Who Are We?

by DCC Mitch Penneau

Who are we?  On May 18th 1920, the Coast Guard adopted the Navy's rate structure and it’s Chiefs inherited equal status with their Navy counterparts. The Chief Petty Officer was a  leader that had proven his knowledge, skill, and motivation to be a leader. The Chief was the “go-to person” that could answer questions and solve problems. But is this still the case? Are we still the experts of old? Do we still fulfill the role of the “go-to person?”

        I have to say yes and no. In my 25 years I have seen the role of the Chief diminish and move from a leadership position to one of the technical expert. There was a time when the Chief handled many of the day-to-day problems that are now handled by junior officers or even by the command itself.

    For example, 20 years ago the Chief was in charge of his/her division and handled it all. When a sailor committed an infraction the Chief would handle the problem as he saw fit, ranging from general counseling to handing out EMI. Now EMI has to be approved by the command. In today’s Coast Guard many decisions are made without the counsel or advice from senior enlisted personnel.

        What do we, as Chiefs, need to do better? We need to speak up more. We must regain our voice and speak out when a decision is made that we feel is wrong or that will have a negative affect on the crew or the Coast Guard. Do we rant and rave about it to any that will listen? No. We bring these concerns to the attention of those above us, in private,  and not in front of the crew. We have to be much more effective and involved in the decision-making process to help our people and the Coast Guard move forward. As a group within the Coast Guard, we can make a difference. We can get together and lobby the MCPOCG about a policy or issue, and keep at it until we are heard.

    Consider the new wellness program. Who asked the field units what would work best for them?  Many units will have a hard time implementing this program. I have talked to several people at commands through out the Coast Guard and no one command is doing things the same. Some are making PT mandatory three times a week regardless if your overweight.  Others are only doing the required reporting.  This is no way to run a program. I am willing to bet that if the people in the field were asked (Chiefs, OINC, and so on) there would have been a better working solution. I am not saying that fitness in something that should be ignored, but it is something that should have been better thought out.  

    How about fast track advancements? Are they helping or hurting us?  I remember the days when a Chief had at least 14 years of service. Now you see Chiefs with as little as 6 years of service. I, for one, feel this is just too fast. While you may know all aspects of your job, how much leadership do you really have, and how much interpersonal experience do you have? Being smart in your rate is not enough to be a Chief.

    I see four solutions:

 1) Slow down the advancements. I know the Coast Guard is changing fast and we need the people and the billets filled, but we need experienced people in those billets.

 2) Extend boot camp by one week. That last week would be all about customs and courtesies and basic leadership. You cannot be an effective leader unless you know how to follow.

 3) After any “A” school, another week should be added for leadership subjects, or before anyone advances to E-4 they should complete a junior leadership course. Then at the E-5/6 level they should be required to complete a senior leadership course. This course should be similar to LAMS and tailored  to those that are going to someday be a Chief. And finally,

 4) The Chief Petty Officer Academy-  As long as we are fast tracking advancements we have to do a better job training of our future leaders. Attendance at the CPOA should be mandatory.

       It has been said that we as Chiefs should set the example.  I disagree, we should not set the example, we must BE the example. We have to stand by our decisions and support the command even if we personally disagree with said policy.

    How do we be the example?   

    First we have to do what we say, and not fall into the “do as I say and not as I do” category. In setting the example, we should not play favorites placing one member over the other. We should not go to a party, Coast Guard or otherwise, and get drunk and act foolish in front of junior personal, come to work hung over and then get “on” someone else because they are hung over. What kind of example is this? What kind of example does a Chief set when he invites several junior people over to his/her home to get drunk? These kinds of parties are fine on occasion, IE holidays and other special occasions, but when it is every weekend  it is sending the wrong signal. Years ago the Chief was the Chief and he/she stayed within their pier group.  Now it is very common to see a Chief hanging out or drinking with very junior people. This blurs the line between the seniors and juniors, and thus degrades leadership. What kind of example do we set when we have our people stay to work late or work on weekends when we do not?  I always stay until the last person leaves the shop, and I always come in if my people are in. While this may seem like a small thing, by my being there for the shop I never heard a complaint when I had to give the news that we had to work late or on the weekends. These sailors were always willing to do what it took to get the job done without complaint.

    We have to keep our word.  If we do not then we lose the trust we have with our people. We have to work together, and what happens in the mess must stay in the mess. If a fellow Chief decides not to participate (including myself) in something such as CCTI, this also must stay in the mess.  There have been several times that a Chief that did not go through the CCTI was talked about by fellow Chiefs in front of junior personal.  This is setting a poor example and it leads to a loss of respect for the Chief in question. These kinds of issues are for the mess and have to stay in the mess. If we do not stand together, even if we disagree, we stand to lose credibility.

        The difference between a strong mess and a weak one is the people, nothing more-nothing less. We’re all in the mess to work together, with one goal, one vision, one voice. We have to voice our opinions to the powers that be, one on one, without showing that we disagree or dislike their decisions. We, as Chiefs, have to listen to the concerns of the crew and be willing and able to explain the how and why of it.  We have to be willing to stand for our convictions regardless of the cost.  Don’t believe for one second you know it all.  Be willing to listen to new ideas even if it comes from someone a week out of boot camp.  They just may have a better way to do something. Don’t let your personal pride get in the way.  If your wrong, admit it and move on.  I find that you get more respect if you can admit that you don’t know something.  Take personal responsibility for your actions as well as the actions of your crew.  If your crew makes a mistake, let them know about it in private, don’t berate them in public.  As the Chief you are the one that the crew looks to for guidance and leadership.  Be there for them, show them you are the leader.

       While this may seam to be obvious, how many of us really act this way or do things this way? If we all did there would be a lot less problems with discipline.

    In conclusion I want to repeat several things.

1)  Be the example.

2)  Stand together.

3)  Praise in public, criticize in private.

4)  Voice your concerns.

5)  Do not show favoritism, be impartial, do not be quick to judge.

6)  Support each other. (Regardless of personal feelings)

7)  Support decisions, if you disagree talk about it, but only in the correct     settings.

8)  Stand by your word, don’t say one thing and do another.

9)  Follow through, and make sure you get back with the answer.

10)  Maintain your integrity, always maintain your integrity.

11)  Be the leader your crew needs you to be, even when things get tough.

12)  Teach others, they are the future leaders of the Coast Guard.

13)  Be objective. Look at things from all angles.

    Please think about the things I have said.  Become strong again.  Become relevant to the crew, command and the service.  Make your opinions be heard and make what you have to say matter.  Stand as one group.  We are Chief Petty Officers in the United States Coast Guard.