponsor but between the other people who are sponsors and who’ve had that experience. And it’s a good group of ladies and it’s a good thing to be – to be a sponsor.

TN: I had the privilege of going to the christening of the USS Tulsa is the first time I’ve ever had that opportunity. And seeing that whole ceremony, and the seriousness with which our sponsor, Kathy Taylor, took it was just a really cool experience.

MD: I’ll tell you… When I was president of the Society of Sponsors, and as president, I went to every ship that was – well, I was supposed to be. There were a couple I couldn’t go to. The christening and the commission of every ship that was, you know, in that group during the two years I was president of the organization. And it was great. It was just, they make you feel so special, and you just think, you know, you’re queen for a day. It’s a great experience.

TN: Well, Secretary Dalton, Mrs. Dalton, thank you so much for taking the time to have this conversation with CIMSEC. Are there any last things you wanted to convey to our listeners?

JD: I loved my service as Secretary of the Navy and wouldn’t take anything for the experience and you know, our Sailors and Marines are special people and they get the job done. I’m very proud of them and grateful to them for what they did and wearing the cloth of our nation. They’re great people.

MD: And I will say people ask me what the best thing about being the Secretary’s wife was. And there were lots. We had the privilege of doing an awful lot of very wonderful things. But the best thing were the women, the wives, the families that I had the opportunity to meet and associate with during that time from all over the world. They really are special, special women, and I applaud them for everything that they day.

TN: Well, Sir and Ma’am, thank you so much for your time, and this unique opportunity to get your perspective and your insight. Thank you so much.

MD and JD: You’re welcome.

JD: Thank you.

John Dalton served as the 70th Secretary of the Navy from 1993 to 1998. 

Mary Dalton is Secretary Dalton’s spouse.

Travis Nicks formerly served as the Vice President of CIMSEC. These questions and views are presented in a personal capacity.

Cris Lee is Senior Producer of the Sea Control podcast. 

Capability Analysis

Insights from the National Training Center’s Opposing Force, Pt. 1

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By Colonel John D. Rosenberger

Few in our Army would dispute the assertion that the 11th Armored Cavalry Regiment, the Opposing Force (OPFOR) at the National Training Center (NTC) is, very good at what they do. The commanders and soldiers in the OPFOR are seldom defeated in battle. For years, this unit has been the anvil upon which we have hammered and forged the combat power of our Army. Have you ever wondered how they do it?

How does OPFOR develop and sustain its ability to fight and defeat its opponents in almost every battle at the National Training Center? How does the regiment, fighting with 1960s-1970s technology, routinely defeat brigade task forces equipped with the most modem weapon systems and technology our Army can provide? How can the regiment do it given the same soldiers, the same personnel turbulence (about 40 percent turnover each year), the same leader development challenges, and the oldest fighting equipment in the active Army?

It’s my premise in this essay that these are not trivial questions, simply answered by the fact that the regiment has the opportunity to train and fight more frequently, or that the OPFOR knows the terrain. Just the opposite: I believe the answers to these questions are critically important to a force projection Army that is growing ever smaller, and they are absolutely key to achieving the full combat potential of Force XXI and the Army.

Realization of Combat Potential

Bottom line up front: It’s my conclusion, after fighting against it, observing it for 12 years and now commanding the OPFOR, that the fundamental reason this remarkable military organization is able to dominate its opponents is because the OPFOR has achieved the combat potential residing in its doctrine, organization, training methods, leaders, soldiers, and the capabilities of its equipment. The brigade task forces they oppose have not. Moreover, they cannot achieve their full combat potential, given existing conditions within our Army today. Understanding this premise, and the disparity, must begin with a discussion of how the OPFOR is organized.

It Is How the OPFOR Is Organized

Fundamentally, the warfighting ability of the OPFOR stems from how it is organized. It is organized as a combined-arms team. It lives together as a combined-arms team, it trains as a combined-arms team, and it fights as a combined-arms team all the time. It is not a collection of units, thrown together on an ad hoc basis from various divisions and installations, who have never trained together, or a collection of units within a division which task organize and train infrequently as a brigade combat team.

On the battlefield, habitual fighting, training and support relationships matter. They matter a lot in combat, and historically, the most combat effective organizations our Army has ever put on a battlefield share this organizational characteristic. Our military history is replete with examples. This comes as no surprise to those who know and understand what it takes to win in combat – teamwork, mutual trust and absolute confidence in every member of the team. To achieve these essential feelings, combat, combat support and combat service support units have to train and fight together as one team for long periods of time.

Habitual team relationships foster incomparable teamwork, a prerequisite to success on any modern battlefield, where multiple units, with multiple capabilities, must be artfully integrated and employed simultaneously. A football analogy works well to describe this critical dynamic.

In the great professional football teams, because they live together, train together and play together, every member of the team understands every other role and responsibility and every member knows the others’ capabilities and limitations. In every play (battle), every player has a specific task and purpose to achieve; he knows when and where his task must be achieved in order to set conditions for success. Equally important, he also understands what every other member of the team will do, when he will do it, and where he will do it. This common understanding develops an incredible sense of unity and purpose, and the most powerful effect of all, a common visualization of the play (battle) and how it will unfold. Each player sees how he fits in the big picture, thereby giving him a sense of purpose. Having a sense of purpose, and knowing your team is counting on you to do your job, produces a powerful motivation to succeed. Moreover, the plays executed by a professional team are a display of artful synchronization, achieved through constant, repetitive practice as a team – something completely unachievable by any other means. This same kind of teamwork is at the heart of the OPFOR’s performance, and historically, the performance of our best combat units.

Habitual team organizations also foster mutual trust and confidence throughout the force. Nobody in combat is comfortable fighting with strangers, fighting with an ad hoc collection of units whose leadership and capabilities are not proven and known. Mutual trust and confidence are absolutely critical in combat. When a team lives together, trains together and fights together all the time, leaders and units get to know one another very well. They learn who they can count on, who can do the job. They learn who can pull their weight. They immediately recognize the others’ voices on the radio: they are talking to friends and comrades. They learn to trust one another, and from this trust comes an unshakable confidence. Though confidence is intangible, that’s what wins in combat, and that’s what brigade task forces are up against in the OPFOR at the NTC. It is a tremendous advantage.

In contrast, the brigade task forces the OPFOR opposes each month are not, by Table of Organization and Equipment (TO&E), organized as combined-arms teams. Instead, they are a temporary or ad hoc collection of units from different divisions or installations, thrown together for training, who have not had the opportunity to train together or to train as one team at the frequency necessary to develop their full combat potential. They are strangers, trying to do their best but handicapped by a variety of conditions that do not foster or develop the kind of teamwork the OPFOR brings to the battlefield. Consequently, it’s like a neighborhood pick-up team stepping on the field with the Denver Broncos.

In sum, the OPFOR provides us an important warfighting insight. Habitual combined-arms organizations (combined-arms teams that live together and train together permanently vs. temporarily) are fundamental to achieving the full combat potential of a force. But this is only a partial answer to the question.

It Is How the OPFOR Trains

The training program and methods employed by the OPFOR to sustain proficiency in mission essential tasks are the catalysts for its success – the way you take potential and turn it into capability. Notably, these methods differ from the training methods employed by the brigade task forces they oppose.

The regiment trains and adheres to proven doctrine, tactics, techniques, and procedures honed through years of trial and experience. Only three bedrock training manuals are used: U.S. Army Training and Doctrine Command (TRADOC) Pamphlet 350-16 on OPFOR Doctrine, the Regimental Tactical Standing Operating Procedures, and the Motorized Rifle Company Handbook. These three manuals serve as the blueprint for success. They establish clear performance standards and expectations. They foster simplicity in training, a common understanding of how we fight as a team and, consequently, an incomparable unity of effort during performance of combat missions. Every trooper learns how to fight from the pages of these three manuals.

There is nothing fancy about how the OPFOR trains. Bottom line: The OPFOR stays focused on the fundamentals of warfighting at the tactical level of war. The entire training program is designed to sustain mastery of a few fundamental tasks and battle drills at each level of command – individual to regiment. For example, the first thing an OPFOR soldier or leader is taught is how to use terrain and all its features to accomplish the mission. Terrain walks are the bread and butter of the training program-low cost, but the most influential training tool in the kit bag. Learn how to see the terrain and how to use it, and you can’t be whipped.

Motorized rifle, antitank, engineer, military intelligence, air defense and tank companies constantly practice only a handful of battle drills – those actions on the battlefield which assure dominance in the close, direct fire fight. Tank and mechanized infantry platoons continually practice set-move techniques, providing overwatch for one another as they bound from one intervisibility line to the next. Regimental battle staffs constantly practice a set of planning and wargaming drills which set near-perfect conditions for synchronization of the combined-arms teams. Blocking and tackling – the fundamentals – that’s what the regiment trains to do. By staying focused on the fundamentals, units are able to achieve the full capabilities and effectiveness of their combat systems on the battlefield.

As to training methods, the OPFOR adheres religiously to the training doctrine and methods espoused in Anny Field Manual (FM) 25-10 I, Training the Force – the entire process. Individuals and units are trained and measured against established performance standards at every level. After-action reviews are always conducted, and if an individual or unit fails to meet the standards, they retrain and execute the task until standards are met, plain and simple. Time is always allocated for retraining. The regiment trains until standards are met all the time. It’s an ingrained habit. Moreover, and this is a critical point, the regiment trains to perform individual and mission-essential tasks at the frequency necessary to sustain performance standards. Nothing is more important to developing full combat potential in the kind of Army we have, than training soldiers, leaders and units at the frequency necessary to sustain performance standards. Why is that?

Simple: Every unit in our Army faces two enemies every day, enemies which sap the combat potential of the force. First, as a result of how we man the Army, every year we turn over about 40 percent of the unit at every level. For the 11th Armored Cavalry Regiment, that’s about 1,000 new noncommissioned officers (NCOs) and soldiers we have to train and prepare to fight as members of the team. We’re continuously in the business of training new soldiers and leaders. Second, warfighting is an extremely complex business these days, with complex tasks to learn and master. And because we’re human, we forget how to do things as time goes by. The more complex the task, the sooner we forget how to do it. It follows, then, that the more complex the task, the more frequently you need to train. For these two reasons we’re constantly training new soldiers and we forget how to do things – the frequency of training individual, leader and unit tasks is absolutely critical to developing and sustaining full combat potential. In other words, get the frequency right, and you can sustain high levels of performance. Within our Army today, for a host of reasons – lack of money to train at the right frequency, lack of time, shortages of leaders and soldiers, installation support, and peacekeeping missions – brigade task forces, unlike the OPFOR, do not have the opportunity to train under tough, realistic field conditions at the frequency required to develop, much less sustain, their full combat potential at every level within the organization. It shows on the battlefields at NTC.

Perhaps the most influential and discriminating difference between the OPFOR and the brigade task forces they fight is the leader certification program. Unlike the units they face, the OPFOR confirms that every soldier and every leader possesses the knowledge, skill and ability to perform his/her duties before they are permitted to fight with the regiment. Every soldier and leader is compelled to undergo a rigorous series of written exams, oral exams, terrain walks, apprenticeships and hands-on demonstrations of their knowledge, skill and ability before they are allowed to fight or lead. That’s right – every soldier and leader, from section to regimental level, is tested and must prove they can execute their individual and leader tasks.

Platoon sergeants, platoon leaders, and company commanders must demonstrate their ability to execute their platoon and company march formations and battle drills, and to orchestrate fire support. The regimental chief of reconnaissance must demonstrate an absolute mastery of intelligence preparation of the battlefield. The regimental chief of staff must demonstrate his ability to conduct deliberate wargaming and set conditions for synchronization of the combined-arms teams. The regimental commander must demonstrate his ability to see the terrain and how to use it, see the enemy, see himself, and visualize how to shape his battlefield and effectively employ every capability of the combined-arms team to defeat his opponent. Only when the commander is assured of a leader’s tactical and technical competence, through testing and examination, is the subordinate leader permitted to serve in his position. This is a process foreign to the remainder of our Army, and in my opinion, at the root of the performance differential we continue to observe here at the NTC. It is a glaring disparity.

The point of all this? These training methods, and the opportunity to train repetitively, are the way the OPFOR is able to achieve and sustain its full combat potential. Unfortunately, the conditions necessary to implement this proved training strategy and methodology, the training resources, and opportunity for the remainder of our Army do not exist. Units at home station do not have the money, time, and other resources necessary to train at the frequency required to develop and sustain proficiency in mission-essential tasks, platoon to brigade level. As an Army we do not train and confirm that battalion and brigade staff officers are competent to perform those duties before they assume their duties. For that matter, combined-arms battalion and brigade commanders are not required to prove and demonstrate a mastery of battle command skills and tactical competence before being placed in command. It is not, and has not been, a prerequisite for command selection. It shows at the NTC, year after year.

To sum up, the OPFOR provides us another important warfighting insight: How you train soldiers, leaders and units, and the frequency of training, are key to achieving the full combat potential of a force. But again, this is only a partial answer to the questions. There is another important reason.

Read Part Two here.

Colonel Rosenberger is currently serving as Commander, 11th Armored Cavalry Regiment, Fort Irwin, CA.

The above was originally published by the Association of the U.S. Army’s Institute for Land Warfare Studies as a part of its Landpower Essay Series. Read it in its original form here.

Featured Image: A U.S. Army armored element from Company A, 1st Battalion, 63rd Armor Regiment “Dragons”, 2nd Armored Brigade Combat Team, 1st Infantry Division, Fort Riley, Kansas, performs a strategic convoy maneuver during Combined Resolve X at the Hohenfels Training Area, Germany, May 2, 2018. (U.S. Army photo by Spc. Andrew McNeil / 22nd Mobile Public Affairs Detachment)

Book Review, Capability Analysis

Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units

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Rupprecht, Andreas. Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units Houston: Harpia Publishing, 2018. 80pp. $29.95

By Lieutenant Commander David Barr, USN

In the introduction of his latest installment regarding modern Chinese combat aircraft, Andreas Rupprecht correctly assesses the rapid and expansive scope of Chinese air power modernization: “The amount of ‘recent changes’ especially in doctrine, training, and force structure are so numerous that they would easily surpass the available space within one volume, it was decided to separate the naval air component from the regular Air Force and Army Aviation.”1 His thoughtful and deliberate efforts paid off.  In Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units, Rupprecht wisely focuses his efforts solely on Chinese naval aviation, and in the effort, masterfully delivers its stated purpose to “provide an extensively illustrated compact yet comprehensive directory, with in-depth analysis of the organization and equipment of modern Chinese naval air power.”2

In Chapter 1, Rupprecht succinctly explains the origins and history of Chinese naval aviation or what is modernly referred to as the People’s Liberation Army Naval Air Force (PLANAF). By reading pages 11-14, one will gain an educational understanding of how the PLA historically placed the PLANAF at a lower priority than that of the more prominent and mightier PLA Air Force (PLAAF). And how, like many a younger sibling throughout history, the PLANAF had to make due from hand-me-downs from its bigger brother. Rupprecht dedicates the remainder of the chapter to his assessment of the PLANAF’s future which he briefly describes as “relatively bright” and further predicts that the PLANAF “will probably be the largest beneficiaries of the recent reform and modernization.”3

J-15 landing on Chinese carrier CV-16. (Photo from Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units)

The “recent reform and modernization” to which Rupprecht refers is part of an ongoing and widespread PLA force modernization program which focuses on giving the PLA capabilities to conduct what Chinese military strategists call informatized, integrated joint operations. China’s 2015 defense white paper, released by the State Council Information Office of the People’s Republic of China, directs the PLA to “win informatized local wars” with emphasis on struggle in the maritime domain. Additionally, the white paper addresses the need for further development of PLA Navy (PLAN) capabilities in the face of an expanding mission set, stating the PLAN will shift its focus from “offshore waters defense” to the combination of “offshore waters defense” with “open seas protection.”4 This grander vision for the PLAN aligns with China’s perceived need to protect what it considers its “core interests” – safeguarding its national territorial sovereignty and maritime rights and interests in order to ensure Chinese economic and social development. Toward this end, as Rupprecht’s explains through Andrew Erickson in Chapter 6: “The PLAN is more likely to develop a limited power projection that enhances China’s ability to defend its regional interests; to protect expanding overseas interests; to perform non-traditional security missions.”5 It would seem logical therefore to assess that the PLANAF represents a growth industry for the PLAN over the coming decades.

In Chapters 2 through 5 of Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units Rupprecht offers a solid description of how the PLA is slowly and methodically improving the power projection capabilities and training of its naval aviation combat arm. Chapter 2 briefly provides a helpful explanation of aircraft markings and the serial number system utilized by the PLANAF for its various platforms. Chapter 3 supplies ample information regarding new aircraft variants, improved avionics and sensors, and refueling capabilities of the latest PLANAF fighters, fighter-bombers, bombers, transport, special mission aircraft, helicopters, and unmanned aerial vehicles (UAV). Chapter 4 couples the aircraft with ordnance, offering insight into the latest PLANAF air-to-air missiles (AAM), air-to-surface missiles (ASM), guided bombs, electronic warfare (EW) and targeting pods, as well as torpedoes. And, as has become his calling card and his books’ pièce de résistance, Rupprecht once again supports his text with numerous colorful and vivid photographs of the platforms described.

J-15 preparing to take off from CV-16 (Photo from Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units)

At the beginning of Chapter 5, Rupprecht alludes to the notion of “the greatest technology is only as good as the person (or pilot) using it” by stating “the latest developments in tactics and training are probably even more important for the future outcome of any potential operational use” and explains that both the PLAAF and PLANAF have developed less-scripted and more realistic and integrated training for each arm’s respective pilots over the past decade.6 The rest of Chapter 5 outlines the evolution of PLANAF pilot qualifications, training regimens, and platform transition timelines – a critical, yet not widely understood facet of the PLANAF’s modernization effort.

Rupprecht saves the most intriguing issues and subsequently his best writing for Chapters 6 and 7.  Chapter 6, at only four pages long, provides a concise yet wonderful synopsis of the current and future developments within China’s aircraft carrier program.  Most of the chapter’s pages focus solely on the current status and future projections of China’s current aircraft carriers (CV-16, Type 002, and Type 003) and not the associated air wing which currently uses the J-15 multi-role fighter as its centerpiece (best described in Chapter 3). It remains to be seen if the PLAN defines “air wing” like the United States Navy. If so, then a PLAN air wing will theoretically be composed of various airborne platforms that conduct a variety of missions including airborne early warning (such as the KJ-600 featured on page 29), electronic warfare, in-flight refueling, and other specialized aircraft.

The most absorbing content of Chapter 6 (and possibly the book itself) can be found on pages 52-53 in a section entitled “Future Fleet Size and Operational Options.”  Here, Rupprecht’s words echo the sentiments of the late United States naval officer and strategist, Alfred Thayer Mahan, who consistently argued in the late 19th Century that the United States had a maritime destiny and it could only achieve its national greatness through control of the seas. Addressing similar strategic maritime ambitions of the PLA and the role that a viable aircraft carrier fleet could provide toward achieving those ambitions, Rupprecht states, “A carrier fleet is therefore a consequence of China’s rising ambitions both in terms of the role the country wants to play on the international stage, its role as a premier export nation and, more importantly, its role as a regional power. In order to be able to project these ambitions at any time, a spatially and temporally limited ‘Sea Control’ will be required and a carrier fleet will be a significant tool in building its power projection capabilities.”7

Chinese carrier Liaoning (CV-16) (Photo from Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units)

Chapter 7, entitled “Naval Aviation Order of Battle (March 2018)”, provides much more than a tabular depiction of the PLANAF’s order of battle (OOB), as the title suggests. Just as he did in his 2012 Modern Chinese Warplanes: Combat Aircraft and Units of the Chinese Air Force and Naval Aviation, Rupprecht effectively describes and illustrates, via well-structured text and vibrant pictures and charts, both the operational missions and geographical responsibilities of the three Theater Commands that have a corresponding Fleet Naval Aviation Headquarters (Eastern, Southern, and Northern) thus capturing the growing operational impact of the PLANAF. 

Most intriguingly however, on pages 58-60, Rupprecht provides a brief yet highly insightful assessment of the PLANAF’s seemingly inevitable evolution toward developing into a true “blue water” force.  It is here, in this author’s opinion, in combination with pages 52-53 of Chapter 6 previously mentioned, that Rupprecht captures the very essence of the book for these are the pages that present the strategic and operational impetus of why the PLA is continuing down its path of remarkable military modernization – an effort that may leave it as one of the world’s most dominant military forces. This larger strategic context is far too important to get lost in the pages of latter chapters. It may have been better for this level of analysis to be presented and expanded upon in Chapter 1 if not the introduction.

I applaud and endorse Rupprecht’s decision to narrow the scope of Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units in order to focus solely on the naval aviation component of the PLA.  During a time of a growing perception of a major great power competition between the United States and China, his work is both highly relevant and exceptionally timely.  For any military enthusiast or analyst looking to expand his or her understanding of Chinese naval aviation and how it fits into the PLA’s larger regional and global ambitions, this book provides ample substance and striking illustrations. I equally anticipate reading Rupprecht’s other 2018 work entitled Carrier Aviation in the 21st Century: Aircraft Carriers and Their Units in Detail (as mentioned on page 51) and hope he continues to produce these “extensively illustrated compact yet comprehensive” works of art.8

LCDR David Barr is a career intelligence officer and currently serves as instructor with the National Intelligence University’s College of Strategic Intelligence. All statements of facts, analysis, or opinion are the author’s and do not reflect the official policy or position of the National Intelligence University, the Department of Defense or any of its components, or the U.S. government.

References

1. Rupprecht, Andreas. Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units. Houston: Harpia Publishing, 2018. p. 7.

2. Ibid. p. 7.

3. Ibid. p. 14.

4. “China’s Military Strategy,” State Council Information Office of the People’s Republic of China, May 2015. 

5. Rupprecht, Andreas. Modern Chinese Warplanes: Chinese Naval Aviation – Aircraft and Units. Houston: Harpia Publishing, 2018. p. 53.

6. Ibid. p. 45.

7. Ibid. P. 53.

8. Ibid. p. 7.

Featured Image: Chinese Shenyang J-15 Flying Shark (via USNI News)

Book Review, Interviews

Fleet Tactics Returns – A Conversation with Authors Wayne Hughes and Bob Girrier

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By Christopher Nelson

Recently I had the opportunity to correspond with CAPT Wayne Hughes, USN (Ret.) and RADM Robert Girrier, USN (Ret.) about the new edition of Fleet Tactics and Naval Operations. We get into everything from why the littorals matter to how information warfare will shape the future of naval warfare.

Nelson: Admiral Girrier, Fleet Tactics is now in its 3rd Edition. What are some of the new topics in this edition? Is there a particular section you focused on?

Girrier: Picking up where the 2nd edition left off, topics given additional emphasis in this edition are the emergence of unmanned systems (air, surface and sub-surface), artificial intelligence, and information warfare. 

The increasing value and the need for decision superiority is stressed. I did focus on the value-added of unmanned systems serving as complements to existing capabilities, and how – if properly employed – they can take us to a new level of fighting at machine speed. The process of sensing, evaluating, making decisions, and then executing is treated throughout.

Nelson: Artificial Intelligence, Information Warfare, Big Data – lots of changes in the world and all of them will affect the future of warfighting. When you were tackling these topics, what were some of the books or resources you went to when trying to understand these new issues? 

Girrier: I drew heavily from my experience standing up the navy staff’s first-ever organization dedicated to unmanned warfare systems, and how we could harness these new capabilities most effectively in step with our existing force. It was a matter of applying the emergence of new technologies to the operational realities we tackle today.

Hughes: It is a long list. Here are some recent sources that emphasis information warfare, writ large, in peace and war, at the strategic, operational, and tactical levels:

John Arquilla, Dubious Battles: Aggression, Defeat, and the International System, 1992

Patrick Beesley, Very Special Intelligence: The Story of the Admiralty’s Operational Intelligence Centre, 1939-1945, 1981

Alexander Bordetsky, Stephen Benson, and Wayne Hughes: “Hiding Comms in Plain Sight: Mesh Networking Effects Can Conceal C2 Efforts in Congested Littoral Environments” Signal Magazine, June 2016

Jeffrey Cares and John Dickman, Operations Research for Unmanned Vehicles, 2016

Erik J. Dahl, Intelligence and Surprise Attack: Failure and Success from Pearl Harbor to 9/11 and Beyond, 2013

Dorothy Denning, Information Warfare and Security, 1999

Robert P. Girrier, “The Navy’s Mission for UxS,” Presentation January 2016

Robert P. Girrier, “Unmanned Systems: Enhancing Our Warfighting Capabilities Today and In the Future,” Navy Live, November 2015

Wayne P. Hughes, Jr., “A Close Look at the Operational Level of War at Sea,” Naval War College Review, 2012

Tyson B. Meadors, First Gain the Victory: Six Strategic Considerations for Naval Cyber Forces, 2015

Hy Rothstein and Barton Whaley, eds., The Art and Science of Military Deception, 2013

Peter W. Singer and August Cole, Ghost Fleet: A Novel of the Next World War, 2015

James P. Wisecup and the CNO Strategic Studies Group, The Network of Humans and Machines as the Next Capital Ship, July 2016

“Sandy” Woodward and Patrick Robinson, One Hundred Days: The Memoirs of the Falklands Battle Group Commander, 1992

Nelson: To continue with the topic of technology, in your book, you say everyone should read Elting Morison. Who was he and why should everyone read his work?

Hughes: Elting E. Morison was one of our most astute observers of U. S Navy development, especially in peacetime. He described how USS Wampanoag was designed by master shipbuilder Benjamin Isherwood and commissioned to chase down Confederate raiders and privateers. When she was commissioned in 1869 she was the fastest ship in the world, having steamed for a long distance at 23 knots during her trials. Her speed would not be exceeded by another ship for two decades. But the war was over and so she was laid up and forgotten. There is more to the story, but Morison’s description, and his respect for Navy leadership during its thin years while the nation looked to the west toward California is an early story about complex, fiscally constrained decision-making that is pertinent today.

Nelson: Before I get to the next question, I’d like to quote a paragraph in the latter part of your book about Command and Control:

“Although military leaders at the scene of action and in the chain of command may bridle at the amount of control exercised from Washington in a crisis, the record of fifty years of crisis suggests that such control will continue. Detailed oversight of localized transitory military operations, even those involving shooting, has flowed—and probably will keep flowing directly from the seat of government to the tactical commander at the scene of action—because of its enormous political content.”

Nelson: So here’s my question: Doesn’t this assume that there is connectivity between tactical commanders and naval HQ or Joint HQ during conflict? Because if they lose connectivity – or if it is degraded or destroyed, what then? Is it Mission Command?

Hughes: You cite one important reason—enemy interference—but in past and present editions of Fleet Tactics two more contrasting reasons are included describing why connectivity and well-honed skills at mission command are important. In peacetime on the edge of war the HQ including the national command authority in Washington will want to keep a tight rein on the participants out of fear that some major or colonel will be a loose cannon and shoot too soon and start World War IV. But when the shooting starts, a headquarters will be saturated with too many events and if commanders who are accustomed to top-down control wait for directions from on high the orders may not arrive on time. Moreover mission command is necessary in wartime because the local commander, including the ship captain or Marine Company Commander will have a better knowledge of the local enemy and conditions. In the botched Iranian Rescue Mission, some of our helicopters already en route turned back because a dust storm rose which the local meteorologist was aware of, but the weather guessers in Washington were not.

Girrier: Fleet Tactics and Naval Operations acknowledges the reality of crisis operations short of war, and the need to wield combat power with great precision that is completely in step with national intent. At times this may be a connection from higher echelons down to the more tactical level. There are nuances in these circumstances – at the strategic and operational levels – that shift and the on-scene level won’t be aware of…can’t be aware of. 

Conversely, as circumstances deteriorate and connectivity becomes challenged, there is great value in mission command and acting on commander’s intent.  We place great value on initiative and the high quality of our commanders from the tactical to operational levels.  Traversing these levels with agility and speed is critical to combat success.

Nelson: What do you think the 21st Century missile age means for naval warfare? Numerous countries now have long range maritime weapons. Yet do you think we might see a naval war in which range is defeated  – not entirely, but largely – by decoys and counter C4ISR? Do we then end up in a situation with a destroyer’s Commanding Officer realizing they’ll have to use weapons when they are within visual range of an enemy combatant? 

Girrier: The 21st century missile age brings faster and longer range lethality. At the same time, the areas where we may be called to action – where influence and combat capability is needed – may draw us into the littorals. By virtue of geography, the inherent challenges of targeting, and ever-increasing countermeasures, the ability to survive in these highly lethal environments is possible – it requires great skill, a mix of awareness, speed of decision, and speed of action.

Hughes: Fighting in the missile age is also affected by the effects of clutter of all kinds in coastal waters. Offensive tactics that achieve surprise attacks at relatively short range make littoral waters different from blue waters where we must control the seas and therefore must have strong but expensive defenses.

Nelson: So that’s why the littorals matter?

Girrier: It’s where the sea meets land and where combat effects – from the sea –  can have decisive effects to larger campaigns.

Hughes: Most combat at sea has been in littoral waters for some purpose connected to the land. That has been true since Greek and Roman times and is likely to be just as true in the future. Currently the most likely locations of future battles involving our Navy, including land-sea interactions, are the Baltic, Aegean, and Eastern Mediterranean, the Persian (or “Arabian”) Gulf, the South and East China Seas, and the Yellow Sea. Since a cornerstone of Fleet Tactics was and still is “A ship’s a fool to fight a fort,” today’s naval officers must consider carefully what is meant by a “fort” today.

Nelson: How do we tackle the problem on bridging the divide between the knowledge found in tactical publications and actual operator skill?

Hughes: Achieving operator proficiency is the topic of the book. For example, we have little praise for the principles of war and instead promote the study of constants, trends, and variables over history as the way to avoid preparing to fight the last war. The missile age and the longer range of weapons and sensors have changed the tactical needed to attack effectively first at sea since combat was carrier-centric in World War II. Since our subject is Fleet Tactics the greater emphasis is on achieving tactical success as a fleet commander or commanding officer. However we do not neglect the roles of operators in a command center or CIC. The reader will learn a great deal about the evolution of the Combat Information Center and how it increased the effectiveness of radar and sonar as World War II wore on. We also illustrate by describing the remarkable tactical skills exhibited by the Israeli Navy: commanders, shooters, defenders, deceivers, and the whole crew of each ship when the Israeli navy decisively defeated the Syrian and Egyptian missile ships in the 1973 war. That said, we shy away from speculation about the skills needed in the modern American navy. Instead, we stress the need for more at-sea combat exercises to get our operators ready to fight the age of missile salvos, unmanned vehicles, and information warfare.

Girrier: I would emphasize the timelessness of the ability to “attack effectively first” – this captures it all.  The required end state. The means to achieve that end evolves. Hence the imperative to understand the constants… trends… and variables of warfare. To prevail requires study of the foregoing, plus knowing one’s own capabilities and how to employ them with the utmost degree of effectiveness. Successful leaders will master the fusion of talent plus technology.

Nelson: Could you give us an example of how a net-centric war might look in the future?

Hughes: Network centric warfare is exhibited by today’s carrier battle groups and expeditionary strike groups, both of which must radiate continuously and unfailingly to be effective in the face of an enemy who will detect the radiations and attempt a sudden surprise attack. We emphasize the need to develop the ways and means to conduct our own surprise attacks by offensive action, especially in confined waters where an enemy navy must control his own seas with warships that must radiate to protect his shipping from our almost silent, well-practiced, sneak attacks including submarine attacks. We call this network optional warfare.

Girrier: I agree with Wayne, it’s not all one or the other. The future will likely show that a mix of techniques, capabilities and competencies will be required. That warfare will exhibit hybrid characteristics and one’s agility in traversing disparate approaches will be of great value.

Nelson: You’ve both been writing and publishing for years. If you would, walk us through your writing process. How do you research a topic and bring it to print? Outline? No outline? Pen and paper or straight to the computer?

Girrier: My writing has been fueled by my direct operational experience. What did I know, when did I not know, and what did I wish I knew when I was serving in various positions throughout my career. I compile these nuggets, reflect on their merit (maybe these were things I “should have known” but didn’t place enough value on). Always compose an outline as it helps order my thoughts. Then proceed. I must say, a big part of these projects  – especially when working updates and new editions – is the very serious responsibility of preserving hard-earned lessons. The voice of experience speaking through decades of operations. To update is one thing, maintaining relevance and currency; to preserve the deepest lessons and explain them in readily understood language is perhaps the hardest element in these projects.

Hughes: Taking a macro perspective, my prescription for success was background in four aspects of tactics and combat: (1) Experience at sea. Combat experience at sea helps, and though my ships have only been shot at twice I think the experience of incoming rounds is better yet if you survive them. (2) Knowledge of naval history. I had the joy of teaching it as a lieutenant at the Naval Academy among a cadre of the best historians in the country. (3) Experience with operations analysis, past and present, especially with tours applying it on fleet staffs. And (4) hands-on experience with tactical development to fully exploit new technologies, both onboard ship and on fleet staffs.

Nelson: Admiral Girrier, how did you get involved with Admiral Stavridis and the USNI’s Professional Series books?

Girrier: Admiral Stavridis invited me to join him in this ongoing “professional series” project. It was both an invitation and a call to “get involved” and help make our Navy stronger. I remain deeply grateful for the opportunity. I’ve seen it as both a privilege and a duty.  Our work on the Division Officer’s Guide, Watch Officer’s Guide and Command at Sea has all been pro-bono – I see that as consistent with the mission. It’s a team effort and most recently we’ve brought aboard CAPT Jeff Heames and CDR Tom Ogden (both post CDR-Command officers) contributing to the Division Officer’s Guide and the Watch Officer’s Guide.

Nelson: Gentlemen, I want to close with two questions: What advice would you give naval officers today about how best to prepare for future conflict? And second, what’s the hardest thing the U.S. Navy must tackle to improve – either as individual officers or as an organization going forward? 

Girrier: Future arms races and conflict is all about the “race for cognition.” To understand, then act, faster than the adversary. This applies at all levels of conflict. If you own decision superiority, you know when to fight, and when to parry. You must know how, when, and where to create the conditions of tactical overmatch. Cognition means knowing your systems and tactics so completely, that when it comes time to act – your execution is reflexive. This takes training and empowerment of your people, and most importantly – focus and discipline. There are only so many hours in a day, these must be one’s priorities – period.

Hughes: I worked for VADM Ike Kidd when he was Commander First Fleet in San Diego. He emphasized combat readiness if the shooting started tomorrow. Admiral Kidd was influenced by the fact that his father was killed in USS Arizona when she was sunk during the Japanese surprise attack on Pearl Harbor. But Ike also taught everyone to looking ahead at emerging technologies that would change tactics and combat in the future. His last duty was in overseeing the Navy’s technological development. Pertinent to what Bob says about focus and discipline, recently the surface navy suffered serious collisions with merchant ships. Navy officers today should ponder this: if our fighting ships can’t avoid big, slow ships that do not want to hit us, how well are we prepared to avoid small, very fast missiles that do?

Girrier & Hughes: The technology that surrounds us – and is available to our adversaries – must be harnessed and put to the most effective use as rapidly as possible.  Integrating these disruptive technologies challenge our existing systems, procedures, and operational techniques. We are a large and powerful force, with tremendous investment in existing capital assets – that fact can impede true innovation and the adoption of more lethal effects. Our adversaries know this, and are constantly looking at ways to defeat us. Information warfare is evolving very quickly and we must never be complacent in this regard. We must continually adapt, and do so with speed.

Nelson: This was great. Thank you, gentlemen.  

Captain Wayne Hughes, USN (Ret.) served thirty years on active duty, commanding a minesweeper, a destroyer, and a large training command. In retirement has taught, done research, and served as a Dean at the Naval Postgraduate School for over thirty years. He is a distinguished author of the US Naval Institute.

Rear Admiral Robert Girrier, USN (Ret.) is the president of Pacific Forum, a Honolulu-based nonprofit, private foreign policy research institute providing timely, informative, and innovative analysis of political, security and strategic developments in the Indo-Asia-Pacific region. He is founder and managing member of StratNav/Strategic Navigation LLC, a consulting company. He is a naval leader with over thirty years’ maritime experience and extensive operations throughout the Indo-Asia-Pacific, Europe and Middle East.

Christopher Nelson is a naval officer currently stationed in the Pacific. He is a regular contributor to CIMSEC. The comments and questions here are his own.

Featured Image: ATLANTIC OCEAN (Nov. 1, 2017) The guided-missile destroyer USS Jason Dunham (DDG 109) launches a SM-2 missile during a live-fire exercise. (U.S. Navy photo by Mass Communication Specialist 3rd Zachary Van Nuys/Released)