Such as?There are a lot of assumptions in this statement.
(BTW, this is brought up for discussion only - not as a reference to the OP's incident.)
Such as?There are a lot of assumptions in this statement.
(BTW, this is brought up for discussion only - not as a reference to the OP's incident.)
That good judgement is nice on paper, but if/when something else happens, and it comes out that there was a minor infraction that you kept at the DIVO level, stand by for an ass-chewing by your DH and/or XO, CO. You're right, but revisionist history makes you an accessory after the fact no matter HOW innocuous the infraction. Therefore, we aren't given any sort of judiciary discretion in how to handle our guys screwing up. Unless we want to take a stand and, in essence, gamble with our own careers. Not the way I like it, but the way it is.
1. A good CO/CMC team,Such as?
So you're saying that you're unwilling to risk an ass chewing from your CO to look after your sailors best interest? You wouldn't "take a stand and, in essence, gamble with your own career" for your sailors?
What exactly is it that you do in your division? Sign papers and serve as a repetitive conduit to your CO so that he can handle everything?
I'm not suggesting that you hide serious misconduct from senior leadership. Just that you handle what you can at your level. Like I said before, it is part of your job to figure out what to handle and what to pass on.
If you genuinely have a CO that wants to handle every minor issue at his level, then you have bigger problems.
That problem won't fix itself.
So to answer your first question and assumption: no I'm not a spineless conduit and paper-signer for the front office. What I'm saying is that there are things in today's Navy that can and can't be kept at the divisional level. Arrest of ANY kind (for good reason or bad) is NOT ONE OF THEM. I don't care if you are arrested for jaywalking. If "arrested" is involved, I KNOW my CO would want to know. I don't know how other squadrons are, but that isn't a grey area for me.
Do I think that as JOs, we have the ability to contain such behavior at our level and handle it? Yeah. But that just isn't the way it is now. Sometimes you just can't win. You may inform the CoC for one thing and get a "ok, whatever" response. But the second you don't, murphy shows his face and down the line you get a "Wait, so Airman X got detained for public urination 2 months ago and I wasn't informed?!"
As it is, I've seen plenty of things that DHs catch wind of, who don't need to be privy to, and demand documentation. And those are for things MUCH more innocuous than an arrest.
If you think that's wrong, and I somehow need to change the "system" by being the catalyst and sacrificing my career at the altar of Naval justice, well... I don't have that good of a career to sacrifice anyway. That's like telling a CO he should write factual FITREPs instead of the horrible standard that is Naval FITREPs. One command can do it (or one person) but it isn't going to change anything, and all it will do is screw one person (or one command) in the long run.
My statement was prescriptive, not descriptive.
Do I think that as JOs, we have the ability to contain such behavior at our level and handle it? Yeah. But that just isn't the way it is now. Sometimes you just can't win. You may inform the CoC for one thing and get a "ok, whatever" response. But the second you don't, murphy shows his face and down the line you get a "Wait, so Airman X got detained for public urination 2 months ago and I wasn't informed?!"
Alright, Debby Downer. Is it OK if I dispense a little experience and leadership advice here for some junior folks based on what I've seen work in the fleet without someone flailing their arms and screaming "But...but.. but... it wasn't like that in my command!"Got it, but we live in a "descriptive" world.
Alright, Debby Downer. Is it OK if I dispense a little experience and leadership advice here for some junior folks based on what I've seen work in the fleet without someone flailing their arms and screaming "But...but.. but... it wasn't like that in my command!"
If we don't teach ourselves and those we're leading how to run an organization well, then we'll always be stuck looking at the world through your lens of mediocrity.