By Dmitry Filipoff

CIMSEC recently engaged with the commander of the Surface and Mine Warfighting Development Center (SMWDC), RDML T.J. Zerr, to discuss the latest developments and priorities of the command. RDML Zerr discusses multiple topics in this interview, including how SMWDC is processing lessons from Red Sea combat, informing the development of unmanned systems, and generating new solutions through the Surface Requirements Group. 

SMWDC has been at the forefront of developing adaptations based on Red Sea combat experience. What are some key lessons from that experience and how is SMWDC embedding them in the surface force?

Some key lessons from recent Red Sea operations include the importance of continuous learning and advancing each TAO’s qualification—the people are the most important factor. Programs like the Surface Warfare Combat Training Continuum (SWCTC) track tactical watchstander currency and proficiency throughout their career. Aegis TAOs are the first group of tactical watchstanders being tracked, with plans to incorporate Aegis warfare coordinators, SSDS, and LCS by the end of calendar 2026. Aegis TAOs run one of four Surface Combat Systems Training Command (SCSTC)-developed Red Sea virtual scenarios, which allows them to simultaneously satisfy SWCTC proficiency and currency requirements while executing Red Sea reps and sets based on lessons learned. 

Another key lesson is the need for rapid information processing, ensuring that our systems are tactically optimized. Our ability to quickly analyze the combat systems’ data and make updates to our tactics, techniques, and procedures (TTPs) in a rapid and time relevant manner is critical to remaining ahead of the enemy’s threat development timeline. Finally, it is about taking that information and implementing it in the next round of advanced tactical training. It is a continuous cycle.

SMWDC WTIs were the primary briefers for HASC/SASC congressional briefs for Red Sea engagements updates. Our team in Dahlgren has taken the data from these real-world cases and ensured that insights are rapidly translated into actionable TTPs for the fleet. The result is a Surface Force that learns, adapts, and maintains overmatch in complex, contested environments.

SMWDC’s role is to ensure the Surface Force learns quickly and effectively from real-world operations. These experiences reinforced the importance of integration across warfare areas and rigorous decision-making at the individual watchstander level.

How are SWATT exercises growing more sophisticated and challenging? How are SWATTs informing the Combat Surge Ready (CSR) standard?

SWATT exercises are becoming more sophisticated and challenging by increasing the integration of live, virtual, and constructive (LVC) training utilizing a new SMWDC LVC Battle Lab located at Tactical Training Group Pacific (TTGP). This allows Sailors, ships, and staffs to train against complex, realistic threats that closely mirror what they could face in operations. We are continuously learning from every interaction the fleet is experiencing, and each of these interactions inform how we design advanced tactical training to challenge every watch team during the advanced phase of the cycle. Last year, we completed six SWATTs across the force, which were more sophisticated than previous events, including injects based on lessons from the most recent kinetic operations.

The Combat Surge Ready (CSR) standard has not changed; ships continue to progress through their workup cycle. What SWATT provides is additional insight into tactical proficiency and readiness, allowing commanders to validate that crews are prepared to surge at a moment’s notice while maintaining confidence in their ability to operate across multiple warfare areas.

SMWDC is launching the Surface Warfare Combat Training Continuum (SWCTC) as a method to measure warfighting proficiency. How is the rollout of SWCTC progressing, and how will SWCTC scores have a real impact on SWO assignments?

The rollout of SWCTC is progressing steadily across the Surface Force. All cruisers and destroyers (CRUDES) TAOs are executing SWCTC with plans to expand to CRUDES warfare coordinators Q1 CY26, then SSDS (excluding CVNs) and both LCS variants by end of CY26. The SWCTC Level of Knowledge (LOK) test bank expanded from Surface Warfare, Antisubmarine Warfare, and Air Missile Defense to now include Amphibious Warfare, Ballistic Missile Defense, Mine Warfare, and Electronic Warfare. SWCTC scores provide commanders with objective data reflecting the cumulative tactical (maritime warfare) proficiency scores of individuals at the unit level to help inform unit employment and tactical decisions.

How do superior levels of tactical skill and contributions to warfighting development get rewarded in career progression for WTIs and SWOs more generally?

From a career perspective, becoming a Warfare Tactics Instructor (WTI) is a clear force multiplier. It begins with a 16-week, high-intensity course of instruction that provides a level of technical depth and tactical mastery that simply is not realized anywhere else in the Surface Navy. In 2025, we produced 158 WTIs, which represents a direct and immediate increase in the lethality of the Fleet.

The real transformation, however, happens during the 18-to-24-month production tour. During this time, these officers are not just maintaining their skills—they are defining the edge. They are the ones leading SWATT exercises, driving tactical experiments, and authoring the very tactics, techniques, and procedures our forward-deployed warfighters rely on. During this production tour, WTIs really become and practice the WTI core attributes of warrior, thinker, teacher.

By the time a WTI reaches career milestones like Department Head or Command, their tactical proficiency is significantly higher than non-WTI peers. That edge shows in their performance and their continued career progression. Today, we have 250 WTIs serving at sea, synchronizing our functional areas and ensuring that when our Surface Navy fights, we do so with lethal tactics.

There are many unmanned systems currently in development, which can offer new capabilities and pose new threats to the U.S. surface fleet. How is SMWDC informing the development of unmanned capabilities, while also better preparing the fleet to guard against these threats?

SMWDC informs the development of unmanned systems and prepares the fleet to counter emerging threats by identifying tactical gaps and testing solutions in realistic scenarios. Through the Surface Force Readiness Group (SURFRG) cycle, our Warfare Tactics Instructors analyze current fleet capabilities, evaluate new concepts, and develop actionable recommendations. In 2025, our talented team identified 28 critical tactical gaps and produced 46 proposed solutions, which are prioritized by the Surface Force Commander for investment by the resource sponsor and then vetted through experimentation before integration into doctrine.

This approach allows us to shape the development of unmanned capabilities while simultaneously ensuring that Sailors and ships are trained and equipped to counter potential threats. By integrating lessons learned into advanced tactical training and ongoing operations, SMWDC ensures the Surface Force remains adaptable, lethal, and ready to operate against both manned and unmanned threats in complex environments.

SMWDC has also worked with PERS 41 to ensure WTIs are part of the Surface Development Group (SURFDEVGRU), as well as the newly formed Unmanned Surface Vessel Squadrons (USVRONs) to work on the advancement of these capabilities and concepts of operation and employment. 

What are the lessons from the recent Surface Requirements Group (SURFRG) cycle and how are WTIs shaping the capability requirements process?

Lessons from the recent Surface Requirements Group (SURFRG) cycle emphasize accelerating the delivery of warfighting capability to the Fleet and continuing to amplify the Surface Fleet’s voice on tactical priorities. To achieve this, the process has been adapted by shortening the gap-definition phase for a faster transition to solutions, and by integrating the Naval Rapid Capabilities Office (NRCO) to assess promising technologies intra-cycle. This agile forum prioritizes solutions that incorporate robotic, autonomous, and AI-enabled systems, directly supporting the Department of War’s acquisition reforms by fostering collaboration between warfighters, industry, and the acquisition community, while keeping the fleet’s voice central to the process. WTIs continue to gather direct feedback from forward-deployed Sailors and engage senior leadership to refine tactical priorities.

Warfare Tactics Instructors (WTIs) are fundamental to this evolution, shaping the requirements process at every stage. Within SURFRG, WTIs lead the Tactical Gaps Working Group, analyze operational data to identify critical warfighting gaps, and then evaluate the tactical relevance of proposed solutions. This direct involvement ensures new capabilities are not just technologically advanced, but are also grounded in real-world fleet needs.

Rear Adm. T. J. Zerr is Commander, Naval Surface and Mine Warfighting Development Center. Zerr’s sea tours include USS Princeton (CG 59), USS John C. Stennis (CVN 74), USS Decatur (DDG 73), USS Nimitz (CVN 68), and USS Kidd (DDG 100). He later served as Deputy Commander and Commander of Destroyer Squadron 21. Ashore, he served as Executive Assistant to the Deputy of Naval Reactors at the Washington Navy Yard; Director of Defense Policy and Strategy on the National Security Council at the White House; Branch Head for Policy, Doctrine, and Advanced Concepts (N5) at Naval Surface and Mine Warfighting Development Center (SMWDC) Headquarters; Commander’s Action Group Director for Commander, Naval Surface Force, U.S. Pacific Fleet; Deputy Commander of SMWDC; and Chief of Staff, Naval Surface Forces, U.S. Pacific Fleet.

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

Featured Image: PACIFIC OCEAN (Aug. 17, 2020) Arleigh Burke-class guided-missile destroyer USS Dewey (DDG 105) fires its MK 45 5-inch gun during a live fire exercise during Exercise Rim of the Pacific (RIMPAC) 2020. (U.S. Navy photo by Mass Communication Specialist Seaman Deirdre Marsac)

By Dmitry Filipoff

CIMSEC recently engaged with the commander of the Surface and Mine Warfighting Development Center (SMWDC), RDML Wilson Marks, to discuss the latest developments and priorities of the command. RDML Marks discusses multiple topics in this interview, including how SMWDC is learning from Red Sea combat, the wartime role of the command, and how far SMWDC has come ten years after its establishment.

SMWDC has been deeply involved in processing combat lessons from the Red Sea and applying them to sharpen the skill of warfighters at the point of contact. What does this learning process look like for SMWDC and can you provide a sense of what kinds of lessons are being learned?

SMWDC’s approach to learning and adapting from combat lessons in the Red Sea is a dynamic, collaborative, and mission-focused process. By leveraging its close relationships with key partners like the Naval Surface Warfare Centers, Naval Sea Systems Command, and Program Executive Office Integrated Warfare Systems, SMWDC facilitates rapid analysis of how Sailors, combat systems, sensors, and weapons are performing in real-world scenarios. This teamwork ensures feedback from the frontlines is quickly turned into actionable improvements for our warfighters.

The process begins with thorough analysis of combat data collected from operations. SMWDC uses this information to refine tactics, techniques, and procedures (TTPs), providing tailored tactical recommendations to ships. Beyond immediate operational support, these lessons are also fed back to Surface Warfare Technical Division and our Fleet Training Divisions to enhance combat system capabilities, ensuring our warships are equipped to meet evolving threat environments and trained on how to respond.

Training is a critical element of this learning cycle. In collaboration with Surface Combat Systems Training Command, SMWDC incorporates these combat lessons into realistic training scenarios. These scenarios are then integrated into Surface Warfare Advanced Tactical Training (SWATT) exercises, which are designed to prepare warships for the challenges they will face during deployment and in combat operations. By doing so, SMWDC ensures the operator is not only equipped with the latest knowledge, but also receives repetitive training rehearsals or “reps and sets” of applying updated tactics that mirror combat conditions.

As the ancient philosopher Archilochus wisely observed, “We do not rise to the level of our expectations, we fall to the level of our training.” SMWDC embraces this principle by streamlining learning processes and strengthening collaboration across the surface warfare enterprise to keep pace with the ever-changing nature of warfare at sea. This commitment to learning, adapting, and training ensures our warfighters remain ready to fight and win across all domains.

SMWDC recently completed the consolidation of its specialty schools into a central institution – the Surface Advanced Warfighting School (SAWS). What is the significance of this new organization and how will it enhance the quality of warfare tactics instructor (WTI) education?

The creation of the new SAWS center marks a significant milestone for the surface warfare community, enhancing the quality and impact of Warfare Tactics Instructor (WTI) education. Prior to this consolidation, WTI courses were taught at separate locations and managed by different organizations. This led to some inconsistencies in learning objectives, graduation requirements, and the delivery of academic material.

By uniting all WTI courses under one command, the new SAWS facility ensures a standardized curriculum and a shared foundation for all WTIs. This alignment strengthens their understanding of their critical role in sharpening the tactical edge of the surface force. However, the true value of SAWS goes beyond curriculum consistency—it lies in the collaboration and innovation fostered within its walls.

SAWS teaches WTIs from the four warfare specialties, creating a dynamic environment where our nation’s elite surface warfighters confront today’s complex tactical challenges and anticipate those of the future. Modern warfare rarely fits neatly into a single domain, and the ability to think and fight across warfare areas is essential. By housing this diverse expertise under one roof, SAWS enables a synergy that drives creative solutions, sharper tactics, and a cohesive approach to multi-domain operations.

In short, SAWS is not just about improving education—it is about creating a collaborative center that equips WTIs to drive the tactical excellence the surface navy needs to win in today’s increasingly complex maritime battlespace.

The surface fleet is currently experiencing a historic transformation in anti-ship firepower. The introduction of SM-6 and Maritime Strike Tomahawk will give the surface fleet the capability to launch long-range, high-volume salvo attacks against warships, unlike the Harpoon capability of past generations. What is SMWDC’s role in realizing the potential of these new weapons and evolving the maritime fires doctrine of the surface fleet?

SMWDC is participating in the development of concept of operations for new weapons being delivered to the fleet and is responsible for drafting and evolving the tactics, techniques, and procedures for effectively employing them in combat. SMWDC is working with the acquisition team and the rest of the surface warfare enterprise to ensure doctrine and training are phased with delivery of capabilities to ensure Sailors can employ them effectively when armed with these new capabilities.

SMWDC is also responsible for drafting and refining the TTPs that elite surface warfighters use to effectively employ surface capabilities. This involves close collaboration with the broader surface warfare enterprise and acquisition team to ensure operational doctrine and training are synchronized with the delivery of these cutting-edge systems.

SMWDC is instrumental in unlocking the full potential of advanced weapons. By aligning doctrine, training, and capability delivery, SMWDC ensures the Navy’s elite surface warfighters are trained to employ weapons to their maximum effect – enhancing the surface force’s ability to dominate in high-end conflict. As the fleet integrates cutting-edge capabilities, WTIs lead the charge in shaping the concept of operations that will dictate their effective use in combat.

CNO’s Navigation Plan (NAVPLAN) prioritizes readiness for a great power war with China in the 2027 timeframe. How may SMWDC’s operations and roles change in wartime, especially if the surface fleet has to reduce the manning of its shore establishment to surge afloat forces?

In wartime, SMWDC’s operations and roles would shift from a focus on training and doctrine development to direct operational support. We would still produce new WTIs and conduct advanced-level training for the fleet, but our team would also provide real-time tactical expertise to deployed ships, strike groups, and Maritime Operations Centers. SMWDC would prioritize rapid updates to tactics and doctrine based on evolving combat lessons and ensure interoperability within the joint and allied warfighting ecosystem. Ultimately, SMWDC would ensure the operational readiness of surface forces by continuing to refine and deliver effective TTPs while supporting units with tailored training and assessments. This would ensure the surface fleet remains lethal and adaptable in a great power conflict. 

SMWDC launched the inaugural cycle of the Surface Requirements Group (SURFRG) in 2023 and recently completed the second cycle. What are the lessons from these initial cycles and how is the SURFRG deepening the involvement of WTIs in the requirements and systems development process?

The inaugural cycle of SURFRG in FY 2023 was a significant step forward in aligning the Surface Force’s tactical needs with systems development and acquisition priorities. Now, with two cycles complete, the process has matured, providing valuable lessons and deeper integration of WTIs into the requirements process.

Key Lessons from the First Two Cycles

One of the primary lessons learned is the critical importance of amplifying the voice of the fleet. WTIs, operational surface forces, numbered fleet commanders, Warfighting Development Centers, and fleet commander staffs all provide unique perspectives that ensure SURFRG is addressing the real-world tactical challenges facing the surface force. During the second cycle, the SURFRG team visited 5th, 6th, and 7th fleets to gather direct feedback from warfighters on the frontlines. Additionally, engaging senior fleet leadership in working groups was instrumental in refining priorities and identifying actionable gaps.

Another significant insight is the need for comprehensive awareness of potential solutions to identified gaps. Collaboration with Program Executive Office Integrated Warfare Systems and Program Executive Office Command, Control, Communications, Computers, and Intelligence program offices is vital, and SURFRG expanded its reach to include the Office of Naval Research and private industry. Industry engagement is especially valuable, as companies present innovative initiatives directly aligned with the surface force’s highest-priority gaps. For example, during the most recent SURFRG industry panel, eight companies briefed 14 initiatives, offering cutting-edge solutions to resource sponsors, the acquisition community, type commanders, and WTIs.

Additionally, information warfare is a key enabler of the surface navy’s tactical success. Moving forward, SURFRG plans to integrate the Office of the Chief of Naval Operations Information Warfare Directorate and Naval Information Warfare Systems Command more deeply into the process, reflecting the evolving complexity of the maritime battlespace.

Expanding WTI Involvement

WTIs now play a central role in every stage of the SURFRG process, bringing the perspective of experienced warfighters to requirements and system development:

• In the Tactical Gap Working Group, WTIs analyze deployment briefs, operational plans, exercises, and real-world performance, such as lessons learned from the Red Sea, to identify and prioritize warfighting gaps.
• In the Tactical Solutions Working Group, WTIs evaluate the tactical relevance of proposed solutions, ensuring recommendations are grounded in operational reality and aligned with fleet needs.

By embedding WTIs into these working groups, SURFRG ensures solutions are not just technically feasible, but also operationally impactful. This approach certifies that tactical capability development remains directly tied to the needs of Sailors and warfighters in theater.

Building Momentum

The SURFRG delivers capabilities that address the most pressing tactical gaps. With its process refined and lessons from the first two cycles incorporated, SURFRG is well-positioned to continue driving advancements in surface warfighting capabilities. SURFRG remains a critical vehicle for aligning fleet feedback, technical innovation, and acquisition efforts to ensure the surface force is ready to dominate in any operational environment.

For Sailors who have not gone through the WTI track, but are seeking to improve their tactical warfighting skill, what resources can they leverage, or daily practices and routines can they integrate into their schedules?

Ultimately, improving tactical warfighting skill is a journey of continuous learning. Leveraging the tools and resources available, along with a disciplined approach to training, will prepare Sailors to excel in their roles.

For Sailors seeking to enhance their tactical warfighting skills without going through the WTI track, the most impactful practice is to read and specifically familiarize themselves with doctrine and TTPs. Understanding these fundamentals is critical to effectively employing weapon systems. While the demands of shipboard life can make finding time to read TTPs challenging, it is essential to approach it efficiently and engage with the material.

SMDWC manages a variety of resources available to Sailors on the SMWDC online collaboration portal, including training lectures, links to specific warfare area TTPs, and the “Ask a WTI” portal, where Sailors can seek guidance from experienced tacticians. Additionally, the Naval Warfare Development Center provides access to all tactical publications through the Naval Warfare Library, making these resources readily available for personal study.

Building tactical proficiency also requires consistent practice and repetition. Sailors should prioritize regular training and seek opportunities to refine their skills, whether through drills, simulations, or studying after-action reports. This commitment to ongoing learning is critical for developing a battle-ready mindset and ensures the ability to perform effectively in any operational situation.

The WTI community publicly aspires to be “Humble, Credible, and Approachable” – character traits that can be difficult to teach in a classroom. How does SMWDC instill these traits in WTI candidates and why are these traits important for cultivating tactical skill?

The traits of being humble, credible, and approachable are foundational to the WTI community and SMWDC emphasizes their importance from the very beginning of WTI training. These qualities are not only taught but are assessed—both formally and informally—throughout the program to ensure WTI candidates embody them in every interaction. From day one, WTI candidates are put through a rigorous process that includes delivering briefings, lectures, oral boards, and peer feedback. These evolutions, combined with daily interactions with the SAWS staff, provide continual opportunities to evaluate and develop these traits.

• Humble: WTIs understand their mission is to strive for tactical excellence while maintaining a focus on serving the fleet. They approach every interaction with the mindset of improving warfighting teams and building on their collective tactical knowledge. This humility ensures WTIs remain team-oriented and focused on enabling success across the surface force.
• Credible: Credibility stems from a deep understanding of tactics, techniques, procedures, and doctrine that are directly relevant to the warfighter. WTIs are trained to speak with authority while staying within their areas of expertise. This disciplined approach ensures their input remains valuable and trusted, strengthening their role as tactical leaders.
• Approachable: Approachability is critical to fostering an environment where Sailors feel comfortable asking questions, discussing tactics, and acknowledging challenges. WTIs prioritize creating a space where warfighters can address tactical gaps or uncertainties without hesitation. This open dialogue is key to continuous improvement and mission success.

These traits are vital for cultivating tactical skill because they create a culture of trust, learning, and collaboration. WTIs must be approachable enough for Sailors to engage with them, credible enough to deliver meaningful guidance, and humble enough to remain focused on the fleet’s success over their own. By instilling and reinforcing these characteristics, SMWDC ensures WTIs are prepared to elevate the warfighting capability of the Surface Navy, one team at a time.

The year 2025 will mark the 10-year anniversary of SMWDC. How far has SMWDC come in those years, and how may the institution evolve through the next decade?

2025 marks a decade of progress and transformation for SMWDC. From its humble beginnings in 2015, SMWDC has grown into a cornerstone of the Surface Navy’s tactical excellence, delivering on its promise to increase warfighting readiness across all mission areas. At its inception, SMWDC was tasked with standardizing training in Amphibious Warfare, Air Warfare, Ballistic Missile Defense, Mine Warfare, Maritime Operations, single-ship Anti-Submarine Warfare, and Anti-Surface Warfare.

The central focus has always been clear – investing in people – the greatest asset in our force. SMWDC’s WTIs have been instrumental in bridging the readiness gap, acting as force multipliers and driving a cultural shift toward a “Warfighting First” mindset. SWATT, multi-ship and unit-level training, ensures ships and Sailors are deployment-ready, capable of integrating seamlessly into operations and meeting evolving threats head-on.

SMWDC has also been central to the development and refinement of warfighting doctrine. Through the writing, validation, and alignment of TTPs, SMWDC enabled standardized, high-level tactical training and enhanced fleet proficiency across individual, unit, and integrated levels of combat.

Looking ahead, the vision for SMWDC remains innovative and forward-focused. Over the next decade, SMWDC will continue to build lethality through the Surface Warfare Combat Training Continuum, ensuring warfighters achieve higher levels of individual tactical competency to meet the challenges posed by peer adversaries. Unit-level training will drive combat readiness, while SMWDC’s reachback and flyaway support will provide critical expertise to operational commanders in real time.

SMWDC will continue to lead the way in fostering tactical innovation. By developing new TTPs, promoting creative and critical thinking, and leveraging initiatives like the SURFRG, SMWDC will work to identify and recommend material solutions to address the Surface Force’s toughest challenges.

In its first decade, SMWDC transformed surface warfighting proficiency. The next decade will see it build on that foundation, ensuring the Surface Force remains ready, lethal, and adaptable—prepared to prevail in high-end combat operations at sea against any adversary.

Rear Admiral Wilson Marks graduated from the U.S. Naval Academy in 1994 with a Bachelor of Science in History. He has also earned a Master of Arts in National Security Affairs in Strategic Studies from the Naval War College and a Master of Science in National Strategic Studies from the National War College. Marks commanded USS Mason (DDG 87), USS Robert Smalls (CG 62) formerly named USS Chancellorsville, Provincial Reconstruction Team Ghazni Province, Afghanistan, and Naval Surface Group Western Pacific. Ashore, he served as a Placement Officer and Assistant Captain Detailer at Naval Personnel Command, Executive Assistant to the commander of Naval Surface Force Atlantic, the Deputy for Combat System and Warfighting Integration at the Office of the Chief of Naval Operations, and as the Executive Assistant to the commander of U.S. Pacific Fleet. Marks assumed the role of Commander, Naval Surface and Mine Warfighting Development Center in May 2023.

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

Featured Image: Arabian Gulf (Nov. 28, 2017) The Arleigh Burke-class guided-missile destroyer USS Hopper (DDG 70) steams in formation. (U.S. Navy photo by Mass Communication Specialist Seaman Daniel Pastor/Released)

By Commander Christopher Nelson, USN

I recently had the opportunity to correspond with Rear Admiral Mike Studeman (Ret.), who retired after over 35 years of distinguished service as a naval intelligence officer. He has authored a compelling book on leadership entitled, Might of the Chain: Forging Leaders of Iron Integrity. What stood out to me was how he skillfully wove personal experiences into his leadership lessons. The book not only offers valuable insights into leadership, but also provides a rare, humanizing glimpse into his personal journey. Our discussion explores both the practical advice and the personal stories that have shaped him, offering a deeper understanding of the leader behind the lessons.

Your book is rich with memorable quotes and epigrams. It is also full of short, interesting stories about past experiences. Why write this book, and do you journal? How do you capture in writing what matters to you for later use?  

Thank you for the positive feedback on my leadership book. I wrote the book out of concern for growing dysfunction in American society and the failures of some in positions of power to lead properly—in principled, enlightened, and inspiring ways grounded in character, accountability, and fundamental decency.

I have been writing in personal journals since I joined the Navy (so for over 35 years now), making entries once or twice a month to record something worth remembering about family or life’s adventures. I have also kept separate professional journals to capture the wisdom of the world as I encountered it, no matter what the source. I found that manually copying quotes or insightful intellectual tidbits into a separate journal served as a form of memory reinforcement. Keeping information all in one handy place also facilitated ease of retrieval. The payoff over the years has been awesome, and I am glad I stay disciplined in using this expansive journaling practice.

What is the most underrated leadership quality in your opinion? And what is the most overrated?

I think authenticity is the most underrated leadership trait. Hollywood has created an impression that ideal leaders are hard-charging, independent, charismatic, and fearless individuals. In fact, leaders come in all forms and shapes—each can be highly successful in using their own combination of strengths to inspire others and achieve amazing results. The best leaders are always learning from others, but they know that their journey is a honing, not a disowning process. They are comfortable in their own skins. Being authentic is being true to you, taking pride in your origin story, and using it as a source of supreme foundational strength for continuing growth and impact.

The most overrated leadership quality may be extroversion. Over the long haul, I have seen a greater number of more effective introverted leaders than extroverted ones. I think this might be because extroverts sometimes try too hard to be everything to everyone. Introverts usually tend to be truer to themselves, which ultimately earns more trust from followers.    

If your actions caused someone to lose trust in your leadership and you were aware of this, what steps would you take immediately to begin rebuilding that trust? What advice would you give to others in a similar situation? 

If a leader is acting at all times in an ethical, caring, open, and constructive way then the likelihood of losing people’s trust is substantially lower. Trust can erode for any number of reasons. If people suspect the leader may not be well-intentioned, if they are not given an opportunity to understand the “why” behind directed actions, if the method for achieving a given outcome is questionable, the list goes on.

If I encountered such a situation, I would seek to understand the grievance and address it forthrightly with the people concerned. Many trust issues can be nipped in the bud by a leader simply showing up to listen to their people face-to-face and demonstrating an ability to factor in their concerns. Ignoring subordinates’ concerns, viewing complaints as illegitimate, and cutting off opportunities for healthy dialogue is the quickest way to fall off the trust cliff.

How do you differentiate between intuition and bias in your decision-making process? 

I love this question. All experienced leaders intuit to some degree and grow to trust their instincts over time. However, this can be a double-edged sword as you imply. Leaders can grow overconfident, even arrogant, about what they think. The key to guarding against bias is subjecting ideas derived from individual intuition to the scrutiny of truthtellers in one’s circle of confidants, colleagues, and friends. The more diverse and widely experienced that circle, and the greater the willingness of a leader to take advice, the less likely bias will take root. At a minimum, a leader listening to the inputs of others will become more sensitized to second or third-order impacts and find themselves better equipped to anticipate dangers along any chosen path.

Can you share a time when your intuition proved right, but had to defend it against perceptions of bias? 

My intuition after the Tiananmen Square massacre in 1989 was that a China led by the CCP would be the next major dissatisfied, powerful, and globally revisionist nation-state challenge after the fall of the Soviet Union. That proved correct. During my career, I faced repeated perceptions of Indo-Pacific bias as I tried to articulate emerging dangers. It was hard to watch China’s rise remain largely unaddressed except by the excessively wishful thinkers in the engagement crowd while America remained embroiled in the Middle East. China used 20 years of American distraction in the Global War on Terror to gain incredible levels of power and global influence to undermine the West and the current international order.

What is the best book about leadership you have read – but it was not explicitly a leadership book?  

I am a fan of Alfred Lansing’s Endurance, describing Sir Ernest Shackleton’s trans-Antarctic expedition gone terribly wrong and the leadership he demonstrated to save his crew against incredible odds.

If you were a member of an interview panel, what is one question you would ask about someone’s leadership style that could lead to three distinct reactions: being immediately dissuaded from hiring them, feeling neutral or unimpressed, or being instantly impressed?

“Describe your greatest leadership success.” You can quickly tell by someone’s answer whether they focus on their individual efforts or a team’s. Do they make themselves the hero of their own story or do they humbly take pride in the collective contributions of a group and describe how acts of togetherness overcame a great challenge? You will get your answer in the first two sentences of the reply.

Senior executives in the private sector often work with leadership or skill coaches to refine their abilities. Atul Gawande, surgeon and writer for The New Yorker, wrote a compelling piece a few years ago about his experience using a retired surgeon as a coach. This coach observed him in the operating room—how he led his team, conducted surgeries, and interacted with nurses. DoD seniors do engage with “senior mentors” – retired flag officers, generals, and civilians. But this is often done in specific venues, not say, someone spending a week shadowing a senior. What are your thoughts on coaching and mentorship? 

I agree that quiet shadowing during a leader’s day-to-day activities over the course of many days can yield important insights into how someone operates. I say this with caution, however. Sometimes it can be misleading if a shadowing period occurs during a period of quiescence when the leader is not facing high-pressure moments or a crisis where a leader’s behavior might alter in significant ways. This is one of the reasons why retired senior coaching in the military is normally done during exercises, which induce stress and thorny situations that can be a better test of a leader’s full range of capabilities.

Superb leaders know that personalized coaching is a rare luxury and therefore encourage their personal staffs to provide unsolicited advice on their performance. If, as a leader, you can build psychological safety for those around you and encourage them to speak truth to power, they can create an omnipresence of collective coaching that can benefit everyone.   

You have been married to your wife for over 30 years and raised two boys. How do you think about being a husband and a father, and how leading at work might differ from how you think about leading – and following – at home? 

Lynne and I have been happily married for almost 33 years. We started dating in college when we were only 19. I trust her implicitly and she is the most caring and intelligent person I know. She was selected into the Phi Beta Kappa Honor Society at William & Mary—I was not. Because Lynne is also an incredible mother, I usually follow her lead on the home front. Her intuition and instincts are impressive and I continue to learn from her in how she employs her high emotional quotient to navigate a wide range of intra-family issues. What I learned through active followership at home, if you want to put it that way, I added to my kitbag of skills at work. I think fatherhood and marriage can make you a better leader if you remain mindful of continually learning from all those roles.

How do you think people best adopt leadership principles and tools that fit their style or personality?  

People should pay attention to the lessons of other leaders in their midst and experiment with techniques to see what works for them. Biographies of impressive leaders and books on leadership are helpful. In my book, I advise putting your own imprint on any borrowed advice. People should follow their instincts in this respect, but always pay particular attention to how their different approaches affect other people. Maintaining a sense of awareness of others and about yourself, without being overly self-conscious, can provide the right sensory inputs to enable fine tuning. Add your own stylistic stamp to anything you learn and apply, because in the end people still want your authenticity to shine through.

RADM Mike Studeman, USN, retired in 2023 after 35 years in the Navy. He led thousands of intelligence professionals at sea and ashore. He commanded a Global Communications Center, the Cyber Intelligence Center, and the Office of Naval Intelligence. He was also Intelligence Director for the Indo-Pacific and South America regions. In 2005 he was presidentially appointed as a White House Fellow, the nation’s premier program for leadership and public service. He currently consults, speaks, and is a National Security Fellow for the MITRE Corporation. He and his college sweetheart, Lynne, have two sons and live in Virginia.

Commander Christopher Nelson, USN, is a career intelligence officer and a regular contributor to CIMSEC.

The questions and comments here are presented in a personal capacity and do not necessarily represent those of the Department of Defense or the U.S. Navy.

Featured Image: Rear Adm. Mike Studeman assumed command of the Office of Naval Intelligence (ONI), and directorship of the National Maritime Intelligence-Integration Office (NMIO), during a ceremony in Suitland, Md., Aug. 1. (U.S. Navy photo)

By CDR Christopher Nelson, USN

Author David Alan Johnson discusses his new book, Admiral Canaris: How Hitler’s Chief of Intelligence Betrayed the Nazis. It is a well-written synthesis of the life of Admiral Wilhelm Canaris, who served as the chief of military intelligence for Nazi Germany from 1935-1944. While Canaris might be less well-known than some of the more senior Nazi officials from World War II, his unique position and acts of sabotage make him among the most consequential resistance leaders during the war. Admiral Canaris’ excellent skills in deception, subterfuge, political infighting, along with his eventual distaste that turned into hatred of Hitler’s regime, make for a fascinating story.

To begin, provide us with a brief biographical sketch of Admiral Canaris. How do we place him in context among other Nazi and Wehrmacht leaders?

In common with the majority of German leaders during the Hitler era, both political and military, William Canaris had an excellent record as a junior officer during the First World War. He received commendation both as an active officer with the fleet and as an intelligence officer. He was presented with the Iron Cross 1^st Class by Kaiser Wilhelm. Most of the leaders of the German forces were also decorated veterans, including Adolf Hitler. Canaris hated the Weimar Republic and the Treaty of Versailles. To Canaris’ way of thinking, the Weimar Republic was a foreign administration that had been forced upon Germany by the Allied powers, and the Versailles Treaty severely limited the size of the German navy and prohibited the building of submarines – Canaris had been a submarine commander during the war. When Hitler became Führer during the 1930s, he promised to re-arm Germany which included rebuilding the German Navy. Along with all other high-ranking German officers at the time, Wilhelm Canaris was in complete agreement with Hitler and his plans for a New Germany. Adolf Hitler was a strong-willed German nationalist who planned to form a new government in Germany, abolish the Versailles Treaty, and create another German fleet, complete with submarines. As far as Canaris was concerned, Hitler was exactly what Germany needed.

What specifically led to Canaris taking charge of the Abwehr – German military intelligence?

Wilhelm Canaris had been the intelligence officer aboard the cruiser Dresden during the First World War, which gave him a working background in that field. But his first link with the Abwehr came in 1934, when he was captain of the battleship Schlesien. Captain Canaris did not get along with his immediate superior, Rear Admiral Max Bastian. In an effort to get rid of Captain Canaris, Admiral Bastian recommended that Canaris be assigned to an administrative post – possibly the Abwehr. But instead, the German admiralty sent Canaris to Fort Sweinemünde, a seaport on the Baltic Sea coast. This turned out to be a dead-end job; Canaris was not happy with this assignment.

But less than a month after reporting for duty at Fort Sweinemünde, Canaris became the beneficiary of a happy accident – the head of the Abwehr, Captain Conrad Patzig, resigned his position because he was not able to get along with the director of the newly-created Sicherheitsdienst (SD), the ambitious Reinhard Heydrich. Before leaving his position, Captain Patzig recommended that Wilhelm Canaris replace him as the Abwehr’s director. Canaris not only had the qualifications for the job but, just as important, he had been friends with Reinhard Heydrich back in 1923, when Heydrich had been a 19-year-old naval cadet aboard Canaris’ training ship. Wilhelm Canaris became the Abwehr chief because of several coincidences. He became the official head of the Abwehr on January 1, 1935.

What made Canaris an exceptional intelligence officer?

Captain Conrad Patzig, Wilhelm Canaris’ predecessor as head of the Abwehr, noted that he did not know of anyone else who had Canaris’ talent for deception and subterfuge – two vital attributes for an intelligence officer, especially in wartime. During the First World War, when he was intelligence officer of the cruiser Dresden, Lieutenant Canaris informed a radio station in Brazil that the Dresden would soon be returning to Germany. He knew that this message would be picked up by British Intelligence. But the Dresden did not go back to Germany; she continued to operate in the vicinity of Montevideo, Uruguay. British Intelligence did not discover the ruse until the Dresden sank two British merchantmen off the coast of Uruguay. The Dresden’s captain was happy to learn that his young intelligence officer had such a talent for duplicity. Canaris would go on to use this talent against Hitler and the Nazi regime in years to come.

How did Canaris balance the Abwehr’s intelligence work with the Nazi Gestapo and Security Service?

He did not “balance” his intelligence work with the other agencies. He basically set out to confuse Hitler and his generals by sending reports that invalidated information supplied by other agencies. This not only served to confuse the high command, but also led to Hitler losing faith in his intelligence services in general. His first opportunity to mislead Hitler came early on during the war, in September 1939. Admiral Canaris advised Hitler that French troops and artillery were gathering in the vicinity of Saarbrücken, which indicated that a French offensive would be taking place nearby. This news took Hither completely by surprise. He replied that he could not imagine a French attack anywhere near Saarbrücken. German defenses were particularly strong in that region, he said, and refused to believe the admiral.

Hitler’s opinion of Canaris would continue to deteriorate as the war went on and Canaris continued to make intelligence “mistakes.” He withheld information regarding “Operation Torch,” the Allied invasion of North Africa, which took place in November 1942. A task force of British and American warships and troop transports sailed right through the Straits of Gibraltar and landed on the North African beaches without the German High command knowing anything about the landings in advance. By the spring of 1943, all Axis forces had either surrendered or had been withdrawn from North Africa. A little over a year later, in January 1944, Admiral Canaris also contributed to the success of the landings at Anzio. He informed Feldmarschall Albert Kesselring that there was no need to fear an Allied invasion anytime in the near future. At that exact moment, about 250 British and American ships were approaching the town of Anzio on the western coast of Italy, carrying 50,000 men of the US Fifth Army and the British Fifteenth Army Group. Anzio was one of the largest amphibious operations of the war. Because of these apparent blunders, Hitler and his generals had lost all faith in the German intelligence services, not just in Admiral Canaris. Canaris had misled and misinformed them too many times.

Let’s dive into the reasons Canaris changed his mind about Hitler and began to subvert Nazi policies and goals. Canaris, initially it sounds, believed stridently in German nationalism and was a supporter of the Nazi regime. But he changed. What happened?

Admiral Canaris’ support of Adolf Hitler and the Nazi regime began to change during the early part of 1938. This change of heart was brought about by two separate incidents. The first incident involved the deliberate disgracing of Hitler’s highest-ranking general, Werner von Blomberg. General von Blomberg had recently married a much younger woman, Erna Gruhn. Because of von Blomberg’s position as Minister of Defense, the wedding was a leading social event; Adolf Hitler himself was one of the wedding guests. A short time after the wedding, Erna Gruhn was discovered to have quite a vivid police record – she was a convicted prostitute and had also been a model for pornographic photos. When Adolf Hitler was told of this, he was livid with anger, but he also realized that this incident created an opportunity for himself. He demanded von Blomberg’s resignation on the grounds that he had committed an immoral act by marrying a prostitute. After the general submitted his resignation, Hitler assumed his title of Defense Minister. Hitler had been looking for an excuse to solidify his control over the armed forces; the von Blomberg scandal gave him a ready-made excuse. General von Blomberg resigned in January 1938; Adolf Hitler immediately replaced him as supreme commander.

At the same time as the von Blomberg incident, the Wehrmacht’s commander-in-chief was removed from his post as the result of another scandal – this one was completely fabricated. General Werner von Fritsch did not agree with Hitler’s aggressive policy toward the Soviet Union. He was afraid that Hitler’s belligerence would lead to war with Russia, a war he knew Germany could not win. Hitler did not appreciate von Fritsch’s opposition, and decided that the general had to be dismissed from his post.

The method used to dispose of General von Fritsch was both simple and brutal. He was charged with having homosexual relationships, which was a criminal offense in Nazi Germany. A witness testified before both Adolf Hitler and Hermann Göring that von Fritsch had a homosexual affair with a young boy in Potsdam. General von Fritsch vehemently denied the charge, and was allowed to be tried by a court of honor. The trial acquitted him of all charges, but the scandal ruined his reputation and ended his career – just as Hitler had planned. The accusations had been a complete set-up. It had been a different Captain von Frisch who had the homosexual affair, not the General von Fritsch. Hitler and the Gestapo knew this, but allowed the charges to be filed just the same. In February 1938, General von Fritsch resigned his position in disgrace. Hitler had taken another step toward solidifying his complete control of all German armed forces.

News of the Blomberg-Fritsch scandal was the leading story throughout Germany, as well as in the international press. American correspondent William L. Shirer was in Vienna at the time and read all about it. “Today’s papers say that Blomberg and Fritsch, the two men who have built up the German army, are out,” he wrote in his diary. “Hitler himself becomes a sort of ‘Supreme War Lord,’ assuming the powers of Minister of Defense.”

Admiral Canaris was absolutely stunned by the news that Hitler had ruined the careers and lives of two of his most senior officers, all for the purpose of supreme command of German forces. Until the Blomberg-Fritsch incident, the admiral admired Hitler and considered him an honorable and patriotic head of state who had restored Germany’s economy and military power. But Canaris no longer trusted Adolf Hitler, that although Hitler made many stirring speeches about Germany, he only had his own self-interest at heart. “This was the time when Canaris began to turn from Hitler,” a friend recalled. “If you have to mark any one event as the crisis of loyalty between Canaris and Hitler, this is it.”

But the incident that decisively turned Canaris against Hitler was Kristallnacht, or the “Night of Broken Glass,” which took place on November 9, 1938. On this night, coordinated attacks were carried out against synagogues and Jewish-owned businesses throughout Germany. Hundreds of synagogues were vandalized, along with thousands of Jewish shops and businesses. Fragments of broken glass from smashed windows covered the streets and pavements. The light reflected by the shards reminded bystanders of crystal ornaments, which gave rise to the name “Crystal Night.” Over the years, the name has become synonymous with the barbarity of the Hitler regime.

Along with the Blomberg-Fritsch scandal, Kristallnacht destroyed Admiral Canaris’ faith in both Adolf Hitler and the Nazi Party. Hitler ruined the lives of two senior officers to promote his own ambition, and now he approved a night of vandalism and destruction that turned world opinion against Germany. Two days after Kristallnacht, the New York Times ran this front-page headline: “Nazis Smash, Loot and Burn Jewish Shops and Temples.” No one knew exactly what Hitler might do next, but Canaris decided that he could no longer allow himself to support Adolf Hitler.

But the admiral did not resign his position as head of the Abwehr to protest Kristallnacht. Instead, he used his rank and authority to smuggle hundreds of refugees out of the Third Reich by disguising them as Abwehr intelligence agents. In 1941, he smuggled 500 Jews out of Nazi-occupied Holland to neutral Spain and Portugal and across the Atlantic Ocean to South America, Mexico, Panama, and other countries. According to some accounts, Canaris’ refugees also entered the United States. All of these evacuees were disguised as Abwehr agents. Some were taught simple codes to make their cover stories more convincing. All passports and other documents were signed by Admiral Canaris himself. The admiral was also responsible for saving the lives of many other Jews and “undesirables” by arranging their escape from Nazi-occupied territory.

What role did Canaris play in the various plots to assassinate Hitler, particularly the July 20th Plot?

Admiral Canaris was well aware of most of the assassination plots against Hitler, but no evidence exists to show that he was directly involved with any of them. At least eight assassination attempts were made since the war began. The first took place on the night of November 8, 1939, at the Bürgerbraükeller in Munich. Hitler was scheduled to make a speech at the beer hall that night, and a bomb was placed behind the speaker’s rostrum by a former inmate of Dachau. Everyone expected Hitler to make one of his usual long-winded speeches, which usually lasted more than an hour but, to the surprise of the audience, he left the building much sooner than expected.  When the time bomb exploded at about 9.30 pm, Hitler had already finished speaking and had left the premises.

Hitler managed to escape all the other assassination attempts, as well, mostly because of what one writer called “the devil’s luck.” In June, 1940, a group of conspirators planned to shoot Hitler while he was attending a victory parade in Paris, but the plan came to nothing when the parade was canceled. A year later, another group of conspirators attempted to kill Hitler during a parade, yet once again, the parade was called off. In March 1943, a bomb was placed aboard Hitler’s airplane while he was traveling through Russia. The bomb featured an acid detonator, which had always proved to be very effective and efficient in the past. But the pilot was forced to climb to a higher altitude than planned to avoid turbulence, and the acid froze in the frigid upper atmosphere. The bomb failed to explode.

Hitler also managed to escape other bomb plots because of luck. One attempt failed when the bomb exploded prematurely. Another effort collapsed when Hitler left an exhibition after staying only a few minutes; he sensed that something was wrong and cut his visit short. Admiral Canaris did not have much faith in these schemes and “did not want to be too much in the picture,” according to one source. His plan for ending Hitler’s dictatorship was to do everything in his power to help make the impending Allied invasion a success. As far as he was concerned, everything else, including bomb plots and assassination attempts, was a complete waste of time and effort.

There were those in London and Washington who shared the admiral’s opinion. Many feared that killing Hitler would only turn him into a martyr, and would encourage right-wing militarists to begin preaching that Germany would have won the war if the Führer had not been murdered by traitors. If Hitler were assassinated, this line of thinking went, his followers would establish a new military dictatorship in 20 or 25 years, a Fourth Reich, and would start another war. This was exactly what Admiral Canaris did not want to happen. Losing the war, and dealing with Hitler and the Nazis after they had been overpowered by the Allied armies, was the only practical way of restoring a German government based on international law, according to Canaris’ point of view.

Canaris had a complex relationship with foreign intelligence services. How did he interact with British intelligence, and what impact did these interactions have on the war?

During the months leading up to D-Day, Admiral Canaris’ activities can be best described as hazy and mysterious. He managed to keep Allied intelligence well informed of reports concerning German defenses in Normandy. No one is exactly sure how he stayed in touch with his contacts in London, but it was probably through acquaintances in Spain. No matter how he accomplished it, the admiral sent a good many reports across to England, priceless information involving the German defense build-up on the coast of Normandy.

An American colonel attached to General Eisenhower’s intelligence staff found out exactly how valuable Admiral Canaris had become to the Allied war effort. The officer in question was Colonel James O. Curtis, who was the only American intelligence evaluator on Eisenhower’s staff. The other three officers were British. The main job of an intelligence evaluator was to read and evaluate each and every report that was received – thousands of reports and pieces of intelligence arrived in London during the period leading up to D-Day – and to determine which were genuine and which were unreliable. Colonel Curtis was on very friendly terms with his British colleagues, but he had the feeling that they were not telling him everything – including details about the sources of the information.

Allied intelligence had its own system of grading information, a system that judged each report based on its credibility. The highest quality reports were graded A-1; the lowest were F-6. Colonel Curtis noticed that a surprising number of reports were being graded A-1. A great deal of A-1 material seemed too accurate and detailed to be true, at least to colonel Curtis’ way of thinking. He refused to believe that all the reports were as accurate as his British associates seemed to think. The three British officers were reluctant to divulge the source of the information until Colonel Curtis insisted. He refused to pass the reports along to American planners at Eisenhower’s headquarters until he knew something about their source.

The head of the department, Colonel E.J. Foord, finally decided to let the American in on their secret. He told Colonel Curtis that the source was Admiral Wilhelm Canaris, the head of the Abwehr, and went on to say that this disclosure was to be considered Top Secret: “The only reason that I am telling you this is that we want you to regard this information as being priceless and copper-bottomed.” Colonel Foord explained that only a very select few high-ranking individuals – President Roosevelt, Prime Minister Churchill, General Eisenhower – knew anything about Admiral Canaris’ activities. Colonel Curtis was taken completely by surprise by this revelation. “I was, at first, afraid to go to sleep in case I talked in my sleep,” he said.

Colonel Curtis wrote about Admiral Canaris’ accomplishments: “His most important service was to give us substantially the complete order of battle plans for the German Army, together with the plans they had worked out for coping with the invasion.” Receiving the Wehrmacht’s listing of divisions and regiments was an enormous asset for Allied intelligence. Piecing together that much information would have taken a great deal of time and effort, if the task could have been managed at all. Instead, intelligence agents were able to put that energy to work on other projects. Delivering the order of battle was one of Admiral Canaris’ major achievements. It gave Allied intelligence priceless information on enemy defenses in Normandy, and proved to be a major contribution toward helping Allied forces win the war.

What were the key reasons for Canaris’s eventual downfall, and how was he discovered to be working against the Nazi regime?

The failed assassination plot of July 20, 1944 made Hitler almost obsessively determined to round up everyone who had any connection at all with the plot, no matter how slight. The Gestapo carried out Hitler’s orders with brutal efficiency. Hundreds of German officers were arrested for complicity in the assassination attempt. About 20 percent of them were executed; many were tortured beforehand.

Admiral Canaris was not involved in the plot, but one of the officers taken into Gestapo custody named Canaris as one of the conspirators. Under the stress of Gestapo questioning, this officer, Colonel Georg Hansen, not only implicated the admiral as a member of the July 20 plot, but also identified him as one of the leaders of the anti-Nazi opposition. Colonel Hansen also said that Canaris was directly responsible for smuggling Jews and other “undesirables” out of German-occupied territory, a disclosure that took his interrogators completely by surprise. On the day after this interrogation, Admiral Canaris was arrested by the Gestapo.

While under arrest, Canaris was regularly questioned by Gestapo agents. Most of these interrogators were specialists in either tricking or intimidating their prisoners into telling them what they wanted to know. But the admiral always managed to avoid answering their questions. He sometimes pretended to be a stupid old man, acting as though he did not understand what the agents were asking him. Sometimes he just sidestepped the questions, or replied with an answer that did not make sense. For months, he frustrated the Gestapo with one ruse after another. But the interrogators never gave up. They always had more questions, and kept coming back.

Not all of the prisoners were as resourceful, or as devious, as Admiral Canaris. One of the suspected conspirators told the Gestapo about some files that were being kept in the town of Zossen, about 20 miles south of Berlin, files that were said to contain valuable information about the anti-Hitler movement. The Gestapo immediately went to Zossen, where they discovered several binders in a safe at the Wehrmacht headquarters building. The binders contained several diaries that recorded – in great detail, and in Admiral Canaris’ handwriting – the activities of the anti-Nazi movement since the 1930s. These diaries supplied the Gestapo with all the evidence they needed to hang Admiral Canaris.

No one knows exactly why Canaris kept such a detailed account for so many years. He gave names, dates, and particulars of just about all the activities of the anti-Hitler conspirators. Possibly it may have been to record events for future historians; maybe it was to keep an official record of the corruption of Hitler and the Nazis for a post-war tribunal. Whatever the reason, the diaries have been one of the great mysteries of Admiral Canaris’ enigmatic life.

Sometime during early April, probably April 4, the diaries were handed over to Adolf Hitler. After reading Admiral Canaris’ comments and observations, Hitler ordered the admiral to be given a quick trial and then hanged. Admiral Canaris had been moved to Flossenbürg concentration camp, about a mile from the Czech border, at the beginning of February. Arranging for a quick trial and execution at Flossenbürg was a routine matter.

What were Canaris’s personal relationships like with his family and close friends during the height of his double life? How did they perceive his actions?

During the war, Admiral Canaris’ closest friends and associates were members of the anti-Hitler movement. Colonel Hans Oster turned against Hitler in 1934, and was involved in Operation Agular. He would be hanged on the same day as Canaris. Hans von Dohnanyi was also disturbed and angered by the Blomberg-Fritsch incident, and took part in Operation Seven. Ulrich von Hassell had been the German ambassador to Italy; he shared Canaris’ thoughts regarding the persecution of Jews and other outcasts. He unsuccessfully attempted to involve the British government in a plot to overthrow Hitler. General Walter Schellenberg remained on friendly terms with the admiral even though he was a high-ranking officer in German intelligence. The two often went horseback riding together. Admiral Canaris’ relationship with friends can best be described as “cautions.” Every one of his friends and acquaintances realized that one misplaced word regarding the admiral might very well result in the arrest of Canaris and very possibly themselves. Not very much is known about the existence of Canaris’ wife and two daughters. They were apparently not involved in any of the admiral’s anti-Hitler activities and remained in the background of Wilhelm Canaris’ life throughout the war. Both daughters, as well as Canaris’ wife, lived for many years after the war ended.

Can you describe the circumstances of Canaris’s arrest, trial, and execution? What was his legacy following his death?

After Admiral Canaris’ diaries were discovered at the beginning of April 1945, which furnished unquestionable proof that he had been a leader in the anti-Nazi resistance for years, his execution followed very quickly. Adolf Hitler issued the order on April 5. By April 8, Canaris was tried, found guilty of treason, and sentenced to death. Following his trial, the admiral was given a brutal interrogation by his SS guards. The guards beat him with their fists, which left him badly bruised and with a broken nose, and returned him to his cell barely able to walk.

On the following morning, Admiral Canaris was hanged. According to another prisoner at Flossenbürg, he died slowly and horribly. He was actually hanged twice – once with an iron collar around his neck, with the noose placed over the collar. After several minutes, he was taken down while still alive. The iron collar was then removed and he was hanged again. This time, he was left hanging until he was dead. Four other prisoners were also hanged that day. The bodies of all five prisoners were burned on a huge bonfire. The wind blew the cremated remains of Admiral Canaris and the others through the bars of the nearby cell windows.

Since he had become head of the Abwehr, Admiral Canaris managed to smuggle several hundred Jews and other outcasts out of Nazi-occupied territory, right past the Gestapo. He also sent valuable information to the Allies and did everything possible to prevent Adolf Hitler from winning the war. And with a great deal of cunning and an equal amount of good luck, he managed to avoid being discovered. But his luck ran out on July 20, 1944, when he was implicated in the failed Hitler assassination plot. Although he managed to get away with all of his anti-Nazi activities for many years, he was hanged because of a conspiracy in which he played no active part.

Exactly two weeks after Admiral Canaris was hanged, members of the 358^th and 359^th US infantry regiments arrived at Flossenbürg and liberated the camp. A week after Flossenbürg was liberated, and three weeks after the admiral was executed, Adolf Hitler committed suicide in his Berlin chancellery. He shot himself on April 30; his bride, Eva Braun, swallowed poison. Seven days later, during the early hours of May 7, Germany surrendered unconditionally to the Allied powers and the Third Reich ceased to exist. The end came too late to save thousands of inmates who died in the concentration camps, but the mass murders had finally ended. Admiral Canaris could be well satisfied that he had done his part in saving many political and religious prisoners from places like Flossenbürg.

David Alan Johnson is the author of fourteen books, including The Last Weeks of Abraham Lincoln and Decided on the Battlefield: Grant, Sherman, Lincoln, and the Election of 1864.

Commander Christopher Nelson, USN, is a career naval intelligence officer and a frequent contributor to CIMSEC. The questions and comments here are his own and not necessarily those endorsed by the Department of the Defense or the United States Navy.

Featured Image: Adolf Hitler and his entourage visiting the Eiffel Tower in Paris on June 23, 1940, following the occupation of France by the Nazis. (Photo via German Federal Archives)