As I began my final operational command aboard the USS Greeneville in the Navy, I experienced a mix of favorable and unfavorable elements. The crew demonstrated solid military discipline, supported by charismatic leadership, yet a divisive "us vs them" mindset often caused conflicts within the crew and with external parties. A complete cultural shift similar to what occurred on USS Pasadena, as described in The Power of Empowerment, was not required. However, the engineering team needed to renew their dedication to operational excellence.
Task and Actions
In 2011, the crew had a relatively quiet year, successfully completing their annual inspections with satisfactory grades and welcoming a new Commanding Officer who demonstrated both skill and ambition, despite downplaying the latter. The beginning of 2012 saw the team engaging in pre-deployment certification activities and assessments, leading to their deployment to the western Pacific in July, where they had outstanding operations and gained valuable experiences.
In a similar manner to my previous responsibilities, I combined education and training with clear communication to foster team esprit de corps and build operational excellence as we readied for our upcoming annual engineering exam towards the end of our deployment. I held weekly meetings with my department head and Commanding Officer to review the team's readiness and strategize for the post-deployment period. Our next task was a 6-month maintenance availability at Pearl Harbor Naval Shipyard in the spring, requiring a new training approach to get the crew ready for this transition. I was instructed by my Commanding Officer to prioritize our exam preparation, which I diligently carried out.
We passed our exam, and once again, we performed well. In 2013, as we started getting ready to go to the shipyard, I got a call from my department head informing me that due to fleet operational issues, our maintenance schedule would be postponed. Instead, we would be gearing up for a deployment as soon as January 2014. This situation led my team and me into uncharted waters since we hadn't prepared any contingency plans for major schedule changes. However, we promptly gathered and, in the following week, devised a maintenance and training plan that aligned the ship's operations, pre-deployment evaluations, and, ironically, another annual engineering examination.
The Results
We advanced smoothly throughout the year, ensuring that the crew stayed focused on the current task while also keeping an eye on the future. We were aware of the dangers of becoming too narrowly focused and took precautions to avoid any potential chaos that might come our way. In August we completed our engineering examination and to the delight of all, improved by one letter grade. At that moment, I made a bet with my Commanding Officer that we would continue to excel by earning the top grade on our next exam, which was set for the end of our deployment. I remember him quickly rejecting the idea, but I understood that he truly wanted to achieve that, and I was ready to offer as much.
One Final Challenge
Over the next few months, we proceeded with our deployment arrangements. To my surprise, I received news that I would wrap up my final sea assignment ahead of schedule and assume a new position at Pearl Harbor Naval Shipyard. The intention was for me to accompany the ship on deployment but head back home after our initial port visit. While not the most ideal situation, it was the reality of the circumstances.
Approximately five days before we were set to leave, I was informed by one of my managers that a crucial temperature sensor in our reactor plant had malfunctioned. With nearly twenty years of experience handling and upkeeping this type of vessel, I grasped the implications right away. The process of readying the sensor for the repair would require a minimum of five days, followed by additional time to bring the plant back to full operational status. Although my assignment was coming to a close, my job wasn't done.
Years of planning and experience were brought into focus organizing five separate events by three teams of Sailors. While two of my managers supervised two events, another manager oversaw the repair event. I personally supervised the urgent training of a team to manage two special events crucial for the repairs and the preparation of the plant for operations to resume. In the subsequent days, operations and repairs were carried out safely and effectively. Although our deployment was postponed, we managed to fulfill all subsequent tasking.
The End of an Arc
After this event, I served for four more years, but I consider this time to be the definitive conclusion of my time in the Navy. The culmination of years of experience, achievements, and setbacks led to a significant moment. We received both the Battle Efficiency Award and Engineering Excellence Award for our work in 2013. Unsurprisingly, the crew excelled in their end-of-deployment engineering exam, achieving the highest grade. I'd like to think I had some role to play in that.
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