Gehman’s axiom number 3 (Columbia Space Shuttle)Cpo Creed
Gehman’s Axiom Number 3: They trivialized the work. They demanded studies, analyses, reviews, meetings, conferences, working groups, and more data. They keep everybody working hard, and they avoided the central issue: Were the crew and the
shuttle in danger? [This was] a classic case where individuals, well-meaning individuals, were swept along by the institution’s overpowering desire to protect itself. The system effectively blocked honest efforts to raise legitimate concerns.
Navy Leadership Competency Model (NLCM) 5 Core CompetenciesCpo Creed
FIVE core competencies (Navy Leadership Competency Model):
1. Accomplishing Mission
2. Leading People
3. Leading Change
4. Working with People
5. Resource Stewardship
Before "pop" or others, there was MILITARY REQUIREMENTS for CHIEFS (NAVEDTRA 14144) that described CPO Leadership required to deliver on deckplates in each of the 21 foundational programs listed in: http://www.public.navy.mil/usff/Pages/practices_of_successful_commands.aspx
Leadership (Military Requirements for Chiefs) NAVEDTRA 12144 chapter 3Cpo Creed
Operation Enduring Chief. On Sep 1991, DSC Randy L. Harris was credited for publishing NAVEDTRA 12047. Otherwise known as "Military Requirements for Chief Petty Officer", the non-resident training course was re-titled and re-published as NAVEDTRA 14144 on Nov 2003 with the following notation on inside cover "Technical content was NOT reviewed or revised." Focused-read on Chapter 3 of current edition intended for those aspiring to relieve the watch.
Gehman’s axiom number 3 (Columbia Space Shuttle)Cpo Creed
Gehman’s Axiom Number 3: They trivialized the work. They demanded studies, analyses, reviews, meetings, conferences, working groups, and more data. They keep everybody working hard, and they avoided the central issue: Were the crew and the
shuttle in danger? [This was] a classic case where individuals, well-meaning individuals, were swept along by the institution’s overpowering desire to protect itself. The system effectively blocked honest efforts to raise legitimate concerns.
Navy Leadership Competency Model (NLCM) 5 Core CompetenciesCpo Creed
FIVE core competencies (Navy Leadership Competency Model):
1. Accomplishing Mission
2. Leading People
3. Leading Change
4. Working with People
5. Resource Stewardship
Before "pop" or others, there was MILITARY REQUIREMENTS for CHIEFS (NAVEDTRA 14144) that described CPO Leadership required to deliver on deckplates in each of the 21 foundational programs listed in: http://www.public.navy.mil/usff/Pages/practices_of_successful_commands.aspx
Leadership (Military Requirements for Chiefs) NAVEDTRA 12144 chapter 3Cpo Creed
Operation Enduring Chief. On Sep 1991, DSC Randy L. Harris was credited for publishing NAVEDTRA 12047. Otherwise known as "Military Requirements for Chief Petty Officer", the non-resident training course was re-titled and re-published as NAVEDTRA 14144 on Nov 2003 with the following notation on inside cover "Technical content was NOT reviewed or revised." Focused-read on Chapter 3 of current edition intended for those aspiring to relieve the watch.
CHIEF PETTY OFFICERS
ARE RESPONSIBLE FOR, HAVE THE AUTHORITY TO ACCOMPLISH, AND ARE HELD
ACCOUNTABLE FOR: 1) LEADING SAILORS AND APPLYING THEIR SKILLS TO
TASKS THAT ENABLE MISSION ACCOMPLISHMENT FOR THE U.S. NAVY; 2)
DEVELOPING ENLISTED AND JUNIOR OFFICER SAILORS; 3) COMMUNICATING
THE CORE VALUES, STANDARDS AND INFORMATION OF OUR NAVY THAT EMPOWER
SAILORS TO BE SUCCESSFUL IN ALL THEY ATTEMPT; AND 4) SUPPORTING
WITH LOYALTY, THE ENDEAVORS OF THE CHAIN OF COMMAND THEY SERVE AND
THEIR FELLOW CHIEF PETTY OFFICERS WITH WHOM THEY SERVE
CHIEF PETTY OFFICERS
ARE RESPONSIBLE FOR, HAVE THE AUTHORITY TO ACCOMPLISH, AND ARE HELD
ACCOUNTABLE FOR: 1) LEADING SAILORS AND APPLYING THEIR SKILLS TO
TASKS THAT ENABLE MISSION ACCOMPLISHMENT FOR THE U.S. NAVY; 2)
DEVELOPING ENLISTED AND JUNIOR OFFICER SAILORS; 3) COMMUNICATING
THE CORE VALUES, STANDARDS AND INFORMATION OF OUR NAVY THAT EMPOWER
SAILORS TO BE SUCCESSFUL IN ALL THEY ATTEMPT; AND 4) SUPPORTING
WITH LOYALTY, THE ENDEAVORS OF THE CHAIN OF COMMAND THEY SERVE AND
THEIR FELLOW CHIEF PETTY OFFICERS WITH WHOM THEY SERVE
