This blog was started with a single post e-mailed to one officer in each squadron. It took off and amassed more than 20,000 views while it was active. Frustrated with always hearing, “this is how it’s always been,” this was an experiment to see if a ground-swell of support combined with open communication straight to the top of our leadership could effect change. For that reason, the headlines and some of the articles were intentionally demagogic and intentionally “click-baity.” It was supposed to be 50/50 bitching/solution. In retrospect, it was probably more like 50% bitching, 25% highlighting subversive problems, and 25% solution.
There were also several people that directly contributed to the content, and many that indirectly contributed. Additionally, there were several good debates and discussion in the comments. Thanks everyone for their time, passion, and contributions.
The blog has been inactive for a couple of years, but the most recent comments indicate that the content is still somewhat relevant – that still, 6 years later, nothing much has changed. It was born out of a desire to be impactful, and there’s going to be one final push to achieve that impact. Over the course of a week, there will be 6 new articles published that are about what I learned outside the Navy and how the VP community could benefit from those lessons. They are:
- Strategy: Why we need to be bad in order to be great
- Incentives are Important: Why our DUI prevention incentives don’t work but our mishap prevention incentives do
- Operations Management: The answer to “doing more with less”
- Talent Management: Allowing people to do what they enjoy and are good at leads to better outcomes for everyone
- A Strategy for Change: What are VP Navy’s unique strengths and how to leverage them
- Conclusion – The military is not a business: Why treating it like one can lead to failure
Each recommendation can be implemented entirely within VP Navy – we don’t have to change the entire Navy to change ourselves. Hope you enjoy the reads.