Wednesday, April 23, 2014

Notable Quotable - Center for Information Dominance Corry Station

Captain Cerovsky congratulates CID's newest Chief Petty Officers
“Our Center for Information Dominance (CID) instructors are the reason why CID continues to produce the world’s finest information dominance warriors,” Captain Susan K. Cerovsky (Commanding Officer) said. “When our graduates leave here, they are fully prepared to join the fleet and to perform their mission, thanks to the hard work by these first-rate instructors.” 

Tuesday, April 22, 2014

New Information Warfare Captain Selections

Congratulations to these new Captains:

Tyrone Ward 0001
Bryan Braswell 0002
Todd Gagnon 0003
Bill Kramer 0004
Vane Rhead 0005
Pete Giangrasso 0006
Boz Offord 0007
Sean Cooney 0008
Julia Slattery 0009
Mike Riggins 0010

Sunday, April 20, 2014

Christ is RISEN - Leadership Secrets of Jesus Christ - Happy Easter

1. Jesus was a problem solver.
2. Jesus believed in His product.
3. Jesus never misrepresented His product.
4. Jesus went where the people were.
5. Jesus took time to rest.
6. Jesus took time to plan.
7. Jesus knew He did not have to close every sale.
8. Jesus had something others needed.
9. Jesus was concerned about people’s finances.
10. Jesus was willing to go where He had never been.
11. Jesus never allowed what others said about Him to changes His opinion of Himself.
12. Jesus understood timing and preparation.
13. Jesus developed a passion for His goals.
14. Jesus respected authority.
15. Jesus never discriminated.
16. Jesus offered incentives.
17. Jesus overcame the stigma of a questionable past.
18. Jesus never wasted time answering critics.
19. Jesus knew there was a right time and a wrong time to approach people.
20. Jesus educated those He mentored.
21. Jesus refused to be discouraged when others misjudged His motives.
22. Jesus refused to be bitter when others were disloyal or betrayed Him.
23. Jesus networked with people of all backgrounds.
24. Jesus resisted temptation.
25. Jesus made decisions that created a desired future instead of a desired present.
26. Jesus never judged people by their outward appearance.
27. Jesus recognized the law of redemption.
28. Jesus was a tomorrow thinker.
29. Jesus knew that money alone could not bring contentment.
30. Jesus knew the power of words and the power of silence.
31. Jesus knew when you want something you have never had,
you have to do something you have never done.
32. Jesus permitted others to correct their mistakes.
33. Jesus knew His worth.
34. Jesus never tried to succeed alone.
35. Jesus knew that money is anywhere you really want it to be.
36. Jesus set specific goals.
37. Jesus knew that every great achievement requires a willingness to begin small.
38. Jesus hurt when others hurt.
39. Jesus was not afraid to show His feelings.
40. Jesus knew the power of habit.
41. Jesus finished what He started.
42. Jesus was knowledgeable of scripture.
43. Jesus never hurried.
44. Jesus went where he was celebrated instead of where He was tolerated.
45. Jesus constantly consulted His heavenly father.
46. Jesus knew that prayer generates results.
47. Jesus rose early.
48. Jesus never felt He had to prove Himself to anyone.
49. Jesus avoided unnecessary confrontations.
50. Jesus delegated.
51. Jesus carefully guarded His personal schedule.
52. Jesus asked questions to accurately determine the needs and desires of others.

From - The Leadership Secrets of Jesus by Mike Murdock; published by Honor Books, Tulsa OK; 1996

Saturday, April 19, 2014

Command excellence

"Be a yardstick of quality. Some people aren't used to an environment where excellence is expected."

Attributed to Steve Jobs and dozens of Navy Command Excellence proponents.

Friday, April 18, 2014


140418-N-IV546-034 WASHINGTON (April 18, 2014) Cryptologic Technician 1st Class Patricia H. Madigan receives a Navy-Marine Corps commendation medal from Vice Chief of Naval Operations Adm. Mark E. Ferguson III after winning the 2013 Navy Shore Sailor of the Year (SOY) competition at the Pentagon. The Navy Shore SOY program was established in 1972 to recognize Sailors who represent the best of the Navy by demonstrating both professional and personal dedication above and beyond their peers. This year's competition was among 5 first class petty officers representing shore commands across the entire fleet. (U.S. Navy photo by Mass Communication Specialist 1st Class Thomas L. Rosprim/ Released)

Thursday, April 17, 2014

This will change things

Next for 



Apr. 15, 2014 - 03:45AM   |  
The intelligence community is pushing toward a new, more comprehensive way of collecting, processing and using the data that underpins all of its operations: an experience built around immersion that fluidly helps connect the dots between entities that once functioned in silos. 
At the center of the movement is the National Geospatial Intelligence Agency, whose director, Letitia Long, says is at the center of transforming the way the government handles intelligence.
“By immersion I mean living, interacting and experimenting with the data in a multimedia, multisensory experience with GEOINT at its core,” Long said April 15 at the GEOINT conference in Tampa, Fla. “Immersion will break down the barriers between collectors, analysts, customers and decision-makers.”
At the center of the movement to the next generation of intelligence, Long said that getting to immersion means that NGA must complete a transformation from static provider of products to a resource for dynamic GEOINT content, analysis and services.
Long said that transition hinges on six pillars on which NGA will build its new-look intelligence operations: its multi-source content backbone Map of the World; analytic capabilities; next-generation collection; the globe; open-information technology; and research and technology.
“Ultimately the pillars bring to bear the power of GEOINT, to discover the unknown and deliver faster, more predictive insights to decision-makers,” she said.

Tuesday, April 15, 2014

Add Value

Practice adding value to Sailors.  As you move up in your Navy career, more and more of your responsibility lies in Sailor development.  Ask yourself, "What can I do to add value to my Sailors? What can I do to help them become better Sailors and better people?"  Remember to bring out the best in a Sailor, you have to visualize that Sailor at his/her best.  

Monday, April 14, 2014

Remembering the tragic shootdown of Deep Sea 129 and the loss of 31 Shipmates

Flight of Deep Sea 129

Beggar Shadow mission

At 07:00 local time (TOKYO) of Tuesday, 15 April 1969, an EC-121M of the U.S. Navy's Fleet Airborne Reconnaissance Squadron ONE (VQ-1) took off from Atsugi, on an intelligence-gathering reconnaissance mission.

The aircraft, Bureau number 135749, c/n 4316, bore the tail code "PR-21" and used the radio call sign Deep Sea 129. Aboard were 8 officers and 23 enlisted men under the command of LCDR James Overstreet. Nine of the crew, including one Marine were Naval Security Group cryptologic technicians (CTs) and linguists in Russian and Korean.

Deep Sea 129's assigned task was a routine nationally tasked BEGGAR SHADOW signal intelligence (SIGINT) collection mission. Its flight profile northwest over the Sea of Japan took it to an area offshore of Musu Point, where the EC-121M would turn northeast toward the Soviet Union and orbit along a 120-nautical-mile (222 km) long elliptical track. These missions, while nominally under the command of SEVENTH Fleet and CINCPAC, were actually controlled operationally by the Naval Security Group detachment at NSF Kamiseya, Japan, under the direction of the National Security Agency.

LCDR Overstreet's orders included a prohibition from approaching closer than 50 nautical miles (90 km) to the North Korean coast. VQ-1 had flown the route and orbit for two years, and the mission had been graded as being of "minimal risk." During the first three months of 1969 nearly 200 similar missions had been flown by both Navy and U.S. Air Force reconnaissance aircraft off North Korea's east coast without incident.

The mission was tracked by a series of security agencies within the Department of Defense that were pre-briefed on the mission, including land-based Air Force radars in Japan and South Korea. The USAF 6918th Security Squadron at Hakata Air Station, USAF 6988th Security Squadron at Yokota Air Base, and Detachment 1, 6922nd Security Wing at Osan Air Base monitored the North Korean reaction by intercepting its air defense search radar transmissions. The Army Security Agency communications interception station at Osan listened to North Korean air defense radio traffic, and the Naval Security Group at Kamiseya, which provided the seven of the nine CTs aboard Deep Sea 129, also intercepted Soviet Air Force search radars.

At 12:34 local time, roughly six hours into the mission, the Army Security Agency and radars in Korea detected the takeoff of two North Korean Air Force MiG-17s and tracked them, assuming that they were responding in some fashion to the mission of Deep Sea 129. In the meantime the EC-121 filed a scheduled activity report by radio on time at 13:00 and did not indicate anything out of the ordinary. 22 minutes later the radars lost the picture of the MiGs and did not reacquire it until 13:37, closing with Deep Sea 129 for a probable intercept.

The communications that this activity generated within the National Security network was monitored by the EC-121's parent unit, VQ-1, which at 13:44 sent Deep Sea 129 a "Condition 3" alert by radio, indicating it might be under attack. LCDR Overstreet acknowledged the warning and complied with procedures to abort the mission and return to base. At 13:47 the radar tracks of the MiGs merged with that of Deep Sea 129, which disappeared from the radar picture two minutes later.

At first none of the agencies were alarmed, since procedures also dictated that the EC-121 rapidly descend below radar coverage, and Overstreet had not transmitted that he was under attack. However when it did not reappear within ten minutes, VQ-1 requested a scramble of two Air Force Convair F-102A Delta Dart interceptors to provide combat air patrol for the EC-121.

By 14:20 the Army Security Agency post had become increasingly concerned. It first sent a FLASH message (a high priority intelligence message to be sent within six minutes) indicating that Deep Sea 129 had disappeared, and then at 14:44, an hour after the shoot-down, sent a CRITIC ("critical intelligence") message (the highest message priority, to be processed and sent within two minutes) to six addressees within the National Command Authority, including President Richard M. Nixon and National Security Advisor Henry Kissinger.

A search and rescue effort was immediately launched by VQ-1 using aircraft of both the U.S. Air Force and Navy. The first response was by an Air Force Lockheed HC-130 Hercules, with a Boeing KC-135A Stratotanker tanker in support and an escort of fighters, but the search effort rapidly expanded to a total of 26 aircraft. At short notice, two U.S. Navy destroyers, USS Henry W. Tucker and USS Dale, sailed from Sasebo, Japan, on the afternoon of April 15 toward the area of last contact (41°2800N 131°3500E / 41.4666667°N 131.5833333°E), a position approximately 90 nautical miles (167 km) off the North Korean port of Ch'┼Ćngjin.

The first debris sighting occurred at 09:30 the next morning, 16 April, by a Navy VP-40 P-3B Orion aircraft. Two destroyers of the Soviet Navy #429 Kotlin Class and #580 Kashin Class were directed to the scene by the Navy aircraft. The Air Force HC-130 SAR aircraft, that relieved the P-3B, dropped the Soviet ships URC-10 survival radios and eventually made voice contact in the afternoon as the Soviet craft were departing. Both Soviet ships indicated they had recovered debris from the aircraft but had not found any indication of survivors. That evening Tucker arrived in the area and after midnight recovered part of the aircraft perforated with shrapnel damage.

At approximately noon of 17 April Tucker recovered the first of two crewmen's bodies, then rendezvoused with the Soviet destroyer Vdokhnovenny (D-429) and sent over her whaleboat. The Soviets turned over all of the debris they had collected. The bodies of Lt.j.g. Joseph R. Ribar and AT1 Richard E. Sweeney were taken to Japan but those of the other 29 crewmen were not recovered.

North Korea publicly announced that it had shot down the plane, claiming it had violated its territorial airspace. The U.S. government acknowledged that it was conducting a search for a missing aircraft but stated that it had explicit orders to remain at least 50 nautical miles (93 km) offshore. Of note, April 15 was the 57th birthday of the North Korean dictator Kim Il-Sung.


Those lost include:

Lcdr. James H. Overstreet,
Lt. John N. Dzema,
Lt. Dennis B. Gleason,
Lt. Peter P. Perrottey,
Lt. John H. Singer,
Lt. Robert F. Taylor,
Ltjg. Joseph R. Ribar,
Ltjg. Robert J. Sykora,
Ltjg. Norman E. Wilkerson,
ADRC Marshall H. McNamara,
CTC Frederick A. Randall,
CTC Richard E. Smith,
AT1 Richard E. Sweeney,
AT1 James Leroy Roach,
CT1 John H. Potts,
ADR1 Ballard F. Conners,
AT1 Stephen C. Chartier,
AT1 Bernie J. Colgin,
ADR2 Louis F. Balderman,
ATR2 Dennis J. Horrigan,
ATN2 Richard H. Kincaid,
ATR2 Timothy H. McNeil,
CT2 Stephen J. Tesmer,
ATN3 David M. Willis,
CT3 Philip D. Sundby,
AMS3 Richard T. Prindle,
CT3 John A. Miller,
AE3 LaVerne A. Greiner,
ATN3 Gene K. Graham,
CT3 Gary R. DuCharme,
SSGT Hugh M. Lynch,(US Marine Corps).

Sunday, April 13, 2014

Information Warfare Officer Captain Selection Board - Community Values and Career Progression

Rear Admiral Tim White and Captain Don Elam sat the O6 selection board representing the Information Warfare Officer community.  Looking at the board tracker, it appears we are just a day or two behind last year's release.  Here is a snapshot of the Community Values and Career Progression for our community.  Best of luck to all of those "above", "in" and "below" the zone.

Friday, April 11, 2014

From my mentor and author VADM Dave Oliver
A good leader does not routinely operate at anywhere near his physical or emotional capacity.  The good leader is always pacing his efforts  so that he has enough reserve to sustain his concentration as long as necessary when unexpected events require.

A person operating near 100 percent capacity is a person operating at the edge of his envelope of reliability.  He will not have the ability to take a bullet - of any caliber.

VADM Dave Oliver, Jr., USN
"LEAD ON! - A Practical Approach to Leadership.

Thursday, April 10, 2014

It's not rocket science...or is it?

Just some amazing art from Hugh MacLeod at

Systems thinking has taken me down a certain path.  As I venture further and further along this path, I find myself wondering if some of our COs just make a conscious effort not to have their command excel.  I am really beginning to believe that some of them just have no interest in excellence whatsoever.  Good leadership is easy and great leadership sure isn't hard. It's that one "extra" thing that an extraordinary CO does that an ordinary CO doesn't. Looking at a command as a system that is part of a larger system of systems (say at TF as part of a numbered Fleet), it becomes apparent to the most casual observer that a command just can't get to the next level without a great CO. 

Great COs don't miss the opportunity to recognize the excellence that surrounds them. That excellence resides in your Sailors.  It is the CO's responsibility to recognize that excellence and make it known to the rest of the system. Shame on the CO/command that does not believe that one of its 200+ Sailors is not worthy of recognition as being among the best of the Cryptologic community and deserving of the NCVA Award for Cryptologic Support Excellence.

Great leadership is not rocket science...or is it?
Thank you Hugh MacLeod and Laura Viberti for the great artwork from  !!

Wednesday, April 9, 2014

From a respected author - for my Shipmates who are stretched to the breaking point

You can pre-order his book now and once you read it, you'll find yourself taking things off your "to do" list before the ink makes it to the paper.  Making time to read it will make time for you after you read it.  Do yourself a favor and order Greg's book HERE.  You can send me a "Thank you" card later, if it makes it to your "to do" list.

Monday, April 7, 2014

Thank you United States Navy for 30 awesome years, for countless great experiences and for some lifelong friendships

I can be properly called a correspondence fanatic with lunatic leanings.  I am a huge believer in "Thank you" notes and was happy to read this in The New York Times:
"While researchers leave open the matter of which format is best for rendering thanks for small favors, courtesies, presents or a tuna casserole supper, there is a growing sense that the old, reliable handwritten note is making a comeback — and not just as a prop on “Tonight.”"
Jimmy Fallon is bringing back the "Thank you" note in a bit of a whimsical way.  You can read the full piece HERE.

I am mostly pleased with the career I had in the Navy but I can see the "thank you's" to the Navy leaning more this way:

Thank you Navy for:

  • Keeping me from my family for half my career.
  • Teaching me how to smoke.
  • Introducing me to alternate lifestyles.
  • Killing my knees, elbows and back.
  • Introducing me to my lifelong friend - alcohol.
  • Allowing me to enjoy my three weddings.
  • Ensuring my kids remain strangers.
I'm sure you have your own funny twist on this.  Feel free to say "thank you" to the Navy in comments (seriously or tongue in cheek).

Sunday, April 6, 2014

How I feel sometimes

"I regret that my poor choice of words caused some people
to understand what I was saying."
With credit to the artist CHRISTOPHER WEYANT from The New Yorker Magazine. I owe him $10.00 for this. More of his great work HERE.