VOL. 6| ISSUE 1 February 2, 2017 NOV 14, 2016
THE NEW COMMANDING OFFICER NIMITZNEWS.WORDPRESS.COM
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NIMITZ NEWS
in this issue:
Capt. Kevin Lenox Commanding Officer Capt. Todd Marzano Executive Officer CMDCM Jimmy Hailey Command Master Chief
Media Department 04
Lt. Cmdr. Theresa Donnelly PAO Ens. Meagan Morrison DIVO MCC Ahron Arendes Media LCPO MC1 Porter Anderson Media LPO MC2 Jimmy Cellini Production LPO
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MC2 Andrew Price Creative Lead MC2 Holly Herline Phojo WCS MC3 Marc Cuenca Lead Designer
10 THE ATHENA PROJECT: You’ve seen Shark Tank and The Apprentice. Now read about the Navy’s platform for fresh ideas. Recently, three Nimitz Sailors presented their money-saving and innovative ideas to a panel of judges. Read on to find out more infomation about the Athena Project.
NEW COMMANDING OFFICER: There is a new sheriff in town on board the floating city, a.k.a. the aircraft carrier, USS Nimitz. Nimitz media recently sat down with Capt. Kevin Lenox. Read about his career and expectation as he saddles up to lead Nimitz into her 2017 deployment and beyond.
MC2 Mark Brison MC2 Jessica Gray MC2 Jose Hernandez MC2 Siobhana McEwen MC2 Ian Zagrocki MC3 Chad Anderson MC3 Samuel Bacon MC3 Kenneth Blair MC3 Colby Comery MC3 Deanna Gonzales MC3 Austin Haist MC3 Erickson Magno MC3 Weston Mohr MC3 Liana Nichols MC3 Bethany Woolsey MCSN David Claypool MCSN Ian Kinkead MCSN Cole Schroeder MCSN Leon Wong MCSA Cody Deccio
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SETTING THE PACE: 180 days. That was the amount of time Nimitz was given to complete the basic training phase training cycle, a requirement for her upcoming deployment. Nimitz crew knocked the ball out of the park in a mere 54 days.
14 NIMITZ PREPARES FOR INSURV: I serve, you serve, we all serve for INSURV! Read about the all hands effort as the fleet’s oldest carrier prepares to take on the Board of Inspection and Survey.
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MC3 SAMUEL H. BACON
the athena project he clamor of the small crowd slowly dies as the lights begin to dim. A panel of judges take their places at a table in a scene that almost mirrors an episode of Shark Tank or The Apprentice. Unlike the TV shows, the intent of this gathering is not to make money, but to save it. As the Navy faces a quickly evolving world, the Athena Project is one of the first programs to look for internal advice regarding tactical and strategic long-term innovations rather than pursuing contractors or an outside thinktank. The Athena Project was originally founded aboard USS Benfold (DDG 65) in 2013, and has increased exponentially since then. Events were launched in San Diego, Norfolk and the Pacific North West this year, to give Sailors across the Navy the stage. Three Sailors from the aircraft carrier USS Nimitz (CVN 68) submitted their ideas for consideration. These concepts ranged from finding new and
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healthier food sourcing for ships underway, to creating a social support program to assist stressed Sailors. Hospital Corpsman 3rd Class Sarah Van Woy, from Nimitz’ Health Services Department, was given eight minutes to explain her idea to an audience and panel members. Her project focus was clear-cut and straightforward; improve the health of sailors by replacing processed food with alternatives. The secondary objective was to change the supply chain to prioritize the local area that the Nimitz occupied when resupplying. Cryptologic Technician (Technical) 2nd Class David Toth, a member of Nimitz’ IFX Department introduced his plan to decrease Navy spending on Temporary Assigned Duty (TAD). When Sailors go TAD, the Navy pays for travel and hotel rooms. Toth suggested an alternative option, using Navy-owned empty barracks rooms at nearby bases to support TAD Sailors.
Lt. Cmdr. Theresa Donnelly, the Public Affairs Officer for Nimitz, proposed establishing command support groups as an alternative to one-on-one counseling during her eight minutes on stage. A project based around the concept of volunteer led coordinators that could run eight-week courses centered on the needs of the crew. “Athena is about making the connections and making real change in a venue that really doesn’t exist anywhere else for Sailors in the Navy,” said Lt. Daniel Conley, the Athena Project lead coordinator for Navy Base Kitsap. “Technology is evolving and improving at a pace that far exceeds what our own systems seem to be able to keep up with. It’s imperative that we ensure our military is keeping pace of improvements and technological systems.” Conley introduced an idea to Athena in 2015, curating a project on a universal breathing mask alternative. With the Navy using
As the Navy faces a quickly evolving world, the Athena Project is one of the first programs to look for internal advice regarding tactical and strategic long-term innovations rather than pursuing contractors or an outside think-tank.
several types of masks; the MCU2P gas mask, the self-contained breathing apparatus for fighting fires and the emergency evacuation breathing device, Conley’s concept was to combine the features of all the masks into a hybrid model. “My own pitch did not win when I presented at Athena, but it did lead to me presenting at the Defense Entrepreneurs Form (DEF) in Chicago,” Conley said. “The connections made at venues such as DEF and Athena and the other innovation initiatives are all striving to provide a support network for any innovators.” Contractors and service members alike come together quarterly at the Athena Project to pitch and launch ideas that can bring change that can echo throughout the Navy. After several rounds of review, selected ideas can be implemented to help save money and improve the lives of Sailors and civilians throughout the Navy. “Innovation comes from anywhere, and Athena gives
these presenters the ability to gave me some great ideas for get their ideas heard and receive when I try again next time,” said feedback,” said Alan Kent, Van Woy. “When given a chance Technical Director at Naval to change things, if I didn’t Undersea Museum Keyport participate, it’d bother me until I and Athena Project participant. said something.” “Deckplate ideas can be some After the presentation, of the best ideas, seeing as it’s judges and audience members coming from the deckplates mingled together with the themselves.” Sailors to help refine their ideas The event allows Sailors to with additional content and practice their public speaking modifications so they could as well, in some cases stepping resubmit the idea at a later date. outside their normal comfort By the end, one idea was zones to communicate new ideas selected by the judges, a concept to strangers. regarding improvement on “The right presentation is a internal communications on mix of value of the idea, quality board ships within the Navy. of the presentation, refinement of “No good idea ends at details and ability of the presenter Athena,” said Conley. “Even to demonstrate the concept has though people encounter ‘no’s’ been thought out and ability to to ideas and proposals, there field questions to that effect,” said is always another avenue with Conley. which to approach getting an Van Woy said Athena is a idea heard or doing something great venue, not just to voice about it. It is about the personal concerns but to try and change initiative of the individual.” things for the better. MORE INFO: “I came away with some great https://athenanavy.wordpress.com positive feedback though, so it https://facebook.com/athenanavy
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MC3 Samuel H. Bacon
SINCE THE AIRCRAFT CARRIER US FIRST BROUGHT AN END TO 21-MONTH YARD PE IN OCTOBER, THE CREW, CSG-11 HAVE BEEN DILIGE
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SS NIMITZ (CVN 68) O ITS ERIOD 11 AND CVW- 11 N WORKING ENTLY OUT AT SEA.
Setting The Pace MC3 Chad D. Anderson
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WHILE THE UPCOMING UNDERWAYS BEFORE NIMITZ’ 2017 DEPLOYMENT LIKELY WON’T BE EASY, IT MAY FEEL EASIER AS THE COMPRESSED BASIC PHASE TRAINING CYCLE IS COMPLETED AND BEHIND THE CREW OF NIMITZ NOW.
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ince the aircraft carrier USS Nimitz (CVN 68) first brought an end to her 21-month yard period in October of last year, the crew, along with Sailors from Carrier Strike Group 11 and Carrier Air Wing 11 spent a lot of time working diligently out at sea. While the upcoming underways before Nimitz’ 2017 deployment likely won’t be easy, the crew can be proud that the compressed Basic Phase Training Cycle is completed. Nimitz’ crew conducted and completed the ship’s 180-day Basic Phase Training Cycle as well as a string of other tasks in a mere 54 days. “The reason the Basic Phase Training Cycle was shortened from 180 days to 54 is because of the extended yard period,” said Chief Petty Officer Damage Controlman James A. Ringlbauer, Nimitz’ Assistant Damage Control Training Team (DCTT) Coordinator. “It’s an old ship. The amount of work that had to be done wasn’t realistically going to get done within an 18-month yard period. They had to take days out of somewhere and the Basic Phase Training Cycle was probably the easiest to do so.” The Basic Phase Training Cycle might have been the easiest cycle to compress, but there was still a ton of evolutions going on throughout it. Different warfare areas, such as damage control and combat systems were tested on their individual roles and most of the scenarios affected a small portion of the crew at a time. There were major evolutions, such as man overboard, abandon ship and general quarter drills that tested the crew as a whole. “The Basic Phase Training Cycle consists of many different steps,” said Ringlbauer. “First, Afloat Training Group (ATG) comes on board and they go through all the different drills.
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MCSN Cole Schroeder
Then the ship’s DCTT verifies that the crew is actually retaining and properly executing the training they went through. Lastly, the ship goes through Training Availability and Final Evaluation Problem (TSTA/FEP), which is a graded evolution where we demonstrate everything that we have learned from the whole cycle.” According to Cmdr. Wilbert Wafford, the ATG Pacific training liaison officer, Nimitz completed the basic phase with an overall score of 97 percent. “This wasn’t an accident,” said Capt. John Ring, then commanding officer of Nimitz during the training. “This was your hard work drilling in the yards since last January; a year of effort to buy back 126 days of time we couldn’t expend; time we simply did not have.” The time might not have been there, but the manpower and will power of the Sailors on board Nimitz were. “Successfully executing the basic phase program in 54 days was possible because of the crew’s motivation and training leading
into the training cycle,” said Lt. Cmdr. Derek S. Waisanen, Nimitz’ training officer. “Training hour and the large number of drills performed in the shipyard provided a great base to launch our success in the future.” Ringlbauer said this was a team effort to complete and it took a trained and motivated crew to accomplish what it did. “Completing this cycle shows big Navy that we are ready to combat a casualty with whatever happens on board,” he said. “Obviously, taking a 180-day training cycle and completing it in just 54 days isn’t easy, but it showed that we were motivated to get it done.” Many other important events also took place during the completion of the Basic Phase Training Cycle. Nimitz Sailors underwent six days of sea trials, officially marking the end of the 21-month extended planned incremental availability, conducted an at-sea ammunition onload consisting of 1,542 pallets in 48 hours, and earned her flight deck certification. Additionally, Nimitz executed more than 450 separate test items throughout the ship while transiting 1,400 nautical miles. Nimitz also completed the Anti-Terrorism/Force Protection Phases I, II, III and IV inspections, receiving an overall score of 96 percent, the highest in the carrier fleet. Nimitz scored a 99.8 percent on COMPACFLT Postal Assessment, which is the highest recorded CVN score, as well as scoring a perfect 100 percent on Commander Naval Installations Command, Morale Welfare and Recreation Audit. The crew of Nimitz has continually shown their ability to thrive even under strict time constraints and now looks ahead to the Board of Inspection and Survey and Composite Training Unit Exercise (COMPTUEX) in the up-coming months, where they will fully integrate with Carrier Strike Group 11, to include Destroyer Squadron 9. “Our greatest strengths in the Navy and in Naval Aviation are the innovative young aviators, officers, khaki leaders and Sailors who consistently get the job done,” said Vice Adm. Mike Shoemaker, Commander of Naval Air Forces, U.S. Pacific Fleet. “These remarkably talented, patriotic and dedicated individuals, all volunteers, are our ‘secret sauce’ and our true tactical advantage over other navies around the world, just like the crew of Nimitz here today.”
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Capt. Kevin Lenox attends a meet and greet with Nimitz Sailors.
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New Commanding Officer
Nimitz Media interviews Captain Kevin Lenox
PHOTOS AND STORY BY
MC2 Siobhana McEwen
You joined Navy Reserve Officer Training Command (NROTC) at Duke University – what was your motivation? When did you know you wanted to be in the Navy? “I showed up for school at Duke, and my Dad told me he could pay for one year of college. So as soon as I got to Duke, I went and knocked on the ROTC guy’s door. They were excited because I was pursuing an engineering degree, and back then, engineers were what they were looking for. So, after a year of doing the college program where you do all the ROTC stuff but don’t get the scholarship, they picked me for a three-year scholarship and then they
paid for college. At the end of that, my plan was, I was going to flight school, so I was like, “Yep, I’ll do my two years of flight school and my seven years of commitment after that, and then I’m getting out.” So, really, the more interesting question is, “What made me stay in the Navy?” It has been such a great career. I love going out into the world and making a positive difference, and the Sailors I have been able to work with over the past two-and-a-half decades are absolutely outstanding. One of my favorite things about the Navy is the fact that, no matter how contentious the world is out there, here on board, we all wear the same uniform, we all look the same, and regardless of what your beliefs or your personality is off the ship, we all come together as one team. Some days you feel when you’re on board the ship, it’s closer to the ideal of America than what’s out there in the real world. You’ve been involved in a considerable amount of humanitarian and rescue-type missions, which are a side of the Navy many people don’t know about. Why are those missions important, and how does it make you feel to have been involved in more than just the warfighting aspect of the military?
I’ll start by saying that, while that stuff’s cool, we’re primarily a fighting force. We train for the fight, and we develop all these skills. I’ve been fortunate over my entire career that, while I’ve been ready to fight, it was only really the opening days of Iraqi Freedom, back in 2003, that I was able to fly what I would consider real combat missions. The rest of the time, I had to gain all of these skills, flying helicopters and all that. I’ve had the opportunity to use that to help people, which is kind of neat. I definitely remember right after hurricanes Ike and Gustav, in 2008. I was the CO of a squadron in Jacksonville, and we basically positioned ourselves in Mississippi, and then as the hurricanes came through Huston, we slid right in behind. That night in the dark, I’m out there in my night vision goggles, flying low, using all the skills I learned to do combat search and rescue, but now I’m using them to safely navigate through cities that have no electricity and avoid power poles and search for people who need our help, so that’s really satisfying. I saw that again during Operation Tomodachi. We were helping out the Japanese after their tsunami. The military has a whole skillset for dropping bombs on targets, assessing what happened there, and then figuring out what needs to happen next. We took
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that whole process and used it for humanitarian relief, where we would have helicopters drop different loads of supplies, and they would go into these little isolated villages where the roads had been cut off, and then they would deliver their supplies, and then radio up to a command and control platform and ask what else do they need in this village. We could communicate that this village needs dog food and water, or that village needs diapers. So, same concept – we’re putting the right stuff in the right area, assessing the effects, and using that whole warfighting skillset, but using it to help people. That felt really good. Is Nimitz a ’57 Chevy, or a ’74 Pinto? I think she’s a ’57 Chevy. So, my last ship was USS Denver. Denver was commissioned in 1968. This one, the keel was laid in 1968. I had command of that ship for a year, and
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she was 44 years old when I was in command. This ship’s only 42. So, this is actually a newer, younger ship. But the great thing about being on an older ship is the history of the ship. On Denver, she was out there for the fall of Saigon, during the Vietnam War. And I got a letter and a book from a Vietnamese woman who, at the end of the war, gave all her money to a fisherman who took her out to the flotilla of U.S. ships that were receiving everyone from Saigon, and she jumped off that fishing boat and into the water, and USS Denver was the ship that came and rescued her. She got back to the U.S. and she reconnected with an Air Force guy who was the father of her children back in Vietnam, and they went on to have a great and wonderful life together. The book was about her success as an immigrant here in the U.S. But her big thing was that she remembered being pulled out of the water by the USS Denver. There are stories like that for the Nimitz, too. The Nimitz
has been around for 42 years. In 7th grade, I remember sitting in Social Studies learning about current events. The current event at the time was the Iranian revolution and the hostages. The U.S. made an attempt to rescue those hostages, and that rescue attempt launched off of Nimitz in the Indian Ocean. This isn’t your first ‘old’ ship… what tips do you have for Sailors fighting the oldest aircraft carrier in the Fleet? So you’ve got to take care of her. That goes back to 3M. You have to do maintenance, and you have to do it right. The other thing is as you’re walking around, don’t walk past things. I was with the Air Wing for 20 years, so this would be my 3rd ship’s company tour and my nose has been my biggest friend finding stuff on the ship. I’ll be walking along, and I’ll catch a whiff of something, whether it’s ozone or
“I want to do everything I can to help everyone succeed as an individual, and what I need back from folks is their commitment for all of us to succeed together on this ship.” -Capt. Kevin Lenox
the smell of something burning or a chemical smell. You just kind of stop and say, “Wow, that is not a smell I would normally expect here,” and you can’t just keep going. You have to stop and figure out where it’s coming from. In the shipyard one time, they had put up lighting, like temporary lighting, the strings with the lightbulbs and the little cages. Someone was going to paint that space, so what they had done was they we’re taping everything so someone had wrapped tape all around the light bulb so that’s what was burning. If we take care of the ship she’ll take care of us. If we don’t do the maintenance, the maintenance will schedule itself. What are you most looking forward to? Interacting with the Sailors. You’ve got 3,100 Sailors, so it’s hard to get to know them all, but I’m already starting to as I wander around the ship. There are some Sailors where I’m like, “Hey, I remember you. I saw you at the holiday party, or we did that MWR thing, or you gave me a tour of this space.” So that’s good. It’s hard to get to know all 3,100 Sailors. A lot of times I try to do my best to remember one thing about a Sailor. I’m decent with faces, but names always get me, so I might be like ‘hey, you’re the machine shop person.’ Bon Jovi or Springsteen? Springsteen. I was playing “Born to Run” in here just last night. I figured out how to hook up my laptop to the stereo system so if you come in here at
night, I’m cranking tunes. What can Nimitz expect from you as the CO in the coming months? In the coming months, I want to shift from that maintenance mentality to the getting ready for a combat mentality. For me, I want everyone on the ship to succeed. We all have goals in our life and our journey in reaching that goal has brought all of us here, together on Nimitz. Part of reaching your goal individually means we all need to succeed here together on Nimitz. I want to do everything I can to help everyone succeed as an individual, and what I need back from folks is their commitment for all of us to succeed together on this ship. It’s a give and take. I’ve always found that working hard to succeed at the job is the best way to get all that other stuff. If you’re coming aboard getting all your quals quickly, being super successful at your assigned job and doing the extra things, the collateral duties, pretty soon, someone is going to notice you, and your chief, or your division officer, or maybe me, is going to pull you aside and say, “Hey, you’re exactly what kind of person we’re looking for to go to this college program or to this commissioning program or to this special duty at the White House.” If you put in the commitment to make Nimitz succeed, we’ll make sure that your life heads in a good direction. Who, or what, is your inspiration as a leader? So super obvious answer, I’m halfway
through Adm. Nimitz’ biography. Adm. Nimitz, we hear all about how smart he was, how driven he was, what an accomplished leader he was. My favorite thing about that book so far is what a gentleman he was. His big thing was, even when he had folks working for him who weren’t meeting his standards, he wasn’t all about firing them, denigrating them, anything like that. His concern was, “Okay, I need to get this guy out of my organization, but I need to do it in a way that preserves his dignity and in a way that lets him or her move on to a different job and still be successful in their life.” I had a CO back when I was a department head who kind of did that at Captain’s Mast. At every Captain’s Mast he finished with a discussion of, “Alright, you’ve made a mistake, you’ve been punished for it, now let’s talk about how you’re going to get back into the squadron, and go on and be a successful Sailor in the Navy.” Seeing that again in Adm. Nimitz, that’s inspiring to me. You get to see a lot of leaders throughout your naval career, and now that I’m a leader, I know everyone is watching me, because I’ve been watching them. Some of those leaders, all they’ve given me is a list of things not to do, but everyone has taught me something, and I’ve been fortunate to have been exposed to a lot of accomplished folks. You have to take the pieces that fit you. I think if I tried to be someone else, very quickly, the folks on board would figure that out, so that’s why at night if you come in here you might hear Metallica playing on the import cabin speakers and crack the occasional joke, because that’s who I am.
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MCSA DAVID CLAYPOOL
NIMITZ PRE
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MCSN COLE SCHROEDER
t’s a yearly event that attracts hundreds of thousands of spectators from different cities across the country. This single event can mean the difference between being National Football League (NFL) champions and nothing more than a runner up. In the spirit of winning, in the wise words of the fictional race car driver Ricky Bobby, “if you ain’t first, you’re last.” Feb. 5 marks the date of the crowning of the next NFL Super Bowl Champions. February also marks the month the aircraft carrier USS Nimitz (CVN 68) steps onto the field for their five-year Super Bowl showdown, the Board of Inspection and Survey (INSURV). INSURV is a rigorous inspection that occurs every five years on board U.S. Navy ships. It is intended to assess the ship’s overall material condition through careful examination of the crew and their daily tasks. Nimitz has been training for this final fiveday inspection since the yard period that started in January 2015. All of this hard work is leading up to the ship’s end goal of a 2017 deployment.
MC3 LAUREN K. JENNINGS
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Before Nimitz can head out to defend the freedom of the seas, the ship must prove its worth in their biggest game in the last five years. With the fifth and final phase of the INSURV process fast approaching, Sailors are actively engaged, knocking out Zone Inspection Discrepancy List (ZIDL) hits and taking pride in the motto, “Our Ship, Ownership,” while getting ready for game day. Aviation Ordinanceman Master Chief Kenneth Hecker, Weapons department leading chief petty officer, and a senior leader who can be compared to that of a head coach on Nimitz INSURV team, gave a lot of praise to the larger departments and their coordination efforts throughout the INSURV phases. “It’s actually pretty cool because everyone is working together,” said Hecker. According to Hecker, there is a group of officers who are coordinating the entire ship and the schedule of events when it comes to evolutions involving INSURV. After they put out a shipwide plan, it’s brought down to the department
INSURV IS SHORT FOR:
THE BOARD OF INSPECTION AND SURVEY
INSURV is a rigorous inspection that occurs every five years on board U.S. Navy ships. It is intended to assess the ship’s overall material condition through careful examination of the crew and their daily tasks.
INSURV is a necessary part of every ship’s life cycle, and can be less than pleasant but if you attack it the right way and with the right attitude, you can help the ship and better your mind set. and divisional level for further coordination of events. At the very end of the chain, the junior Sailors and work-center supervisors are tasked with the actual maintenance and demonstrations of equipment. This coordination is crucial during the five phases of INSURV. “Phase one is the introduction, and sort of acts as the meet and greet between the inspectors and Nimitz’ crew,” said Hecker. “Phase two is the initial assessment. During this phase they the INSURV team trains the crew on documenting and identifying deficiencies on board. Phase three is a readiness assessment. This is basically your first practice against INSURV. Phase four is like the pre-game warm up, and phase five, that’s game time.” According to one Sailor on board, being efficient in getting the Nimitz INSURV-ready, and taking care of ZIDL hits boils down to one single action: “Questioning attitude, and forceful backup.” Aviation Boatswain Mate (Handling) 1st Class Michael Flosi, a member of Air Department on board Nimitz, made this one simple statement three separate times and referenced his stellar team when he was asked about what makes his department so effective in preparing for INSURV. Flosi acts as a team captain for Nimitz’ INSURV team. He leads numerous Sailors and jokes when he refers to himself as the “ZIDL God,” but also humbly rejects any direct credit to himself. He says it’s the Sailors who work under his direction and guidance that make Air a leading department in the fight for INSURV. When it comes to this multi-phase inspection, Flosi said knowing your job is crucial to INSURV success. “If you don’t know an aspect of your job, there should always be a peer who is able to assist you and work through it,” said Flosi. “If you’re not asking the questions, then you’re not knee-
deep in that stuff and you’re not understanding it.” Flosi’s teammates on Nimitz’ INSURV team adopt his methods of combat, but also bring their own game plan. “For me, INSURV is actually one of those obstacles that we have to go through before we can be mission-oriented and mission-ready,” said Aviation Boatswain Mate (Handling) 2nd Class Neil Ferrer, a Sailor who works under the guidance of Flosi. “It takes a lot to accomplish all the things that get put together to create the bigger picture of the ship’s mission.” For Ferrer, a crucial aspect to a successful INSURV period comes down to knowing the strengths of the people he is working with. “It’s about knowing your people, that’s the key part of it,” said Ferrer. “Everyone was brought up differently, and everyone has a different set of skills. Find their strong suite and adapt to them so they can participate and bring something to the table. Knowing your people is one of the most important aspects in my eyes.” Ferrer also expressed that attitude is just as big of a factor when it comes to an effective INSURV team. “Attitude is a wild card, either negative or positive,” said Ferrer. “If you start your day with a negative attitude, it can spread to the guy next to you, and maybe the guy next to him, and so on. Now you’ve poisoned the whole chain. On the other hand, if you spread a good vibe, you’re going to lift the person next to you, and everyone will have a better day.” INSURV is a necessary part of every ship’s life cycle, and can be less than pleasant but if you attack it the right way and with the right attitude, you can help the ship and better your mind set. On Feb. 5, one team will stand victorious as the new NFL super bowl champion. On Feb. 13th, Nimitz will take the field, and fight for the title of a U.S. Navy INSURV qualified carrier.
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crossword
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weekly throwback
A ‘Green Shirt’ gestures directions to flight deck personnel as they “Rig the Barricade!” for an emergency arrested landing onboard Nimitz in 1996.
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through | the | lens
Seaman Leamsi Perez-Martinez, a native of Puerto Rico, heaves in a line on board the aircraft carrier USS Nimitz (CVN 68). Photo by MCSN Ian Kinkead Boatswain’s Mate Seaman Cody Wright, a native of Waterloo, Iowa, scrubs salt from a line on board the aircraft carrier USS Nimitz (CVN 68). Photo by MCSN Ian Kinkead Seaman Gabby Malcom (left), a native of Los Angeles, mans the lee helm position as Seaman Fernando Campos, a native of Los Angeles, mans the helm of the aircraft carrier USS Nimitz (CVN 68). Photo by MC3 Colby Comery
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