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Millennials in the Military

This post is a response to an article in the August issue of USNI’s Proceedings by Commander Darcie Cunningham, U.S. Coast Guard, titled “Millennials Bring a New Mentality: Does it Fit?” So if you haven’t read it yet, I recommend you start there.

Where to begin? To her credit, Commander Cunningham asks an important question: “how does our structured military culture adapt to this new generation?” It’s also clear her frustrations are borne of personal experiences in command. Unfortunately it’s a question she fails to answer (more on that later) and in doing so perpetuates myths and patronizing generalizations. [Full disclosure: I’m in the millennial generation, on the older end of the spectrum, and like all such groupings the term “millennial” is a debatable construct but I’ll accept her definition (those born in the 80s and 90s) for argument’s sake.]

“Kids These Days!”

From a more disciplined era of service.
From a more disciplined era of service.

Commander Cunningham begins by noting several behaviors that are supposedly unique to millennials: that they “posture to work only the bare minimum number of hours required,” that their “customs and courtesies are eroding,” and that “there are an increased number of negative confrontations.” It is entirely possible that this is what is happening at Coast Guard Base Los Angeles, it is certainly her perception. But more likely it is just that: perception. Such perceptions have existed about pretty much every generation when they were in their youth. That doesn’t make them accurate.

Let’s return to the important question: “how does our structured military culture adapt to this new generation?” Beyond the advice to use positive feedback to keep the crew motivated, the Commander Cunningham offers nothing. Instead she says they must be “educated,” “course-corrected,” and evaluated for whether they will “truly be able to adapt to the service.” And that’s the thing – this isn’t really an article about adapting the military to millennials, it’s about adapting millennials to the military, as reflected in the title. Which is not all bad. To be sure respect for rank and proper military etiquette are just good manners, and appreciation for a service’s traditions, structure, customs, and courtesies are the marks of a professional.

Yet here is where it gets downright galling. The commander moves to close by questioning whether millennials are just “focused on what’s in it for them.” This is flat-out wrong. As the Washington Post reports, millennials “want jobs that affect social change, and they give what they can. A 2012 study found that three-quarters of young people surveyed gave to a charity in 2011, and 63 percent volunteered for a cause.” It bears remembering that this is an all-volunteer force. While many undoubtedly join the military in part for other reasons – heck I joined partly to pay for college and to travel abroad – I would submit a vast majority, such as myself, also joined in part for the ideals that military service embodies and a belief that such work is work towards a better world.

Instead of playing to these motivations, however, Commander Cunningham advises reminding these servicemembers that there are “long lines” waiting to get into the coast guard and that the economy is not the best. There’s so much wrong in this.

First, it’s unclear if the commander thinks that since “millennials…may not be the right fit,” they can be replaced by one of the other five generations she says she oversees, or if she’s referring to individual millennial members. I’ll give her the benefit of the doubt she means the latter and that she’s not saying that taking on the challenge of motivating millennials may just be too hard and that they should be written-off en masse.

Second, there’s a reason these individuals are the ones in service and not in the supposed long lines. It’s because these they were the top qualified candidates. Even those who aren’t top performers in service are not likely to have too much trouble finding work outside the military, or using their benefits for further education, so this threat rings hollow except for those really troubled individuals threatened with a non-honorable discharge. And that’s to say nothing of how trying to scare one’s employees isn’t typically the best management or leadership strategy.

millennials Third, because these were the top qualified candidates this also means that any millennial you give up on is going to be replaced by…another millennial…who by and large won’t be as qualified. Sure you can keep up the numbers, but again, what does this say of the quality of your talent pool?

One complaint the commander makes that does ring true is that “younger members…have an expectation of accelerated advancement through the organization.” In Commander Snodgrass’ 2014 Retention Survey he notes that 60% of respondents “feel they are making a difference in their job, but regardless of what they do – 64% don’t think they will be rewarded in any way by superior performance.” This should not be an indictment of millennials but a recognition of a drawback of military service in comparison with civilian organizations, as well as an opportunity to prove one’s leadership bona fides.

Yes, we millennials want positive feedback and to know whether we’re doing a good job, and yes we wish we could rise through the ranks commensurate with our talents rather than in accordance with organizational and statutory limitations. Leaders would be well served to look for alternatives such as creating opportunities for crewmembers to prove themselves through increased responsibility or challenges. If the military can’t keep up with the rest of the world in reasonably advancing its people, Commander Cunningham should at least be able to explain what is or isn’t in her control and that she will do what she can to position her people for success.

091013-N-9132C-008 There are going to be bad apples among us, as there are in any generation. But tarring an entire generation with questionable generalizations is counter-productive. While this article may ask the right question, it doesn’t really attempt to answer it. What most millennials want is appreciation, when earned, an opportunity to make a difference, and a voice that is heard if not always heeded. The military, the top employer of millennials, still needs to make a serious attempt at understanding how to best take advantage of what this generation has to offer.

A good place to start exploring the issue is Air Force vet Tim Kane’s Bleeding Talent, NYT review here.

Scott Cheney-Peters is a surface warfare officer in the U.S. Navy Reserve and the former editor of Surface Warfare magazine. He is the founder and president of the Center for International Maritime Security (CIMSEC), a graduate of Georgetown University and the U.S. Naval War College, and a member of the Truman National Security Project’s Defense Council.

The Legacy of Adm. William McRaven

The most impressive intellectual leader working today is a one Bill McRaven.

By Robert Caruso

William McRaven is the most charismatic military leader since Fleet Admiral Chester Nimitz.

Perhaps more than any other serving officer, McRaven has postured the US Armed Forces to be better prepared when conflicts arise. He is the most accomplished flag or general officer of our time.

The future of what the U.S. armed forces looks like is uncertain, but one constant will be the mark McRaven has left. He is preparing to retire as the head of U.S. Special Operations Command, the nerve center of the effort to combat terrorism and other threats in the unlit spaces. While the past decade has been dominated by Iraq and Afghanistan, the United States cannot take its eyes off the threat of transnational terrorism nor the special activities of a Russia, Iran, or China.

To combat those threats, McRaven, his staff, and his counterparts have engaged willing nations the world over in building capacity, strengthening capabilities, and solidifying partnerships.

All national security professionals should know that more than any other serving officer, McRaven has postured the force to be better prepared when conflicts arise.

He holds the title of “Bull Frog”— the active-duty UDT/SEAL operator with the longest period of cumulative service.

SOCOM recently stood up J-3I, an operations directorate focused exclusively on international cooperation under McRaven’s guidance. A global network of special operations forces will be imperative to the future fight, as the nation increasingly turns to a global network of partners to combat a global network of threats.

Concurrently, he has increased SOF’s stature in Washington and established a framework to lead the interagency in the fight against globally dispersed networks.

During his time leading Joint Special Operations Command (JSOC), Naval Surface Warfare Center Crane stood up a customer advocate shop, devoted to resourcing special operations forces—a trend the rest of the sprawling Pentagon equities took to replicating with gusto.

When then-Secretary of State Hilary Clinton wanted to boast of the United States’ success at hacking al Qaeda, she took to the stage at the annual special operations conference, introduced by McRaven.

It was his deputy, Air Force General Marshall Webb, who is featured in the iconic White house situation room photo the night Osama bin Laden was killed.

McRaven is a proponent of the joint approach: early on in the global war on terror, the Pentagon “merged the two commando teams and headquartered the reflagged Task Force 121[McRaven] in Baghdad,” reported The Washington Post.

Indeed, the forces under McRaven’s command time and again revolutionized the way technology was used to win the fight. Much of modern social analysis and mapping techniques, as well as Palantir’s tools and software like Analyst’s Notebook and Webee instant messaging, owe their success with government to organizations he led during his career. And if that wasn’t enough, his 1993 thesis,”The Theory of Special Operations”, is required reading across government.

Many career FBI personnel believe this thesis revolutionized the way FBI looks at counterterrorism. It is considered such a seminal work that Coast Guard special operations forces created a doctrinal foundation based almost exclusively on its contents. In 2012, the President and the Secretary of Defense released new defense strategic guidance, emphasizing the need to rebalance toward the Pacific. But the majority of the crises that the United States will be called on respond to won’t always be in Asia. Globally postured and forward deployed, McRaven has left an indelible mark on the Armed Forces that stabilized the Government of the Philippines, defeated the Islamic Courts Union, captured Saddam, and killed bin Ladin.

In 2012, the President and the Secretary of Defense released new defense strategic guidance, emphasizing the need to rebalance toward the Pacific. But the majority of the crises that the United States will be called on respond to won’t always be in Asia. Globally postured and forward deployed, the Navy that once fielded thousands of river rats to fight in Vietnam and put Seabees on the ground in Afghanistan will be called upon again and again to augment special operations forces. SOCOM will play a large part in the execution, with or without a SEAL at the helm.

As McRaven first said in his June 2011 testimony: “The world’s strategic environment has evolved toward one that is characterized more by irregular warfare activity rather than major nation state warfare […] we must confront this ‘new normal’ and posture our forces to be successful in it.”

The U.S. armed forces and a grateful nation are better prepared to face those challenges because of McRaven’s contributions.

Robert Caruso is a veteran of the United States Navy and served in the Office of the Secretary of Defense at the Department of Defense, in the Bureau of Diplomatic Security at the Department of State and as a contractor for the Department of the Army. He is an Associate Editor at CIMSEC, and concurrently serves as the Tampa Chapter President.

The Virtue of Being a Generalist, Part 1: A Day in the Life of Sub Lieutenant Snodgrass

By Jon Paris

The United States Navy’s surface fleet finds itself in dynamic times. The standard length for deployments continues to rise, numerous hulls are on the chopping block, maintenance is battling to keep up with a harried operational tempo, and as ever, its leaders – Surface Warfare Officers, or SWO’s – are struggling to both improve, and in fact define, the community’s identity. Whether it is the uniforms we wear, our training pipelines, or our often-mocked culture, the community seems to lack a firm grasp on who we are, what we stand for, and how we do business. Over a series of three articles, I intend to first analyze a few counterparts – the Royal Navy, U.S. Naval Aviation, and U.S. Navy surface nuclear officers – and then explore some proposals meant to solidify the officers who take the world’s most powerful ships to sea.

Just Another Day at the Office

After working alongside the Royal Navy, most American surface warriors walk away immensely impressed by the impeccable professionalism of their British counterparts. When SWO’s talk about improving their community, the Royal Navy’s practices inevitably come up. “We should do it like the Brits,” is a common theme. Few truly appreciate what that statement means, though. The Surface Warriors of the U.S. and Royal Navies are different: in size, mission sets, tempos, training, and priorities. There is not always a one-for-one correlation between the two. Before analyzing proposals or judging the merits of each side, let us simply gather some information by comparing the lifestyles of Sub Lieutenant Snodgrass, RN, and Ensign Timmy, USN.

The first area of comparison is training and path to qualification. All Royal Navy officer cadets spend between six and eleven months at Britannia Royal Naval College (BRNC), where students receive military indoctrination and learn the ins and outs of the naval profession through a standardized curriculum. Upon graduation from BRNC, the young surface officer proceeds on to a training track for Warfare Officers or Engineers. The prospective engineers endure a rigorous 20-month pipeline of practical and theoretical training.

Our Sub Lieutenant Snodgrass is a Warfare Officer, which is the career track most comparable to an American SWO’s. He and his comrades train for an additional 18-months. First, they attend three months of advanced seamanship theory training, followed by an intense year of practical bridge watch standing under instruction. If they are successful to this point, they stand for a week of individual bridge simulator assessments. Students must achieve passing marks on these assessments to proceed on to a final three months of advanced seamanship and navigation training. Upon graduation, they report aboard their first ship as an Officer-of-the-Watch (OOW) with a well-earned Navigational Watch Certificate. Within a month or so, SLt Snodgrass has earned his Commanding Officer’s Platform Endorsement – akin to a SWO’s Officer-of-the-Deck Underway Letter – and is entrusted with operating the ship unsupervised. While some Warfare Officers attend a 4-month long course and become navigators after gaining at least 4 years experience as an OOW, the next major pipeline for now-LT Snodgrass is the Principal Warfare Officer (PWO) Course and occurs at the nine-year point. Thirteen months long, the PWO Course trains Royal Navy surface officers to be the Commanding Officer’s advisor on either “Above Water” or “Under Water” Warfare, and can see up to 40 percent attrition.

The U.S. Navy SWO training pipeline has seen several iterations over the past 12 years. Before 2003, newly commissioned Surface Warfare Officer Trainees attended the six month-long Division Officer’s Course. SWOSDOC, as the course was called, taught the basics of ship handling, navigation, shipboard maintenance, damage control, leadership, and divisional administration. The objective of the course was to give all ensigns the tools necessary to immediately contribute to their wardrooms and a foundation from which to qualify aboard their ship. This course was disbanded in 2003 and for approximately nine years, new officers reported directly to their ships, took over their divisions, completed computer-based modules, and received on-the-job training as they progressed through their qualifications. The current training model sees new officers attending an 8-week Basic Division Officer Course (BDOC) in their Fleet Concentration Area, where they delve into many of the topics found in the old SWOSDOC program.

Upon completion of BDOC, ensigns report to their ships and are assigned a division of anywhere between 10 and 30 Sailors to lead and the associated responsibility of the maintenance of their division’s systems. Concurrent with their division officer duties, they embark on a journey to earn their Surface Warfare Officer designation and pin. This journey, nominally 18-months long, entails qualifying in a series of watch stations – namely, Officer-of-the-Deck In-Port, Small Boat Officer, Combat Information Center Watch Officer, Helm and Aft-Steering Safety Officer, and ultimately, Officer-of-the-Deck Underway – through the completion of Professional Qualification Standards (PQS) books and various oral boards. The milestone pre-requisite to the SWO Pin is the Officer-of-the-Deck Underway letter – similar to the Royal Navy’s Platform Endorsement – and usually comes after about a year aboard the ship and ultimately represents the Captain’s trust in the officer to safely and professionally operate the ship in their stead.

Typically, our Ensign Timmy will accumulate another six months of experience leading his bridge watch team, his division, and learning the catch-all nature of his chosen trade before sitting for his “SWO Board.” The SWO Board is a memorable event and involves the candidate sitting across from what, at the time, seems like a firing squad made up all of the department heads, the executive officer, and the Captain. While there is no formal, written or otherwise, fleet standard (outside of the pre-requisite watch stations) and no tangible result (aside from the pin), the SWO qualification represents a junior officer’s journeyman-level grasp of the surface, naval, and joint profession. Topics covered range far-and-wide: from logistics matters to amphibious landings and missile engagements, to personnel records, geography, ship and aircraft capabilities, emergency procedures, and naval justice fundamentals to meteorology. Now, with a pin and new officer designator, Lieutenant Junior Grade Timmy completes his first tour and attends approximately 1-2 months of job specific training before reporting to his next ship for a two year tour as Navigator, Auxiliaries officer, Main Propulsion Assistant, Fire Control Officer, Training Officer, Anti-Submarine Warfare Officer, or Force Protection Officer.

At the 8-year point, prospective SWO Department Heads attend up to nine weeks of intensive training in combat systems fundamentals, followed by 6-months in the Department Head Course, which includes three months dedicated to maritime warfare, and three months dedicated to administration, maintenance, damage control, and topics unique to the officer’s future billet.

The next point of comparison is more overt and was touched on briefly above. In the Royal Navy, recruits select and compete for a specialization before attending the Royal Navy College. They attend training either for Warfare Officers, Marine Engineers, Weapon Engineers, or Air Engineers. Warfare Officers are first responsible for bridge watch standing and safe navigation, and later in their careers for the tactical employment of the ship’s combat systems. Their engineers are responsible for leading the ship’s technicians and the upkeep of their respective kit – or in U.S. Navy terms, the preventative and corrective maintenance of their assigned shipboard systems. SLt Snodgrass, our Royal Navy Warfare Officer, will start his career with three tours as a bridge watch keeper. Later on, he serves two tours as a Principal Warfare Officer. His engineer counterparts – either marine or weapon – leave their training and serve a tour as a shipboard Deputy Head of Department, where they ultimately sit a professional board qualifying them as capable of leading a department. After engineering focused “shore drafts,” those who qualify return to sea as Heads of Department.

In the U.S. Navy, Surface Warfare Officers do not formally specialize in their billets. The community prides itself in producing Jacks-of-all-Trades. Ensign Timmy starts his career as a SWO by serving two division officer tours. He has little to no say in what his first billet will be – he could just as easily serve as the Electrical Officer as he could the Gunnery or Communications Officer. When proceeding to his next tour, his desires and performance are taken into account along with the ever-present needs of the Navy. En route to his second ship, LTJG Timmy receives his first formalized billet training. His second division officer tour may or may not fall under the same department as his first. After four years ashore, now-LT Timmy serves two 18-month Department Head tours. While his desires are given heavy weight, his assignment will not necessarily be to a department in which he previously served. The career experiences, training, and development of SWO’s is designed to ensure that they are notionally plug-and-play – able to serve in any capacity at a moment’s notice. The U.S. Navy does not have a direct comparison to the Royal Navy’s Marine and Weapons Engineers, though in our system, they would most closely be seen as a mix of our Limited Duty Officers and Department Heads.

A final point of comparison is the Royal Navy’s focus on watch-standing over billets in their Warfare Officer community. On a typical Type-23 Frigate, their Warfare Officers will fill the roles of the four Officers-of-the-Watch, Navigator, PWO Underwater, PWO Abovewater, Operations Officer, Executive Officer, and Captain. Other billets, including Weapon Engineer Officer, Marine Engineer Officer, and their deputies, are filled by specialized engineering officers.

The primary duty of SLt Snodgrass, as an assigned Officer-of-the-Watch and later a Principal Warfare Officer, is watch keeping. Officers-of-the-Watch are also assigned secondary duties like Classified Books Officer, Intelligence Officer, and XO’s Assistant. They are also responsible for the pastoral care of a group of Sailors. While leadership and special duties are a reality for the Warfare Officer, it is a fact of life that they come second to their job as professional watch standers. This fact was driven home to me by one Royal Naval Officer who said, “an OOW is a prime target for secondary duties… then we encounter an incident, and a casual factor is found to be that the OOW was distracted from their core task of watch-keeping, and an admiral directs a high-pressure blast getting rid of many of them (secondary duties).” Junior PWO serve as their Captain’s advisors on warfare and as the lead watch-stander in their Operations Room. When not standing watch and serving as a warfare advisor, they serve as shipboard staff, execute event planning, and serve in what the U.S. Navy might consider a special projects officer capacity, in addition to the pastoral care of the junior officers in their wardroom.

 

Surface Warfare Officers are detailed, or assigned, to a specific shipboard billet. This billet is not only on their orders, but also serves as their very identity aboard the ship. They are the Gunnery Officer – GUNNO – or the Chief Engineer – CHENG. As a division officer, Ensign Timmy spends his day seeing to his division’s Sailors, equipment, and operations, while also standing roughly ten hours of watch per day, whether that be on the bridge, in Combat, or in the engineering plant. Later on, Lieutenant Timmy leads a department of approximately three divisions. While serving as a Department Head, he qualifies and stands watch as Tactical Action Officer, leading the watch team tasked with employing the ship’s sensors and weapons and serving as the senior watch stander aboard the ship. Watches are not collateral for SWO’s, yet their professional bias is most certainly towards their billet and their people.

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One key difference between the two navies that creates this disparity in bias is their respective approaches to duties covered by officers – specialists or not – vice enlisted Sailors. In the Royal Navy, most of the day-to-day upkeep of a division’s personnel and spaces is delegated to a senior petty officer. The Royal Navy also uses officers in many watch stations, like Quartermaster-of-the-Watch (duties considered a core competency of an RN OOW), Air Intercept Controller (Fighter Director in the RN), and Anti-Air Warfare Coordinator, that the U.S. Navy either mans with senior petty officers and chiefs, or splits between enlisted and commissioned watch standers. As a Royal Navy PWO broke it down for me, “tactical advice on Anti-Submarine Warfare (ASW) is my job as PWO(U), planning ASW matters is my chief’s job, looking after the ASW ratings is my petty officer’s job with direction from the two levels above, and maintenance of the ASW kit is the Deputy Weapon Engineering Officer’s job.” In the U.S. Navy, while surface Sailors are certainly empowered through delegation, a division officer or department head would have their hands in all of those levels in the execution of their assigned billet, while also concurrently standing watch throughout a given day.

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Undoubtedly, each country could take something positive away from the other for their own betterment. Our unique cultures and operational commitments, as well as our relative sizes, certainly drive our respective methods. Now that we have a better understanding of how the Royal Navy does business, we can draw rough comparisons to the American Surface Warfare Officer community and start to imagine elements we might adopt as we endeavor for self-improvement. Before exploring specific proposals, though, my next piece in this series will again seek to inform by comparing the professional standards, training mindset and approach to attrition of the SWO community with that of both Naval Aviation and nuclear trained officers.

Read the next installment here. 

Lieutenant Jon Paris is a U.S. Navy Surface Warfare Officer. At sea, he has served aboard both a destroyer and cruiser, in both Weapons and Navigation Department. Ashore he has served as a Navigation Instructor at the U.S. Naval Academy and as a Flag Aide. He is a prospective destroyer Operations Officer. His opinions and generalizations are his own and do not reflect official stances or policy of the U.S. Navy.

Lessons from History: An Ottoman Navy by Any Other Name

This was written as part of our Non-Navies Series AND Matthew Merighi’s “Lessons from History” series.

By Matthew Merighi

In 1538, Christendom assembled one of the largest allied fleets in its history. Called the Holy League to honor its Papal sponsors, it numbered 157 ships and was drawn from many of the strongest maritime powers of the age, including Spain, the Papal States, Venice, and the Maltese Knights of St. John. This motley alliance had one goal: to defeat the fearsome fleet of the Ottoman Empire under the legendary pirate Hayreddin Barbarossa.

Picture - Early Expansion - Wikimedia Commons

The early borders and expansion of the Ottoman Empire. Although a navy would have been useful, it was not necessary as maintaining land-power dominance to control outlying vassal states. As a result, their navy never developed until later years (image from Wikimedia Commons).

The Ottoman Empire was not always a maritime powerhouse. Until the mid 15th century, the Ottomans were best known for their dominant land forces which they used to counter that landpowers in their neighborhood. This all changed under the Sultan Mehmet II, who intentionally increased the size of the navy to fuel his wars of conquest and, specifically, to go after the greatest city in the medieval world.

Picture - Constantinople - Wikimedia Commons

A map of Constantinople and the infamous anti-access, area-denial (A2AD) chain across the Golden Horn. Mehmet II ordered his army to drag ships across the northern landmass to complete the city’s encirclement and take advantage of the lower walls on the city’s northern expanse (image from Wikimedia Commons).

In 1453, Mehmet II conducted his famous final siege of Constantinople. In order to fully surround the city, he needed to move naval forces into the Golden Horn. Unfortunately for him, the Byzantines used a traditional medieval anti-access/area-denial (A2AD) technology to keep out enemy navies; a massive chain lay across the entire expanse (see map above). To achieve his encirclement, Mehmet ordered his army to physically drag his ships out of the Bosphorus to the east of the city and, using logs as rollers, drag them across the northern landmass and deposit them in the western part of the Horn away from Byzantine forces. The move, though daring, was essential but not sufficient for the defeat of the city. Constantinople fell on 29 May 1453 only after the army breached the supposedly impregnable land walls to the west.[i] Even when it played a crucial role in operations, the Ottoman navy played second fiddle to the army.

Picture - Galley of Barbarossa - Wikimedia Commons

An Ottoman galley. Using sails and oars, the galley could keep moving regardless of weather. The banners with the downward crossed swords at the bow and stern are the colors of Barbarossa while the one depicting three crescent moons is the Ottomans’ imperial flag (image from Wikimedia Commons and the Istanbul Naval Museum).

The mainline in the Ottoman navy for most of its history was the galley. For those unfamiliar, the galley was a warship first devised in the Classical era and first made famous in Greece, particularly in its roles in the Persian and Peloponessian Wars in the 300’s B.C. It had two methods of propulsion: sail-power and oar-power. Sails provided the fastest and most efficient speed but, in times of bad weather or no wind, or when rapid movements were needed in close combat, oars provided a useful alternative. Oar-power, while useful, did have a significant drawback: it required a lot of manpower. The Ottomans, however, possessed the bureaucratic acumen to recruit these rowers through a sophisticated administrative and judicial apparatus that levied paid conscripts from provinces around the empire. They divided up recruitment between coastal and inland provinces, leveraging experienced mariners from the coastal levies for work in rigging and the non-maritime minded levies from the inland provinces as rowers.[ii]

Although the 15th and 16th century century saw the rise of the high-sided, sail-powered galleass as a weapon of war, the galley remained a viable military technology throughout this entire period. The galley’s capabilities were not useful on the Atlantic and other harsh ocean waters but, inside the confines of the Mediterranean, their utility was still as manifest in the 1500’s as it was two thousand years earlier; weather was still unpredictable and the Mediterranean, although dangerous, was still not as violent as the deep ocean. Galleys had similar gunpowder armaments as their galleass competitors during this period, so they retained their lethality as well.

While the Ottomans were causing general mayhem for Christendom in the Eastern Mediterranean through the early sixteen century, including the conquest of Venetian islands and the expulsion of the Knights of St. John from Rhodes, another Islamic force caused similar problems on the Western shores. Piracy was rife across the entire Mediterranean but those in the west were of a particular brutal and effective breed. Chief among these brigands were the forces of the pirate brothers Uruj and Hayreddin.

While these two men were the scourges of the western Mediterranean, they were not natives to the region. The brothers lived and conducted piracy in the Aegean with the tacit backing of the brother of the man who would become Selim I, the ruling Sultan. Selim fought a brutal succession war against his brother but emerged victorious and had his brother executed in 1513. Sensing their mortal peril, the young brothers fled to safer waters in the west[iii]. They made a reputation for themselves there as ruthless raiders but also as folk heroes to the Islamic community when they used their fleets to smuggle Muslim refugees fleeing persecution in Spain. Their efforts were so successful that they amassed enough resources, both money and manpower, to conquer the city of Algiers in 1516, establishing themselves as the Sultans of North Africa and converting one the largest cities in the region into their own private pirate base. It is at this time that Hayreddin acquired his nickname Barbarossa (Red Beard) from European commentators.

Picture - Charles V and Map of Holdings

Charles V of the Habsburg Empire. One of the greatest monarchs in European history, he laid the foundations for the world’s first global empire. A map of his European possessions in 1538 is shown on the right in red with Ottoman holdings in green. His personal motto, “Plus Ultra” (onwards and upwards) still graces the Spanish flag to this day (image of Charles from Wikipedia; map from Griffith University in Australia).

Unfortunately for the brothers, 1516 also marked the accession of a new king in Spain: Charles V. Charles was a young, dynamic leader who wanted nothing more than to establish himself as the universal king of Christendom.[iv] He was expansionist minded and could not tolerate the existence of Barbarossa’s raiding fleets in the south. He organized a counter offensive which, with himself at the head, wrested control of Algiers and other cities from the brothers. Uruj himself died in 1518 while fighting the Spanish, leaving Barbarossa to salvage what he could. Salvation came from an unlikely source: Selim I.

Selim I and Barbarossa both needed each other. Barbarossa was desperate for assistance from whatever source he could find to keep his pirate business turned political empire alive. Selim I, meanwhile, was fighting against the Habsburgs in central Europe and needed to maintain as much pressure on Charles V as he could. Selim I also needed a stronger navy to secure lines of supply and communication between the Ottoman capital and the newly-conquered province of Egypt.[v]

Selim I’s assistance to Barbarossa came with strings attached. Barbarossa lost his political independence but retained control of his territory. While Barbarossa retained OPCON over his forces, they were placed under Ottoman jurisdiction, essentially the medieval equivalent of ADCON.[vi] Imperial inspectors would personally inspect each ship, determine their capabilities, and issue a formal letter authorizing them to operate in certain sectors and solely against targets of states at war with the Empire. [vii] Thus was the transition from pirate to a state-sponsored corsair. For those familiar with navy history at this time, these corsairs were exactly the same as European privateers during this period.

Picture - Raids

A map depicting the locations of major pirate bases (in black and green) and areas that the Ottomans raided once Barbarossa’s forces were incorporated into the Empire (in red). No one was safe.

The benefits of the partnership paid off quickly. With his newfound resources and top-cover, Barbarossa’s forces were able to push back against the Habsburgs. In the East, Selim I died in 1522 and was replaced with his son Suleyman. Later known as “the Magnificent” and “the Lawgiver,” Suleyman proved a valuable partner and patron for Barbarossa. Suleyman’s forces in the East displaced the troublesome Knights of St. John from Rhodes in 1522,[viii] making them homeless for eight years until Charles V gave them the island of Malta in 1530. Recognizing Barbarossa’s talents and feeling the pressure of Charles V and the other naval superpower, Venice, Suleyman elevated Barbarossa to Admiral of the Ottoman Navy in 1533.[ix] In that same year, the Ottomans concluded a formal alliance with the Habsburg’s perennial European opponent, France.

Charles V was in a tough spot in 1537. Ottoman armies were invading through Hungaryhis North Africa campaign was stalling, and he was embroiled in a brutal war against the Ottoman-allied French in Italy. The Reformation was in full swing, undermining his position as the champion of a Christendom united under Catholicism. His Venetian allies were entirely expelled from the Aegean thanks to Barbarossa’s command of the Ottoman fleets in the Eastern Mediterranean. Charles was on the back foot and needed to find a way to put up organized resistance at sea. Using his position as the strongest Catholic monarch and the Holy Roman Emperor, Charles leveraged the Papal States to create a Holy League of naval powers to finally defeat the Ottomans once and for all. This League, founded in February 1538, was placed under the command of the Genoese pirate-turned-admiral Andrea Doria. Doria’s forces trapped Barbarossa and his 122 ships in the narrow strip of water between the north and south halves of Greece, near the city of Preveza.  Victory seemed assured.

Picture - Preveza Map - Personal

The straits  of Preveza to the left which were the defining strategic moment in the Mediterranean for three and a half decades .

The Battle of Preveza was a disaster for the Holy League. At the outset of the battle, unfavorable winds kept the League’s fleet divided while the Ottoman galleys were still able to maneuver using oar power. Barbarossa, too, outfoxed Doria and seized the initiative despite the Ottomans’ smaller numbers. In total, the League lost 49 ships while the Ottomans did not lose any. The defeat was so lopsided that the Venetians had to pursue a separate peace with the Ottomans in 1540 in which they had to surrender a number of their islands and pay large war reparations. Barbarossa became a rock-star in the medieval naval community. Suleyman made him a permanent member of the Ottomans’ governing council and received fan mail from across Europe, including from the great English privateer Sir Francis Drake.[x] The Eastern Mediterranean was transformed into the so-called Ottoman Lake which freed up additional resources to fight the Habsburgs in the West. The Ottomans, despite their humble beginnings, truly evolved from dragging ships across the land to become the strongest naval power in the Mediterranean.

Lessons Learned

1)     Be a realist and do not take things personally.

It would have been very easy for Selim I to get hung up on Barbarossa’s connection to Selim’s executed brother and ignore Barbarossa’s plight in 1518; worse yet, Selim might have welcomed Charles’ efforts against Barbarossa. Instead, Selim recognized a win-win opportunity and incorporated them into the Ottoman fold.

The same thinking goes for Suleyman’s cooperation with Christian France. Without the French causing trouble for Charles V, Barbarossa might have faced even more ships at Preveza and failed to triumph. Realism wins the day.

2)   Meritocracy is the best way to select commanders

Just as Selim I could have easily overlooked Barbarossa’s difficult position in 1518, Suleyman could have easily overlooked the corsair for the position of Admiral of the Navy in 1533. The historical precedent was for the governor of the Dardanelles province, with the largest armory and naval base in the Empire, to be the Admiral[xi] but Suleyman took a chance and elevated the former pirate instead. This meant that the brilliant commander was in place for the Battle of Preveza whereas other commander might have failed to deliver a victory.

3)    Technology is not enough to win. Also, old technology does not mean bad technology.

The victory at Preveza was only possible because the Ottomans used galleys rather than galleasses. Even though the initial design was pioneered millennia earlier, galley technology still had utility in the strategic game that the Ottomans played. Also, as Barbarossa’s actions against Andrea Doria at Preveza demonstrated, a good commander plays a greater role in a battle’s outcome than numbers or technology.

Matthew Merighi is a civilian employee with the United States Air Force’s Office of International Affairs (SAF/IA) currently transitioning to pursue a Masters’ Degree at the Fletcher School. His views do not reflect those of the United States Government, Department of Defense, or Air Force but is pretty sure the Navy is glad it does not have to fight Barbarossa in his prime.

References

[i] Imber, Colin. The Ottoman Empire, 1300-1650: The Structure of Power. United Kingdom: Palgrave Macmillan, 2009, p. 28-29.

[ii] Imber 2009, p. 306.

[iii] Imber 2009, 47.

[iv] Fodor, Pal, Geza David, and Gabor Agoston. Ottomans, Hungarians, and Habsburgs in Central Europe: The Military Confines in the Era of Ottoman Conquest. Netherlands: Brill, 2000, p. 154.

[v] Gürkan, Emreh S. ‘The Centre and the Frontier: Ottoman Cooperation with North African Corsairs in the Sixteenth Century’. Turkish Historical Review, 2010, p.132

[vi] For those unaware of the modern military terms, OPCON stands for “operational control” while ADCON stands for “administrative control.” OPCON is given to a person who ADCON denotes who is responsible for ensuring the administrative functions that support forces at sea. Basically, those with OPCON give people orders and those with ADCON tell people when their paperwork is out of order.

[vii] “Corsairs and the Ottoman Mediterranean,” Emrah Safa Gürkan and Chris Gratien,Ottoman History Podcast, No. 76 (October 26, 2012) http://www.ottomanhistorypodcast.com/2011/04/ottoman-mediterranean-corsairs-with.html

[viii] Imber 2009, 49.

[ix] Imber 2009, 51.

[x] “Corsairs and the Ottoman Mediterranean,” Emrah Safa Gürkan and Chris Gratien,Ottoman History Podcast.

[xi] Imber 2009, 297.