The Right Spirit Campaign – Most Effective Program

The Right Spirit Campaign is the most effective program during my 22 year naval career.

I joined the Navy in 1986 and alcohol use and abuse was common. It constituted the most serious threat to mission effectiveness at that time. The “drunken sailor” image was easily identified on base and in the streets of San Diego. There were beer machines in the barracks, laundry facilities, and base clubs which sponsored drinking for Sailors 18 and over. While tracking alcohol related incidents was not as effective as it currently is, I think, this critical problem was largely the reason situational reporting requirements of alcohol related incidents is so efficient today.

So, lets look at the challenge: (I could just see the expression on the Officer appointed to accept it)

-Change the culture, steeped in tradition and command sponsorship

-Reduce fatalities and injuries caused by consumption of alcohol

-Improve mission effectiveness

and, oh by the way, since it is legal you are not permitted the authority to prohibit participation.

So, how did they do it?

Well,

1. Remove command sponsorship

This was done by prohibiting purchase of alcohol and use by Sailors at command events. For example, prior to right spirit the command Holiday party would include a bar tab or Kegs paid for using command funds. I remember a Physical Readiness Test at Mission Bay Park, after the run we ate burgers and links and feasted on 2 kegs, all paid for by our Morale Readiness and Welfare(MWR) Organization. Currently, if alcohol is consumed at for example a Holiday party, the Sailor would have to purchase it themselves.

2. Provide Healthy Alternatives

Current, MWR events provide tours, tickets, and events that are low cost and Sailor friendly, with the internet so popular, WI-FI hot spots and video games systems have replaced the pay per game arcade machines we had when I joined. Additionally, MWR movies are free on most bases, and they sponsor frequent 5K runs, and athletic competitions for prizes.

3. Discourage Participation

Since they could not prohibit participation, they used a consistent public affairs campaign which discouraged Sailors from drinking. This was important because the alcohol industry has always promoted drinking with well funded marketing plans.

4. Hold Sailors Accountable

When sailors get DUIs, show up for work intoxicated, or violate regulations related to drinking, their career and even job assingments are limited, in repeat cases they are separated from service. The message is responsible use of alcohol is permitted or tolerated, irresponsibility is not.

Currently, Alcohol related incidents still occur, but they are far less frequent and have a much less significant impact on mission readiness. I can not tell you the last time I heard a few sailors say, “Hey, why don’t we grab a pitcher and pizza for lunch”.
It has been very difficult to find detailed history of the right spirit campaign but the result is a matter of fact. Outstanding Leadership, set the vision, implemented controls, and changed a culture with an image of drunkards to the most professional Navy in the world. We should all be proud of our current Quality of Service and The Right Spirit Campaign.

Navy Cool

For Sailors with a year or more left on their enlistment or ones who intend to re-enlist. Let me tell you what is COOL.

Located at https://www.cool.navy.mil/, Credentialing Opportunities On-Line COOL, provides opportunities for active duty personnel to earn civilian certification for little or no “out of pocket” expense.

So, How does it work? Well the first step is to choose a credential you are interested in, Let’s say you are a Gunners Mate (select your rate and click search), suppose you want certification in Homeland Security this certification will be listed on the GM page. If you click on the Homeland Security Certification it will take you to the their website where it explains the requirements to earn certification. If there is a blue Navy$ button next to the Certification link for your rate or job, Justification is not required. In the case of GM’s, they are cleared for all 5 CHS levels. In the STG rating there is no NAVY$ button and in order to participate I had to justify my current security role ie Command Duty Officer. I earned my CHS-III certification in September 2008.

So, What else do you need to know?

Certifications Vary, there are many different certifications and each has its own requirements. This makes it difficult to understand what you will have to accomplish in order to complete certification requirements.

Certifications may not be paid for by rating, but may be by job, ie formal instructors are funded to certify as a Certified Technical Trainer CTT+ but an STG1 is not typically funded to do so.

So, What about the process?

-Find the Certification you want

-Fill out the voucher request form located on the costs page, if you need to justify do so in the block where you list the certification you want.

-submit the request to your commands approving official (CO,XO, or as Desig. Note: you may have to explain the program to them)

-when approved by your command, the approving official will sign or forward via email the voucher to the Navy Cool program office, information is listed on the voucher.

-When approved by the Navy cool office they will contact you with payment procedures.

-when you have completed your cert you will need to send your certificates to your CSD and to navy college office.

If you have questions please contact me,

Mark.c.carroll(at)navy.mil

The Goal of Leadership is NOT to be “Safe”

Managers Manage risk, leaders succeed in spite of it.

The true Goal of Leadership is not to be safe. Safe defined is an “absence of risk”, not a reduction of it. While managers spend their time protecting themselves and others from risk. Leaders welcome risk, and succeed in spite of it.

In BOLD and Daring Choices, we find ourselves, immortal.

The Goal of Leadership is not to be safe. Our lives and our legacy will be defined by the risks we take, not those we avoid.

Managers control, reduce, and eliminate risk to the point their decisions are as predictable as their legacy.

Leaders welcome risk, acknowledge it, and continue undeterred from their objectives, in spite of it.

Both leaders and managers are important, but too often we confuse or use these terms as if they are the same, Ideally the best executives are 70% Leader and 30% managers, fortunately there are plenty of control freaks.

Think of the most daring and accomplished leaders in history, for me I think of John Paul Jones, What would a figure like JPJ think if an Admiral told him his number one priority is to be “Safe”.

“I wish to have no connection with any ship that does not sail fast;
for I intend to go in harm’s way.” – John Paul Jones

All of the greatest leaders understand risk is not an enemy, but an opportunity. With each risk we manage we reduce our opportunity to be challenged, have fun, to grow, and to make a meaningful difference in society.

In BOLD and Daring Choices, we find ourselves, immortal.

Foxhole Mentality

Gen George S. Patton Jr. said,
“Go forward, those who lie in foxholes lie there waiting to die.”

A Leadership Analogy

It is human nature to stay in our foxholes or comfort zone of relative security.

Great leaders accept risk, get out of thier foxhole, and influence others to do so as well. It is tough to get out of your foxhole; because as soon as you begin to stick your head out, someone will fire a warning shot to persuade you to stay in your place. Great risk exists outside of your foxhole, so it is always best to employ sound risk management strategies; so you can minimize the size of artillery shot at you and ensure that your cause is worth getting shot at.

In the end if you want to lead the way, influence others, or make a difference you must climb out of your foxhole and act on your environment. The only alternative is to stay in your foxhole and be victimized by your environment, never knowing the depth of the peace that lies behind shallow wars.

I challenge you to take the lead and make no plans for a defensive posture. Leadership never stops, go forward.

Giving Attention to Prevent Attrition

Article discusses the importance of giving attention to junior military personnel whether positive or negative.

Recently, there has been a lot of talk about attrition in the Navy. One of many ways to reduce attrition is to understand how to apply attention effectively. By rationing our time, we can provide the proper amount and type of attention to ensure we do not perpetuate failure and increase attrition rates.

First, it is important to understand that when you give attention to someone, they feel empowered and influential. When you love someone, your attention is focused on him or her. This yields an amount of influence over your well being. When you hate someone your attention is also focused on him or her and similarly, you yield an amount of control to them. The difference between love and hate is the physical application of the emotion. Indifference is the opposite of love and hate. When indifferent, you expand your focus and give minimal attention, control and influence to someone.

Secondly, people will get attention of some type regardless of what they have to do to get it. It is a need and is as important to mental health as water is to physical health. Giving attention can be as subtle as a smile or as pronounced as a public citation. It can be as subtle as a look of disappointment or as pronounced as a public admonishment. Whether positive or negative in nature, it is imperative not to treat others indifferently.

Almost everyone enjoys giving positive recognition. Few however, care enough to provide negative attention unless absolutely necessary. To ignore failure and particularly repeated failures is indifference. When we take the time to remediate failures we may prevent a pattern of poor performance. We also show the person they are worthy of our efforts to help them.

Many of us have seen the video “The First 72 Hours” which illustrates how important it is to give appropriate positive attention to newly reporting personnel. It also shows what can happen when attention is given to our new shipmate by a Sailor about to be dishonorably discharged.

I doubt any of us intentionally treat people with indifference; however, we frequently find people challenging us to give them attention. To prevent treating others with indifference, we must give positive or negative attention promptly when it is due. If you are not aware that anyone needs your attention, you should look for an opportunity to praise. If you can’t find one, it is probably there, but you are not seeing it.

If someone is demonstrating a need for attention by acting unfavorably, give him or her all the attention you can to ensure they make the desired change. While giving negative attention, emphasize these points. It is not the person but the performance that is undesirable. Ensure they understand how to recover from their negative performance pattern to a positive road to success. Give them the ladder to climb out of the pit and then hold it for them.

By effectively using this attention theory, we can ensure our personnel know they are important to us and that we care enough to include them in our lives and careers. When properly applied, these techniques can help to reduce attrition rates and ensure that when attrition occurs, it is truly unavoidable.

— STG1(SW) Mark Carroll
USS Princeton (CG 59)

May be reprinted with attribution to Mark C. Carroll (c)2003

Web Site: Surface Warfare Magazine