Shipmates,
There is a lot of talk on our mess decks, bridge wings, hangar decks, and other gathering places regarding the selection of officers for promotion. I annually provide guidance to promotion boards to highlight service challenges an to describe the types of officers we need to lead our Service. This guidance is available on line, but I thought I would post it in this blog to give it wider visibility (/PY10%20CCG%20Guidance.pdf). This guidance covers Promotion Year 2010 boards that will convene in the next few weeks. All officers, active and reserve, must read this guidance but I encourage our enlisted and civilian members to also read it so they understand my expectations.
This is an incredibly exciting time to be in the Coast Guard because the demand for our services has never been greater. We provide a tremendous value to the Nation and the international maritime community. Our Service needs leaders who can sense the need for change, capitalize on opportunities to improve our mission execution or support processes, and manage risk while adhering to our Core Values.
We ask a lot of our leaders. We have to because the stakes are incredibly high. The missions we perform on a daily basis save lives, maintain a safe and effective marine transportation system, guard our borders, protect the environment, safeguard our natural resources, and defend our Nation from those who wish us harm. All of our officers must be able to:
+ Continually Reinforce our Core Values: Integrity and transparency are essential.
+ Think Innovatively and Act with Conviction: Leaders must be able to assess situations, determine risk, develop plans, and take swift, coordinated action.
+ Be Capable of Operating in a Dynamic Environment: The ability to detect an evolving situation which requires change and then implement flexible solutions are critical characteristics.
+ Embrace Partnerships and Unity of Effort: The maritime challenges of the 21st century are beyond any one agency's ability to resolve so we must develop effective partnerships across the public, private, and international spectrum to achieve results.
+ Build the Future Workforce: Leaders must foster a well-trained, educated, and diverse workforce. Our people are our most important asset and our leaders are charged to create an environment where each person can ascend to their full potential.
+ Carry-out the Commandant's Strategic Intent: Selected officers must be our best leaders and managers. They must inspire people to execute my Strategic Intent: Mission Execution, People, Platforms, and Support.
Officers must be lifelong learners to grow personally and professionally. Our junior officers (O1-O4) must develop the specialty, technical, and operational expertise to contribute to the Service at higher levels. At the O5-O6 level, we expect our officers to have the leadership skills, professional knowledge, and external awareness to optimize their people's performance during the accomplishment of the Service's goals. Flag officers and our senior Captains are expected to have a broad understanding of the Service's major challenges, opportunities, and risks while advancing the Coast Guard's goals.
Through their courage and commitment, our men and women enable us to be America's Maritime Guardian. However, we must continually evolve, while maintaining a true bearing on our Core Values, in order to meet future challenges. One of the best things I can leave behind after my tenure as Commandant is a more adaptable and change-centric workforce. This guidance is one of the ways I can do that.
ADM A
