REMARKS BY SENATOR JOHN McCAIN AT THE TAILHOOK SYMPOSIUM HONORING THE
CENTENNIAL OF NAVAL AVIATION
September 10, 2011
"Thank you for that very kind introduction. There are many people here
tonight who rank among the true heroes of Naval Aviation, including George
Walsh, Tom Hudner and Admiral Tom Heyward. I thank you for your service to
our country and your leadership in this wonderful profession we all cherish.
"On behalf of all the McCains who have served in Naval Aviation - from my
grandfather who earned his wings as a Captain in 1936; my oldest son, Doug,
who earned his wings in 1985; to my son, Ltjg Jack McCain, who earned his
wings this past January - I thank you for the very generous recognition you
have given my family. It has been a privilege for all of us to serve and to
have played a small part in the first 100 years of Naval Aviation history.
"Ever since reporting to Pensacola more than 50 years ago, I have had the
pleasure of being involved with Naval Aviation in some capacity. I
acknowledge that my early involvement was at times 'eventful' - and that my
mishap record certainly contributed to the national debt. I doubt that I
would last very long in today's Navy.
"One of the benefits of living as long as I have, is that you get to see a
lot of history in the making. And if you are paying attention, you can
learn the lessons of what we did right, and what we did wrong. Both should
be carefully studied. At the very least, we should make it our goal to
repeat what worked well - and to avoid what didn't.
"Tonight I would like to talk briefly about what I believe to be the key
factor in the success of Naval Aviation over the past century. It is one of
the things we did right. It has to do with leadership.
"Although we just celebrated the 69th anniversary of the Battle of Midway, I
want to return to that battle to make a fundamental point. At Midway,
barely six months after the attack on Pearl Harbor, we faced an enemy
supremely confident in their ability - not just to defeat, but to annihilate
- the battered remnants of Halsey's Pacific Fleet. We were overwhelmingly
outnumbered and outgunned. The Japanese brought 8 carriers, we had barely
three; they had 11 battleships, we had none. And the Japanese had the best
fighter aircraft in the Pacific - the Mitsubishi Zero - that easily
dominated the slower, less agile TBDs, SBDs, F4Fs, and Marine F2As.
"Making matters worse, our forces were plagued by faulty equipment. The
Mk-13 torpedo was notoriously unreliable. In fact, not a single torpedo
dropped at Midway by Torpedo 3, Torpedo 6 or Torpedo 8 even detonated. And
the new electrical arming system on the SBD's had the annoying habit of
randomly releasing the bomb when the Master Arm switch was selected.
"But in the end, the battle turned not on numbers or equipment - but rather
on the actions - and the leadership - of some truly extraordinary men. What
they did at Midway has become the stuff of legend.
"Men like LCDR John Waldron, skipper of Torpedo 8, who led his 15 TBD
Devastators against one of the enemy carriers at wave-top height and barely
100 knots, while trying to fend off the far more capable - and deadlier -
Zeros. With no fighter cover of his own, Waldron's fate was sealed. His
last transmission to his squadron-mates was simple: 'We will go in. We won't
turn back. We will attack. Good luck.'
"And men like Marine Major 'Joe' Henderson, who led his mixed squadron of
F-4Fs and F-2As against the carrier Hiryu. Struck by anti-aircraft fire,
his aircraft in flames, Henderson pressed the attack - on what would be his
last flight.
"And LCDR Wade McClusky, who, despite being dangerously low on fuel, kept
searching for the Japanese carriers until he found them, and whose
extraordinary leadership - according to Admiral Nimitz - 'decided the fate
of our carrier task force and our forces at Midway.'
"My friends, the Battle of Midway was won not by superior equipment, and
certainly not because we outnumbered the Japanese. We won because of the
stout hearts and uncommon leadership that for one hundred years has been the
hallmark of Naval Aviation.
"My grandfather, who commanded a carrier task force in the Pacific during
WWII, lived large and was always larger than life to me. He rolled his own
cigarettes, smoked constantly, swore and drank more than he should have. He
was known as one of the Navy's best cussers, probably not the sort of
recognition one would want today. 'Slew' was his call sign. James Michener
described him in Tales of the South Pacific as 'an ugly old aviator' but he
was more than that, especially to his men. He was revered for his
gregarious, salty attitude, and for his keen interest in his sailors and
their thoughts on just about any subject. He made it a point to talk with
pilots after they returned from a strike, asking them, 'Do you think we're
doing the right thing?' Here was a 3-star admiral, taking time during the
course of war to receive honest feedback from men under his command. My
grandfather knew that if you ever stopped learning, especially from your
men, then you also stopped leading. And he knew how to lead.
"TODAY, WE HEAR A LOT ABOUT 'MANAGEMENT' AND NOT ENOUGH ABOUT LEADERSHIP.
THAT WORRIES ME. ONE THING OF WHICH I AM CERTAIN - THERE IS A GREAT
DIFFERENCE BETWEEN MANAGERS AND LEADERS. GOOD MANAGERS ARE PLENTIFUL - IN
FACT, OUR NATION GRADUATES OVER 150,000 MBAS EVER YEAR. BUT TRUE LEADERS
ARE RARE. AND BELIEVE ME, THERE IS A DIFFERENCE
--LEADERS INSPIRE PEOPLE; MANAGERS, WELL, THEY "MANAGE" PEOPLE AND ASSETS.
--LEADERS THINK ABOUT PROTECTING AND PROMOTING THEIR PEOPLE; MANAGERS THINK
ABOUT PROTECTING THEIR OWN CAREERS.
--LEADERS TAKE CHARGE AND ACCEPT RESPONSIBILITY; MANAGERS OFTEN PASS THE
BUCK TO HIGHER AUTHORITY FOR FEAR OF MAKING A WRONG DECISION.
--LEADERS TAKE RISKS WHEN NECESSARY; MANAGERS ARE TAUGHT TO AVOID RISKS
WHENEVER POSSIBLE.
"RONALD REAGAN WAS A LEADER - JIMMY CARTER WAS A MANAGER. HALSEY, NIMITZ,
AND SPRUANCE WERE LEADERS. HENDERSON, MCCLUSKY, AND WALDRON WERE LEADERS.
IF ANY ONE OF THEM HAD OPTED FOR CAUTION RATHER THAN COURAGE WHEN THEIR
MOMENT OF TESTING CAME, THE OUTCOME AT MIDWAY WOULD HAVE BEEN RADICALLY
DIFFERENT.
"MY FATHER - WHO WAS NOT AN AVIATOR BUT KNEW SOMETHING ABOUT LEADERSHIP -
USED TO SAY THAT TECHNICAL EXPERTS ARE A 'DIME A DOZEN'. YOU CAN ALWAYS
FIND A MAN WHO CAN TELL YOU HOW MANY FOOT-POUNDS OF FORCE ARE IN A PISTON,
OR WHAT THE AERODYNAMIC EFFECTS ON A PLANE WILL BE AT A CERTAIN AIRSPEED AND ALTITUDE. BUT, HE SAID, 'THE BUSINESS OF LEADERSHIP IS ANOTHER MATTER
ENTIRELY. IT'S ONE OF THE MOST DIFFICULT SUBJECTS THERE IS - TO INSPIRE IN
PEOPLE SUBORDINATE TO YOU, THE DESIRE TO DO A BETTER JOB.' THAT IS WHERE
TRUE LEADERSHIP TRUMPS MANAGEMENT - IN THE ART OF INSPIRING OTHERS TO
PERFORM FAR BEYOND THEIR SELF-IMPOSED LIMITS.
"In recent years, I have often wondered if we have forgotten some of the
more salient lessons of history, particularly as they apply to the
development and selection of our military leaders. Have we allowed
ourselves to be knocked off course to the point that we strive now to
produce the 'ideal manager' rather than the next generation of true leaders?
Have we focused too much on the strategy and tactics of the battle - and not
enough on the leadership skills of those who really decided the outcome, not
just at Midway, but at countless other critical battles throughout the past
century?
"I am at heart, and always will be, a Naval Aviator. It was my first
profession and will always be my favorite. And just in case there is
someone here tonight who does not understand why I place so much emphasis on
leadership over management, let me be clear. The very nature of our
profession demands it. No manager, however competent, will ever be able to
inspire people to endure the hardships and make the sacrifices that we all
know must come with Naval Aviation. Enduring those hardships and making
those sacrifices is the price we pay for the privilege of defending our
great nation.
"So as we celebrate the centennial of Naval Aviation and begin to
contemplate the next 100 years, I encourage all of you to look back on those
who led us through our first century. I urge you to study their lives and
their leadership styles. Then strive to be like them. Learn to inspire the
men and women who work for you. Learn to lift them up, to give them
meaningful responsibility, to allow them room to grow, and yes, even to make
mistakes. Be slow to judge, and remember that many of our most gifted
leaders would never have survived in a 'one strike' or 'zero defect'
environment. If instead, your style is to be quick to criticize, slow to
praise, and you are unwilling to forgive, I urge you to seek a different
profession. And if you have not yet learned the power of redemption, I
encourage you to read the biographies of Nimitz, Halsey, Boyington,
Henderson, McClusky, and Waldron - just to name a few.
"Now as I look around the audience - at some of the younger faces - I see
another reason why I love Naval Aviation. I can imagine myself, 50 years
ago, sitting in this audience, with a wide grin on my face, because I knew I
was very lucky to be in this position. I envy you, with your ability to do
the same things I did, only better. I can't turn back the clock, but I can
live a little vicariously through you. Make us proud. Make us better. Our
future belongs to you now. Make the next 100 years of Naval Aviation
something old 'Slew' and John Waldron and Wade McClusky would be proud of.
"Thank you and God Bless."
CENTENNIAL OF NAVAL AVIATION
September 10, 2011
"Thank you for that very kind introduction. There are many people here
tonight who rank among the true heroes of Naval Aviation, including George
Walsh, Tom Hudner and Admiral Tom Heyward. I thank you for your service to
our country and your leadership in this wonderful profession we all cherish.
"On behalf of all the McCains who have served in Naval Aviation - from my
grandfather who earned his wings as a Captain in 1936; my oldest son, Doug,
who earned his wings in 1985; to my son, Ltjg Jack McCain, who earned his
wings this past January - I thank you for the very generous recognition you
have given my family. It has been a privilege for all of us to serve and to
have played a small part in the first 100 years of Naval Aviation history.
"Ever since reporting to Pensacola more than 50 years ago, I have had the
pleasure of being involved with Naval Aviation in some capacity. I
acknowledge that my early involvement was at times 'eventful' - and that my
mishap record certainly contributed to the national debt. I doubt that I
would last very long in today's Navy.
"One of the benefits of living as long as I have, is that you get to see a
lot of history in the making. And if you are paying attention, you can
learn the lessons of what we did right, and what we did wrong. Both should
be carefully studied. At the very least, we should make it our goal to
repeat what worked well - and to avoid what didn't.
"Tonight I would like to talk briefly about what I believe to be the key
factor in the success of Naval Aviation over the past century. It is one of
the things we did right. It has to do with leadership.
"Although we just celebrated the 69th anniversary of the Battle of Midway, I
want to return to that battle to make a fundamental point. At Midway,
barely six months after the attack on Pearl Harbor, we faced an enemy
supremely confident in their ability - not just to defeat, but to annihilate
- the battered remnants of Halsey's Pacific Fleet. We were overwhelmingly
outnumbered and outgunned. The Japanese brought 8 carriers, we had barely
three; they had 11 battleships, we had none. And the Japanese had the best
fighter aircraft in the Pacific - the Mitsubishi Zero - that easily
dominated the slower, less agile TBDs, SBDs, F4Fs, and Marine F2As.
"Making matters worse, our forces were plagued by faulty equipment. The
Mk-13 torpedo was notoriously unreliable. In fact, not a single torpedo
dropped at Midway by Torpedo 3, Torpedo 6 or Torpedo 8 even detonated. And
the new electrical arming system on the SBD's had the annoying habit of
randomly releasing the bomb when the Master Arm switch was selected.
"But in the end, the battle turned not on numbers or equipment - but rather
on the actions - and the leadership - of some truly extraordinary men. What
they did at Midway has become the stuff of legend.
"Men like LCDR John Waldron, skipper of Torpedo 8, who led his 15 TBD
Devastators against one of the enemy carriers at wave-top height and barely
100 knots, while trying to fend off the far more capable - and deadlier -
Zeros. With no fighter cover of his own, Waldron's fate was sealed. His
last transmission to his squadron-mates was simple: 'We will go in. We won't
turn back. We will attack. Good luck.'
"And men like Marine Major 'Joe' Henderson, who led his mixed squadron of
F-4Fs and F-2As against the carrier Hiryu. Struck by anti-aircraft fire,
his aircraft in flames, Henderson pressed the attack - on what would be his
last flight.
"And LCDR Wade McClusky, who, despite being dangerously low on fuel, kept
searching for the Japanese carriers until he found them, and whose
extraordinary leadership - according to Admiral Nimitz - 'decided the fate
of our carrier task force and our forces at Midway.'
"My friends, the Battle of Midway was won not by superior equipment, and
certainly not because we outnumbered the Japanese. We won because of the
stout hearts and uncommon leadership that for one hundred years has been the
hallmark of Naval Aviation.
"My grandfather, who commanded a carrier task force in the Pacific during
WWII, lived large and was always larger than life to me. He rolled his own
cigarettes, smoked constantly, swore and drank more than he should have. He
was known as one of the Navy's best cussers, probably not the sort of
recognition one would want today. 'Slew' was his call sign. James Michener
described him in Tales of the South Pacific as 'an ugly old aviator' but he
was more than that, especially to his men. He was revered for his
gregarious, salty attitude, and for his keen interest in his sailors and
their thoughts on just about any subject. He made it a point to talk with
pilots after they returned from a strike, asking them, 'Do you think we're
doing the right thing?' Here was a 3-star admiral, taking time during the
course of war to receive honest feedback from men under his command. My
grandfather knew that if you ever stopped learning, especially from your
men, then you also stopped leading. And he knew how to lead.
"TODAY, WE HEAR A LOT ABOUT 'MANAGEMENT' AND NOT ENOUGH ABOUT LEADERSHIP.
THAT WORRIES ME. ONE THING OF WHICH I AM CERTAIN - THERE IS A GREAT
DIFFERENCE BETWEEN MANAGERS AND LEADERS. GOOD MANAGERS ARE PLENTIFUL - IN
FACT, OUR NATION GRADUATES OVER 150,000 MBAS EVER YEAR. BUT TRUE LEADERS
ARE RARE. AND BELIEVE ME, THERE IS A DIFFERENCE
--LEADERS INSPIRE PEOPLE; MANAGERS, WELL, THEY "MANAGE" PEOPLE AND ASSETS.
--LEADERS THINK ABOUT PROTECTING AND PROMOTING THEIR PEOPLE; MANAGERS THINK
ABOUT PROTECTING THEIR OWN CAREERS.
--LEADERS TAKE CHARGE AND ACCEPT RESPONSIBILITY; MANAGERS OFTEN PASS THE
BUCK TO HIGHER AUTHORITY FOR FEAR OF MAKING A WRONG DECISION.
--LEADERS TAKE RISKS WHEN NECESSARY; MANAGERS ARE TAUGHT TO AVOID RISKS
WHENEVER POSSIBLE.
"RONALD REAGAN WAS A LEADER - JIMMY CARTER WAS A MANAGER. HALSEY, NIMITZ,
AND SPRUANCE WERE LEADERS. HENDERSON, MCCLUSKY, AND WALDRON WERE LEADERS.
IF ANY ONE OF THEM HAD OPTED FOR CAUTION RATHER THAN COURAGE WHEN THEIR
MOMENT OF TESTING CAME, THE OUTCOME AT MIDWAY WOULD HAVE BEEN RADICALLY
DIFFERENT.
"MY FATHER - WHO WAS NOT AN AVIATOR BUT KNEW SOMETHING ABOUT LEADERSHIP -
USED TO SAY THAT TECHNICAL EXPERTS ARE A 'DIME A DOZEN'. YOU CAN ALWAYS
FIND A MAN WHO CAN TELL YOU HOW MANY FOOT-POUNDS OF FORCE ARE IN A PISTON,
OR WHAT THE AERODYNAMIC EFFECTS ON A PLANE WILL BE AT A CERTAIN AIRSPEED AND ALTITUDE. BUT, HE SAID, 'THE BUSINESS OF LEADERSHIP IS ANOTHER MATTER
ENTIRELY. IT'S ONE OF THE MOST DIFFICULT SUBJECTS THERE IS - TO INSPIRE IN
PEOPLE SUBORDINATE TO YOU, THE DESIRE TO DO A BETTER JOB.' THAT IS WHERE
TRUE LEADERSHIP TRUMPS MANAGEMENT - IN THE ART OF INSPIRING OTHERS TO
PERFORM FAR BEYOND THEIR SELF-IMPOSED LIMITS.
"In recent years, I have often wondered if we have forgotten some of the
more salient lessons of history, particularly as they apply to the
development and selection of our military leaders. Have we allowed
ourselves to be knocked off course to the point that we strive now to
produce the 'ideal manager' rather than the next generation of true leaders?
Have we focused too much on the strategy and tactics of the battle - and not
enough on the leadership skills of those who really decided the outcome, not
just at Midway, but at countless other critical battles throughout the past
century?
"I am at heart, and always will be, a Naval Aviator. It was my first
profession and will always be my favorite. And just in case there is
someone here tonight who does not understand why I place so much emphasis on
leadership over management, let me be clear. The very nature of our
profession demands it. No manager, however competent, will ever be able to
inspire people to endure the hardships and make the sacrifices that we all
know must come with Naval Aviation. Enduring those hardships and making
those sacrifices is the price we pay for the privilege of defending our
great nation.
"So as we celebrate the centennial of Naval Aviation and begin to
contemplate the next 100 years, I encourage all of you to look back on those
who led us through our first century. I urge you to study their lives and
their leadership styles. Then strive to be like them. Learn to inspire the
men and women who work for you. Learn to lift them up, to give them
meaningful responsibility, to allow them room to grow, and yes, even to make
mistakes. Be slow to judge, and remember that many of our most gifted
leaders would never have survived in a 'one strike' or 'zero defect'
environment. If instead, your style is to be quick to criticize, slow to
praise, and you are unwilling to forgive, I urge you to seek a different
profession. And if you have not yet learned the power of redemption, I
encourage you to read the biographies of Nimitz, Halsey, Boyington,
Henderson, McClusky, and Waldron - just to name a few.
"Now as I look around the audience - at some of the younger faces - I see
another reason why I love Naval Aviation. I can imagine myself, 50 years
ago, sitting in this audience, with a wide grin on my face, because I knew I
was very lucky to be in this position. I envy you, with your ability to do
the same things I did, only better. I can't turn back the clock, but I can
live a little vicariously through you. Make us proud. Make us better. Our
future belongs to you now. Make the next 100 years of Naval Aviation
something old 'Slew' and John Waldron and Wade McClusky would be proud of.
"Thank you and God Bless."
