Learn from the Submarine Command Course #2

Further to my last post, this is encapsulates some of the advice captured from many others and handed down to future captains about the team.  Take from it what you will.   

Your team

Successful deterrence is better than conflict.  Submarines are a vital machine with huge capability. It is, however, the crews that will fight that platform; your team must be able to unleash it’s potential and enable success.  Inspiration is an amazing enabler and importantly it flows both ways. Inspiration is nothing without vision – your team must know, understand and own the vision.  The only way that it is done is with effective communication - communicate as the recipient needs to understand the vision.  Selfless commitment to a cause and loyalty are two key elements to team success.  Loyalty upwards is not enough; there must be loyalty both ways – it requires huge personal investment and will pay dividends at the moment critique. 

Team outlook

Previous experience is excellent, but must never become a sole focus - nostalgia can sometimes be a wasted emotion. Prior to leading ‘in Command’ you may have mastered one or a few methods of organising a submarine, or the of execution of warfare – there are always other ways.  You now need to be open and receptive to avoid ‘your way’ being the ‘only way’.  Trust needs to be developed rapidly.  Your team must trust you and you them. The approach of being broad in outlook, encompassing in approach to ideas and empowering is key – it will give you a precious commodity - time.  During high intensity operations, you will often be the first and sometimes only one to look outwards, see a situation developing and rapidly direct the team to deal with it. Creating thinking time, interacting only when required, and supporting are critical facets of command.  Your team can give you that.

Your example

You set the example for your team.  Few officers on assuming command realise the extent to which their personalities are mirrored in their submarines.  The Ship’s Company notes every word that you say in the Control Room or ‘walking the teak’. A display of unwarranted temper, an unjust or over-hasty reprimand, an uncloaked show of anxiety will all be observed by your team and may lose their confidence in you.  Similarly, confronting danger carries courage to every corner of the submarine. Controlling emotion successfully is an art; you can and must learn this. They'll follow you, but it should be because they want to, not because they have to. 

Train, train and train again.

Successful submarines realise that to be the best – you need to train.  When not on operational tasking, you must prepare yourself, your people and your submarine to ensure that the capability is maintained.  You must learn when and how to push your team to the limits and when to reduce pressure.  At all times, your driving motivation must be extracting the very best out of your people, and you must lead by example with the highest level of personal professionalism and personal commitment.  This is what your people expect of you; they will respond accordingly.

 Your judgement

Judgement rests ultimately with you – and no one else.  The wise commander seeks to understand risk properly and balance it against gain, but is always ready to risk all when the opportunity is right.  Be decisive; you must be prepared to seize the initiative and exploit it vigorously.  You must not gamble – people have entrusted you with their lives, you need to be exceptionally respectful of that.

Our families

The interaction with your team’s families will require great care. Our families have to put up with a great deal - their contribution to our success is far from easy and often unsung.  We as leaders have a responsibility to look after them and keep them informed as much as possible.  In harbour, the work life balance will be essential and leading by example is vital.  The best submarines have teams, that do not feel obliged to spend any longer onboard than is necessary to complete their tasks. One of the most difficult things is to lead by example in this area - remember you need to look after your own family as well – they endure beyond command.  

Their success

Finally, while failure is yours - success is theirs, you should celebrate it at every opportunity (others might not!).