Commander’s Intent Requires Communicare By VADM Rick Snyder, USN

"On Leadership” is a new feature column in Rotor Review where our Rotary Wing Flag Officers have written articles on leadership topics of their choosing. RDML Alvin “Bull” Holsey proposed the idea and provided the lead article on “Mentoring - What Matters Most?” in the Fall 2019 Issue. The batting line up is as follow: VADM Richard Snyder (Winter 2020), RADM Daniel Fillion (Spring 2020), RDML John Gumbleton (Summer 2020), and RADM Jeff Hughes (Fall 2020) so stay tuned and enjoy.

A trademark of high functioning commands is that all members understand commander’s intent. The commanders make it a priority to communicate often what they expect. This is an adage proven true since the Battle of Trafalgar in 1805.

In a pre-battle memorandum to his Captains, Vice-Admiral Nelson wrote, “in case signals can neither be seen, or perfectly understood, no captain can do very wrong if he places his ship alongside that of an enemy.” Commander’s intent, clearly understood, and reinforced by effective communication up and down the chain of command, resulted in a resounding British victory.

I have found that the vast majority of our folks come in each day wanting to work hard, contribute to the mission, and do what leadership and the organization want and need them to do.

So, it is incumbent upon leadership to harness this innate desire to work for the good of the organization and mission accomplishment.

This is done by ensuring that our folks know and understand leadership’s goals, objectives and vision for the organization. That is what will focus their day-to-day efforts in the right direction. Communicating the goals, objectives, and vision is vital to effective leadership and organizational success.

Communication comes from the Latin word “communicare” which means to share. Wikipedia defines communication as the act of conveying meanings through the use of mutually understood signs. Meanings, not just information – and mutually understood signs, not just talking.

While the importance of effective communication increases as leadership responsibilities grow, it cannot be overlooked at each and every level of the organization. At senior levels, it sets the goals, objectives, vision, and intent. However, if it doesn’t make it from the Commanding Officer, to the Department Head, to the Division Officer and Division Chief, and ultimately from the Leading Petty Officer to the Sailor, we miss out on that innate desire of the team to come to work each day and strive for the good of the organization.

"Communication comes from the Latin word “communicare” which means to share."

Does communicating really matter? After decades of reviewing command climate survey results, mine and others, I have yet to see a survey that does not raise communication as a concern - up the chain of command, down the chain of command, and across the chain of command. Communicating requires deliberate and intentional effort.

It is important to reinforce the messaging through multiple means – verbally, in writing, and through actions. Here are three things to keep in mind:

#1 … People working for you can’t read your mind,

Although some will think they can. This presents two potential pitfalls. Your team cannot strive towards your goals, objectives, and vision if you don’t articulate them in a mutually understood manner. So far, telepathy has not proven to be an effective, mutually understood means of communication. Failing to communicate effectively what you’re thinking may lead to your team’s speculation about your direction, which may or may not be helpful. On more than one occasion on the bridge while in command of USS Bataan, I had our ship’s next maneuver clearly established in my own mind but did not communicate it to the bridge team. That didn’t stop them from executing the next maneuver – they wanted to get on with the mission – it just happened to be the wrong maneuver.

#2 … People want communication from you,

even if you don’t think you have anything to say. Just reinforcing what you’ve already said matters and communicating regularly shows you care. It also cuts down on attempted mind reading. Don’t cancel an all-hands call or a 1MC address to the crew just because you don’t have anything new to communicate. Your folks want to hear from you even if it’s just to say there is nothing new to put out.

#3 … You don’t know everything, so encourage feedback

and listen. You have two ears and one mouth for a reason and lecturing is not a very effective tool for leadership. One of the best changes we implemented in my first command tour came not from me, not from the XO, CMC, or a department head. It came from a junior Sailor and dramatically improved the way we ran the enlisted watch bill, improving the quality of life for every Sailor in the command. Actively solicit comments, both verbally and through your body language. Get nervous if it’s an important conversation and everyone is nodding their head in agreement.

In summary, communicate your intent to those you lead so that they know exactly what you expect. Be clear, be concise, and be frequent!

Flight Operations from the Tower, USS Makin Island ( LHD 8)

The views presented are those of the author and do not necessarily represent the views of the Department of the Navy, the Department of Defense, or the United States.