Read the guide: bit.ly/iotguide
"By 2017, 90 million people will live in smart homes. By 2020, there will be 50 billion connected devices. The latest Gartner forecast predicts that by 2020 there will be $309 billion in incremental revenue opportunity for IoT suppliers, mostly in services. With numbers like these, it’s clear IoT is not just another trend. It’s the future of business."
Continue reading @ bit.ly/iotguide
Morale Survey (It Gets Better After ORSE).pdfGlenn Mallo
This document appears to be a survey given to sailors to assess various aspects of their command. The survey contains 12 statements about expectations, leadership, initiative, rules, rewards, goals, mission, loyalty, and trust within departments. Sailors are asked to rate their level of agreement with each statement on a scale of 1 to 5, with space provided for additional comments at the end.
What CMCs do and Programs they support (CTF20 CMC memo).pdfGlenn Mallo
The document outlines 25 authorities and responsibilities that Command Master Chiefs (CMCs) must perform according to Navy instruction, as well as 69 programs that CMCs are responsible for supporting. Some of the key duties of CMCs include providing leadership to the enlisted force, advising on policies concerning personnel issues, and upholding high standards of conduct. CMCs are also expected to support a wide range of programs focused on areas such as career development, family support, equal opportunity, and command readiness.
ADM Gehman USS Cole and Shuttle Columbia (BOBB)Glenn Mallo
ADM Gehman USS Cole and Shuttle Columbia investigation
USNA Lecture ETHICAL CHALLENGES FOR ORGANIZATIONS: LESSONS LEARNED FROM THE USS COLE AND COLUMBIA TRAGEDIES
http://www.usna.edu/Ethics/_files/documents/GehmanPg1-28_Final.pdf
(BOBB) Big Organizations Behaving Badly
CVN70 Case Study (Ethics DUI Secret) CIT Leadership SeminarGlenn Mallo
PO1 Lahr's wife told Terri, the wife of the assistant, about PO1 Lahr's recent DUI arrest which caused financial difficulties for their family. Terri promised to keep this a secret but told the assistant about it. The assistant must now decide whether to keep this a secret or take other action, considering his friendship with PO1 Lahr and where his loyalty should lie. The case study questions discuss the ethics of the situation and how the assistant's decision may change based on different circumstances.
CVN70 Case Study (INSURV Standards) CIT Leadership SeminarGlenn Mallo
- Two US Navy ships, the destroyer Stout and cruiser Chosin, recently failed their INSURV inspections and were deemed "unfit for sustained combat operations." The inspections uncovered widespread deficiencies, including inoperable weapons systems, corrosion, and failed lifesaving equipment.
- The poor results from the inspections of the two advanced Aegis-class ships indicated a broader problem in standards and maintenance across the surface fleet. Issues included a lack of preventative maintenance and oversight from leadership.
- Experts said responsibility lay with crews for not properly maintaining equipment, but also with leadership for not ensuring standards were met and problems
CVN70 Case Study (Decision Making) CIT Leadership SeminarGlenn Mallo
- A hospital has a limited kidney machine that can sustain the lives of 5 people. A committee must choose 2 of 5 candidates to use it.
- The candidates are: Alfred (42), a scientist; Bill (27), an auto mechanic; Cora (30) a homemaker with 5 kids; David (19), a student; and Edna (34), a career woman.
- A psychological evaluation provides more context: Alfred is brilliant but disturbed; Bill is devoted to his family but his career is limited; Cora is extremely religious but resigned to death; David is bright but risks his future; and Edna is self-contained and offered her spot to someone else.
TSC Great Lakes CIT Case Study (Do more with less - Wallenberg effect)Glenn Mallo
Raoul Wallenberg was a Swedish diplomat who saved tens of thousands of Hungarian Jews from the Holocaust during World War 2. In 1944, he established safe houses and issued fake passports designating people as Swedish citizens to protect them from deportation by Nazis. He boldly intervened directly by boarding trains to Auschwitz and redirecting death marches. Through courage and conviction, he inspired hope and helped many escape who never directly encountered him. Though facing immense danger, he refused to stand by as innocent people suffered. Wallenberg emerged as a symbol of compassionate leadership in confronting humanity's darkest evils.
Read the guide: bit.ly/iotguide
"By 2017, 90 million people will live in smart homes. By 2020, there will be 50 billion connected devices. The latest Gartner forecast predicts that by 2020 there will be $309 billion in incremental revenue opportunity for IoT suppliers, mostly in services. With numbers like these, it’s clear IoT is not just another trend. It’s the future of business."
Continue reading @ bit.ly/iotguide
Morale Survey (It Gets Better After ORSE).pdfGlenn Mallo
This document appears to be a survey given to sailors to assess various aspects of their command. The survey contains 12 statements about expectations, leadership, initiative, rules, rewards, goals, mission, loyalty, and trust within departments. Sailors are asked to rate their level of agreement with each statement on a scale of 1 to 5, with space provided for additional comments at the end.
What CMCs do and Programs they support (CTF20 CMC memo).pdfGlenn Mallo
The document outlines 25 authorities and responsibilities that Command Master Chiefs (CMCs) must perform according to Navy instruction, as well as 69 programs that CMCs are responsible for supporting. Some of the key duties of CMCs include providing leadership to the enlisted force, advising on policies concerning personnel issues, and upholding high standards of conduct. CMCs are also expected to support a wide range of programs focused on areas such as career development, family support, equal opportunity, and command readiness.
ADM Gehman USS Cole and Shuttle Columbia (BOBB)Glenn Mallo
ADM Gehman USS Cole and Shuttle Columbia investigation
USNA Lecture ETHICAL CHALLENGES FOR ORGANIZATIONS: LESSONS LEARNED FROM THE USS COLE AND COLUMBIA TRAGEDIES
http://www.usna.edu/Ethics/_files/documents/GehmanPg1-28_Final.pdf
(BOBB) Big Organizations Behaving Badly
CVN70 Case Study (Ethics DUI Secret) CIT Leadership SeminarGlenn Mallo
PO1 Lahr's wife told Terri, the wife of the assistant, about PO1 Lahr's recent DUI arrest which caused financial difficulties for their family. Terri promised to keep this a secret but told the assistant about it. The assistant must now decide whether to keep this a secret or take other action, considering his friendship with PO1 Lahr and where his loyalty should lie. The case study questions discuss the ethics of the situation and how the assistant's decision may change based on different circumstances.
CVN70 Case Study (INSURV Standards) CIT Leadership SeminarGlenn Mallo
- Two US Navy ships, the destroyer Stout and cruiser Chosin, recently failed their INSURV inspections and were deemed "unfit for sustained combat operations." The inspections uncovered widespread deficiencies, including inoperable weapons systems, corrosion, and failed lifesaving equipment.
- The poor results from the inspections of the two advanced Aegis-class ships indicated a broader problem in standards and maintenance across the surface fleet. Issues included a lack of preventative maintenance and oversight from leadership.
- Experts said responsibility lay with crews for not properly maintaining equipment, but also with leadership for not ensuring standards were met and problems
CVN70 Case Study (Decision Making) CIT Leadership SeminarGlenn Mallo
- A hospital has a limited kidney machine that can sustain the lives of 5 people. A committee must choose 2 of 5 candidates to use it.
- The candidates are: Alfred (42), a scientist; Bill (27), an auto mechanic; Cora (30) a homemaker with 5 kids; David (19), a student; and Edna (34), a career woman.
- A psychological evaluation provides more context: Alfred is brilliant but disturbed; Bill is devoted to his family but his career is limited; Cora is extremely religious but resigned to death; David is bright but risks his future; and Edna is self-contained and offered her spot to someone else.
TSC Great Lakes CIT Case Study (Do more with less - Wallenberg effect)Glenn Mallo
Raoul Wallenberg was a Swedish diplomat who saved tens of thousands of Hungarian Jews from the Holocaust during World War 2. In 1944, he established safe houses and issued fake passports designating people as Swedish citizens to protect them from deportation by Nazis. He boldly intervened directly by boarding trains to Auschwitz and redirecting death marches. Through courage and conviction, he inspired hope and helped many escape who never directly encountered him. Though facing immense danger, he refused to stand by as innocent people suffered. Wallenberg emerged as a symbol of compassionate leadership in confronting humanity's darkest evils.
1) The story describes an interaction between a ship's captain and executive officer regarding the uniforms of sailors on sentry duty. The captain wanted sailors to wear pea coats instead of foul weather jackets, but this order was misinterpreted down the chain of command.
2) Sailors complained that the "damn exec" was responsible for changes like wearing pea coats and polishing brightwork, showing a breakdown in leadership.
3) The captain overheard these complaints and called the officers together, telling a story from his experience to illustrate the importance of direct leadership instead of passing along orders while citing their originator.
Senior Chief Flowers reported to her new command after the evaluation period had ended, meaning she had no previous evaluation. The following year, she believed her performance exceeded her peers who had received high evaluations previously. However, at the evaluation boards, while ranked number 1 by her peers, her reporting senior only gave her the number 1 promotable rating, not the highest rating. Shocked, Senior Chief Flowers loudly complained about the evaluation to anyone who would listen.
Relevance of Midway (CVN70CMC corner 1Jun07)Glenn Mallo
The CMC Corner discusses the 65th anniversary of the Battle of Midway and its significance. It highlights how the battle showed the importance of teamwork and grit among sailors. It draws parallels between the sailors who fought in World War II and those serving today, honoring their courage. For the crew of the USS Carl Vinson, their mission to restore the ship echoes the efforts of sailors after the Battle of Midway who rapidly repaired carrier damage. The spirit of the sailors at Midway inspires the crew to adapt to current challenges and deliver results through confidence in their training.
By the Book CPO365 reference (Chapter18 BUPERSINST1610.10C) Performance Couns...Glenn Mallo
This document provides guidance on the Navy's performance evaluation system. It revises how physical fitness assessment results are documented and cancels the previous instruction. The enclosure provides an overview of performance counseling policies and procedures. Counseling is required at the midpoint and end of each evaluation period and involves discussing performance using the evaluation form as a worksheet. The objectives are to identify strengths and weaknesses, address problems, and set goals for improvement before the next evaluation. Suggestions are provided for preparing for and conducting counseling sessions.
This document provides a summary of the requirements for senior and master chief petty officers as outlined in NAVEDTRA 12048. It covers topics such as military requirements, training command manuals, distribution statements, and purchasing instructions for non-federal government personnel wanting a copy. The document was prepared in 1991 by QMCS(SW) Michael N. Scherck and provides guidance on the roles and responsibilities of more experienced petty officers.
Navy Chiefs Lead, Develop, Communicate, SupportGlenn Mallo
This document outlines the terminal learning objectives for Chief Petty Officers after completing indoctrination training. It details four core competencies: 1) leading sailors and enabling mission accomplishment, 2) developing enlisted and junior officers, 3) communicating Navy core values and information, and 4) supporting the chain of command and fellow Chiefs. For each competency, specific objectives are listed that the new Chief Petty Officer will be able to demonstrate after training, such as constructing training regimens, employing leadership tools, and explaining the role of work centers in accomplishing the Navy's mission.
This document provides an overview of training resources for Chief Petty Officer (CPO) leadership fundamentals. It lists several Navy publications that cover topics such as leadership styles, goal setting, counseling, performance evaluations, and problem solving. It also mentions responsibilities of division officers and leading chief petty officers. The document emphasizes that leadership training is an ongoing process throughout one's career in the Navy Leadership Continuum program. This program includes mandatory courses at various career milestones to develop skills in values, leadership responsibilities, and total quality leadership.
Rely on Everyday Words & other good stuff no more (Chapter 3 of superseded SE...Glenn Mallo
New Correspondence Manual revised in 2010 axed Chapter 3 "Naval Writing Standards" of the 1996 revision that called for "THE NEED TO IMPROVE" in Section A and listed practical techniques and tips for Organized, Natural, Compact, and Active Writing (Good stuff starting on page 99)
You have just checked into your new squadron as a division LPO. In your first week, you notice several issues that need to be addressed including cleanliness in the hangar, deficiencies from the last inspection not being corrected, and discrepancies in the FEP monitor report. You conduct a spot-check of aircraft maintenance and find flight critical equipment not properly installed. At a meeting, you overhear comments about Airman watchstanding. As your meeting with the CMC approaches, you prepare notes on the various issues you encountered in your first week.
This document provides an update from July 2013 for CMC on the themes of Always Ready, Mission Focused, Committed to Excellence, and Motivated to Succeed. It emphasizes maintaining readiness for worldwide missions, focusing on success through teamwork and proper equipment maintenance. It encourages striving for the highest standards of performance and training to excel in the Navy's missions. Upcoming squadron events are also listed.
This document provides a summary of upcoming events and training for HM-15 in May and June 2013. It discusses maintenance of aircraft and systems to ensure readiness for worldwide missions. It emphasizes commitment to excellence, motivation to succeed, and pride in service. It also lists specific dates for operations, inspections, boards, and ceremonies during the given time period.
Clear the Way. Move the Fleet. Save the Day. (Blackhawks CMC update 130324)Glenn Mallo
The document is a note from the skipper of the Blackhawks congratulating the crew on their hard work and progress. Over the past two weeks they completed 41 flight events and flew 114 hours, with one day of 41.5 hours flown. If they fly 140 hours next week between Norfolk and Bahrain they will achieve their quarterly flight hour goal of 778 hours for the first time since June 2012. The skipper notes the crew is qualifying pilots and crews at a fantastic rate while gaining valuable experience, and that the Blackhawks crew in Bahrain has 17 dedicated runners who go on long runs after hard work days.
This document provides an update from the skipper of the BLACKHAWKS squadron on their recent flying activities and accomplishments. It summarizes that they had a successful day of flying with four Blackhawk aircraft completing seven missions totaling 29.4 flight hours. It also recognizes four crew members for their hard work and dedication, as well as lists several other crew who received awards for their performance.
Any ship can be a mine layer.. Any ship can be a mine hunter - ONCEGlenn Mallo
The document summarizes how tugboats and barges can be disguised to carry naval mines under tarps and inside containers, ready to deploy. Wheels and rails on the deck indicate contact mines can be deployed, while trap doors inside the barge allow for more contact and bottom-moored influence mines. Ships of any type can effectively function as mine layers or hunters, as proven by damage done to the USS Tripoli by a floating contact mine during Desert Storm.
This document discusses the importance of mine countermeasures (MCM) and summarizes the capabilities and challenges of airborne mine countermeasures (AMCM). It notes that over 50 countries possess mine capabilities and mines are a low-cost but high-effect asymmetric weapon. The document outlines the AMCM capabilities of US Navy squadrons including mine hunting sonar and influence mine sweeping systems. It discusses trends in more lethal, deeper anchoring mines and challenges in countering improved stealth and remote control. The role of MH-53E helicopters in providing a rapid AMCM response worldwide is summarized.
The document provides a preliminary action report from the Commander of Task Force 77 regarding naval engagements in Leyte Gulf and off Samar Island on October 25, 1944. It summarizes the movements and actions of Japanese and Allied naval forces in the region, including submarine sightings of Japanese forces moving toward Leyte Gulf. It describes the Battle of Surigao Strait, in which US destroyers launched a torpedo attack on Japanese battleships and cruisers attempting to enter the gulf, resulting in explosions and the Japanese forces turning away under fire from US battleships and cruisers.
Winds of Change (History of MCPON Office)Glenn Mallo
The document provides a history of the Office of the Master Chief Petty Officer of the Navy from 1967 to 1992. It summarizes how the first MCPON, Delbert Black, was tasked with bridging the communication gap between sailors and Navy leadership. Over the next 25 years, the MCPON and successors developed leadership networks and tools to ensure sailors' voices were heard on issues like quality of life, career opportunities, and morale. They established a chain of communication from the deck plates to the highest levels of the Navy. This improved retention and made the Navy a more people-oriented organization.
This document summarizes two major Allied operations from World War II - Operation Watchtower, the first major US offensive in the Pacific which involved sending troops and ships to Guadalcanal, and Operation Torch, the first major Allied operation in North Africa which landed over 60,000 troops in Morocco and Algeria. It also discusses the 70th anniversary of these operations and quotes about the importance of expeditionary warfare and naval integration from the CNO, Admiral Harvey, and Lieutenant General Hejlik.
1) The story describes an interaction between a ship's captain and executive officer regarding the uniforms of sailors on sentry duty. The captain wanted sailors to wear pea coats instead of foul weather jackets, but this order was misinterpreted down the chain of command.
2) Sailors complained that the "damn exec" was responsible for changes like wearing pea coats and polishing brightwork, showing a breakdown in leadership.
3) The captain overheard these complaints and called the officers together, telling a story from his experience to illustrate the importance of direct leadership instead of passing along orders while citing their originator.
Senior Chief Flowers reported to her new command after the evaluation period had ended, meaning she had no previous evaluation. The following year, she believed her performance exceeded her peers who had received high evaluations previously. However, at the evaluation boards, while ranked number 1 by her peers, her reporting senior only gave her the number 1 promotable rating, not the highest rating. Shocked, Senior Chief Flowers loudly complained about the evaluation to anyone who would listen.
Relevance of Midway (CVN70CMC corner 1Jun07)Glenn Mallo
The CMC Corner discusses the 65th anniversary of the Battle of Midway and its significance. It highlights how the battle showed the importance of teamwork and grit among sailors. It draws parallels between the sailors who fought in World War II and those serving today, honoring their courage. For the crew of the USS Carl Vinson, their mission to restore the ship echoes the efforts of sailors after the Battle of Midway who rapidly repaired carrier damage. The spirit of the sailors at Midway inspires the crew to adapt to current challenges and deliver results through confidence in their training.
By the Book CPO365 reference (Chapter18 BUPERSINST1610.10C) Performance Couns...Glenn Mallo
This document provides guidance on the Navy's performance evaluation system. It revises how physical fitness assessment results are documented and cancels the previous instruction. The enclosure provides an overview of performance counseling policies and procedures. Counseling is required at the midpoint and end of each evaluation period and involves discussing performance using the evaluation form as a worksheet. The objectives are to identify strengths and weaknesses, address problems, and set goals for improvement before the next evaluation. Suggestions are provided for preparing for and conducting counseling sessions.
This document provides a summary of the requirements for senior and master chief petty officers as outlined in NAVEDTRA 12048. It covers topics such as military requirements, training command manuals, distribution statements, and purchasing instructions for non-federal government personnel wanting a copy. The document was prepared in 1991 by QMCS(SW) Michael N. Scherck and provides guidance on the roles and responsibilities of more experienced petty officers.
Navy Chiefs Lead, Develop, Communicate, SupportGlenn Mallo
This document outlines the terminal learning objectives for Chief Petty Officers after completing indoctrination training. It details four core competencies: 1) leading sailors and enabling mission accomplishment, 2) developing enlisted and junior officers, 3) communicating Navy core values and information, and 4) supporting the chain of command and fellow Chiefs. For each competency, specific objectives are listed that the new Chief Petty Officer will be able to demonstrate after training, such as constructing training regimens, employing leadership tools, and explaining the role of work centers in accomplishing the Navy's mission.
This document provides an overview of training resources for Chief Petty Officer (CPO) leadership fundamentals. It lists several Navy publications that cover topics such as leadership styles, goal setting, counseling, performance evaluations, and problem solving. It also mentions responsibilities of division officers and leading chief petty officers. The document emphasizes that leadership training is an ongoing process throughout one's career in the Navy Leadership Continuum program. This program includes mandatory courses at various career milestones to develop skills in values, leadership responsibilities, and total quality leadership.
Rely on Everyday Words & other good stuff no more (Chapter 3 of superseded SE...Glenn Mallo
New Correspondence Manual revised in 2010 axed Chapter 3 "Naval Writing Standards" of the 1996 revision that called for "THE NEED TO IMPROVE" in Section A and listed practical techniques and tips for Organized, Natural, Compact, and Active Writing (Good stuff starting on page 99)
You have just checked into your new squadron as a division LPO. In your first week, you notice several issues that need to be addressed including cleanliness in the hangar, deficiencies from the last inspection not being corrected, and discrepancies in the FEP monitor report. You conduct a spot-check of aircraft maintenance and find flight critical equipment not properly installed. At a meeting, you overhear comments about Airman watchstanding. As your meeting with the CMC approaches, you prepare notes on the various issues you encountered in your first week.
This document provides an update from July 2013 for CMC on the themes of Always Ready, Mission Focused, Committed to Excellence, and Motivated to Succeed. It emphasizes maintaining readiness for worldwide missions, focusing on success through teamwork and proper equipment maintenance. It encourages striving for the highest standards of performance and training to excel in the Navy's missions. Upcoming squadron events are also listed.
This document provides a summary of upcoming events and training for HM-15 in May and June 2013. It discusses maintenance of aircraft and systems to ensure readiness for worldwide missions. It emphasizes commitment to excellence, motivation to succeed, and pride in service. It also lists specific dates for operations, inspections, boards, and ceremonies during the given time period.
Clear the Way. Move the Fleet. Save the Day. (Blackhawks CMC update 130324)Glenn Mallo
The document is a note from the skipper of the Blackhawks congratulating the crew on their hard work and progress. Over the past two weeks they completed 41 flight events and flew 114 hours, with one day of 41.5 hours flown. If they fly 140 hours next week between Norfolk and Bahrain they will achieve their quarterly flight hour goal of 778 hours for the first time since June 2012. The skipper notes the crew is qualifying pilots and crews at a fantastic rate while gaining valuable experience, and that the Blackhawks crew in Bahrain has 17 dedicated runners who go on long runs after hard work days.
This document provides an update from the skipper of the BLACKHAWKS squadron on their recent flying activities and accomplishments. It summarizes that they had a successful day of flying with four Blackhawk aircraft completing seven missions totaling 29.4 flight hours. It also recognizes four crew members for their hard work and dedication, as well as lists several other crew who received awards for their performance.
Any ship can be a mine layer.. Any ship can be a mine hunter - ONCEGlenn Mallo
The document summarizes how tugboats and barges can be disguised to carry naval mines under tarps and inside containers, ready to deploy. Wheels and rails on the deck indicate contact mines can be deployed, while trap doors inside the barge allow for more contact and bottom-moored influence mines. Ships of any type can effectively function as mine layers or hunters, as proven by damage done to the USS Tripoli by a floating contact mine during Desert Storm.
This document discusses the importance of mine countermeasures (MCM) and summarizes the capabilities and challenges of airborne mine countermeasures (AMCM). It notes that over 50 countries possess mine capabilities and mines are a low-cost but high-effect asymmetric weapon. The document outlines the AMCM capabilities of US Navy squadrons including mine hunting sonar and influence mine sweeping systems. It discusses trends in more lethal, deeper anchoring mines and challenges in countering improved stealth and remote control. The role of MH-53E helicopters in providing a rapid AMCM response worldwide is summarized.
The document provides a preliminary action report from the Commander of Task Force 77 regarding naval engagements in Leyte Gulf and off Samar Island on October 25, 1944. It summarizes the movements and actions of Japanese and Allied naval forces in the region, including submarine sightings of Japanese forces moving toward Leyte Gulf. It describes the Battle of Surigao Strait, in which US destroyers launched a torpedo attack on Japanese battleships and cruisers attempting to enter the gulf, resulting in explosions and the Japanese forces turning away under fire from US battleships and cruisers.
Winds of Change (History of MCPON Office)Glenn Mallo
The document provides a history of the Office of the Master Chief Petty Officer of the Navy from 1967 to 1992. It summarizes how the first MCPON, Delbert Black, was tasked with bridging the communication gap between sailors and Navy leadership. Over the next 25 years, the MCPON and successors developed leadership networks and tools to ensure sailors' voices were heard on issues like quality of life, career opportunities, and morale. They established a chain of communication from the deck plates to the highest levels of the Navy. This improved retention and made the Navy a more people-oriented organization.
This document summarizes two major Allied operations from World War II - Operation Watchtower, the first major US offensive in the Pacific which involved sending troops and ships to Guadalcanal, and Operation Torch, the first major Allied operation in North Africa which landed over 60,000 troops in Morocco and Algeria. It also discusses the 70th anniversary of these operations and quotes about the importance of expeditionary warfare and naval integration from the CNO, Admiral Harvey, and Lieutenant General Hejlik.