This is a collection of things I pulled out of the 159-page manual by Capt(N) Allen that was distributed throughout the College lines of communications. It's quite informative, and I'd say a must-read for any Naval officer, especially subaltern/junior officers. I'm also thinking of having it printed and spiral-bound.
There might be some typos and some formatting problems, but it should be readable nonetheless. Also note that I forgot to put down which section the quotes were taken from; they are, however, in order, so the "groupings" should be somewhat obvious.
This post is quite long, but worth the read.
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"Naval service is a calling like no other, and the navy is a unique mistress. (...) In some ways like marriage, the commitment must be absolute if the task is to be properly accomplished. Part of that commitment is understanding, and being true to, the essence of the service."
"The author accepts full responsibility for any lies told, lines stolen or reputations defamed."
"The introduction to this pamphlet makes the point that the Navy is different from other occupations and vocations. To illustrate that premise, consider the following. Merchant mariners go down to the sea in ships as well. With crews pared to the minimum for reasons of economy, they steam ships that are generally as large as practical from A to B, in a straight line, as quickly as possible. By contrast, the Navy goes to sea in relatively very small ships. These we fill with fuel, aviation gasoline, ammunition and pyrotechnics. We conduct gun shoots, occasionally let people fire missiles in our direction, launch and recover boats in the open ocean, conduct extremely close manoeuvring with other ships, go deliberately into navigationally challenging waters and conduct helicopter operations. We do all this in the worst of conditions, deliberately, at high speed, and often without lights or radar. No sensible mariner would behave this way, yet this is our bread and butter."
"Some years back, a British and a French minesweeper had an ongoing contest to see who could get the better of the other. The amusing skylarks slowly escalated in intensity as the competition continued over several years. It is reported that one day the British ship rounded a headland to find her French compatriot at anchor, and apparently unaware that she had been surprised. The British ship quickly closed the range while readying “grapefruit guns” and other missiles. Delighted at catching the French ship flat footed, the bombardment commenced when the two ships were within reasonable throwing range. Both fruit and insults flew. Surprise was complete. That surprise only increased as the British ship, noisily celebrating her “victory”, rounded the stern of her adversary to find a full military funeral in progress on her disengaged side."
"Because the hand salute is both a greeting and mark of courtesy, rendering a salute can rarely be wrong. Even if technically incorrect in a given situation, the mistake can be easily forgiven, while not extending this mark of respect could cause offence. The rules with regard to foreign officers are unclear, but could it ever be seen as incorrect to salute an officer of a foreign navy who you felt was senior to you?"
"The origin of the “eyes right” is interesting. In jolly old England, serfs and peasants were forbidden to look on their lords and masters, and had to avert their faces when they passed. In contrast, trusted soldiers in service to the lord were extended the privilege of looking him directly in the eye. Thus, “eyes right/left” became a form of salute. Think of this next time you see a dignitary reviewing a Russian honour guard. As the inspecting officer moves down the ranks, every head swivels to follow his progress."
"Traditionally, merchant ships saluted warships as they passed, and not just warships of their own nationality. This salute was rendered by striking the topsails. In the age of steam, a different method was needed, so merchant ships began dipping their ensigns in salute. This was acknowledged when the warship dipped her ensign in reply, and then re-hoisted it close up. This tradition continues today, although it is often overlooked since there is no legal requirement. Still, if the merchant ship passing you has a Scottish or Danish mate, you can be sure that those proper seafarers will dip. Be prepared."
"Naval officers wear caps, not hats. In ships, everyone normally wears caps on the upper deck and members of the watch wear caps on the bridge. Below decks, caps are normally only worn when making formal reports or at defaulters. In civilian buildings, they are normally worn. For example, while a gentleman in civilian clothes would remove a cap in an elevator, a naval officer would not. In military HQs, it is quite common to remove caps shortly after entering. A cap would never be worn in an office, a mess, a messdeck or a cabin. These procedures are in stark contrast to the army, which mandates the wearing of caps indoors so that salutes can be rendered. They do this when entering an office regardless of the rank of the occupant. The Navy does not do this."
"Despite succeeding decades where the diminution of the Royal link was occasional government policy, this title has remained. Most famously, Canadian sailors in WWII wore cap tallies that showed only “HMCS”, and no specific ship name, for reasons of security. While the Royal Canadian Navy technically ceased to exist with unification in 1968, the distinguishing title HMCS, and its equivalent in other Commonwealth countries, has endured. Long may this practice continue."
"As an aside, during WWII, all Commonwealth warships wore the white ensign like the RN. To distinguish Canadian ships, a green maple leaf was often painted on the funnel. This practice continues today with our red maple leaf."
"The writing of warship names creates a bit of a dilemma. Editorial style guides usually claim that they should be in italics, with only the first letter capitalized: hence HMCS Calgary. For reasons that nobody seems able to explain, virtually all Canadian naval officers have been trained to use all upper case letters: thus HMCS TORONTO. It may be technically incorrect, but that is how we do it."
"It can be argued that, contrary to popular belief, the life of a jolly tar in the Royal Navy of the 18th century was no worse than the lot of his land-bound mates, and in many ways a lot better. Still, all things are relative. Nobody in his right mind would argue that it was a comfortable life; it was exceedingly difficult and dangerous. Partly to dull the misery of life at sea, and party because the water was so bad, beer had been issued to ship’s companies for years. Brandy replaced beer as the issue partly because it took less space to store, and after the conquest of Jamaica by the British in 1687, rum replaced brandy. Ah, the benefits of Empire!"
"Ship’s mottos are approved in a similar, controlled way. Originally, a motto was a short, sharp battle cry designed to rally the troops around their knight, especially in the dark (their knight at night). Today it has become a dignified exhortation to action or a reminder of high purpose. In the Canadian Navy, mottos were initially, following age-old heraldic principles, in Latin. However, given the unique character of our nation, some were and are in French, and some in native tongues. Today, most are created in English rather than Latin. A motto must be in one language only, so bilingual badges are not allowed."
"When becalmed in the doldrums, it was thought that whistling enough could stimulate a wind. A knife was sometimes driven into the main mast to indicate the direction from which the desired wind should blow. Too often, the result after a long period of drifting in those horse latitudes was a gale, ie. too much wind. Eventually, jolly jack tar decided that it was better to leave the whole business up to the Almighty, and whistling in ships has been frowned on ever since."
"At sea a meal might consist of weevil-infested biscuit and slimy water, but at least a sailor got three meals a day. Because he was a valuable commodity not easily replaced, he could also be given some crude level of medical care. This was more than could be claimed for many of his compatriots ashore."
"For minor cases of general stealing on board a man could be ducked from the yardarm, or, in serious or repeat cases, “put ashore” - marooned - alive or dead. For the fourth offence of sleeping on watch, a man could be tied to the outermost end of the bowsprit equipped with a knife. He either starved to death, or cut himself loose to drown. The right hand could be hacked off for drawing a weapon on a captain. A murderer could be tied to the corpse of his victim and thrown overboard. For mutinous assembly, a man could be hung overboard by his heels until the action of the waves beat his brains out. You have to respect the imagination of the folks who came up with some of these."
"While it is true that salt was rubbed into the open wounds, this was done to prevent infection and speed healing, rather than to add to the pain. A sailor who could not work was of no use to anyone, so the object was to return him to full duty as quickly as possible."
"Some call it “stupid” time, others “goofy” time. Whatever term is employed, the concept is the same. During a long RAS, you reach that point where station keeping has settled down, the refueling is going well, the signalmen have exchanged all the semaphore jokes they can stand, and everyone is waiting for the “stop pumping” signal that is expected at any second. At this point, inexplicably, collectively, everyone will lose his or her mind. People get lazy, they start to think of the next serial or of lunch, they lose focus on the job in front of them, and their sense of relative motion decays. Some COs actually announce the arrival of stupid time, and thus spur the team to renewed vigilance. This is the point in any evolution when you should pay maximum attention.
While any longish RAS will provide a textbook example of stupid time, it occurs very frequently when attention wanders because actions have become routine. In a strange but too true corollary, stupid time often strikes when the greatest collection of “experts” is at the scene. When the Sea Training Staff are present, people start to assume that the other guy is the one keeping a weather eye on safety issues. Some of our most embarrassing moments (remember Pete’s Tent and Awning in Victoria?) happen when jurisdiction and responsibility are clouded by the presence of outsiders."
"It’s 1800 in the South China Sea, running a deep swell. XO has just started dinner in the AOR when he is called to the bridge. Lookout spotted a wooden boat, apparently drifting, with many people on deck. CO sends XO out in the small Zodiac to investigate. Hard to determine their status; many wave to the Zodiac and seem happy, but some just lie on deck, unmoving. CO moves AOR closer, decides to bring wooden boat alongside using whaler to tow. Too rough for accommodation ladder, so scramble nets are rigged. As boat nears, it becomes apparent that its human cargo is in trouble. Crew now aware of what is happening and turn out to assist. Some of the boat’s passengers can make the vertical climb on their own, then virtually collapse on deck; crew members take the initiative to climb down and bring up the weaker ones piggy-back – difficult climb. Decision is made to scuttle the boat rather than leave a drifting derelict.
Both helos are ashore in the Philippines; hangar is quickly rigged as hospital facility. Chief Steward is carrying weak, emaciated man down ladder from hangar to use washroom when the man dies in his arms. The next morning we bury him at sea, his daughter wailing all the while (the mother had passed away a few days earlier). Later that day, another man succumbed, and the next morning we buried him. Helos arrive with US military medical staff to assist ours. Two days later we disembark remainder of survivors in Manila. Some now live in Canada. Who were they? Originally they were 105 Vietnamese economic migrants bound for a better life in Malaysia. We rescued 90 after some 10 days at sea; other ships had passed but ignored them. We landed 88.
You don’t learn or train to deal specifically with this situation at any school. Yet, the great training we do receive, and the initiative we tend to foster and encourage, make all the difference. And so, oddly, we are prepared without ever having thought about it. Who ever imagined that they would bury a body at sea in peacetime? A great credit goes to the exceptional initiative of the crew, who stepped up, mostly unasked, with great caring and compassion."
"Those seeking a diplomatic solution will be dining well in four-star hotels; those dealing with the immediate crisis will have several hundred desperate people trying to survive in their hangar."
"Because you are a piece of Canada, you, and every member of your ship’s company, become ambassadors whether you want to be or not. You all wear some sort of Canada flash on your uniform, and that distinctive red maple leaf flag of yours is one of the five most recognized national symbols in the world. Disreputable action will never escape notice, or often, publicity; sadly, that repair job to the local orphanage that your team undertook on their day off often will. Hey, that is life!"
"Bristol fashion: This is a strange expression since while it has direct, logical meaning in the UK, we have never developed a Canadian equivalent. Ships sailing out of Bristol were once renowned for being particularly neat, tidy and well-handled. Today, anything particularly smart and seamanlike would be said to be “all shipshape and Bristol fashion”."
"Pelorus: This is a circular ring fitted to the rim of a gyro-compass repeater to facilitate the taking of bearings. Fascinatingly, it is named after a Greek pilot who assisted the Carthaginians. He helped Hannibal get his army, war elephants included, from Africa to the European mainland."
"There is a famous joke about how the three armed services interpret the word “secure”. It is never told the same way twice. Suffice to say that if directed to secure a building, the Army would dig slit trenches and fire pits to co-ordinate arcs of fire, the Air Force would negotiate and sign a long-term lease for the building’s use, and the Navy would turn off the lights and lock the door."
"True leaders
Are hardly known to their followers.
Next after them are the leaders
the people know and admire;
after them, those they fear;
after them, those they despise
From the Tao Te Ching by Lao Tzu
"It has often been opined that two qualities are essential in a successful officer. He or she must be a capable mariner, of course, but must also be a gentleman or lady."
"There are many ways to impress senior officers; there is only one way to impress a ships’ company.
Loyalty is one of the fundamental underpinnings of sea duty because it nurtures the trust on which service and sacrifice depend. Men must trust their officers, and officers their men."
"Loyalty also refers to complete dedication to the broader cause – in this instance, the Navy and the nation. In case you didn’t notice, when you joined, you transitioned from the “me” generation to the “we” generation. We must all be prepared to put our own comfort, convenience and desires aside in favour of the greater good. Let’s face it, no one ever joined our navy to get rich."
"We often joke that when the sailor’s stop complaining, it is time to issue the small arms to the officers. Having said all this, realize that the moans and drips of a sailor are a time-honoured and amusing part of his persona. We can all tell a serious complaint from the day-to-day, mandatory variety."
"Officers too, complain, but they must be much more cognizant of time and place. What is fully appropriate under one set of circumstances might be extremely ill judged under others. Beware. Select your moments carefully."
"We have to have the fortitude to do the right thing, even when it is not the popular thing or the thing that is most convenient to us. Difficult decisions have to be made, especially by those in positions of command, and it takes great strength of character and moral fiber to make and stand by them. And remember, there is rarely a tangible reward for doing the right thing, but there is invariably some form of censure for doing the wrong thing."
"We instead rely on seasoned professionals with the skills, bravery and perseverance to see a tough job through. And just so there is no doubt, the seasoned professional referred to here could be twenty years of age. Grey hair is no guarantee of fortitude."
"In many ways, this attribute should have topped the list, for on it all else is based. Without integrity, an officer is nothing. It is truly the fundamental prerequisite to successful officership. To have integrity is to be scrupulously honest – with yourself, and with others - but it means much more.
To have integrity is to have honour. Without this, no man or woman can lead, at least not for long. Intimidation and fear might serve for a time, but without elemental honesty, there can be no trust. Without trust, leadership will fail, usually at the critical moment of greatest trial. In our business, that is the one moment when failure is least acceptable. As Margaret Thatcher once famously said: “Failure is not an option”."
"Of all careers, the Navy is the one which offers the most frequent opportunities to junior officers to act on their own.
Napoleon Bonaparte"
"On 24 May, 1941, HMS HOOD was in action against the German battleship BISMARK. At least one shell of the German ship’s fifth salvo plunged down on HOOD, smashed through her thin deck armour and penetrated deep into her after magazine. HOOD, so long the very symbol of British sea power, was rocked by a huge explosion that split her in two. She sank in four minutes with the loss of 1400 of her crew. There were only three survivors. The senior among them, a midshipman who had been on board for less than a week, was court martialled for the loss of the great ship.
We must remember that in those days, a court martial was as much as means of determining the facts of a case as apportioning any blame. The midshipman was not subjected to this ordeal because he was thought to be in any way culpable, but because by virtue of his rank he was senior. The much older petty officer who survived was a witness before the court, and not a “defendant”, because it is the legal burden for an officer to be held responsible. Think about this. Think about it a lot."
"Canadian naval officers have come up with ideas that Horatio Nelson (or Horatio Hornblower for that matter) would have been proud of. Here is an amusing example of thinking on your feet."
"Leadership is management without resources."
"We have said that an officer need be a gentleman (or lady) in the broadest sense. That means, among so many other things, that he or she will not accidentally give offense to anyone. One aspect of this is simple good manners, including table manners. Some of us are lucky enough to have had grandmothers who hit us with a spoon if we used the wrong utensil. It was painful, but effective, training. Some of us, sadly, acquired our table manners at a truck stop. You have to get over this, and learn to dine properly. As an officer in our navy you might well be on a run ashore with your buddies one night, and forced by the XO to sit next to the German Ambassador for a formal dinner the next. (...)
Oh good, here is one more opportunity to trumpet the benefits of a broad education. It has to be said, again and again. If all you can talk to the Ambassador about is wheel overs and steering gear breakdowns, it is going to be a painful dinner – for him. He will be ready to wax poetic on most topics under the sun, and it will be interesting and fun as well as informative. Be ready to hold up your end of any conversation. How do you do this? You read widely, you examine different opinions on world issues, and you think. Also, you practise. That is what all those receptions for the Prince Rupert Chamber of Commerce are for."
"The youngest among you, those at the beginnings of their naval careers, will have one of two reactions to the advice given above. Some will say “yeah, yeah, we have heard all this before”, and go on to the next amusing story. Some others, when they stop and really think about what is expected of them, might be overwhelmed by the magnitude of the challenge. Senior officers and NCMs will keep trying to develop the first individual – sometimes with success and sometimes not. They will also tell the second lad or lass not to worry. Perfection is not expected right away. There will be mishaps along the road, and the process of becoming a good officer will take a lot of time and effort. Work at it one day at a time. Be as diligent as you can, and work hard. Do not be afraid to ask questions, or admit error. Emulate the good example of your seniors, and learn from their bad example when they falter. Always do what you believe to be the right thing, and scrupulously avoid deliberately doing something questionable. Be ever aware that everything you say and do is being closely watched. Above all, take care of your people. Said like this, it all seems to be within the art of the possible doesn’t it?"
"The British Admiral Lord St. Vincent once said: “Discipline begins in the wardroom. I dread not the seaman. It is the indiscreet conversations of the officers and their presumptuous discussions of the orders they receive that produce all our ills.”"
"As a general rule, the CO and XO are always called Sir/Ma’am, as are officers senior or equal in rank to the Mess President who are guests of the mess. First names are always acceptable one rank up and one rank down from your own, and these days, this gesture usually extends more widely. Given the size of our ships, and thus our Wardrooms, this rule rarely causes problems. It is probable that every officer is on a first name basis with every other except for the CO and XO. When speaking to a senior officer about one of your mess mates you always call them by their rank and last name."
"You must always be careful of what you say in the Wardroom. The same guidelines apply as anywhere else in the ship. For example, you must never be openly critical of your seniors, or even your mess mates. There are always ears turned in your direction, and sailors have a grapevine that Earnest and Julio Gallo would be proud of."
"Stewards are intelligent and inquisitive beings, like us all, and they are usually around the Wardroom all the time. That derogatory remark about the Admiral or the questioning of the CO’s ship handling during the just-completed RAS will always be overheard. Discretion is an integral part of the Steward trade. They rightly keep whatever happens in the Wardroom to themselves the vast majority of the time, but they are only human. One should assume that a story that is too good not to pass on, will be. Remember though that if you are the officer calling down your superiors and mess mates, that will shape the Stewards’ opinion of you. You must also be very careful what you say about NCMs."
"Despite this, every officer must have a suit. That should be repeated. Every officer must have a suit. You can never go wrong with a dark, conservative suit. A slightly less formal outfit is the ever-popular navy blue blazer with slacks and a tie. At all but the more formal events, such a funerals, this will often be a suitable and stylish alternative."
"It is to be assumed that Royal Navy officers never wear civilian shorts. Judging by the legs seen when they are in uniform shorts, this is a good thing."
(About the Junior Rates Mess) "This is a mess that you do not belong in except in the rarest of circumstances. Junior NCMs do not understand the rules, and pitfalls, of over-familiarity as well as their supervisors do. There is a greater potential for embarrassment when somebody misreads a situation, or deliberately takes advantage of it. One jolly jack with a finger in your chest can ruin an occasion for everyone. You must be exceptionally careful of what you say for every word will be remembered. Never try to appear to be “one of the boys (or now, girls)” by commenting negatively on your superiors. You are not one of the boys, and will never be.
You should also realize that a favourite diversion of this mess is to try to get a visiting officer to drink too much. What might seem gracious and generous hospitality could be but the opening move in the great game. Forewarned is forearmed. Remember that everything that you say and do, always, without exception, is being watched and judged."
"No guests should ever be left standing alone wondering what to do next. Offer to get them a drink, make sure they are enjoying the party, and above all, make intelligent conversation. Almost invariably, this will not involve shop talk. Of course, civilians will be unused to ships, and will have innumerable questions about what they see and hear. Make your explanations interesting, and sincere, and remember that nobody who does not wear blue serge will understand your terminology unless you make a deliberate and constant effort to translate maritime terms into English (or French). Nor should the conversation be restricted to what interests you. We should all be capable of addressing the broadest range of topics. You should know something about the city or country that you are visiting. You should be capable of commenting on world events, while avoiding controversial subjects. You should appreciate the history of the region you are in. Being a host is not always easy. You have to get used to it, and you have to work at it. The object of the exercise is to ensure that the ship’s guests enjoy themselves, but if you are doing this right, you should be having fun too. Guidelines on this subject always end with an admonition to see to all the guests, not just the young, attractive ones. Not to put too fine a point on it, but the older folks are often more interesting. Honest. Besides, as a designated host, it is your duty to approach the “job” conscientiously and give time to all your guests."
"In foreign countries, you will often call on their military officials. Remember that you are all in the same business. You have much in common even if they wear a different uniform or speak a different language. You have to make the call; they have to receive you. Knowing that, you might as well enjoy yourself. Don’t be stiff, but err on the side of formality until your host sets the tone. Be natural but polite. It is always good advice to do your homework before you arrive so that you have intelligent observations to make about his service or his country."
"A last, very important admonition is this: drink the tea and eat the cake! Always, some refreshment will be offered. You offend your host to refuse. Even if you are stuffed, even if you are revolted by the tidbit convinced that it is a goat’s eye, even if you are allergic and will break out within hours, you absolutely must take at least a sip and have at least a bite. And look like you are enjoying it. Remember than when a return call is made, you must offer some refreshment. This is one of the few universal rules."
"To avoid giving offense, let it just be said that there are other military organizations, abroad and in this country, that believe it the duty of the staff to make the senior officer feel good. On cue, they marvel at his wisdom, and reinforce his infallibility. And it is a recipe for, at best, constipated thinking, and at worst, disaster.
Canadian Navy officers have a bit of a reputation. When we serve on staffs, both foreign and domestic, we have an embarrassing tendency to give honest opinions and tell it exactly like we see it. So it should be. It is the duty of the staff to tell the senior officer what he has to know, not what he wants to hear. Of course, we have to be polite about it, even diplomatic on occasion, but the necessity for fundamental honesty is paramount. (...)
As so often, there is a corollary to this rule. You do have to know when to shut up. You make your case, forcefully and honestly, but once the decision has been taken, you must get quickly onside. It is perfectly possible for you to be open with your counsel, but still be wrong. Or, the senior officer could have other factors to consider, factors of which you are completely unaware, that trump what you have trumpeted. Either way, he should listen to what you have to say, deliberate, and decide. Then, you correctly become a cheerleader."
"Being the flagship brings you recognition and respect. But, it carries a price."
"Frequent deployments, and an exposure to the hazards they bring, complicate the problem. E-mail and other technologies allow access to news and support from outside the ship, but at the end of the day, you are probably stuck in a four hundred and thirty-foot sardine can with two hundred of your closest friends."
"Mutinies in the Royal Navy resulted from neglect of the sailors. They were not being cared for, their needs were not being met and no one was taking responsibility for their welfare."
"The most important thing to remember about senior officers is that they were once junior officers. This means that unless you have upset them greatly, they will be pretty good at understanding your problems. Of course, there are always exceptions to the rule.
All senior officers hate surprises. The best thing you can do is give them a heads up if you sense something that is developing into an “issue”. If you keep them informed, they will generally leave you alone to work your way through the problem."
"A truly unique relationship exists between Executive Officers and Sub-Lieutenants. The latter were put on the world to get as close as possible to the mandated boundaries of conduct and decorum; the former are here to stop them and beat them back. It is like the eternal battle between good and evil. Your rank and position will determine which of these two camps you think yourself to be in. The struggle has been waged forever, and will never cease."
"While flaunting the spirit of the law without guilt or pause, they will stop millimeters short or transgressing the letter of the law. They have an uncanny ability to sense imminent danger, and will pull up just short."
"Sub-Lieutenants should be allowed to have fun. Lots of it. You learn important lessons by coming close to disaster."
"A wise CO and XO discuss the performance of the junior OOWs with the Coxswain. He will be attuned to who are the stars and who are the duds. One CO once threatened to have all of the helmsmen, bridge signalmen, lookouts, bosn’s mates and Petty Officers of the Watch vote on which subbie should get his ticket, and which should go around again."
"Many very senior visitors had been invited to a naval parade marking a significant anniversary in the history of the Singaporian Navy. The dignitaries were seated under a large canopy. A short time into the parade, a torrential rainstorm soaked the naval cadets on parade. As one would expect, however, they continued to put on a superb show regardless of the truly miserable conditions. It was observed that many senior NCMs were leaving the cover of the stands, and making their way to the exit from the parade square as if they were waiting for something. They were. One unfortunate cadet had chosen to wear boxer shorts adorned with large red hearts. As his white trousers got wet, these decorations flared into brilliance that could be seen from the bleachers with the naked eye. A lot of senior spectators felt very sorry for that young lad, but some corrective measures must be left to senior NCMs who, all were sure, would find a sensitive but effective way of preventing any recurrence. Beware red when in whites."
"This is why leadership by example is such a powerful tool, and why credibility can be eroded so quickly if you do not do as you say."
"The first is having any sort of physical relationship on board. This is summed up by the famous “no touching” rule. The second area where no flexibility can be accepted is relationships between members of different messes in the ship."
"Despite everything you have heard or may suspect, the most difficult decisions are actually remarkably easy to make. This is especially true when an ethical choice is involved. The correct path is usually fairly obvious. However, being human, we will spend endless hours trying to rationalize to ourselves the choice of that other tantalizing option – the one that is easier, more convenient, less complex, less expensive and probably more comfortable. When in doubt, do the right thing, not the easy thing, and you cannot go far wrong."
"Not all great stories occur on board ship. A few years ago, I was deployed to Cambodia as a United Nations Military Observer. During my first few days, as the observer team leader in Kampong Chhnang, I decided to wander around an abandoned, unpaved airstrip. Stupidly, my meanderings took me off the main runway and about ten meters onto the surrounding, unmarked dirt fringe. As soon as I realized where I was (a minefield), I called for help. Shortly, a seasoned Canadian Petty Officer on my team came to my aid. Together, for the next hour or so, we dug away with our bayonets, crawling on our bellies and carefully slithering to safety, as we had been taught during our pre-deployment training. A few weeks later, a water buffalo set off a mine in the same location. I learned two valuable lessons. First, it is sometimes better in life to stay on the beaten path. Second, it is alright to ask for help, even if the pickle you're in was caused by your own stupidity."
"You should never criticize or punish a sailor for doing a thing wrong, but you should for doing the wrong thing. It is important to be able to distinguish between a simple, honest error and deliberate malice. Mistakes are human, and offer a chance to learn and improve."
"Warning: Due dates may be closer than they appear."
"If you are ever required to speak to the media yourself, remember the above sentence. Whatever they say, whatever promise or undertaking is made, what you say can be used and often will be. Do not say anything that you are not prepared to see on the front page. You should never comment on areas that are above your pay grade. Unless you are the designated spokesperson, it is not your job to argue government or service policy. We have folks who are paid specifically to do that. Feel free to comment on your area of expertise, on your job, on your involvement with the incident. Obviously, you should never tell untruths or obfuscate. Answer the question, simply and truthfully, with the facts that you know. Do not speculate. You are perfectly entitled to protect certain information if there are legitimate security or safety concerns. Also, the privacy of an individual is an important consideration. Some personal information can, and should, be withheld for privacy reasons. As a general rule, matters that are under active investigation should not be discussed. This could prejudice the proceeding."
"Elsewhere in this publication, the visit of a Russian naval squadron to Halifax was described. At one point, a young Canadian officer had to brief a senior Russian Admiral on what entertainment had been provided to the Russian sailors. Events with individual families, the kinds of events that best serve to reduce barriers between people, were very limited in scope because of the Russian insistence that their sailors remain in groups of at least six under the charge of a senior petty officer. So, group events featured prominently in the programme. The young officer was ushered into the presence of the Russian senior officer who had the physique of a bowling ball and a sense of humour to match. The Canadian had to explain that some of his junior sailors had been taken bungie jumping. So, he had to explain that the Admiral’s men had been taken to the top of a 100-foot tower, had large elastic bands secured around their legs, and had then been pushed off only to spring back just short of hitting the ground. How do you go about explaining this to a Russian whose entire career and experience made the whole concept utterly unbelievable? Then, without betraying the secrets of the briefing, the Canadian had to inform the Halifax press of the Russian’s reaction."
"What part of “You have incurred my serious displeasure” don’t you understand?"
"The public, here in Canada and oversees, are fascinated by warships. Except in dockyard cities, they rarely get to see them. Even then, a chance to see the inside of a ship is not common. This is why ship’s tours are so popular, and why we have to approach them with such professionalism. They present a wonderful opportunity to highlight not only the technology, capability and flexibility of our ships, but they also allow us the chance to showcase our greatest asset – our people. (...) This is a great chance to involve some of the more junior members of the ship’s company in an important public relations exercise. There is nothing more impressive than a keen, determined young sailor anxious to tell visitors about his duties and his ship."
"Some years ago, when NATO was a smaller organization, the members of the Military Committee and the Chiefs of Defence (CHODS) for each member nation were touring North America. With the Chairman of the Military Committee, they comprised the thirty-one most senior officers in the alliance. They visited two Canadian ships where each general/flag officer was assigned his own personal tour guide drawn from the AB to MS ranks. They spent the whole visit together. The very senior officers were exposed to individual tours and frank conversation. They dined in the main cafeteria. At the end of the visit, they expressed their sincere appreciation for the chance to interact with these enthusiastic, knowledgeable and thoroughly-impressive young people. It was a chance that they did not get often because of their positions, and it was an eye-opener. Briefings by COs and fancy buffet lunches were something they experienced every day. A slice of “real life” was a refreshing change. Oh yes, the experience did not do the young sailors any harm either."
"The Japanese manage to make an art form out of everything, and the hosting of foreign dignitaries is no exception. Their programmes run like Toyota assembly lines. You will be spoiled, and pampered, and treated like royalty at every stop. The drivers will wear white gloves and re-polish the cars while you are making calls. Never be lulled into a false sense of security though. Tokyo traffic can quickly discombobulate even the best plan. And remember, your next stop will be in a country in South-East Asia that does not even try to emulate Japanese efficiency. Yes, the Indonesian Police outriders will get you through that traffic snarl, but their methods will give you sleepless nights."
"For all foreign travel you must have a printed itinerary and briefing details ready for each day. You must have the car pennant with you. Your suitcase will be only partially for you. You will transport the gifts to be presented, and collect those incoming. These will always be bigger and heavier than what you gave out. The expandable suitcase was a great invention. For every briefing or speech to be given, you will carry copies, and on the day of presentation, they had better be in your pocket, not back at the hotel."
"In a South-East Asian country, the Admiral arrived in the hotel lobby to be greeted by several foreign military officials as well as four Canadian officers. It was instantly apparent that the Admiral had reversed his ribbons, putting them on the right side of his tunic instead of the left. There was no time or opportunity to discreetly inform him of the error. Instead, looks were exchanged among the other Canadians, but not a word was said. All went off in different cars, but by the time everyone was reassembled at the entrance to the foreign HQ, all the Canadian officers had ribbons on the right, and nametags on the left. Embarrassment was avoided, and the hosts never knew the difference."
"In the twenty-first century, whatever you or your FO might think, both you and he need laptop computers, and these should be set up to handle both routine and classified material. Both need to be connected to the appropriate nets, within and without the HQ, and this has to be set up and tested before your first real day of work can begin."
"While the Blackberry can be quick and convenient for some jobs, major tasks such as note taking, or the display of briefings on disk, will require a good laptop. You should have jacks for hotel rooms whatever country you might be in, or satellite internet connectivity. Pay particular attention to the firewall if classified material is being handled. Of course, the laptop must be guarded in accordance with the classification of the data. Extra storage media are essential, preferably flash card size."
"You will absolutely need a cell phone, and it must be with you, literally, at all times. Remember that often, you are the first one called. Remember too that most emergencies happen at “oh dark thirty”. The cell phone must work overseas. Do not assume that the IT guy in the basement of the headquarters knows about this. Even if he has Europe figured out, Malaysia will confound him. When traveling, advance research and preparation are essential. The phone must have at least one extra battery (preferably more) with its charger. The phone should be able to send and receive e-mail. If this causes problems, a Blackberry or some equivalent device becomes essential. By the way, when you arrive in a foreign location, be sure that you immediately understand how to work the phone system. That extra zero that is not dialed within the country could make the difference between a good nights sleep for you, and embarrassment."
"NASA spent several millions of dollars developing a pen that would write upside down and in the vacuum of space. It was years in development. The Soviets issued their cosmonauts with a three-cent pencil."
"You are the point of contact for your FO. The quickest and easiest way to leave your contact details is with a smart business card. Make sure you have lots of these, especially when on the road. At any given moment you should have access to fifty of yours, and fifty for your FO. You think that this number is a joke? It is not. Think ahead to make sure you are equipped, and act early to order more cards when the stock is getting low, or when details such as rank or command name change. Never be caught short on this."
"Presumably, you invited your guest to speak at the dinner (or any event) because you wanted to hear what he had to say. Assuming this is true (and even if it is not), you owe him the courtesy of a proper introduction. This will take some effort on your part, as it should. Never regurgitate his entire career in chronological order. Never! How many times have we heard this done? And what was the effect? Boredom, and a total lack of interest even before the unfortunate speaker rose to begin his remarks. It is your duty to make the audience want to listen. To do this, tell them why they should. In other words, establish the credibility of the speaker. By all means review his resumé beforehand. Then, look for patterns and trends. It is an effective tactic to group similar qualifications. Tell people simply that he held two at-sea commands, or that he served in a Director General-level staff position in NDHQ. We don’t need, or want, the dates or the names of each ship or job unless they are of particular interest. If he commissioned the first-of-class, or commanded a task group in a headline operation, or was the DG to introduce a sea change policy shift, then mention this by all means. If there is a humourous or particularly significant milestone, it should be highlighted. The audience should be positively anticipating the speaker’s remarks by the time you exit the stage."
"Another variation on the theme is “dine the ladies”. What we must now do to rename this event in our politically correct world does not bear thinking about. Dine the significant others? Suffice to say that it is a dinner to which spouses are invited."
"In naval circles, there is no such thing as being fashionably late. As a general rule, aim to arrive within five minutes of the desired time, but never early."
"If no chaplain is present, the President says grace himself, usually the laconic naval version: “For what we are about to receive, thank God”. What an absolutely wonderful grace this is. Neither word, nor time, are wasted."
"You should be able to converse intelligently, and amusingly, on a wide variety of subjects. Small talk is an art that must be practised, and the mess dinner is one of the best opportunities for doing this. Certain potentially controversial subjects are best avoided. Politics and religion are topics fraught with danger. Shoptalk should be left for work situations. By this we mean detailed discussion of day-to-day efforts, rather than broader talk of general service interest which would always be a topic for reasoned discussion. Classically, a specific sum of money should not be mentioned, nor should the name of a lady not present (other than a celebrity) be spoken. Pedantic adherence to this ancient rule would be silly, and in any case, it has to be modified to accommodate a mixed gender mess membership."
"The President asks one of his Vices to propose the loyal toast, in either English or French. The Vice uses the other official language in proposing the toast “Ladies and Gentlemen, the Queen of Canada”. The toast is then made in either language by individual diners. “God bless her” is usually added as an extra measure of respect. Naval officers never toast with water. Again, the superstition is that someone will drown. Mariners seem hung up on this fear, for good reason."
"Naval officers can applaud by slapping the table with one hand."
"The road to command is a hard one. It is supposed to be. If it was easy, anybody could do it. It was designed to be a challenge, and has been refined over generations to ensure that the best possible job can be made of selecting those with exactly the right blend of knowledge, dash, leadership and charisma for this crucial position."
"Given the numbers of units we have in the Navy, it is statistically self-evident that not everyone can be a CO. It should be equally obvious that not everyone should be. Many among us are not suited to the task. It is not wholly a matter of professional knowledge, since much of that can be acquired, eventually, through plain hard work. It is much more a question of attitude, of aptitude, of outlook, of willingness to take on that ultimate responsibility. This is the “command presence” that boards try to assess."
"Having the courage to present and defend your own views is a difficult thing to do, and if you are not aware of, and confident in, your own capabilities, you will ultimately fail. If you are “playing a role” you had better stop and consider whether you are really cut out for this. Why? Because when you are truly faced with crisis, when that moment comes when a silence descends on even the talkative junior officers, and suddenly, in the hush, all eyes on the bridge turn to the CO, you had better be up to the task. And do not fool yourself that such moments will arise. “They” will all turn to you when they realize that they are in so deep that they cannot get out alone. And you will realize that there is no one standing behind for you to turn to for advice or salvation. It is your moment on the stage, and you absolutely have to have the right answer."
"The true moment when you are ready for command is not when you pass the board, but when you first realize that you are standing there alone with no backup and no net, and accept that that is the way is has to be."
"Sometimes we forget how significant a small demonstration of panache can be in terms of reputation and influence. Towards the end of our first patrol in the Arabian Gulf, our frigate was tasked to escort a Royal Navy Auxiliary Tanker into the Straits of Hormuz. On meeting the oiler in the gulf of Oman, we closed for a RAS before taking up the escort duty. Closing from the beam at speed, I cautioned the 2OOW who was taking the ship into the standby station, to make a good show of it, allowing him only one alteration of course and speed to achieve the manoeuvre. This particular young man had previously displayed little aptitude for “ship driving”. To my surprise and delight, he “nailed it”, going from 26 knots and approximately 90 degrees off the RAS course to settle directly into station with no fiddling. I was more surprised, however, when the RN tanker came up on UHF praising effusively our manoeuvre, calling it the best joining he had seen in six months on station, and adding what a joy it was to be working with professionals again. Coming from the RN, this was high praise indeed since they are not prone to hyperbole. From then on, we could do no wrong so far as the tanker was concerned, and the ship benefited directly several times during our work together. From a mentoring perspective, this outcome certainly justified my approach in letting junior officers drive as much as possible. As well, the experience was of great benefit to that young officer. He was immensely pleased with himself and had certainly earned a “get out of jail free” card in my view."
"The naval prayer, which is quoted in full in the last chapter of this publication, asks that we be protected from “the dangers of the sea and the violence of the enemy” – and for good reasons. Ours is an inherently risk-filled business. Elsewhere in this volume, it was pointed out how we often deliberately take almost counter-intuitive approaches to problems. We don’t choose the easiest, or safest, or most expeditious ways of accomplishing things because we have to be ready for the day when the easy solution is not an option. That is how we train to be ready for the inevitable crisis when it comes."
"It was 2300 one evening during the third week of workup exercises for a DDE. I was the SSD OOW. The Sea Training exercise required the ship to land a party ashore in Port San Juan on the west coast of Vancouver Island. If you are familiar with the area, you know that the harbour is wide open to south west winds. If was apparent as soon as we entered the harbour that we should not be there. Out of nowhere, the wind had increased to a near gale force from the south west, and the ship began experiencing a rapid set towards the NE shore. The CO immediately cancelled the boat launch and ordered the starboard anchor let go. The plan was to swing around on the anchor, avoid being blown aground, get lined up with the harbour entrance, weigh anchor and get the hell out of Dodge. It sounded easy but it was not. It was pitch black, the wind was howling, we were soaked and freezing and we could not see a thing in the spray. The navigator told me afterwards that his radar display showed nothing but sea return; once we had entered the harbour, he couldn’t make out the shore. At one point the XO was on the foc’sle and I was on the bridge wing with the CO. We had over seven shackles of cable out at very, very long stay. The young sailor who was manning the sound-powered headphones was getting more and more agitated. We were all worried. Then the Ordinary Seaman yelled out in a shrill, panicky voice “Captain, Sir … Captain, Sir … the XO reports that there’s a lot of strain on the cable!” I’ll never forget the next moment. The CO slowly turned his head, looked the OS right in the eye, and with a smile on his face (that had always been there from the start of the evolution) said, in a long, slow, exaggerated Scottish drawl: “Son, there’s a lot of strain on the old man as well”. At that point, the entire bridge team visibly relaxed, we methodically finished weighing anchor and departed Port San Juan Harbour safely. And that was that."
"American Admiral Chester Nimitz, commander of the Pacific Theatre in WWII, expressed the theory that “every dog should be allowed two bites”. He expected his captains to make mistakes, and he tolerated them. While we in the Canadian Navy have gone through cycles, generally, our senior authorities are very good at giving leeway for the honest fumble born of enthusiasm. They were COs once too, and can understand and accept what the man at the coalface is going through. Of course, errors arising from malice or ill-judgement are different. Those must be corrected forcefully."
"Many of the best moments in command came from pushing back at the ‘system’ for what you considered a good cause. The “DAG” process was something we had to put every sailor through in order to ensure that they were deployable. I am not sure what the acronym meant – most of us weren’t. It had become a verb all of its own; you had to “DAG green” if you were to sail to the Gulf with the ship. Shortly before we were to depart, one of my highly-valued CERT 3 engineers “DAGGED red”; the medical authorities had determined that he should not deploy because he was suffering from a significant and protracted case of depression. Knowing this petty officer pretty well, I was fairly certain that preventing him from coming along was likely to exacerbate his situation. I brought him up to my cabin, determined that he was fully prepared to share the medical diagnosis with me and his divisional system, extracted a promise from him that he would keep the lines of communication open, and decided to take him to the Gulf anyway. He was tremendously grateful for the opportunity, it all worked out well, and to this day he thanks me whenever we meet. Of course, it might not have worked out so well. I would never advocate that medical advice be ignored, but use this story only to point out that the medical community could not take into account the tremendous support which individuals derive form a close-knit divisional system - the surrogate family that a good ship’s company provides when deployed."
"A Canadian ship found herself the only western naval unit (ever) berthed at a naval dockyard in Asiatic Turkey. The ship was sailing early the next morning. Two large sea containers of desperately needed stores arrived on the jetty near noon. No help was available from ashore, and even the unionized crane operators were monumentally unhelpful. The ship’s company had been reduced to one hundred and eighty. When the storing party was closed up, everyone on board appeared, officers and senior NCMs included. In ten hours, they loaded and struck below, by hand, seventy-five thousand pounds of stores. There were sore backs, and blisters, but no complaints. Indeed, the pride in a job well done was obvious.
A portion of the effort had been watched by several hundred young Turkish conscripts who were given an extended break from their drills to observe all the action in their dockyard. These eighteen-year-old boys from Anatolia sat in bleachers near the brow, and watched in disbelief as the all-important jettyside organization of the storing was handled, very efficiently, by a tall, blond, female Assistant Supply Officer. They had probably rarely seen a blond woman, and traffic wardens were likely the only women they had seen in uniform. Clearly, they had never seen a woman in charge of men."
"No amount of deprivation or discomfort will bother them given the single caveat that the suffering must be spread fairly. If one ship, or one watch, is spared while the others are targeted, the sailor’s innate sense of justice will be offended."
"While serving as XO of a destroyer, we were nearing the end of mid-cycle WUPS, which to this point had gone very well. We were only a few hours from completing the final Combat Readiness Inspection, and most of the crew were sleep deprived at this point. I had just lain down in my cabin at about 0200 for a quick power nap when a pipe was made indicating that we were to take another destroyer in tow and provide all gear from aft. I cursed under my breath – something about how we had already aced WUPS and this was just the Sea Trainers and Squadron Staff making our lives as miserable as possible. I got to my feet and started down below to roust the troops and get things moving since this was going to be an all ship evolution. As I reached the main flats I couldn’t believe my eyes – there was the towing hawser being carried through the ship by mostly off-watch engineers led by the Chief ERA who actually had them singing the Volga Boat Song!! I started laughing and stopped worrying about whether the ship’s company was up for this last test. Never stop developing and honing your leadership skills. Good and bad examples can come from anywhere."
Voices in the night: "An example might help to explain exactly what we are talking about here. Late some night when you have finally been allowed to sleep, the OOW will call with a series of contact reports. They will make complete sense. The bearing drifts, and angles on the bow, and closing rates will compute. The word picture will fit. The rule of the road assessment will be accurate and the recommended action reasonable. The timbre of his voice will convey confidence and certainty. But you will not be able to go back to sleep even though you are exhausted. Although everything seemed right, something isn’t. You will have no idea why. At that point, you crawl into your pants and go to the bridge. You will arrive just in time to avert a disaster. Your OOW, for whatever inexplicable reason, will have gotten himself into a near collision situation, and will be on the verge of doing the worst possible thing to try an extricate himself. You will do the correct thing, instinctively, and the two ships will pass safely in the night. You will swear never to sleep again knowing that you will have to."
"The object of the Rules of the Road is not to be right it court. It is avoid hitting anybody."
"Just when you thought you could sit back and enjoy all the perks of command, it is always good to be hit in the face with a dose of cold water. You should read this story over, and then think about it. Think about it a lot.
In October 1969, KOOTENAY was conducting a full power trial in mid-Atlantic. Around 0810, the wheelhouse reported “2 bells from the engine room”. The emergency signal was supposed to be “5 bells”, but the OOW nevertheless ordered “stop both engines”. The order was never acknowledged by the engine room. The port gearbox had ruptured and the explosion and subsequent fireball had killed several of the engine room watch and others in the main cafeteria. The fireball also destroyed a great deal of firefighting equipment located in the engine room/boiler room flats – including most of the CHEMOX sets on board. The ship was rapidly filling with heavy black smoke. All power was lost, and with it, all internal and external communications. The ship was still doing more than 25 knots.
The wheelhouse crew was no longer able to man the helm because of the smoke. Steering was eventually restored from tiller flats with the orders passed along a human chain of sailors since comms were out. In the meantime, a sub-lieutenant had donned his diving mask and air tank and had proceeded to the boiler room where he ordered that the steam to the engines be shut off. The ship finally slowed to a stop.
As the Task Group closed KOOTENAY, and radio communication was restored, the delivery of additional firefighting equipment became the top priority. At one point, there was a Sea King lowering CHEMOX onto the forecastle at the same time as another was lowering cans of foam on the quarterdeck. The fire was stubborn and, hampered by the lack of equipment, took a long time to extinguish. Later that afternoon the ship was taken in tow by SAGUENAY until a commercial tug eventually arrived from Plymouth.
This was the worst peacetime accident in the history of the Canadian Navy. Eight crew members were killed by the explosion. Four of these were buried at sea near Plymouth, England, and four were buried ashore in Plymouth. A ninth died on board BONAVENTURE en route to Halifax"
""It is by no means enough that an officer of the navy should be a capable mariner, He must be that of course, but also a great deal more. He should be as well a gentleman of liberal education, refined manners, punctilious courtesy, and the nicest sense of personal honor.
"He should not only be able to express himself clearly and with force in his own language both with tongue and pen, but he should also be versed in French and Spanish.
"The naval officer should be familiar with the principles of international law, and general practice of admiralty jurisprudence, because such knowledge may often, when cruising at a distance from home, be necessary to protect his flag from insult or his crew from imposition or injury in foreign ports.
"He should also be conversant with the usage of diplomacy and capable of maintaining, if called upon, a dignified and judicious diplomatic correspondence; because it often happens that sudden emergencies in foreign waters make him the diplomatic as well as military representative of his country, and in such cases he may have to act without opportunity of consulting his civic or ministerial superiors at home, and such action may easily involve the portentous issue of peace or war between great powers. These are general qualifications, and the nearer the officer approaches the full possession of them the more likely he will be to serve his country well and win fame and honor for himself.
"Coming now to view the naval officer aboard ship and in relation to those under his command, he should be the soul of tact, patience, justice, firmness and charity. No meritorious act of a subordinate should escape his attention or be left to pass without its reward, if even the reward be only one word of approval. Conversely, be should not be blind to a single fault in any subordinate, though at the same time he should be quick and unfailing to distinguish error from malice, thoughtlessness from incompetency, and well-meant short-coming from heedless or stupid blunder. As he should be universal and impartial in his rewards and approval of merit, so should he be judicial and unbending in his punishment or reproof of misconduct.
"In his Intercourse with subordinates he should ever maintain the attitude of the commander, but that need by no means prevent him from the amenities of cordiality or the cultivation of good cheer within proper limits. Every commanding officer should hold with his subordinates such relation as will make thdm constantly anxious to receive an invitation to sit at his mess table, and his bearing toward them should be such as to encourage them to express their opinions to him with freedom and to ask his views without reserve.
"A navy is essentially and necessarily aristocratic. True as may be the political principles for which we are now contending they can never be practically applied or even admitted on board ship, out of port or off soundings. This may seem hardship, but it is nevertheless the simplest of truths. Whilst the ships sent forth by the Congress may and must fight for the principles of human rights and republican freedom, the ships themselves must be ruled and commanded at sea under a system of absolute despotism." "
John Paul Jones
