Learning from the Navy's Commitment to Leadership Development
The next time you're feeling challenged about how to reach a goal, think of the sailors from the USS Carl Vinson. As reported in the Washington Post, 30 sailors from the Vinson set a goal to make last Sunday's Marine Corps Marathon their first 26.2 mile race. More and more people are running marathons these days, but not very many have their training space limited to the confines of a Nimitz class aircraft carrier. The sailors from the Vinson were inspired by the example set by their former commanding officer, Walter Carter, a recently promoted rear admiral who shared his enthusiasm for running with his crew. Carter has left the Vinson for his next assignment but came back to DC to run the race with his men. Through his own commitment to fitness and his and camaraderie with his team, Rear Admiral Carter is the embodiment of what a positive leadership footprint looks like.
I'm honored to report that I got a first hand account of how the race turned out for the sailors from the Carl Vinson when I was one of the opening speakers last Sunday for the Navy's annual Flag Officer and Executive Training Symposium at a federal training center in the suburbs of DC. (This is a week long annual event for the newly promoted admirals and their civilian colleagues in the federal Senior Executive Service. )
The speaker that followed me on Sunday was the head of the Navy's Fitness program. She was there to brief the participants and their spouses on the range of support available to help these leaders stay fit in their very demanding roles. As she wrapped up her remarks, she read from the Post story and asked if Rear Admiral Carter was in the room. He was indeed and reported that all 30 of his sailors had successfully completed the race and that he had finished it in 3 hours and 36 minutes himself. Bear in mind that this briefing came about six hours following the marathon. Let it be noted that the admiral did not have the bearing or tone of someone who had just run 26.2 miles in under four hours. He pretty much looked fresh as a daisy!
There were a number of things I took away from the Sunday session that I think are worth offering as food for thought for leaders. Let me share three of them here.
Takeaway 1: There aren't many people who are in more demanding jobs than rear admirals and senior executives in the US Navy. By definition, these are busy people. And yet, the Navy has found that there is a high return on investment in taking these leaders off line for a week to support them in adjusting to their new roles. The Navy is apparently unique among the services in its inclusion of spouses in a program of this nature. They want the life partners of their top leaders to know and understand their spouses' roles. They also want to let them know how much the Navy appreciates their leaders and their families. That strikes me as an approach worth emulating for any organization interested in fully supporting its top leadership.
Takeaway 2: I was really impressed that the third item of a week long agenda was an overview on fitness. To be fully effective, leaders need to have a fighting chance of showing up at their best. The Navy understands that fitness is the foundation for that and has a team of personal trainers that work with their leaders on exercise planning, nutrition, stress management and a range of other health and wellness opportunities. They take a research based approach to fitness and have found that incorporating simple activities like walking (10,000 paces on the pedometer a day is the goal) has a greater long term positive impact than focused exercise programs (those are still important, by the way).
Takeaway 3: Leaders set the tone and example. Thirty sailors from the Carl Vinson had the experience of a lifetime in the Marine Corps Marathon because their leader led by example.
Like I said earlier, it was an honor to be a witness to these lessons.The people of the Navy do amazing work. It's easy to see how their commitment to the total development of their leaders makes the difference.
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Executive coach Scott Eblin’s goal is to help you succeed at the next level of leadership. Throughout the week, he’ll offer his take on the leadership lessons in the news and his advice on your most pressing leadership questions. A former government executive, Scott is a graduate of Harvard’s Kennedy School of Government and is the author of The Next Level: What Insiders Know About Executive Success.
Huff puffery! If they really believe in fitness let the big shots give up their reserved spaces and walk a few blocks in the rain. Open parking for all able bodied military and civilians. Anyone who thinks he/she is too important can get to work early.
Wise Old Owl Posted Thursday, October 29, 2009 8:07 AMRunning a 26 mile race is hardly an example of leadership--it's an example of endurance. What about those who chose not to run? Were they pressured to do so? Is the "fresh as a daisy" admiral assuring that their career accomplishments are being honored? If so, let's hear about that as a true example of leadership. If not, he's just another weekend jock seeking endorfins.
Ron Posted Thursday, October 29, 2009 8:56 AMI couldn't disagree more with Wise Old Owl and Ron. Mr. Eblin is right on the mark. This story isn't about exercise or parking spaces - it's about leadership. The leadership principle, it is do as you say and lead by example and encourage your workers to do things that are good for themselves as well as the organization. As far as the exercise part, if you are healthy then you will be more effective in the workplace AND in your lives. And as far as parking spaces, these are provided to the leaders of most organizations because of the busy schedules these individuals lead, with much of the day spent going to different buildings on a compound and it is a business decision of the organizations involved. It is based on the fact that commanders and senior civilian leaders usually have numerous meetings on a daily basis inside their building and at other buildings that are too far to walk or run in a timely manner. To maximize their time available for these meetings, they are provided parking spaces close to their offices. Don't forget - commanders (by job description) are focused most of the time outside of their organization to the world that their organization must interface. His immediate subordinates are the primary individuals that are focused inside the organization. They to may have close spaces because they must frequently support the commanders in those external meetings. The further down in an organization you are the less frequently the external travel occurs on a daily basis thus the fewer trips you will make to the outside world you will make on a daily basis. If this is not the case and you make very frequent trips (several times a day) to geographically removed external locations then you should make a case to management that you should receive an assigned space close to your office to maximize your effectiveness. Organizations should set up assigned spaces by numbers only and not position codes in order to accommodate individuals that need this arrangement as different jobs and job requirements (not individuals) change within an organization.
Dick Posted Thursday, October 29, 2009 1:38 PMThis powder puff ego-inflating piece is an insult to my and I am sure other reader's intelligence. 'Leadership,' my rear end.
Mike Smith Posted Thursday, October 29, 2009 2:10 PMThose who are complaining have obviously never been a part of the enthusiasm, endurance and esprit de corps that comes with an achievement like completing the Marine Corps Marathon. Thanks to RADM Carter for inspiring sailors to achieve what most people would find difficult under regular circumstances, let alone trying to train for a distance event aboard an aircraft carrier. Too few senior leaders these days "Set the Example," and PT is a HUGE part of success in today's military. WAY TO GO!
way to go Posted Thursday, October 29, 2009 3:53 PMI'd encourage folks to click on the Walter Carter hyperlink above and read the admiral's bio. It seems pretty apparent that his leadership skills extend beyond his ability to run a marathon and inspiring others to do so.
Scott Eblin Posted Friday, October 30, 2009 7:58 AMBlogs are great in many ways- we are able to express ourselves to whomever will listen. I would like to give this advice though- perhaps when expressing this opinion you should do a bit of "googling" first- Admiral Carter has won countless awards for leadership- but more importantly- he has carried the respect and loyalty of his command- from enlisted all the way up- not through fear but through example and empathy... I know this because I know him
Kathleen Posted Friday, October 30, 2009 9:27 AMIn my view and experience, "leadership" is a term that is used far too loosely in Navy organizations where literally nearly everyone goes around trying their best to convince others that they are 'leaders.' And many more times that not it is a term that is used by sycophants and toadies trying ever so hard to gain favor with their bosses or their bosses' boss.
I've had tenures with four major federal agencies in my 34-year fed career. And I've seen and experienced genuine leadership. And this fellow, regardless of his mere title and/or number or color of shiny accouterments on his lapel, merely by running around a ship for all to see (and being paid a handsome salary, and tax free housing allowance, and perks that most of us mere humans could not even imagine), ladies and gentlemen, is NOT exhibiting genuine leadership. That self-aggrandizing 'come and look at me' nihilistic exhibitionistic pabulum is FAUX leadership.
Michael Smith Posted Friday, October 30, 2009 12:20 PMLike Michael Smith, I've had tenure with four federal agencies throughout my career. This article reminded me of what I liked about working for the Navy and the Army--working for leaders who could lead... and who cared. No, not everyone I worked for was a great leader--but that's probably why I appreciate those who were, all the more. Like Scott Eblin said-- read Carter's bio. He sounds like the kind of guy I'd gladly follow--in a heartbeat.
Paula Posted Friday, November 6, 2009 8:46 AMI would suggest that barak follow the Navy's lead on this cause he sorely lacks any leadership skills
dan m ketter Posted Sunday, November 8, 2009 3:42 PM