a. Executive Officer. There should be no doubt in any mind regarding the responsibility and authority of the
Executive officer. You will direct the administration of the ship ensuring the results measure up to the most exacting
standards. You have my complete backing. The Planning Board for Training should be utilized as the forum for establishing
the routines and internal schedules of the ship. I will do everything in my power to ensure you are ready to assume
command of your own ship or HERCULES should the need arise.
b. Department Heads.
Do not be satisfied with anything less than outstanding performance from every man in your department. Be an effective
manager and leader. Organize effectively and above all use your Division Officers. You have direct access to me
regarding all departmental matters and I expect you to keep the Executive Officer informed. When you report problems
also report what is being done and your estimate of when the discrepancy will be corrected. For each problem I expect
your recommended solution or course of action. Remember, you run your department and are responsible for it.
c. Division Officers. Learn your lob, know your equipment in detail, ask questions and know your
men. Keep your Department Head and Chief Petty Officer informed. The interface between manager and technician
starts at your level and is absolutely critical to the smooth functioning of the ship and its systems. Listen to the
counsel of an experienced Chief but make decisions considering his input, vour own common sense and guidance received
from seniors. Line Officers will establish achievement of designation as Surface Warfare Officer as a goal for the first
24 months of sea duty. Qualification as Engineering Officer of the Watch (EOOW) should be an objective during the first
36 months of sea duty.
d. Chief Petty Officers. Know your job, know
your equipment, know your men and provide experienced counsel to your Division Officer. Your investment in the Navy
in showing a first tour officer the correct procedures, the positive leadership techniques and the established administrative
tools of the trade means you are also training POI subordinate to you and it will reap immeasurable benefits for all
concerned. Be forceful in maintaining open and effective communications up and down the chain of command. Be positive
in dealing with seniors and juniors alike; nothing breaks down mutual respect through the chain of command faster than dissension
or disloyalty. Recognize the critical role you play in the managerial - technical interface and as a role model for
Petty officers and non-rated personnel. Achieving designation as Enlisted Surface Warfare Specialist (ESWS) should be
a primary goal if not already attained. Qualification as Engineering Officer of the Watch (EOOW) should be an objective
for all engineering ratings.
e. Petty Officers. All Petty Officers should
have the responsibility and authority commensurate with their rate. Achieving designation as Enlisted Surface Warfare
Specialist (ESWS) should be a primary goal if not already attained. Qualification as Engineering Officer of the Watch
(EOOW) should be an objective for all engineering ratings.
f. Directives. Applicable
directives either originate on board or by higher authority will receive meticulous compliance. If you detect errors
in directives, initiate official action to have them changed. I am a strong believer in "going by the book"
- f or many reasons. The most important is we cannot possibly afford to make the mistakes that prompted the issuance
of many of the directives. Also, we do not have the time or manpower to derive for ourselves the procedures and knowledge
already recorded. We do have the time and manpower to consult such recorded information and benefit from it. Know
where to find it consult it - use it. There is no one harder to win an argument from or make a point to than the
man with references. This does not mean that ordinary common sense has been replaced. If you have a better idea,
get it on paper so we can share it. I will not hesitate to forward your good ideas up the chain of command.
g. Communicating with the CO. When given a task to accomplish, report its accomplishment. If unexpected
delays are encountered, make a situation report. Please consider my requests as orders and maintain your own tickler
system for ensuring their accomplishment. If you don't know the answer to any of my queries, don't guess. Say
you don't know and find out. Being right is mandatory in Surface Warfare - our lives depend on it. Do not assume.
If you are giving me an option or an estimate, ensure it is so identified. If you do not understand my desires or views
on a subject keep asking questions until vou do. if, however, my desire are for you to solve a problem, please do
not expect my solution prior to your answer. If I should indicate a special interest in some problem you may have, do
not presume I have taken over the problem and will solve it for you. I may on occasion offer possibilities for solving
problems but this does not mean you may not have a better method.
The personal and individual aspects of responsibility, leadership, trust, forehandedness and good judgment are summarized
above. Communication is the means by which individuals contribute these qualities to the common effort. We must
have a free and timely exchange of information and ideas. Every man needs to know what is happening, and, insofar as
we can discern, what is going to happen. Each officer and petty officer must keep his subordinates informed of his plans,
needs and intentions. Each individual must keep his seniors informed of his efforts, his problems and his needs.
Ideas, suggestions and reasoned complaints must pass freely and immediately to the individual responsible for taking action.
If a problem does arise, either professional or personal, a solution cannot be achieved if the chain of command is not informed.
i. Relations with the staff, MLSG, and Shipyard Personnel. We will get more money everywhere we
go if we operate in an atmosphere of mutual respect and goodwill. This will result from our taking the time and trouble
to know something about the people with whom we deal. Understand the man, his job, his capabilities and limitations;
help him want to do the best job he is capable of for HERCULES. Achieving this is an all hands job! The ship will lose
something anytime one of her officers or men is arrogant, discourteous or hostile when dealing with others. Don't let
this happen to you; don't tolerate it in your subordinates. Whenever a disagreement cannot be resolved amicably and
satisfactorily, it should be referred up the chain of command.
j. Relations with other
PHM'S. A very important facet of our crew effectiveness is our relationship with other PHM crews. They are,
in the truest sense, our "comrades in arms". This relationship will frequently require a close exchange of
information and a high degree of mutual trust and confidence. The exchange of information between crews must continue
on a close personal basis at all echelons in order to achieve our mission objectives.
at the Quarterdeck. The Command Duty Officer is to meet me at the quarterdeck at my final departure for the day.
While I may be living aboard ship, the CDO is not required to be at the Quarterdeck for my movements after normal working
hours. The topside ICK speaker will be used to announce my arrival/departure. Department Heads are to brief me
dailv on the status of work in progress, training efforts, key events planned and other significant matters under their cognizance.
1. Inspections. I will conduct inspections at such intervals as considered necessary to maintain the highest personnel
and material standards. All officers should make a complete tour of their particular spaces at least once each day and
to take action to correct any unsatisfactory conditions found. Division Officers and Chief Petty Officers are expected
to inspect the berthing/washroom areas assigned to their men daily prior to the XO's inspection and to tour each of their
work centers and spaces once each day.
m. Appreciation of the American Bluejacket.
Often the American public does not appreciate capabilities, the responsibilities and hard work of the Navyman. They
see us (or a small percent) living it up on liberty and conclude this is our life. At every opportunity, especially
when showing people through the ship, make it a point to emphasize the competence and responsibility of our sailors.
n. Respectful Atmosphere. A warship is a very close community and there are frequently people of all ranks
and rates within audible range of the closest conversation. It is my sincere desire officers, in their everyday business,
be particularly careful their language reflects their everyday respect for each other and for the crew. The liberal
use of the word "sir" and an occasional "Mister" does wonders for setting the proper atmosphere.
If private matters must be discussed, do so out of earshot. It is inexcusable for officers to discuss Wardroom personalities
with the crew - even with Chiefs. I Will not tolerate it. Correction must be made, however and may be required
on the spot. These corrections should be in the form of proper military orders or instructions, not degrading insults.
Anyone not capable of making such correction should seek another line of work. I consider this equally applicable to
a seaman apprentice as to a commissioned officer. Always praise in public, censure in private and treat your people
o. Deficiencies. Let no deficiency go undocumented or uncorrected.
This includes material, administrative and operational. An overlooked deficiency quickly
becomes "normal" and accepted. Never accept the response "it has always been that way.
p. Appearance of the Topside Area. Ensure Quarterdeck watchstanders, Quarterdeck area, the pier, the brow
area and all access routes present the sharpest possible military appearance. Keep tools out of sight when not in use,
and strike stores and spares below immediately upon receipt. I consider this particularly important
because it is the only impression many people may have of the ship. The Officer of the Deck, in appearance and professionalism,
reflect the tone of the command. Such routines as colors and passing honors will be executed smartly, on time and in
a military manner. Control of access to the ship must be absolute.
and Neatness. To be efficient and happy, a ship must be clean. To be safe, a warship must be neat, i.e. stowed.
If you note deficiencies on your tours through the ship, find a petty officer and get it squared away - immediately.
Keep officer's country neat. Good habits start at the top.
Practices. A successful officer or Chief Petty Officer must learn to be a thorough and efficient manager.
Your paperwork should work for you - not vice versa. Division officers notebooks, tickler files/notebooks, PMS charts,
PQS progress charts, retention interviews, the Long Range Training Plan, training records, CSMP and EDL notebooks are proven
administrative tools. Use them correctly and everyone will see the difference between HERCULES and a middle of the pack
s. Material Status. We have the awesome responsibility for a warship
whose dollar value equals the assets of a major corporation. We have intelligent young men to run her, and adequate
funds to purchase from a supply system unequaled in the world. With such resources my policy is to keep all equipment
operating at peak efficiency. If something breaks - f ix it now! I will not hesitate to inform seniors via CASREP and
UNITREP our material condition.
t. Maintenance. Conservation of our manpower assets
dictates repairs be effectively completed the first time. Following the basic elements of good maintenance will ensure
the attainment of quality work affected in a timely manner:
- Understand the Planned Maintenance
- Adequately prepare and plan the work.
- Use qualified
personnel and take advantage of training opportunities.
- Review and use established procedures.
- Use authorized/proper tools.
- Obtain adequate shift to shift turnover.
Have a realistic schedule.
- Provide work control and quality assurance.
u. Watchstanding. Evolutions on the ship should be carried out in a calm, quiet manner. Yelling and
cursing will not be tolerated. Teach - don't threaten; lead - don't bully. Use clear, concise orders to the watch.
Formality in this matter will lead to less repeats, less mistakes, a clearer understanding of what is desired, and a more
seaman-like atmosphere on board. officers on watch on the Bridge and EOS will be addressed by rank or watchstation by juniors
and seniors alike.