Keys To Success – A COB's Perspective

The events of 11 September (2001) really brought home why we do what we do as submariners. On 11 September (2001) the crewmembers of USS Key West (SSN-722) were heading toward their next port of call in Bahrain. The off-going section had mustered into the crew’s mess for an entering-port brief, and the ship was performing routine communications and housekeeping evolutions.

The captain broke in on the general announcing circuit above the hum of machinery and quiet conversation, giving us the unbelievable news about events that had taken place earlier that day in New York City and Washington, D.C. There was absolute silence as crewmembers shook their heads in disbelief, then whispers that it had to be some type of exercise. It would be weeks before we realized the horrible reality of that day when we would see, for the first time, the video coverage of the World Trade Center disaster.

After a quick look at the charts, the captain instructed the officer of the deck to, “take her deep, all ahead flank.” The War Council assembled, and in rapid succession, each department reported its material status. We were ready, and within a few hours, the Navy would have an important piece of the puzzle in place.

It was early on the morning of 12 September and Key West had already transitioned from strike readiness to extended operations. The United States was prepared to launch offensive operations against our enemies. During our deployment with the USS Carl Vinson Battle Group in support of Operation Enduring Freedom, Key West successfully launched Tomahawk missile strikes, maintained equipment for five months without an in-port maintenance period, and combated a high-pressure air rupture and small fire.

Crew response in each scenario exceeded expectations. Crew readiness throughout the deployment was exceptional. During our deployment, the leadership and attentiveness exercised by crewmembers, young and old, undoubtedly spared equipment, injury, and ship. Despite strained berthing accommodations and food shortages, morale was high, and the crew maintained exceptional watch-standing vigilance.

As I looked back, I wanted to evaluate whether the training, motivation, and mentoring of the crew was effective and had prepared them for the anxiety and stress of combat readiness and extended operations. In my discussions with the crew that first evening after we received the news of attacks against the United States, I perceived a tremendous sense of confidence – confidence both in themselves, their shipmates, and in our ability to operate the ship to successfully accomplish its mission.

Despite their understandable concerns for family at home, most were happy to be where they were – at the tip of the spear. They felt fortunate to have the opportunity to strike a blow against terrorism, for America, and for the thousands who had lost their lives.

Reflecting on our challenges in preparation for and during the deployment, I attribute our success, in part, to the importance placed on a few key elements, elements that served to mold and guide the crew. These elements are work environment, the individual’s identification with the command, and crew mentoring.

First, I believe that establishing a proper work environment has a far greater effect on personnel performance than an approach that seeks to improve particular facets of performance. In so many instances, the ability to train on particular aspects is limited and can become an overwhelming task. Nurturing proper attitudes and establishing good working habits provides a general guide for performance and better facilitates shifting responsibility to the lowest possible level. Rapid technological advances have increased the importance of an operator’s role in the watch team. An environment that encourages junior personnel to grow into these responsibilities will enhance watch standing, team back-up, and original thought.

Second, new Sailors envision themselves as an important part of the Navy. The command should seek to provide them with a role and identity that matches their expectations. Individual achievements should be tied, as much as practical, to the mission of the ship. Tailoring personnel evaluations to include the ship’s performance reinforces this idea. Actively engaging family members through command welcome-aboard letters and other events enlist the family to help a young Sailor identify more closely with his command. Identifying personal goals during the check-in process helps the COB steer the emphasis of general military training or other command programs such as Navy College.

And finally, mentoring is an effective method of developing the new Sailor. Hands-on, personalized communication practices better suit our new recruits; enhance two-way communications, and encourage new ideas. I have found that observing divisional quarters, evolutions, and qualification checkouts provides insight to the general spirit of command training. Using various media to distribute lessons, such as shipboard TV and the Plan of the Day, offers Sailors opportunities to exercise personal initiative. Crew initiative and ingenuity were cornerstones to equipment workarounds and operational modifications.

To sum everything up, our changing Navy relies increasingly upon leadership on the deck plates. A positive environment reinforces practices that benefit teamwork and enhance individual growth. As our new Sailors change with the times, we must follow their example. Actively seeking these changes and targeting our efforts to meet their expectations will provide a basis for development of the 21st century Sailor.

By CMDCM(SS) Greg Shaw
COB of the USS Key West at the time of this article

Undersea Warfare, Operational Depth Article