Discipline Works

      A recent substitute teaching assignment had me in a 6th grade science class.  During my lunch break and before my afternoon classes I was in the Teacher's Workroom, which also doubles as their lunchroom/lounge.  In striking up a conversation with one of the other teachers and an assistant they ask me who I am subbing for.  When I tell them, they both share a look at each other and then the teacher says to me, "Good luck with that B5 class, they are horrible!".  I just smile and say something along the lines of "Really..." which of course opens up the conversation to various anecdotes of how bad these kids are.  I kept the smile on my face while I listened, but inside  I am thinking "great, just great..."  I had already figured out that with the students at this particular school, bringing out Senior Chief was just the thing.  My limited experience as a substitute teacher had also taught me that expectations expressed were usually met.  I decided that since I was warned that I was about to face potentially the worst behaved class ever that I might try a different tactic with these kids.  The result was nothing short of amazing.
     Minutes before the class was to begin, I opened the door and I stood in the doorway.  Now as you all know, I am not an imposing figure by physical size.  The first kid, a boy, walks up and without saying a thing tries to walk by me.  I put my hand on the door frame and say "Excuse me", which stops him in his tracks, "I did not invite you into my classroom yet."  This stunned him and other students that were walking up and watched this exchange.  Now that I had his attention (as well as the others), I asked him if he was ready to work and was going to behave in my class.  It took him a beat, but he finally verbally answered in the affirmative, at which point I gave him further directions so that he would be ready once class began and I invited him into the classroom.  I repeated this process with every single student of this class.  Once in class after I introduce myself and take attendance I proceed to fully explain what we are going to do and what my expectations were.  I gave them a simple choice, to participate or not, with then understanding that like with all choices, there would be consequences for their choice.  Regardless of their choice, the work that I was going over with them still had to be completed by the next class.  Also, if they chose not to participate they were expected to sit quietly and not to disrupt our class or anyone else.  The last consequence for not participating was that I would be letting their teacher know of their choice.
      So, let's recap a bit.  I instilled a bit of discipline before they even walked through the door.  I communicated exactly what we were going to do, what was expected of them, and that they had a choice to participate or not. Results?  Only one student chose not to participate, but complied with the behavior expectations fully.  The other students were engaged, enthusiastically participated and truly understood the concepts being taught.  The teacher's aide I had in the class with me could not believe these were the same kids.  Now, this class was broken up by their lunch break.  Before we walked out of the room, I once again gave them my expectations for their behavior in the hallways.  No issues what-so-ever.  When we came back from lunch, I stopped and stood in the doorway again.  Before I could say anything, the first student in line politely asked if they may enter the classroom.  the rest of our time together was productive and without incident, the class that was supposed to be the worst, turned out to be the best. 
      Like math, discipline works.

Observations from a Rookie Actor

      I have been professionally acting for a little more than a year now.  I am far from being an expert as an actor or in the knowledge of the industry/business.  However, in the past year I have learned a lot of things.  Through observation, through trial and error, and by the experience.
      Acting may seem like this very glamorous job and lifestyle, but the truth is, for the masses of working actors it is work and the lifestyle is nowhere near the glitz and glamour portrayed.  Here are just a handful of those lessons.

You will not get the job more often than "booking it".  Acting is "living truthfully".  One has to "be in the moment", open and vulnerable.  At the same time an actor has to be "thick skinned", because until you have elevated yourself in the industry to the point that you are offered roles outright, you are going to have to audition, or at the very least have your head shot and resume submitted for consideration.  Like a baseball player, you are not going to hit a home run or even get a simple hit every time your are submitted or audition for a job.  Looking at my success rate of booking jobs in the past year, I had about a .250 batting average.  I booked approximately 1-in-4 jobs, that's a 25% success rate, which in turns means I had a 75% failure rate.  Still, as a rookie, I think I did pretty good. 

A good head shot is critical.  Not a selfie, not a school picture, not a corporate professional portrait.  What I am talking about are head shots, taken by a photographer that knows how to take head shots.  I was fortunate.  I was guided to an amazing photographer named Melissa Blue .  There are several good head shot photographers here in the Hampton Roads area, but Melissa is IMO the best.  She has an incredible eye and a knows how to bring out various aspects of her subject's personalities.  That, and she is just a very pleasant and professional person to work with.  The importance of a good head shot was driven home when in less than 24 hours after getting my head shots to an agent, the agent was able to book me for one project and get me an audition for another.  Good head shots will not guarantee getting a job, but they will definitely help at possibly getting you "in the room" to be seen by the casting directors, producers, director, etc.

Be prepared.  At the professional level whether on set or on stage, time is of the essence.  The time to learn your lines is NOT when you show up on set or in the rehearsal studio.  On set you might get a chance to rehearse the scene, but don't count on it.  You character has to be ready. For the stage, rehearsals are for rehearsing, letting the Director try different things, not for to still be memorizing your lines.  Getting "off book" as soon as possible will make the rehearsal process/performance more spontaneous and enjoyable.  I like to tell the story about the time I showed up for the very first rehearsal for a musical I was cast in and the gentleman who had the lead role showed up 95% off book..AT THE FIRST REHEARSAL!  I was amazed and terrified.  Since then I have made it a personal goal to memorize/learn what I need to as quickly as possible, even for auditions.  It makes a difference.  I had a producer once tell me in an audition that he couldn't believe I managed to have two scenes (two different characters) worth of  lines memorized...I booked the job.

You start to watch people more, view movies and TV with a different eye.  Because acting is about relationships, about listening and reacting, as an actor looking to refine his/her craft you begin watching everyone more closely.  Trying to read them.  Noticing subtle facial expressions, body language and movements.  Someone once said that to be a good actor you have to convince your audience that you're not acting.  As an actor with that in mind you start watching other actors and how they accomplish this feat.  I had the pleasure working on the House of Cards set and getting what I considered to be a free acting master class.  Just watching two actors do take after take of a particular scene (different camera angles, lighting configurations, or because the director or the actors wanted to try something different).  I caught myself totally mesmerized in watching these two actors work.  It was worth the exhausting day and minimal pay.

     Just a couple of lessons, so many more that could be discussed, so many more to be learned.  I am off to a rehearsal, to learn lines, or possibly to an audition...such is the life of an actor. 

My Retirement Speech

{add any other DVs as needed), Colonel Overbye, , Mr. Wright, Captain Anderson, LCDR Lucas…

That’s more like it.  I figure since this is my last opportunity to get on my soap box, I might as well actually stand on one.  {add any other DVs as needed), Captain Anderson, LCDR Lucas, Officers, Sailors, my Brothers and Sisters of the Mess, my Friends and my Family, Thank you all for being here to share this special day with me.  I stand before you today humbled and in awe that so many of you considered my retirement ceremony worthy of your time.  It is not lost upon me that many of you have traveled literally thousands of miles and at your own expense to be here.  Thank you.  As I look out at all of you I know that God is winking at me.  He is showing me that I have done something right and good.  I have been and continue to be blessed by your love, your friendship, and your camaraderie.  For that I am grateful, even if you’re here just to make sure that I actually go…

 

26 years, Wow, where did the time go?  It really doesn’t seem that long ago that I was getting off the plane into the sweltering heat of Orlando for Boot Camp.  Off course, it probably wasn’t that hot, just seemed hot coming from Wisconsin.    

 

First I have some individual thank-yous to give, then I want to honor to some very special people in my life, a brief reflection of my memories and finally in accordance with watch standing tradition I will give my “passdown” advice to the Officers, my farewell thoughts to the Mess and my guidance to the Sailors before reporting to the Captain that I have been relieved and request permission to go ashore for the last time.

 

THANK YOUS:

 

GOD:  First and foremost I must give thanks, all honor and glory to my Lord and Savior, Jesus Christ.  His Grace, His mercy, His guidance, His blessing and yes even His challenges in my life have allowed me to stand before you today.  I am grateful for His continuous presence in my life.  I am nothing without Him.

 

LCDR Lucas.  Thank you for being my guest speaker today, and thank you for such kind, gracious and inspiring words.  Few are the leaders of today with the motivation and passion that you exude in everything you do.  You are a Sailor’s Officer.  I think it would be difficult if not impossible to find even a single sailor that has ever served with you that wouldn’t in a heartbeat jump at the chance to serve with you again.  Apparently you actually listened to me and the other Rabid Dogfish Chiefs and applied what we taught you.  I wish you well in the remainder of your career Sir.  Thank you and KIIIILLLLL!!!!!

 

 Chief Seys…Jon.  Thank you my Brother from different mother.  Thank you for being the MC today, thank you for without question being the best-friend I could have in the Navy.  You and I go all the way back to Hawaii in the mid-90s.  Since then we have sailed a lot of ocean together, gathered too many sea stories to mention and let us not forget stacked a lot of beer cans along the way.  I value your friendship and I know you are a friend for life, even if you are a Lion’s fan.

 

My Side Boys:  I want to point out that I had the distinct pleasure of guiding each of my Side Boys…and  Side Girls through their respective Induction/Transitions, oh hell, enough of the political correctness, I helped drag each and everyone of them, kicking and screaming, sometimes puking through their Chief’s Initiation.  If I didn’t actually pin on their anchors or place their cover on their head, I was there to witness the beginning of their transformation into the real Chiefs they became.  I am proud of each of you and honored that you are here.   

 

Alex Hebert:  Master Chief Hebert, I remember when you were a first class and telling you to your face that I didn’t think you were ready to be a Chief.  I don’t regret saying that, nor do I think I was wrong at the time, obviously my words motivated you because since then you have done nothing but soar.  I think there are heights you have yet to reach and I have confidence you will achieve whatever you set your mind to.  Thank you for your friendship, and when is the next crawfish boil?

 

Kelly Youngerman:  Doc Youngerman, I am honored by your presence.  Ladies and Gentlemen Doc Youngerman came all the way from Singapore to be here today.  There was no hesitation from him when I asked him to be one of my Side Boys.  It didn’t matter that he was literally on the other side of the world.  Kelly, thank you and I promise I will be there when it is your turn to retire as well.

 

Chuck Shifflett/Amanda Turner:  Chief Shifflett and Chief Turner.  You know, every year during “the Season” there always seemed to be one Chief Selectee that stood out to me as special for various reasons.  Each of you was that Selectee for me.  Why?  Very simple, you’re determination.  You never gave up, your morale was always good and no matter what the Mess threw at you, you kept your head held high and as LCDR Lucas would say, you worked through the problem, not just to it.  I knew shortly after meeting you that you would be outstanding leaders and Chiefs in your own right.  Thank you for motivating and reinvigorating me.      

 

Julian Collins: Senior Chief Collins, another extremely motivated Chief that every Sailor should serve with, even if he is a weather guesser.  However, be warned if you happen to see him in the gym and make the mistake of getting on a cardio machine next to him you will get out-performed and get an un-planned for shower.  To say he sweats doesn’t even come close.  It pours off of him and that’s in the first 30 seconds.  Thank you and stay the course my Brother.

 

Monica Tipton:  Chief Tipton, soon to be Chief Warrant Officer Tipton.  She wants to be an Officer, but notice she refuses to give up the title of Chief.  Always a smile on your face and sharp tongue when needed.  The Wardroom is getting a strong, intelligent and determined woman, lead on Monica, lead on.   

 

So many other friends and colleagues, I may not have mentioned you by name, but rest assured I am grateful for the particular role you played or continue to play in my life and that you are here to share this special day with me and my family.  Thank you.

 

OK, here come the tough ones.  For those of you quick to the tears, get your tissues ready.

 

Wendy Hockinson-Peterson:  Among the many things I am blessed with are enduring friendships.  Friendships that have stood the test of time and miles.  Wendy I single you out because besides Grace, you are my oldest friend here and I could think of no other friend that best represents the blessing of the many friendships I have, old and new.  Ladies and gentlemen, Wendy and I have known each other since the sixth grade.  I hope and pray that everyone here has a friend like her.  I have been blessed with her friendship and so many others.  Wendy and I dated during two different periods while we grew up.  It never worked.  We finally realized why,  we were destined to be friends and couldn't let the drama of high school romance screw that up.  Once we figured that out we have been great friends ever since.  Oh, if any of you talk to her and she tries to tell you the story of how “I forgot to pick her up for a party” one time in high school, don’t believe a word she says, no one really thought little miss-goody-goody wanted to go to that party anyway.  Wendy, thank you for all the years of our friendship and for always being on the other end of the phone when I needed you.  You will always hold a special place in my heart.   

 

Grace:   Grace, Grandma Grace, my longest and dearest friend.  Notice I did not say oldest.  By the way for 39 years old you look mahvelous.  Grace, You truly honor my family and I by being here today.  The foundation of my character is by no small means because of you.  I can never thank you and Speed enough for your love, friendship and even the discipline you instilled upon me when I was a boy.  You have never been far from my thoughts and prayers, no matter where I have traveled or what I have done.  I cannot imagine my life without you in it and I could not have imagined this day without you here to share it with.  I love you and thank you. 

 

Mom:  If God is the cornerstone of my life, then Mom, you are the keystone.  Thank you for giving me life.  Thank you for holding my hand and encouraging me as I learned to walk, knowing that was the beginning of my leaving.  Thank you for taking care of me when I was sick.  Thank you for doing everything in your power to ensure I could chase after my dreams.  Thank you for being my biggest fan and kindest critic.  Thank you for all of the spankings, even the one, and there was only one I didn’t deserve.  Thank you for being the greatest example of love, loyalty, of being a good person, a good parent and a good friend.  I love you and thank you for being you, but remember… (motion to each side of the mouth with pinky) 

 

Daughters in general:  Brylea, Makenna and Emily…my girls.  How blessed I am for each of you.  Each of you in your own special way has challenged me to be a better Father.  Hard as I wished for boys, God knew what He was doing in giving me girls.  My love for you is immeasurable and cannot ever be lessened.   

 

Brylea:  Brylea, my baby, my Piddle-Bug, my athlete.  Watching you cartwheel, spin, flip and fly when you do gymnastics amazes me and fills me with pride.  Apply that determination and passion to everything in your life and nothing will stand in your way for long.  Thank you for being you and letting me be your Dad.        

 

Makenna:  Makenna, my Dweedle-bug, my budding actress and singer.  The confidence you exude on stage also fills me with pride.  I cannot even begin to express the joy I have experienced when we have shared the stage.  I hope we have many more opportunities to do that.  Similar to what I told Brylea, the world is your stage and there are spotlights waiting to shine upon you, audiences waiting to cheer for you.  Earn the warmth of those spotlights, earn the joy of that applause.   Thank you for being you and letting me be your Dad.     

 

Emily:  My first born.  Did you know that seeing you for the first time was surreal and very scary?  AH, I’M A DAD!!!  You and I have had to endure the most separation during my Naval career.  For those times when Padre was needed and not there I am sorry.  Although you and I know we were never apart were we?  You have grown into a beautiful woman with a beautiful heart and a joy for family and life.  I guess even though your Mother and I couldn’t make a marriage work, we sure did something right in raising you.  I cherish that you are close and look forward to you and Matt giving us grandchildren, although I am in no hurry for that just yet.  Thank you for being you and letting me be your Dad.     

 

Jenn:  Jenn, my wife, my lover, my partner, my best friend.  To steal the cheesy quote from the movie Jerry Maguire…”you complete me”.  Thank you for being adventurous enough to join me on this journey over the last 17 years and for hopefully decades to come.  Thank you for making me a better everything that I am.  I thank God daily for His gift of your presence in my life.  You are beautiful inside and out.  You are a caring person, a dedicated mother, a faithful Christian, and loving wife.  The work you do with some of God’s most precious children and their families is truly inspiring.  I am in awe of your talents.  I love you and thank you for simply being you…and of course for putting up with me. 

 

THOSE I HONOR

You may have noticed what appears to be two empty chairs up here.  Much like the empty table setting at the Navy Ball to honor POWs and MIAs, these two chairs honor two men that laid the foundation of who I am today.  Both are in Heaven but I am certain their spirits are in those chairs enjoying this spectacle. 

 

Vester “Speed” Goff:  Grace’s husband was a man named Vester Goff, but everyone knew him as Speed.  To this day I do not know how or why he acquired that nickname.  When my parents bought their first house, Grace and Speed lived in the house next door.  How my Dad and he met is a story for later, but I will tell you they became great friends.  I am certain that Dad considered Speed his best friend.  He was the example of a person with a zest for life, a person who genuinely cared for others, a person who received great pleasure is seeing others smile, especially kids and especially me.  There are so many great stories to tell you about Speed, but I am only going to share one, but please ask me about him.  When I was a little boy, Speed took me often to sell “poppies” for the VFW.  We would stand outside the grocery store asking people to donate change and in exchange we would give them a fake little poppy they could wear in their lapel.  I was way too young to understand the meaning behind the poppies; I was just having fun with my friend.  It was the summer before I went into the 7^th grade when Speed died.  I had known Speed was sick, but I didn’t know that he was that sick.  He didn’t want me to know.  Not many people were allowed to see him in those final weeks, I definitely wasn’t.  I didn’t understand it so much then, but years later I came to understand and appreciate that he was protecting me and preserving what would be my memory of him.  Speed’s funeral was the first time in my life I had to face death, let alone the death of someone that I was close to.  Nobody wants to go to a funeral, but I knew I had to go.  Although I am sure they were reluctant for me to endure that pain, my parents took me to the funeral.  It was a surreal experience and I am not ashamed to say I wept.  Do you know to this day I have poppies hanging from the visors in my cars in honor of his memory?  I miss him.

 

My Dad:  I am not even sure how to begin to honor my Dad.  My Dad was typical of his generation.  Hard working, dedicated to family, not outwardly emotional…he never showed, at least to his children, when he was scared, hurt or in pain.  I can only remember him crying only two times, the first was at Speed’s funeral, the second time was when talking to me on the phone just before going into surgery in an attempt to remove the cancerous tumor that had invaded his brain.  I honor my Dad because he taught me how to fish, taught me how throw and catch a baseball.  He taught me how to wash a car, shovel snow, paint a wall, and mow the lawn.  He taught me personal responsibility and he held me accountable.  He taught me how to be a man.  He served our country too, achieving the rank of Sergeant First Class in the Army.  There is a poppy hanging from the visor in his memory too.  I miss you Dad and really wish you were physically here today.      

 

REFLECTIONS:

 

When I sat down to reflect back on my 26 years in our Navy I could not help but smile with satisfaction.  Granted, it wasn't all peaches and cream.  As anyone who has worn the uniform can attest to, sometimes it just plain sucked.  Standing watch in the rain, cold, snow or during 30 foot seas at zero-dark-30 is fun, said no Sailor EVER.  However, honestly in comparison, those times were few and far between.  Throughout my career I have been blessed by the duty stations and the people I have worked with.  I have never thought that what I have done as being some lofty service to the United States or to her people.  It was just something different, a job that allowed me to go places, do things AND to meet all sorts of different people.  That alone is probably what has been the most satisfying, the people.  The only times that I felt conscious of the significance of being in the Navy had to be when meeting and interacting with people in other countries.  Especially knowing that my words and actions were directly influencing people's opinions of the United States.  That is probably our most significant contribution and responsibility as members of the Navy.   

So what comes to mind when I think back on my 26 years?  Allow me to share just a few.  As I already mentioned, the sweltering heat of Orlando upon arrival to Boot Camp.  The insight that my first Chief, QMC Clements, gave to me that I never truly understood until after I put on khakis.  Seeing my first ship, the USS CARL VINSON, which BTW was the first real Navy ship I had ever seen, while still more than two miles away and thinking my God is that thing big.  The excitement I felt getting underway for the first time and crossing under the Golden Gate Bridge.  Learning about being a Sailor and a Signalman from the saltiest, crustiest and best Signalman Master Chief EVER, Master Chief Roderick Davis.  No Chief I have ever met or worked for taught me more about being a Chief than Master Chief Davis did.  Crossing the Line the traditional way.  Olongapo.  Going to Mast.  Getting my first tattoo and nearly puking.  Swim call.  SK1 Orange.  Hawaii.  The Arizona Memorial.  The Pier Bar.  Homecomings.  UNREPS, CONREPS, man overboard drills and when they were for real, MIO boardings, flying from ship to ship aboard a helicopter, flight operations aboard an aircraft carrier, a search and rescue operation after a commercial airline crash off the coast of California, sleeping in an inch of water and mud, actually taking the helm of a Destroyer, qualifying as an underway OOD and the pure joy and terror, at the same time I might add, of standing that first watch, firing off more than 30K rounds of .50 cal ammunition, transiting both the Panama and Suez Canals locked and loaded, more tattoos, flying in a C-130 for 9 hours…ugh!, Chief's Initiation - receiving and giving.  The people, the people, the people.   

 

PASSDOWN:  Ok, let's get this wrapped up.  My Passdown.

To the Officers:  My final advice to you is simple…lead.  Make intelligent decisions.  Base those decisions on as much information as you can get in the time available, but make the decision.  Do not be afraid to make those tough decisions, and do not ever choose not to make a decision as your decision.  You will always be judged more harshly for inaction than action.  You are the face and voice of your respective “command” whether it be a division, department, ship, directorate or a Fleet.  Represent your Sailors well.  They demand a competent and confident leader, and they deserve one too.  Be that kind of leader.

 

To my Brothers and Sisters of the Chief’s Mess:  Carry on the legacy that is uniquely ours.  Be the expert of your respective field and never stop learning, then turn right around and teach what you have learned.  Train your Sailors not only how to be a Sailor, but how to be a man, a woman, a Mother, a Father, a Friend.  In other words shape their character the way our Chiefs before us, shaped ours.  Hold them accountable, make them responsible.  Help each other, but also hold each other accountable.  Wear these anchors with pride, but with humility.  Every Enlisted Sailor at one point or another wants to be “the Chief”, and I am certain there are just as many Officers that wish they could be “the Chief”.  Be the kind of Chief they want to be.   

 

To the Sailors at large:  Be proud to serve in our Navy.  Know that what you do is important, no matter how mundane or boring it may seem at the time.  Learn your jobs, listen to your Chiefs.  Learn from everyone.  Develop your character and your leadership style.  Be yourself, but don’t be afraid to look at yourself in the mirror and ask yourself, “Am I being the best person, best leader, best Father, best Mother, best husband, best wife, best friend I can be?”  Don’t shy away from criticism given to help you develop.  Take on the challenge of change.

 

 

 FINAL THOUGHTS:

I have said my thank yous, paid my respects, reflected briefly on 26 years in the Navy and given my pass down.  All that is left to do is convey my final thoughts and hopes. 

For some of the Chiefs here, the following may sound familiar, because chances are if I signed your Charge Book I probably included this thought.  It bears repeating and understanding beyond the Mess.

 

There are only two kinds of people you will meet in this world, that’s right, just two.  Those that know MORE THAN YOU and those that know LESS THAN YOU, you duty is to LEARN from those that know more and TEACH those that know less.  Your challenge?  Figuring out who is who and recognizing that sometimes they are one in the same.

Work hard, play hard, chase your dreams, they can come true.

My final hope is that through the example of my words and deeds that I have taught you something.  How to do it, or how not to…Hopefully it is more of the former and less of the latter.

 

May God continue to Bless All of You, Thank you.

God's 26 Guards

     Have you ever felt the urge to pray for someone and Then just put it on a list and said, "I'll pray for them later"?  Or has anyone ever called you and said, "I need you to pray for me, I have this need?"

     Read the following story that was sent to me and may it change the way

that you may think about prayer and also the way you pray. 

     A missionary on furlough told this true story while visiting his home

church in Michigan.  "While serving at a small field hospital in Africa, every two weeks I traveled by bicycle through the jungle to a nearby city for supplies.

This was a journey of two days and required camping overnight at the halfway point.  On one of these journeys, I arrived in the city where I planned to collect money from a bank, purchase medicine, and supplies, and then begin my two-day journey back to the field hospital.  Upon arrival in the city, I observed two men fighting, one of whom had been seriously injured.  I treated him for his injuries and at the same time talked to him about the Lord.  I then traveled two days, camping overnight, and arrived home without incident.

     Two weeks later I repeated my journey.  Upon arriving in the city, I was approached by the young man I had treated.  He told me that he had known I carried money and medicines.  He said, "Some friends and I followed you into the jungle, knowing you would camp overnight.  We planned to kill you and take your money and drugs, but just as we were about to move into your camp, we saw that you were surrounded by 26 armed guards."  At this, I laughed and said that I was certainly all alone in that jungle campsite.

The young man pressed the point, however, and said, "No, sir, I was not the only person to see the guards.  My friends also saw them, and we all counted them.  It was because of those guards that we were afraid and left you alone."

     At this point in the sermon, one of the men in the congregation jumped to

his feet and interrupted the missionary and asked if he could tell him the exact day this happened. The missionary told the congregation the date, and the man who interrupted told him this story.  On the night of your incident in Africa, it was morning here and I was preparing to go play golf.  I was about to putt when I felt the urge to pray for you.  In fact, the urging of the Lord was so strong, I called men in this church to meet with me here in the sanctuary to pray for you.  Would all of those men who met with me on that day stand up?'

The men who had met together to pray that day stood up.  The missionary wasn't concerned with whom they were; he was too busy counting how many men he saw.  There were 26.   

     This story is an incredible example of how the Spirit of the Lord moves

in behalf of those who love Him.  If you ever feel such prodding to pray,

go along with it, because you don't know what it can mean to that person.

     Nothing is ever hurt by prayer except the gates of hell.  I encourage you to forward this to as many people as you know.  If we all take it to heart, we can turn this world toward God once again.  As the above true story clearly illustrates, "With God all things are possible".

More importantly, how God hears and answers the prayers of the faithful.

The Smell of Change

     There's an old sea story about a ship's Captain who inspected his sailors, and afterward told the first mate that his men smelled bad..

The Captain suggested perhaps it would help if the sailors would change underwear occasionally.  The first mate responded, "Aye, aye sir, I'll see to it immediately!" The first mate went straight to the sailors berth deck and announced, "The Captain thinks you guys smell bad and wants you to change your underwear." He continued, "Raniowski, you change with Wirsing, Belen, you change with Walker, and Brooks, you change with Knight."

THE MORAL OF THE STORY:

Someone may come along and promise "Change", but don't always count on things smelling any better.

The Chief Petty Officer

"By experience, by performance, and by testing, you have been this day advanced to Chief Petty Officer” (CPO Creed, 1993). 

     Every September 16^th, at CPO pinning ceremonies all around the world the words of the Chief Petty Officer’s Creed resound.  We are our heritage, and our heritage is us.  It is important to understand the heritage of the Chief Petty Officer and instill it upon our Sailors to ensure the legacy of our Navy.  This essay will briefly explore the history and the significance of the U.S. Navy Chief Petty Officer.

History of the CPO

     According to Goodspeed in his essay “The Chief: Backbone of the Navy” (2003) the term “Chief” is recorded as early as 1776 when Jacob Wasbie received the promotion to Chief Cook aboard the Continental Navy ship Alfred, and in 1864 a General Order listed the ratings of Chief Boatswain’s Mate, Chief Gunner’s Mate and Chief Quartermaster.  However, it took General Order 409 (1893) to create the formal rate of Chief Petty Officer.  Since then Chiefs continue to fulfill the simple charges from the CPO Creed (1993)

“More will be expected of you; more will be demanded of you....It is now required that you be the fountain of wisdom, the ambassador of good will, the authority in personal relations as well as in technical applications.” 

Chiefs throughout history took their responsibilities seriously, and in doing so honored their predecessors in never forgetting them and all that they stood for.  Thirty-nine Chiefs received the Congressional Medal of Honor, (Goodspeed, 2003) solidifying the Chief’s place in history as well as providing examples of honor, courage and commitment for all Sailors to emulate.  The history of the Chief Petty Officer by Chiefs past and present create the significance of the Chief Petty Officer to our naval heritage.

    

Significance to our Heritage

     To understand the importance of the Chief Petty Officer to our heritage, let us apply a message given to humanity in an ancient story to the legacy of the Chief.  In the book of Genesis, Joseph who was in exile in Egypt knowing he would never leave made the sons of Israel swear an oath and said, "God will surely come to your aid, and then you must carry my bones up from this place" (Genesis 50:25). 

“For the Israelites, the bones of Joseph were their challenge.  They were both a burden to bear and a responsibility to carry.”

(J. Ullian, personal communication, June 7, 2009) 

Similar is the Chief’s burden to bear and responsibility to Chief Petty Officer heritage.  The bones of Chiefs past are the challenge of the Chiefs present. 

“Unseen they march by our side nerving us, encouraging us, directing and influencing us in all our decisions”

(J. Ullian, 2009). 

The reading of the entire Chief Petty Officer’s Creed every year on September 16^th as newly selected Chiefs receive their fouled anchors instills upon them their burden and responsibility not only to the Mess but also to the Chiefs of the past.  It also allows all Chiefs to reaffirm themselves to aspire to those ideals, burdens and responsibilities they assumed on a previous September 16^th.

         

     It is important for Sailors of any rate, enlisted or officer to understand and appreciate those qualities of leadership and dedication to service that the Chief Petty Officer contributes to our rich naval heritage.

 

“In the United States Navy - and only in the United States Navy - the rank of E7 carries with it unique responsibilities and privileges you are now bound to observe and expected to fulfill....You are now the Chief.  The exalted position you have now achieved - and the word exalted is used advisedly - exists because of the attitude and performance of the Chiefs before you.  It shall exist only as long as you and your fellow Chiefs maintain these standards”. (CPO Creed, 1993).

The Chief Petty Officer is the backbone of naval heritage.

References

CPO Creed (1993). Retrieved June 28, 2009 from  http://goatlocker.org/resources/cpo/history/creed1.htm

General Order 409 (1893). Retrieved June 22, 2009 from          http://www.goatlocker.org/resources/409.pdf

Goodspeed, M. H. (2003).  The Chief: Backbone of the Navy.  In M.     Hill Goodspeed, U.S. Navy A Complete History, pp. 690-691. Hong Kong: Hugh Lauter Levin Associates, Inc.

The Role of the Chief Petty Officer in the Modern Navy By Chief Petty Officer Kelso

[Blogger's note: The following is an article that was shared in the Chief's Mess.  I do not know exactly when this article was written, from the context I would surmise that it was written shortly after the Korean War.  Although it was written over 50 years ago, Chief Kelso discusses truths of the Chief Petty Officer that still ring true today.  Having been and still serving as a member of the Chief Petty Officer's Mess for 10+ years I can tell you with humility that being "The Chief" is one of the greatest challenges and most rewarding experiences the U.S. Navy has afforded me.  For those readers that have not had the experience of being the Navy or the military, think about this while getting a glimpse of who and what the Chief Petty Officer is: Where else will you find men and women both as individuals and as a group that aspire to the characteristics described?]  

     There have been a great many questions, examinations, re-examinations, and discussions of the role of the Chief Petty Officer in the modern Navy. Commanding officers, junior officers, petty officers, and enlisted men are saying that Chiefs just aren't what they used to be. The "used-to-be" status referred to is that fabulous position occupied by the Chief Petty Officers in the pre-war Navy wherein the Chief's word was law to subordinates and his ability to get things done a trade-mark to his superiors.

     Because the Navy expanded so fast during the World War II years, a great many younger petty officers achieved the rating of CPO in a third of the time required by pre-war Chiefs,[I remember reading a book during Initiation where a Sailor during WWII rose to the rank of CPO in less than six years!] and consequently the new wartime top grade enlisted Chief Petty Officers did not have the experience or maturity of their elder brothers. Further, wartime demands caused many naval reservists who had worked in a supervisory capacity in civilian life to be enlisted in the rating of CPO. These men, while being highly efficient in their specialty, in many instances did not have the military background to enable them to administer the military portion of their duties in the effective manner required of career Chief Petty Officers. Many of these so-called "slick-arm" Chief s had to serve an apprenticeship to becoming a Chief Petty Officer in their supervisory billets before they could begin to fulfill their duties as Chief of a group of men, an expedient which caused a certain amount of confusion and uncertainty in the ranks. These factors contributed greatly to mitigating that important status occupied by the Chief Petty Officers of the period from 1920 through 1941.

     When World War II was over, the demobilized Navy found itself so top-heavy in pay grade E-7 that it was necessary, in many instances, to utilize Chief Petty Officers in billets and jobs normally filled by junior petty officers, and, in some extreme cases, by non-rated men. This factor, too, tended to obscure the basic importance of the Chief Petty Officer in the modern Navy. Further, the administrative organization of the Navy was overhauled and changed by the concepts embodied in the Uniform Code of Military Justice and the accent of modern psychological approaches to leadership which frowned on negative enforcement of discipline. This period of re-examination of the Navy's enlisted leadership tended to diminish the importance of the CPO as known to the erstwhile Navy. As a result, the first to complain about this apparent loss of prestige were the Chief Petty Officers themselves. They complained that they were reduced to a status of figureheads—that their opinions and words meant little to their superior officers. Commanding and executive officers have complained too that their Chief s were not what they used to be—that they no longer exercised firm control of their men and that they countenanced slip-shod work from subordinates.

     In almost every instance, the complainers have harkened back to the golden age of the Chief Petty Officer, or that age between the two great wars when Chiefs were persons to be reckoned with by any standards. It is worthwhile to examine those characteristics of the pre-war Chief which commanded such admiration and glowing re-call.

     Basically, the pre-war Chief Petty Officer was the Navy's first disciplinarian. He maintained strict personal supervision of the military and specialty proficiency of the men assigned to him. He exercised and dispensed a great deal of unwritten naval law. Within the workings of the Chief’s bailiwick, he often restricted men for minor offenses with resulting few appeals to higher authority. If a subordinate did feel that a Chief’s unofficial administration of military discipline was too arbitrary and appealed to the commanding officer for relief, his appeal most usually was determined in favor of the Chief’s prior ruling. Most commanding officers found it expedient to back up their Chief Petty Officers as completely as possible. Of course, under this local administration of discipline, fewer men were brought to the captain's disciplinary mast, and trouble was more effectively localized to the level of the division.

     The pre-war Chief was an exacting supervisor of ship's work in his division. He would demand a high quality of work, and usually subordinates would keep their collective noses to the grindstone until the job was finished and accomplished in a satisfactory manner. Many seamen have returned to their task of painting a bulkhead after the evening meal because the Chief wasn't satisfied with the quality or quantity of work produced during normal working hours. This insistence on a good job meant that the standards of all work aboard ship and station were high.

     Naturally, the pre-war Chief was highly proficient in knowledge of his specialty. A Chief Watertender (boilerman) was an expert in boilers; a Chief Yeoman was an expert in office administration (in fact, he composed a goodly portion of the activity's outgoing correspondence); a Chief Boatswain's mate was an expert on rigging and navigation, and so forth, down the line of the various ratings then established in the Navy. Many times a department head would call his Chief in for consultation on some technical matter falling within the Chief’s specialty. The junior enlisted men considered their Chief as an ultimate authority on technical information.

     When thinking back to the pre-war Chief, the fact that the Chief was a most able and effective advocate for the hapless division's bad boy comes to mind. When an enlisted man broke the rules by disobeying orders, staying over liberty, or by being mischievously derelict in his performance of duty, the first person he ran afoul of was his Chief, who usually took summary disciplinary action at the local level. Then, if the offender showed promise of ultimately shaping up, turned out good work, and generally was a worthy man except for a minor fall from good habits of conduct, it was the Chief  who stood up with him, and for him, at captain's mast and pleaded his case. Very often the Chief  would get through to the commanding officer who would give the offender another chance after undergoing light, non-judicial punishment, rather than adjudge the more serious form of disciplinary action, the court-martial.

     These characteristics of being a stern disciplinarian, a strong supervisor, an expert in his specialty, and an advocate to higher authority for the men under him are the stuff of which the Chief Petty Officers were made in the pre-war Navy[and they STILL ARE TODAY!].  The main substance of the complaint today, both from CPO's and officers, is that these qualities do not manifest themselves so brightly as they did in the times gone by.[There are those out there that would argue the previous statement is as true in 2011 as it was in the 1950's]

     Actually, even though naval organization has undergone considerable change in its methods and administration, the role of the Chief Petty Officer in relationship to the men he must supervise remains substantially the same. The Chief Petty Officer is the Chief of his rating group. He is the senior enlisted man, the top enlisted rating in his field and, as such, is responsible for the efficient functioning of all persons working under his supervision. He is the functionary that sees that the immediate task at hand gets done. His first responsibility, of course, is to his immediate superiors. He must clothe the broad orders and projects of his division officer with practical translation by putting his men to work and seeing to their accomplishment. The Chief’s second and equally important responsibility is to the men assigned to his supervision. He must see that their basic needs of food, housing, and training are met, and, if any problems arise in these areas, he is the one who wrestles with the problem until it is solved. He is responsible for his men's esprit de corps. Further, the Chief is the main liaison official between officers and the enlisted man.

     Many of the ratings below Chief and nonrated men have not completely developed the Navy career attitude which is the attitude of accomplishing the most in the job, of doing the best job possible, and of having a proprietary interest in the assignment at hand. Now that most enlisted naval reservists called up to duty during the Korean emergency have been released to inactive duty, the body of Chief Petty Officers as a whole is a group of men pledged to a Navy career. As such, they can be expected to do their utmost to improve efficiency and fulfill the Navy man's mission of manning a fleet ready to defend the nation's sea lanes against all threats. The Chief Petty Officer is one person in the Navy, by virtue of being a career petty officer, who cares whether the work gets done or not.[Amen!]

     Being a career petty officer, the Chief cannot pass the buck when things go wrong in his department. Harry S. Truman, while President of the United States, used to have a motto placed on his desk to the effect, "The Buck Stops Here" So it is with the Chief Petty Officer. If his men turn out sloppy work, if they present an unmilitary appearance, if they show a tendency to laxness in military discipline, or if they demonstrate lack of training in their assignments, the Chief must accept personal responsibility therefore[The performance, appearance, discipline and morale of Sailors is a DIRECT reflection of their leadership, and where does that leadership begin?  WITH THEIR CHIEF!]. Certainly, the Chief cannot blame any deficiencies entirely on his men—it is his job to supervise them and see to it that they present a neat appearance and constitute a handy working unit. He cannot blame his superior officers entirely for all defects in the morale or discipline of his men, because he, as Chief Petty Officer, is the first person to have responsibility for these things.

     Actually, the Chief Petty Officer is responsible for three facets of leadership relative to the men placed in his charge. In the first instance, he is responsible for the effective discipline of his men. He is the one who must insist on ready habits of obedience. He accomplishes this first by himself setting the example of respectful attentiveness to the orders and instructions of his superiors.[There is no finer demonstration of leadership than by example] Having personally set the pace for obedience, he demands alacrity in his men's habits of response to his orders. By the time a man has reached the rating of Chief, he has learned to avoid attributing unpleasant orders or duties to higher authority, but rather gives orders as being his own. He first must establish his leadership and authority in his group to the end that his men develop habits of obedience to his orders because he is a Chief Petty Officer in the Navy and as such is competent to give orders. The type of leadership the Chief exercises will be reflected in the conduct of his men. The Chief who holds tight rein and exercises positive leadership will have few of his group on the mast report. Whenever men get off on the wrong foot or into extraordinary trouble, they automatically advertise poor leadership on the part of their Chief.

     In maintaining good discipline, the Chief sees to it that his men observe the military courtesies. He will call any man in his outfit on failing to salute. He will admonish a man against talking to an officer on more familiar terms than befits the military relationship of officer and enlisted man. Whenever a man appears to be getting off on the wrong foot, the Chief must take measures to square the man away. The Chief is very interested in how his men wear their uniforms. He is quick to tell a sloppy looking sailor to square his hat, roll down his sleeves, and get into clean uniform, if the occasion warrants. He actually has control over three areas which are most vital to the men under him. He makes recommendations for quarterly marks, and these recommendations are usually the marks that are finally entered in the man's service record. Secondly, the Chief must approve of all special liberty requests. An efficient Chief Petty Officer will not hesitate to use his disapproval of special requests in order to positively demonstrate to persons under his jurisdiction that he demands a cooperative attitude of good discipline and efficient work. He must use his judgment as to whether the man merits special consideration in a special request. This is a most strong factor in any Chief’s authority. A Chief must recognize it and use it wisely. Thirdly, the Chief has the authority to recommend outstanding persons in his division for special recognition, commendatory masts, and special assignments. If he uses this office effectively, his men will respect his judgment and strive to prove themselves worthy of acclaim and recognition.

     The second facet of leadership required of a Chief Petty Officer is naturally that of effectively supervising the work of his men. It is the Chief Petty Officer who sees to it that the job gets done on the section level. He must demand maximum efficiency from his men, keeping the standard in mind that the Navy's mission is readiness for war. In case of war, the ship's plan of the day will require that Navy men have developed habits of turning out an efficient job as quickly as possible and, in addition, of performing the military duties required of combatant military personnel. It is the Chief’s job to demand that each man in his organization accomplish his own assigned job and that as efficiently as the man's ability permits. In order to achieve this, the Chief has the authority to keep his men on the job regardless of the hour of the day or night t until he is satisfied that he and his men have completed the task that higher authority assigned to his group. Of course, it goes without saying that the Chief must not be a martinet in his supervision; but nevertheless, he must have developed habits of demanding the best that his men are able to accomplish. Even when his working party is not fully qualified or capable of an assigned task, he must whip them into shape and lead them, through experience and training, into an attitude where they will tackle their daily mission with resolution and determination regardless of its difficulty. Perhaps this area is one of the most critical facets of the Chief Petty Officer's responsibilities. Men like to accomplish something, but it goes without saying that they hate to be driven by an unreasonable, insatiable, hard-headed machine of a Chief Petty Officer who shows no sympathy or feeling for the sensibilities of the men working under him. On the other hand, the men also, by the same token, despise the Chief Petty Officer who is too soft, who allows his men to idle, to slack on the job, and who is confounded by the slack put out by the few trouble makers in the outfit. Men in the service admire a strong-willed, determined Chief, providing he also demonstrates a genuine concern for his men's welfare along with his efficiency.[Sailors want discipline, leadership, and they want to be listened to and treated with basic respect.  A successful Chief Petty Officer gives all of these things to his Sailors]

     By and large, the majority of men in any naval activity have a basic willingness and desire to do the work expected of them and to advance in their status.[As someone once said, no man or woman joins an all-volunteer Navy to screw up or fail] About ten percent of any men in any activity are "eager-beavers" who will do an exceptional job whatever the exigencies of the moment and take upon themselves responsibilities far in excess of that required by higher authority. The other ninety percent are average persons, however, who are affected greatly by the leadership of the section and division.

     The question may be raised here as to what the Chief can do to insure a wholesome work output and work attitude by all hands under him. The answer is the Chief’s basic authority to pass on all requests of the men under him, his authority to keep men on the job until it is accomplished, and his office of bringing deserving men to the attention of higher authority for commendation or recommendation to one of the many Navy's plans for advancement to commissioned rank. Along this line, many Chief s may point out that it is ticklish business for a Chief Petty Officer to take in his own hands disciplinary measures that appear to be forms of punishment reserved for captain's mast, such as restriction and extra-duty. This whole matter can be resolved as a concept of administration. The Chief cannot punish, but he can train his men; he can give them as much extra instruction as is necessary to shape up an outfit. One of the qualities of being a Chief Petty Officer is the quality of knowing how to administer extra-instruction effectively when needed.[This is a HUGE challenge for the inexperienced Chief.]

     A great majority of Chief Petty Officers today are effective Chief Petty Officers because they worked under the example of an efficient Chief Petty Officer while they were working up in the junior ratings.[I would argue that today's effective Chief Petty Officers also learned valuable lessons from those Chiefs that were NOT good Chiefs...they learned what NOT to do] Likewise, the Chiefs have a great responsibility to set a high standard for the Chief’s supervisory duties for the persons now working their way up to the rating of Chief Petty Officer.[We have to strive to give these junior Sailors more postive examples of leadership (how TO do it) rather than negative (how NOT to do it)]

     In the matter of training, the Chief Petty Officer being the one who knows the "nuts and bolts" foundations of his rating and of general information relating to the Navy as a whole is responsible for the all-around training of personnel assigned to his supervision.[Learning about your job or the Navy doesn't end when you put on anchors] He must see to it that the non-rated men serve a fruitful apprenticeship in their rating and learn the basic foundations of that specialty. He must prescribe the appropriate courses of study for his men to acquire the knowledge necessary to their rating. Along this line, he should maintain definite liaison with the Information and Education Officer, seeing to it that his men draw appropriate training courses. He must satisfy himself that his men are actually studying and preparing themselves for advancement.

     Lastly, the Chief Petty Officer is an advocate for his men in their misguided skirmishes with the established regulations. When one of his men becomes a disciplinary problem, the Chief must personally look into the case, and if the man can be rehabilitated, plead for his probation before the division and commanding officers. Since it is the Chief who must immediately supervise the man in trouble, commanding officers generally give a great deal of thought to whatever the Chief has to say for a man. Many a minor offender has his Chief to thank for pulling him off of the disciplinary coals before the commanding officer because the captain believed that remanding the wrongdoer to his Chief Petty Officer was the best thing to do.

     Along this line, the Chief Petty Officer must always look out for his men. When the task has prevented a group from eating their meal on time, the good Chief will go with them to the mess hall and insure that they receive an adequate meal. Usually the Chief Commissaryman will see that rations are prepared for a working party when requested by their supervisory Chief. After the men have performed an unusually noteworthy job, the Chief will recommend that they be suitably rewarded when reward is indicated in the way of special recognition by the commanding officer, or a special liberty, whichever is the most appropriate for the occasion.

     The Chief always is approachable.[This is a non-negotiable trait] Even though he is a stickler for getting the job done, for preserving good order and discipline, he is always available for talking over special problems. He can always be counted on to do his utmost to help the men with their problems. Whenever it appears that his men are getting a bad deal in work assignments or consistently getting less liberty than others of comparable status, the Chief will go all the way down the line to straighten out any trouble or misunderstandings. Leadership at the Chief Petty Officer level is a two-way proposition. He demands the best efforts and attitudes of team spirit from his men and he strives constantly for the best things for his men from higher authority.

     It has been said of old that the Chief Petty Officer is the backbone of the Navy. While that is putting it a bit strongly, nevertheless the Chief fulfills a most vital function in the operation of the Navy's military and work schedule. The present trend is for the commanding and division officers to place more and more responsibility for supervising and seeing to it that tasks are performed on the shoulders of Chief Petty Officers. It is true that in some cases junior officers needlessly meddle in the Chief’s relationship to his men; however, in most such cases, the action was occasioned because the attitude of the group showed that more positive supervision was needed. Most commanding and executive officers will instruct junior officers in the practice of maintaining productive relationships with Chief Petty Officers when they observe that the junior officer appears to be over-supervising a Chief.

     Chief Petty Officers have complained greatly in the preceding years that their place in the post-war Navy was diminished over that of the pre-war Navy. Of late the situation has improved immeasurably mainly because the CPO's have taken hold of their inherent responsibilities again. Chief's are demanding more respect from their men and they are not only getting it from that quarter but are proportionately rising in the esteem of their seniors. Officers are again addressing a Chief Petty Officer as "Chief Jones," rather than just "Jones." This adds to the Chief’s authority both in the eyes of superior officers and subordinate men alike.

The Chiefs occupy an enviable position in the Navy. If a Chief will demonstrate efficiency and positive qualities of leadership, he is almost in a position to write his own ticket as far as his privileges and status are concerned. An efficient, active body of Chiefs aboard a ship will produce a taut ship because such condition means that all enlisted men aboard the ship are doing their jobs. This creates such a healthy sense of accomplishment and team spirit that it cannot help but reach upwards to the wardroom, resulting in less negative regulations and a more dynamic operation of the mutual loyalty principle. The Navy desires and expects a great deal from its Chief s. When the Chiefs fulfill their rightful place in the Navy's scheme of things, the wheels of naval management run smoothly.

Chief  Kelso served in the USS St. Mihiel (AP-32) and PCE-845 during World War II and subsequently was an instructor, Military Justice School, Fleet Training Center, San Diego; Chief in charge of the Administrative Office, Fleet Training Group, Pearl Harbor, Career Appraisal Board, Fleet Training Group, Pearl Harbor, U. S. Naval Torpedo Station, Keyport, Washington.