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From the Flight Deck of CNAFR:
Normalize Excellence
RADM “Sky” Crane
99 Reserve Aviation Community, It has been an honor to serve as the Reserve AirBoss and to be considered a vital part of both Naval Aviation and to our U.S. Navy. Over the last 8 volumes of On Wings, I trust you have gleaned from the years of wisdom and knowledge condensed into lessons learned by some of our community's most successful and senior Aviators. However, lessons are not truly learned until you take the actionable intelligence, and develop a plan, and then execute with purpose and speed. As we return to an era of great power competition, our nation's security will rely on your readiness and leadership to give our Navy the decisive advantages for victory. Leadership development has never been more important or more challenging. Building COMPETENCE and CHARACTER is not a one-and-done, but is a deliberate journey that never ends. Why the focus on leadership? Top leaders inspire their crews and teams to top performance. They raise the bar with respect to professionalism, and performance, and excellence, and constantly strive to not only beat, but crush the competition. Our Navy is in a "winner take all" environment and number two might as well be last (Ricky Bobby fans chuckle, except for the real consequences in the domains our maritime force must dominate). Your drive for “normalizing excellence” in Competence and Character is critical. Lead, even when following! Leading at every level, all the way up to CNO and Combatant Commanders, and all the way down to your own unit’s deckplate is paramount to ensure victory if our U.S. Navy is called upon to fight and win against any threat, from a Hurricane to the high-end threat.
AVIATION MENTORING
INITIATIVE (AMI)
FROM THE CHAIR: RADM Crane FLAG PERSPECTIVES: RDML DeWalt
AMI FLIGHT LEADS
DIRECTOR: CAPT Robert Mark [email protected]
DEPUTY DIRECTOR: CDR Phil Ventura [email protected]
CNAFR RESFOR SQUADRONS: CDR Mary Bookey [email protected]
CNAFR FRS SAU & TSU: CAPT Dave Faehnle [email protected]
CNATRA: CAPT Bob Carretta [email protected]
ENLISTED: CMDCM Michael Heisler [email protected]
OLW/Joint: CAPT Rich Thorp [email protected]
SYSCOM/OPNAV/ONR/SPAWAR/NRP: CAPT Matt Butkis [email protected]
COMMUNICATIONS: CDR Micah Byers CDR Eric Dewar CDR David Schubkegel CDR Joe Stewart
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As you go forward I ask you to continue to be outcome and performance oriented. If you are not moving toward a target that raises the level of normalizing excellence in warfighting (competent via readiness to ensure superior lethality) and leadership (character via training your reliefs), then question with your unit leadership why your team is doing what it is doing. We don't have the time or resources to waste on non-essential tasks. How can you start or improve? I suggest we Normalize being tough on ourselves, and Normalize seeking feedback and being receptive to constructive criticism, and then Normalize improving your high-performing team. Receiving criticism requires TOUGHNESS, making a plan to improve tomorrow over today requires INTEGRITY and must be a focus for us as we serve our nation, while executing that “more lethality plan” requires ACCOUNTABILITY through action or otherwise our lethality will degrade or be out-paced. Feedback is essential to learning and improving performance. Feedback is a valuable resource and I seek every opportunity to acquire it. In short from our senior leaders… “Normalize Excellence!” In short on why and how… “Lethality, Get Some!” I have always believed a leader's success is measured by the accomplishments while minimizing risks and costs of those who she/he had the honor to team, lead and mentor. By that standard in the last 3 years of focused conflict against violent extremists and an increasing rate of great power competition and increasing lethality in our inherently dangerous profession of arms; we accomplished a lot and gained lethality, yet we lost a few shipmates. Success over the 3 years, yes. Can we do better the next 3 years, yes. So our feedback is that we can and must do better tomorrow. Under the leadership of our new Reserve AirBoss RDML Scott “Jonser” Jones, our challenge must be gaining more without losing a single shipmate! Will you be TOUGH? Will you serve tomorrow with higher INTEGRITY that bears witness to the highest of performing teams and is ACCOUNTABLE to normalizing excellence to gain lethality should our nation ever need us to maneuver and dominate to be victorious? Since Volume 1, I have challenged you to improve upon your best every day and you have answered that call! Your nation counts on you to continue on that course and glide slope. With utmost respect
and appreciation, I thank you all for this most rewarding experience to lead our Reserve Aviation Community and I thank you for all that you do! RDML Jones, Lead Left Sir! Fly, Fight, Lead… to Win! (Mentor on!) Sky sends!
Flag Perspectives:
Unit Best Practices – Cross-Assignments
RDML Rodney DeWalt
“Skipper, what is the source of your biggest headache?” I ask. Inevitably, this conversation will land on the topic of cross-assignments. I have the opportunity to meet with Reserve units in both the Reserve Force Squadron (RESFORON) and APPLY communities and the frustration with cross-assignments abound everywhere. For myriad reasons this policy presents a significant challenge in the day to day management of a Reserve unit and requires a robust, pro-active effort to provide the level of readiness and support our operational commands require. While not an exhaustive list, I’d like to share a few of the best practices I’ve come across in the hopes they might help you prevail in this endeavor. For clarity this is written from the perspective of the Sailor’s mobilization unit, or Unit Mobilization Unit Identification Code (UMUIC). The theme is simple (and perhaps recognizable): Simplify Your Expectations. Enable 2-way Communications. Leverage Existing Policies. Resource the Travel. Simplify Your Expectations. The biggest complaint regarding cross-assigned personnel is their inconsistent presence at their UMUIC which typically results in a training or qualification deficiency. Setting realistic and achievable expectations, specifically regarding participation required to attain and maintain necessary qualifications to fulfill mobilization requirements, and communicating them in plain and simple language is paramount. Start with the
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billet descriptions in Career Management System-Interactive Detailing (CMS-ID) and JOAPPLY. Stating a strong preference for local fills is not enough. The description must include specific language regarding the billet’s mobilization training requirements, expected operational support levels, and the associated time commitment to be spent at the UMUIC command. It must be clear to any Sailor applying for cross-assignment to your command how much time they must spend at your command in order to succeed. And, should it become necessary, the billet description can be included in any formal counseling if participation is lacking. These expectations should be reinforced throughout the indoc process and periodically throughout the year. Enable 2-way Communications. Often the leading cause for inconsistent presence of cross-assigned personnel is poor communication by one or both parties .... big surprise! Good communication starts with timely initial contact. Remember “The First 72 Hours”? Navy Expeditionary Combat Command (NECC) units strive to make initial contact by phone within 30 days of orders assign date by an E-6 or above. A Phone Call Script has been developed to ensure all pertinent info is conveyed, including a detailed discussion of expectations. Mailing a Welcome Aboard Package by United States Postal Service Certified Mail and sending via email is another good practice. It should spell out clear expectations for member participation, qualifications to be attained, and communications to be maintained with UMUIC command. Afterwards, monthly contact is tracked to ensure a training plan has been developed and is being followed, Annual Training requirements are planned and executed, as well as other pertinent issues. Most cross-assignment issues can be resolved with regular 2-way communications which takes a pro-active effort to initiate and sustain. However, if the member fails to respond, as occurs from time to time, you may want to have a structured plan to escalate the contact initiation up the chain of command through division, department, and command triad leadership. This plan should be spelled out in the Welcome Aboard Package and during indoctrination so the individual is aware of potential consequences for failing to maintain communication.
Leverage Existing Policies. As Leaders of the Reserve community it is up to us to successfully navigate existing policies and guidelines to achieve the best outcome. I recently observed two good examples of this at NECC: 1) Recruitment - Since a local fill can displace a cross-assigned Sailor within the first 6 months, coastal riverine units are embarking on a recruiting effort in their local areas to maximize local fills, including reaching out to the Navy Operational Support Center (NOSC) and associated Volunteer Training Unit (VTU), other local units, as well as personal contacts. Public Affairs recently produced a couple of videos highlighting O-3 command opportunities and recent operational successes - aviation has the best recruiting tools available if they reach the market. While the window of opportunity to change one specific billet may be short, the recruiting effort attracts more local fills in the long term. 2) Evaluations (EVALS) - Our logistics community submitted a request to Navy Personnel Command to establish a separate Sub-Billet Category on EVALS for cross-assigned personnel. The purpose is to allow cross-assigned personnel to compete against other cross-assigns and not against local fills. In many cases the cross-assigned Sailors become fodder since they are not physically present as much as their local fill counter parts. While some Commanding Officers (CO) use this as an incentive to see their cross-assigns more, other COs have asked for a way to level the playing field amongst their cross-assigns. Separating cross-assigned personnel won’t work well in all situations, therefore, the use of the Sub-Billet Category will be up to the individual CO as a tool to best manage their Sailor’s performance reporting. Resource Quarterly Travel. It’s worth reminding ourselves that a cross-assigned Sailor is no less patriotic than a local fill who jockeys their individual circumstance to properly balance the Reserve trio of Family, Employer, Navy. This is especially pertinent in today’s job market where the competition to attract and retain talented people intensifies and the opportunity cost to be a drilling Reservist rises. The cross-assignment policy allows Inactive Duty Training Travel (IDTT) funding to pay for travel once a quarter to attend Drill Weekend (DWE) at the member’s UMUIC and attracts many Sailors to either pursue or stay in the Reserve. A few years ago I heard one CO say this was a check Reserve
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Force (RESFOR) made to cross-assigned Sailors that commands weren’t cashing. Think of it as an enticement to bring a Reservist in the door that often becomes a rug pulled out from underneath them. His solution was to prioritize the command’s IDTT resources to make good on this promise. As part of their Operational Support Plan (OSPLAN) development, Navy Reserve Orders Writing System (NROWS) requirements were built and cross-assigned personnel were required to submit IDTT orders requests for all four quarters. It was their top priority for all IDTT funding and it sent the message that their cross-assigned Sailors were valued enough to put the command’s money where RESFOR’s mouth was. (His words, not mine!)
U.S. Navy Sailors assigned to Explosive Ordnance Disposal Mobile Unit (EODMU) 1 rappel from an
MH-60S Sea Hawk, assigned to the Indians of Helicopter Sea Combat Squadron (HSC) 6, on the flight deck of the aircraft carrier USS Theodore Roosevelt (CVN 71). The ship is underway for a
regularly scheduled deployment in the 7th Fleet area of operations in support of maritime security
operations and theater security cooperation efforts. (U.S. Navy photo by Mass Communication Specialist
3rd Class Rachael Treon/Released) Finally - Own the Policy. Note, I didn’t say ‘like the policy.’ Periodically it helps me to view things from higher perspective to help find the proper context for dealing with difficult issues. Nearly every Reserve Unit CO would prefer to have all their Sailors as local fills ... it makes almost every aspect of managing a unit simpler. Conversely, nearly every Sailor would prefer to have their unit close to their home ... it saves them precious time and money. We all know the complexity of the problem, however, the choice we face as a Force is simple - accept vacant billets if you can’t recruit all local fills, or, allow a non-local Sailor to fill the billet and let them perform PART of their Reserve obligation at the NOSC closest to their home. Remember, Job #1 for the
Reserve Force is to be ready to mobilize 100% of its Sailors to fight our nation’s wars. This is why Congress funds our billets. Job #2 is to support your operational command, but it’s also the part of the job that keeps most Sailors coming back for more. The dilemma for “Big Navy Reserve” is we can’t mobilize and fulfill job #1 if the billet is vacant, thus the cross-assignment policy. The leaders who recognize this as a strategic decision for the benefit of the overall organization, and thus our nation, seem to be the same leaders who find ways to make it work and don’t vent as much frustration. I’ve done my fair share of venting on this topic, however, I’ve also seen ways to make it work... as you come across others please take the time to share them on r2w.navy.mil! Vr, Tool
From the AMI Director:
Leveraging Cross Assigned
CAPT Robert Mark [email protected]
Please bear with me while I try to put my best Jeff Foxworthy voice on here…ahem…okay: If the unit that you drill with is not the unit you would mobilize with…you might be cross-assigned. If on the Reserve Unit Assignment Document (RUAD), your Training Unit Identification Code (TRUIC) and your Unit Mobilization Unit Codes (UMUIC) are different…then you might be cross-assigned (note the above was plagiarized from CAPT Matt “Marty” Butkis). As a CO of numerous cross-assigned personnel, I found it an opportunity to leverage more than a situation to manage.
Every unit I commanded was severely under resourced and cross-assignment was the only way to get “more cow bell.” Cross-Assigned In (CAI) billets (i.e. individuals filling a unit billet and living/drilling at another location) are paid for by the gaining command which in terms of my dog’s chew toy means… “mine”…. both the drills and the Annual Training (AT). I have had many conversations with Operational Support Unit (OSU) Commanding Officers (CO) explaining that your unit does not have a mission, I need the resource, I got the FITREP, and if there is an individual readiness problem I will circle back to you. However, to enable a cross-assigned in
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member to thrive requires that the unit transition as much monthly workflow from the operating in the “spaces” to a virtual environment (i.e. teleconferences, SharePoint, emails, text, etc.). There were some challenges to operating virtually, but this was surprisingly it was not that difficult. I found most appreciated telecommuting, flexibility on how to accomplish the tasks, and the option to break tasks up over several days rather jamming it into a drill weekend. You might think that “networking” would suffer, but I found that personnel interacted more often than on in traditional monthly drumbeat. I recall talking to a LT after her (in person) “hail” and she stated “I feel like already knew everyone in the room” and she was “put to work since day one.”
For the Cross-Assigned Out (CAO) billets (i.e. individuals drilling locally, but filling a billet in another unit) this is more liken to a cat’s favorite toy “sometimes mine” … I don’t understand cats. Each situation is different, however, I found many personnel orphaned (various circumstances) and looking for a way to contribute. Success depended on clearly establishing expectations with both cross-assigned COs and the individual with due consideration to both unit’s missions and the individual’s career needs. However, if you allot 8 drills to individual readiness, the AT for the UMUIC unit, a member can contribute 20 days of support to the TRUIC unit … which is more than the 8 drills and 2 weeks of AT combined. I also found more often than not the cross-assigned out individuals executed exceptional AT and Active Duty Training (ADT). From the unit’s perspective this was resources which were desperately needed and from the NOSC’s perspective the unit became the surrogate Operational Support Unit (OSU) and source of administration relief.
As a Commanding Officer you need to create the environment and opportunities for individuals to excel. This means finding those opportunities in every challenge rather than finding the challenges in every opportunity. Cross-Assignment can be a huge opportunity, given the right circumstances, to get the mission done!
CNAFR FRS SAU AND TSU SQUADRONS
Enhancing Communication in a Distributed Reserve Workforce
CAPT David “Supafly” Faehnle
The scene is familiar. You walk into the squadron for the first time in four weeks after family vacation and a high visibility training event at your civilian employer. Everyone is talking about the Skipper’s new policy, but you have no idea what the discussion is about. How did this happen? Did you miss an important email, or were absent at a big All Officer Meeting (AOM)? One of the challenges of Navy Reserve employment is maintaining a strong communication link through the entire command structure. As most squadrons use flex drilling and liberal participation models to meet mission requirements, it’s entirely possible that some reservists may go several months without seeing each other or the CO face-to-face, and the conversation is applicable whether you fly eight days a month, drill monthly at the NOSC, or only bi-annually during a big exercise. COMMUNICATION First, strong communication is key to a healthy organization. It aligns with both the Chief of Naval Operations (CNO) design goal of strengthening the Navy team and Chief of Navy Reserve’s (CNR) guiding principle of teamwork. It empowers members of the organization to act knowing that they are meeting the intent and guidance of the leader’s vision. It is even hammered into every strike-fighter CAT 1 student when debriefing – we always do a “communication” tape review and pick apart every single syllable made on the radio for clarity and standardization. Good communication requires regular, disciplined effort to transmit and dedicated listening time to receive. For each position of squadron pilot, Department Head (DH), CO, and Executive Officer (XO), there are different considerations for effective communication.
FLIGHT LEADS
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Vice Adm. Luke McCollum, CNR speaks at Naval Air
Station Jacksonville, FL. (U.S. Navy photo MC2 Caine Storino, Mar 2018)
JO LEVEL: “GROUND TRUTH” As a squadron pilot or Reserve unit member, the responsibility is to effectively communicate participation availability, provide feedback to the chain of command, and ensure completion of required administrative and operational requirements. While a seemingly simple task requiring little effort, the importance of regular communication with the chain of command cannot be underestimated. A good DH and CO will like to know not only when the member will be participating next, but also what is going in that member’s personal and professional lives. Keeping leadership appraised of conflicts, obstacles, and milestones will help manage expectations and build plans that can increase efficiency in participation. Likewise, the chain of command should welcome input from the unit members on how to improve processes and feedback when there are inefficiencies. As a Junior Officer (JO) in the squadron or Reserve unit, you should strive to transmit regularly with your DH, but also to ensure that you thoroughly understand and comply with communication from above. A simple email every other week might suffice. Something along the along the lines of “Got the Skipper’s monthly update and I’m onboard with the changes. I have a family reunion next weekend but plan on departing with the detachment on the 15th. NROWS orders submitted” would go a long way towards continuity and information flow. DEPARTMENT HEAD: “THE CONDUIT” The responsibilities for the DH increase. You are the conduit for the CO’s guidance to the junior personnel, officer and enlisted. The first priority for the DH is to ensure communication from above is understood. There is nothing worse than walking out of a DH meeting asking your buddy
“Now what did the old man mean when he said….” If you cannot digest the information and direction given to you as the DH, then you certainly can’t translate to specific guidance to junior personnel. That leads to the second priority as a DH: giving your JOs and enlisted personnel clear and concise direction on a regular basis. Everyone likes to know what the boss intends to do, how plans are going to change, and what kind of progress is being made. It is the job of the DH to transfer that knowledge to those in the various departments, and then to distill critiques and complaints back up to the command level. COMMANDING OFFICER: “THE BIG TOE” If there is one thing the CO must master, it is communication. The CO should be able to communicate the organization’s vision and mission, turn that into concrete goals and tasks, and clearly convey that consistently in language all subordinates can understand. When communicating with your command, always know your audience. Your messaging might take different forms for the various groups in your organization. Consider saving “All Hands” emails for only the important stuff. I wanted to empower my DHs to run their departments in their own style, so purposefully refrained from sending notes to everyone, and relied the DHs to relay my messaging in their voice. Research has shown that people remember the first part of a conversation, then retention falls off as the conversation continues. Keeping that in mind, put important notes, requirements, and tasks first in emails and meetings in bulleted notation, with background and details and follow. Keep in mind that the CO also speaks from an authoritative position, so that the emphasis is increased. Thinking out loud about a good idea during a DH meeting may turn into policy, and soft urging to consider one Course of Action (COA) quickly becomes the only option, so consider your tone and inflection when transmitting. The CO must also go to receive mode. Creating an environment where open and honest feedback is a necessity for a successful command. I always told my department heads that I wanted to hear when my ideas were fairy dust. If they were uncomfortable telling me straight up that I’m wrong, then use the code words “Skipper, are you sure you want to…?” There are some clichés that
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are valid when getting feedback. Bad news does not get better with age, it tends to do the opposite – and don’t shoot the messenger. If you want to get honest feedback, you must be prepared to take a deep breath when getting news you don’t want to hear. Finally, the CO must understand the communication requirements with the Immediate Superior In Command (ISIC). When I take over a command and meet my boss, one of my first questions is “What do you want to hear from me, how often, using what method?” This gives the ISIC the opportunity to spell out expectations for both regular communications and high priority information that should be passed immediately. TOOLS AND TIPS FOR SUCCESS There are a lot of tools that can be used to maintain and enhance communications. Leaders of a certain age will struggle to move beyond paper posting of the Plan of the Week and email, while junior personnel may be more comfortable using the latest social media app on their phone. The key is to finding the tool that works for all parties, knowing that some compromise and transition will be required. A good place to start for a general repository of documents and knowledge management is SharePoint (SP). The Navy Reserve has created a SP page for nearly every unit, and this provides a location to post reference documents, directives, policies, calendars, and plans. Those SP pages are located on the MyNRH portal (https://www.mynrh.navy.mil), under the Commands tab and then either Commander, Naval Air Forces Reserve (CNAFR) (for squadrons and Squadron Augmentation Units (SAU) or Regions (for Reserve units). There is also a social media-type site, similar to Facebook, called MilSuite (https://www.milsuite.mil/). The milBook function looks similar to FaceBook, and allows users to set up streams, track tasks, and message behind the CAC firewall. While good for collaboration of a team, it requires regular use by all participants to be useful. Because SharePoint is a “pull” (members must actively go there to retrieve information) it is not good for regular messaging and dialogues – there is no “push.” For that type of communication, each unit and member must find the tool that works best given the situation. Navy Reserve policy requires that NMCI email be used for official business, so again CAC access is required. NMCI Outlook Web Access can be used from a personal computer, and Ready2Serve
(R2S) is an application for Android and iOS that uses a CAC reader to access email, NROWS, Navy Standard Integrated Personnel System (NSIPS), and Navy Reserve Readiness Module (NRRM) from a phone or tablet. The Navy will provide one reader per member and is good for on-the-go updates (see https://private.navyreserve.navy. mil/cnrfc/N-Codes/N6/r2s/Pages/default.aspx for more info). For periodic messaging and one-on-one communication, you may find that some people are more comfortable with voice calls, while others prefer texting. Finally, chat applications are handy for specific group communications, especially while on detachment or deployed. Because they use data rather than cellular service, these apps can be used wherever a WiFi signal is available, even in a foreign location. In my tours, I tended to use SharePoint for long-term action items and knowledge management, emails for short term tasking, texts for immediate response, and WhatsApp and GroupMe for group instant messaging. The key is to find the method that works for all participants, in both transmit and receive, so that communications can be sent and understood At the end of the day, the primary goal of communication is to ensure that the organization achieves mission success. Good communication is like a muscle that must be exercised regularly, building up habit patterns and practices to ensure that the Commander’s intent and vision is transmitted clearly, then received and understood. When those communications links are improved, you will find that personnel are empowered to act in synchronization with the organization’s mission, and efficiency increases. Now, did you hear about the CNO’s new maritime strategy….?
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ENLISTED PERSPECTIVES
Cross-Assigned In (CAI) Sailors: From a Leadership Perspective
CMDCM Michael Heisler
AM3 Hill, AM2 Taylor, and AM2 Murphy of VP-4
replace a tire during a scheduled maintained inspection.
(U.S. Navy photo MC2 Juan Sua, Mar 2018) Without fail when I visit a squadron someone will ask me what I think about the CAI program which I then ask them the same question. In general, the response is that the program is broken, hard to manage and just not working. My response is that I like the CAI program. One hundred percent of the time I receive an odd look. I then explain that I respect every Sailor that contributes to our nation and I don’t care if it is the CAI program that brings that Sailor to our commands. The entire Reserve Force requires Sailors who are willing to dedicate to the command they are assigned. That said, there are Sailors who are either unwilling or unable to contribute to the command they are assigned. It is in the best interest of both the Sailor and Navy to assign Sailors in billets that best fits their abilities, ratings and command requirements. DEFINING EXPECTATIONS: The Reserve Personnel Manual (RESPERMAN) 1300-060 states that the “UMUIC COs/OICs or designated representative(s) shall serve as operational control (OPCON) for CAI Sailors and outline OPCON expectations. These expectations should include, but are not limited to, coordinating and assisting in the execution of quarterly/annual individual training plans (ITP) and AT/Active Duty for Training (ADT)/ Inactive Duty Training (IDT) /IDTT opportunities”. Commands feel that if a Sailor is
not already qualified in the billet assigned that they will never be able to get that CAI Sailor qualified when only required to drill at the command once a quarter and two weeks a year. That is a valid concern and the Sailor may not be able to qualify in the assigned billet while only doing the minimums. However, commands need to clearly communicate expectations required of a billet the Sailor is assigned and if the Sailor is either unwilling or unable to meet command expectations then the Sailor should change rating and be assigned to a command that is in the best interest of both the Sailor and Navy. BETTER COMMUNICATION BETWEEN THE UMUIC (SQUADRON), TRUIC (UNIT) AND SAILOR. First and foremost, units need to push their aviation rated cross-assigned Sailors to drill, perform AT, ADT or IDTT as much as possible at the squadrons. Squadrons need to ensure they are maintaining constant communication with their CAI Sailors. In accordance with the RESPERSMAN UMUICs are the final authority to approve/ disapprove AT/ADT orders applications in NROWS for their CAI Sailors, yet often the TRUIC allows Sailors to conduct AT/ADT at their unit instead of the UMUIC. Additionally, UMUICs are responsible for submitting fitness reports/evaluations (FITREP/EVAL) on their CAI Sailors, yet often TRUICs are submitting the EVALs on those Sailors. The Sailor’s TRUIC should be providing EVAL input to the UMUIC but the EVAL rest on the Sailor’s UMUIC. Orders (AT/ADT) and EVALs are just two tools UMUICs have to get Sailors to participate at the command and qualified in their billet. If a Sailor can perform AT or ADT, then it should be at the command they are CAI. If a Sailor is failing to qualify in their billet, then their performance should be documented appropriately on a performance evaluation. Over the past year CNAFR has addressed shortfalls in recruiting and implemented policies that are now providing qualified Sailors to the Reserve Force. For example, New Accession Training (NAT) Naval Aircrewman (AW) were being recruited and not provided the training to meet the minimum requirement to either qualify in their rating or an aircraft platform. Now NAT AWs are recruited and put on extended orders (up to a year) to receive the school required for their rating and qualify on a platform. We are moving
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forward and addressing these same shortfalls in our aviation maintenance ratings with the goal of providing trained and qualified Sailors to our squadrons. The most lethal Sailor is one trained in their rating and qualified to do their job. To achieve lethality in our Force first requires making sure each Sailor is the correct fit for the billet assigned through proper training and qualification. After all what is the prize for second place in war?
CNAFR RESFOR SQUADRONS
The Command Qualification Program: What Do I Need to
Know?
CDR Mary Bookey [email protected]
First of all, I want to start by saying how excited I am to be a part of the Aviation Mentorship Initiative. Encouraged to apply to the initiative by several of my own mentors, I have learned a great deal about the Reserve Aviation Community, outside the RESFORON pillar, in the few short months since becoming a part of the program. I am grateful for the mentorship I continue to receive and hope I can pass along some of that through the AMI! Receiving clear expectations from leadership is critical for individuals to succeed in a squadron environment. During my Command tour at VR-56, Selected Reserve (SELRES) aviators were expected to align with one of three distinct “paths.” While these paths originated prior to my CO tour, I further refined the paths to support both the current mission as well as provide my personal expectations for the squadron leaders. Considering the varying career goals of a SELRES, these three “paths” were: 1) Make O-5, and compete for Aviation Command; 2) Make O-5, but not interested in Aviation Command; 3) Plan to retire as an O-4, and focus on leadership and milestones in the aircraft (e.g. instructing, detachments, increased focus on flight hours, etc.). Contrary to what the typical Type “A” Personality Naval Aviator might think, all three are crucial leadership roles for most
RESFORONs in order to successfully meet mission requirements. Having sat on two recent Command Qualification Oral Boards (CQOBs), it became clear to me that squadron leaders that were more aligned with paths #2 and #3 may not see the benefit in the CQOB and the Additional Qualification Designator (AQD) codes that require it. These AQDs will be displayed on your Officer Summary Record (OSR) and are one piece of the puzzle when it comes to billet eligibility (specifically the Command Eligible AQD (2D1) and the Navy Reserve Augment Unit Commanding Officer/Officer in Charge AQD (2N1)). In June of 2012, the minimum standards to be considered eligible for Command throughout 18 communities (e.g. Unrestricted Line, Aviation Maintenance Duty Officer, Aviation Engineering Duty Officer, etc.) changed to include, among other things, the CQOB. Throughout the communities, the requisites for Command are slightly different, but the CQOB is a standard requirement. For those SELRES on the VR-56 path #1, in pursuit of Aviation Command, the 2D1 Command Eligible AQD is a screening requirement (Full Time Support (FTS) NOSC Command requires the 2D1 as well). But, if Aviation Command is not in your career plans, should you invest in the pursuit of the 2D1 or 2N1? If you are in a squadron and are on the fence about Aviation Command or have aspirations to make O-5, pursue the 2D1 AQD! First, you have likely already met the other requirements for the AQD, laid out in the Aviation Warfare Command Qualification Program instruction: 1) be serving in, or have completed a DH tour, 2) no approved resignation, retirement or inter-service transfer, and 3) satisfactory completion of community-specific milestones and tactical qualifications. Second, the 2D1 automatically grants you the 2N1. So your opportunities throughout the Reserves will vastly increase, should you ever decide to serve outside of the squadron (see Reserve Force Manpower Tools at https://private.navyreserve.navy.mil/apps/rfmt/#/for billet listings). While Navy Reserve Augment Unit (NRAU) CO/OIC positions are administrative in nature, the leadership opportunities are still incredibly rewarding, challenging, impactful, and many are attached to operational Commands. The 2N1 AQD requires completion of the Personnel Qualification
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Standards (PQS) (see NAVEDTRA 43035-A). As an active member of a squadron or a Navy Reserve Unit, you should already be familiar with the PQS 100 and 200 fundamental levels and will spend the majority of your time on the 300 level as you begin to learn about the CO expectations. In addition, you will need to provide proof of currency in officer leadership training (i.e. Senior Officer Leadership Course), and complete the CO/OIC CQOB process. While this qualification may not complete understanding of your chain of command decisions, it will give you an appreciation of the challenges of command. The CQOB for each qualification seeks to ensure the Officer fully understands the breadth and burden of Command, the character and integrity required to face Command decisions, understanding and enforcing Commander, Navy Reserve Force policy and guidance. Aside from the career benefits, if you are on the fence about Command, the board is a unique opportunity to sit with prior or current COs and receive…yep…mentorship! Do the work, complete the requisites, and prepare for the board. I guarantee you will see the CQOB as a learning opportunity and you will be able to determine if Command is right for you. I have walk away from every board having learned something new. While none of us enjoys being on the receiving end of a board/evaluation/assessment, it is not solely the board members that will be making a determination. Just as we hangar fly a check rides prior to the actual flight, this is an opportunity to do the same with Command. While I may have left the squadron kicking and screaming, I look forward to the vast opportunities that exist outside the squadron! If you are still on the fence, want to learn more, or are looking for board members, please reach out. Or if you’d rather, refer to the following documents referenced here. MILPERSMAN 1301-800 OPNAV INSTRUCTION 1412.14 Manual of Navy Officer Manpower and Personnel Classifications Volume I Part D COMNAVAIRPAC/COMNAVAIRSYSCOM/ COMNAVAIRLANT/COMNAVAIRFORES INSTRUCTION 1412.2 COMNAVAIRPAC/COMNAVAIRLANT INSTRUCTION 1412.3A COMNAVRESFOR INSTRUCTION 1412.2A
NAVEDTRA 43035-A
Lieutenant James M. Glynn, USNR, standing in front
of his SB2C Helldiver Dive Bomber. He served on board the USS Enterprise (CV-6) in 1944. Of the
Sailors serving in World War II, 84 percent were in the Navy Reserve.
SYSCOM
ONR, NRP, SPAWAR, OPNAV
Staff Organization and Delegation
CAPT Matt “Marty” Butkis [email protected]
Let’s see, some famous trios… there’s Groucho, Harpo, and Zeppo; Larry, Curly, and Moe: Peter, Paul, and Mary; Jill, Kelly, and Sabrina; Geddy, Alex, and Neil; Beyoncé, Kelly, and Michelle; and Buzz, Neal, and Michael that come to mind. Whether it’s comedic timing, TV crime fighting, touring the world, or touring above the world, chances are a trio has impacted our lives (especially if you are the mother/father of triplets). A not so famous trio may be impacting your Reserve “life.” Pretty much any Navy Reserve augment unit has three departmental areas that execute the functions of the unit: Administration, Operations, and Training. Some units may have
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additional functional areas such as Aircraft Maintenance and Safety Departments due to the mission and size of that unit. However, the common three are consistent for augment units regardless of community. Arguably, the ideal unit CO/OIC has experience in all three departments prior to command, and having that experience is critical to understanding what is expected of the unit with regard to budget and mission execution. Each area has specific requirements, battle rhythms, and deadlines to meet. With the standard command assignments being only 24 months (i.e. 96 drill periods/48 days), there is no time for On-the-Job Training (OJT). The focus will be on learning and executing the unit’s mission and providing support as well as directing unit member efforts. For many Reserve units, fulfilling a DH (or perhaps Department Chief or Leading Chief) position is the first true test of that individual’s leadership ability in taking care of their people as well as executing their department’s function (as compared to Divisions at Active Duty commands). This goes hand in hand with grooming up-and-coming leaders to eventually be Cos/OICs. While each department is at an equivalent level on any organizational chart, there is a bit of a hierarchy as to assignment for each department based on level of responsibility. While there is always an exception to any rule of thumb, my experience has been as follows. Whether by seniority/time-in-grade or by time onboard the unit, the Training DH is often the first departmental assignment. With annual General Military Training (GMT) requirements and unit mission training requirements well-structured, this proves out the leader’s ability to track accomplishment towards meeting those requirements, and offers the greatest opportunity to exercise creativity and initiative in augmenting the unit’s skillset with career-enhancing and mission-related training. I would strongly encourage all Training DHs to go past the GMT realm and have a training focus for every drill weekend to better their unit and its membership. The expectation for leaders at all levels is to continue to “Sharpen the Saw,” as Stephen Covey puts it, to be best prepared for the career and mission that lies ahead. With a bit of experience and success in meeting the structured program the finer points of unit functionality is accomplished in the
Administrative Department (Admin). Ah, paperwork, everyone’s favorite… however, it’s the unit paperwork that is often times the “face” of the unit, and gives the first impression of the unit’s ability to follow guidelines, regulations, and even laws. It is that paperwork that can make or break individual careers when you start talking about FITRPs/EVALs. It is the administration that enables personnel to execute their jobs and interact with the gaining command and/or NOSC. By direction letters allow the CO/OIC to delegate routine tasks to specific unit members to distribute workload. Award inputs are key to unit morale and can help promote deserving personnel into positions of increased responsibility as well as recognize them for a job well done. Legal paperwork (e.g., report chits, urinalysis recordkeeping, and EEO complaints) have to be thorough, complete, and timely to adhere to regulations and maintain good order and discipline. Berthing and pay functions help to ensure unit personnel can be where they need to be to drill with the unit and are appropriately compensated for their work (and to potentially keep them coming back). Other functions may fall into the Administrative Department’s realm, as tasked by the CO/OIC, but regardless, the “devil is in the details” for this Department’s functions and the way it connects the rest of the unit. My preference is to have the most senior and experienced personnel leading the Operations Department. Every unit has a mission and the Operations Department is the central nervous system of that effort. The DH must be able to communicate effectively at all levels and plan, execute, track and report on annual unit execution (e.g., AT, ADT, IDT, Active Duty for Special Work (ADSW), etc.). The Operations Department has to work with the other departments to ensure proper timing and budgeting for meeting mission, leadership, position/designation/rating qualification, and career milestones. Its ability to accomplish the mission, while managing its assets, determines the unit’s effectiveness and reputation. The highest compliment for a Reserve unit or its members is, upon completing a project/mission/exercise, is to hear from the supported command, “When can you come back?” or, “can you deploy/come on cruise with us?” A successful Operations DH, coupled with prior experience in the other departments, is best poised to then be successful as a unit CO/OIC.
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As a Junior Officer, or junior First Class Petty Officer, make it a point to sit down with your senior leadership (e.g., a good topic of discussion for mid-term counseling) and ask them about timing and their thoughts for you to step into a departmental leadership role. It varies from community to community and unit to unit, based on structure and talent. While you may be extremely good at your current function, it is imperative to gain experience across the functions mentioned above to be a successful senior leader. Be sure to communicate with your unit leadership (CO, XO, OIC, etc.) for direction, guidance, mentoring, and clarity in accomplishing your job and executing your department’s functions. One more thing: your greatest assets may be your fellow DHs. Success of the unit depends on the group of you working in concert to coordinate the inner workings of the unit, lead/mentor junior personnel, and communicate the good/bad/ugly up the chain of command. The better that you work together, the easier each of your jobs will be and the better the unit will run.
OPERATIONAL LEVEL OF WAR (OLW)
PowerPoint Makes Us Stupid
CAPT Rich “richardo” Thorp [email protected]
General Mattis was quoted “PowerPoint makes us stupid.” How do we combat PowerPoint? By building critical thinking skills and one way is through professional military education. Two courses that will stimulate professional thought and are Reserve boarded/funded: Reserve Component National Security Course (RCNSC) and Joint and Combined Warfighting
School-Hybrid (JCWS-Hybrid). These courses range from 2 to 40 weeks. Each has its own merits and timing for your career. I have completed both and the following is my perspective on the merits and challenges of each. If you are a LT or junior LCDR, then a great course to start with is Reserve Component National Security Course (RCNSC). This is a 2-week course taught at the National Defense University, Fort McNair in DC. No uniforms, or papers to write, one group activity to complete during the course, and relevant defense briefs that will change the way you think about warfighting. Experts on Russia, China, Africa, natural resources, Middle East all brief their specialty. This is a great low-impact way into National Security issues and will definitely stimulate some critical thought. Especially since there is ample time to discuss those topics after class in the local eateries. I’m sure you’ve heard some version of Maslow’s quote, "If the only tool you have is hammer, you tend to see every problem as a nail." RCNSC will challenge you to think outside of the cockpit and will broaden your critical thinking skills to consider the other instruments of national power; the “DIME”: Diplomatic, Informational, Military, and Economic. You will come away with a better understanding of your role within your squadron or unit, and consider how to work with other elements of the “DIME” towards achieving our National Security Strategy. If you have completed Joint Professional Military Education (JPME) I, and are in the LCDR/CDR range, then Joint and Combined Warfighting School-Hybrid (JCWS-Hybrid) is open to you. JCWS-Hybrid, formerly known as AJPME, is a high intensity, 40 week blended training course offered through the Joint Forces Staff College (JFSC) in Norfolk, VA. The coursework entails nightly reading and online work for 40 weeks interspersed with a one-week session at week 13 and a two-week session of face-to-face learning conducted on campus at JFSC at course end. Lessons progress from understanding joint competencies through the two planning processes–contingency and crisis action planning. Students develop their skills working as staff within a fictitious Combatant Command, participating in joint planning group activities in three different planning exercises. This entire course consists of work on a graduate level and qualifies for JPME II credit.
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I can attest there is a lot of reading, group activities, and writing. You can complete your readings and assignments so that you are not doing them every night, but you have to be disciplined or you will fall behind. The instructors will work with you, especially if you have to miss a group cohort call-in/online Blackboard session. I logged into a live cohort from Mauritius during an exercise. I can guarantee that you will be challenged, but you will come out of the process with an understanding of joint planning. Most of us will leave the cockpit with time left in the Reserve, and when you do, going to support a staff is a way to bring this education into practice. It is also rewarding professionally when you can step into an Air Operations Center (AOC) or Maritime Operations Center (MOC) and contribute out the gate. The instructors were fantastic and my cohorts was engaging and fun to be around when we got together during our face-to-face periods. It was definitely worth the effort. One take away – if you find yourself on a joint staff, have the Army guy to do the functional planning, and have the Air Force guy build the PowerPoint. The Navy has the best critical thinkers and briefers. Even if you don’t take the plunge this year on any of these courses, get familiar with your options and make an effort to attend one of them in the future, or…. read. With the background in these courses your knowledge will be more than “Power Point Deep.” Write more than just bullets and phrases. Commit to developing your critical thinking skills throughout your career…and then I challenge you to pay it forward by applying your education within your squadrons and units. Pay it forward. We are the ones who should be providing the inputs to make Naval Aviation better. It’s on us to make it happen. The Commander, Navy Reserve Forces Command (CNRFC) N7 webpage is: https://private.navyreserve.navy.mil/cnrfc/N-Codes/N7/pme/Pages/pme_main.aspx
JCWS-Hybrid Schedule: Course 19-1: 10 Dec 2018 Course 19-2: 22 Jan 2019 Course 19-3: 11 Feb 2019
CNATRA
New to the SAU
CAPT Bob “Sideshow” Carretta [email protected]
So you’ve made the transition from AC CNATRA Instructor to RC CNATRA instructor. There was some paperwork and maybe the process took a few months but here you are, back in the same ready room, wearing the squadron patch you had on when you got hosed down after your final active duty flight. On the surface, not much has changed, you’re flying the same type and model and your fellow Instructors are the same people you’ve been teaching the same syllabus with for years.
An EA-18G from Electronic Attack Squadron (VAQ) 209 taxies out during Exercise Cope North in Guam.
(U.S. Navy Photo by Lt. Cmdr. Pete Scheu) So what’s changed and what do you need to do as the “new” member of the SAU? First, get familiar with the basic requirements of drilling in the Navy Reserve. Just like your annual NATOPS qualification, Instrument check and flight physical, there are numerous Reserve specific individual readiness and participation requirements that you are now responsible for. Next, learn the mechanics of requesting authorization to drill in NSIPs, building and routing NROWS orders and how to route travel authorizations and vouchers in Defense Travel System (DTS_. Pick up a CAC reader for your laptop and order an iOS or Android R2S reader for your smartphone. After that figure out the process your squadron uses to schedule Reserve Instructor Pilots (IP). Is it a shared calendar? An email to Operations? A phone call to the DH? All or none of the above? The point is that you need to figure it out so the squadron can best utilize your qualifications.
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You’ll also need to come up with a plan for staying current and proficient in the aircraft. There’s more to think about if you now need to commute back to South Texas, Pensacola or Meridian. What flights will you take? Are you going to stash a car at the airport lot or rent? These are a few things to consider as you embark on what might seem like a simple shift from full time to part time in the same job. Fortunately, 260 Chief of Naval Air Training Reserve Component (CNATRA RC) Instructors already make it work and you can too. The other SAU Instructors will have loads of gouge and maybe even a beater airport car you can buy in on. You’ll develop your own routine for getting back up to speed after a few weeks out of the cockpit (I go through the start checklist very slowly on my first flight back). Once you’ve got these basics down, have fun instructing for a while. Then look at what jobs in the SAU you can best make an impact in. But don’t rush.
COMMUNITY NEWS
In On Wing Volume 6, CAPT John “SHORN” Saccomando challenged: Instead of asking “Can a Reservist become a Blue Angel?” ask yourselves the better question: “Will
I be a Reserve Component Blue Angel?” Congratulations to LCDR Adam “Tag” Herrick for his selection as Blue Angel #8 (Events Coordinator) for the 2019-2020 seasons. Tag is the first SELRES to make the team! Congratulations to our FRS SAU & TSU AMI Pillar Lead, CAPT Dave “Supafly” Faehnle, on his selection for the Fiscal Year 2019 Navy Senior Leader Seminar!
Navy Reserve Mentorship Network Many great mentoring initiatives are taking off thanks to our Navy Reserve
Mentoring Network! Click on the Career Compass icon to learn more.
Naval War College, Maritime Staff Operators Course (MSOC)
- MSOC Class 19-01: 24 SEP – 26 OCT 2018 - MSOC Class 19-02: 09 OCT – 09 NOV 2018 - MSOC Class 19-03: 05 NOV – 13 DEC 2018 - MSOC Class 19-04: 07 JAN – 08 FEB 2019 - MSOC Class 19-05: 28 JAN – 01 MAR 2019 - MSOC Class 19-06: 19 FEB – 22 MAR 2019 - MSOC Class 19-07: 11 MAR – 12 APR 2019 - MOPC Class 19-01: 26 FEB – 17 MAY 2019 - MOPC Class 19-02: 26 AUG – 22 NOV 2019 - ELOC Class 18-01: 03 DEC – 07 DEC 2018 Command Mobilization Opportunity CNRFC is soliciting volunteers to fill the next two Major Command-equivalent billet rotations for Commanding Officer, Camp Lemonnier, Djibouti (NE-1756-0018). This position is the highest positional mobilization billet assigned to CNRFC (note: two of the last five members who served in this position have selected for O-7). All qualified nominees will be boarded at the FY-19 Aviation Major Command Screen Board in October, 2018. Requirements include O-6, 1315 or 1325; Top Secret clearance. Tour length is 75 days of training plus 365 days boots-on-ground (these are Involuntary Orders under 10 USC 12302). Billet Description: commands a shore activity in accordance with law, regulations and customs of the service. Develops organizational plan to fulfill assigned mission. Establishes policies and procedures for operation and functioning of activity. Inspects to ensure efficient operations and initiates corrective action. The Ready Load Dates for are 2/08/2019 and 1/10/2020 (subject to modification). Interested applicants can contact LCDR Ron Kolpak at 757-445-3102 for more information.
Let the AMI Team know how we can best serve you. We are available at the following links:
[email protected] [email protected]
https://www.facebook.com/CNAFR/
