1. Building a Resilient Command

2. Objectives
IDENTIFY the four core attributes of professional identity in the Navy
DESCRIBE how to build a resilient command
APPLY the Navy’s four core attributes of professional identity to building a resilient command
EXPLAIN tactics that build a culture of trust in the command
COMPARE the relationships between the Navy’s four core attributes and a culture of trust
Facilitator Note: Provide the opportunity for the students to read the objectives.

3. Profession of Arms PROFESSION BUREAUCRACY VS.
Expert Technical & Tactical Knowledge
Self-Directed
Self-Governing
Exercises Autonomy
Facilitator Note: Animation included
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Click 1: arrows and bullet 1
click 2: bullet 2
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The expert application of technical and tactical knowledge.
A self-directed and self-governing culture where trust is exchanged between members of the profession.
A group that exercises autonomy (operates on its own) based on trust.
A group that shows discretion and judgement (self-policing).
A group whose behavior is based on shared values.
The warfighting part of our Navy.
Shows Discretion
and Judgement
Shared Values
The warfighting part of our Navy.

4. Core Attributes of Professional Identity
INTEGRITY
INITIATIVE
ACCOUNTABILITY
Professional
Identity
Facilitator Note: Animation included
Refer to student Handout -1. Use this opportunity to check their understanding.
Click to reveal.
click 1 INTEGRITY
click 2 ACCOUNTABILITY
click 3 INITIATIVE
click 4 TOUGHNESS
Transition to the activity (Leader/Sailor Qualities and Attributes)
INTEGRITY: Our behaviors as individuals and as an organization align with our values as a profession. We actively strengthen each other’s resolve to act consistently with our values. As individuals, as teams, and as a Navy, our conduct must always be upright and honorable both in public and when nobody’s looking.
ACCOUNTABILITY: We are a mission-focused force. We achieve and maintain high standards. Our actions support our strategy. We clearly define the problem we’re trying to solve and the proposed outcomes. In execution, we honestly assess our progress and adjust as required – we are own toughest critic.
INITIATIVE: On our own, everybody strives to be the best they can be – we give 100% when on the job. Our leaders take ownership and act to the limit of their authorities. We foster a questioning attitude and look at new ideas with an open mind. Our most junior teammate may have the best idea; we must be open to capturing that idea.
TOUGHNESS: We can take a hit and keep going, tapping all sources of strength and resilience: rigorous training for operations and combat, the fighting spirit of our people, and the steadfast support of our families.
TOUGHNESS

5. NLEC CMC Responses LEADER SAILOR QUALITY ATTRIBUTE QUALITY ATTRIBUTE
Open
Integrity
Approachable
Consistent
Honest
Accountability
Competent
Initiative
Trusting
Feedback
Toughness
QUALITY
ATTRIBUTE
Reliable
Integrity
Consistent
Well-intentioned
Capable
Accountability
Competent
Initiative
Takes initiative
Adapts well to change
Toughness
Facilitator Note: Animation included
Click to display each column.

6. Defining Culture of Trust
An environment reliant on Trust and Confidence, based on a clear understanding enhanced by our actions, which must reflect our core values of Honor, Courage, and Commitment.
Facilitator Note: Animation included
Click to reveal CNO definition. (shortened on the ppt.)
A Culture of Trust is an environment required for the Navy to engage in decentralized operations guided by the Commander’s intent. Reliant on the Trust and confidence that is based on a clear understanding, among peers, and between commanders and subordinates of the risk that can be tolerated.
This trust and confidence is enhanced by our actions which must reflect our core values of Honor, Courage, and Commitment. The four core attributes of our professional identity will help to serve as guiding criteria for decisions and actions.

7. Character vs. Competence
TRUST
CHARACTER
Facilitator Note: Animation included
Click to animate arrow COMPETENCE
Click to animate arrow CHARACTER
Click to animate arrow TRUST
COMPETENCE

8. Integrity and Accountability
NLEC CMC Responses
Culture of Trust
Integrity and Accountability
BUILD
Approachability
Open-mindedness
Dignity and respect
Consistency
Leader Development
ASSESS
Qualifications
Inspections
Assessments
Command Climate
Deckplate interactions and conversations
Conduct
Facilitator Note: Click to display each list. The list appears as one object.
Building Culture of Trust:
Approachability
Open-mindedness
Dignity and respect
Consistency
Leader Development
Assessing Integrity and Accountability:
Qualifications (PQS, OJT, Warfare pins, Duty Section, Collateral Duty Qualifications, Community Specific)
Inspections (3M, QA, AMI, INSURV, Division in the Spotlight, Community Specific)
Assessments (Afloat cultural workshops, CMEO, Community Specific)
Command Climate (in groups vs. out groups, off-duty/on-duty behavior)
Deckplate Interactions/Conversations (continuum of harm)
Conduct (Dignity and Respect of Military and Civilians)

9. What is a Resilient Command?
Takes a hit and keep going.
Has an excess reserve capacity of leadership (no single point of failure).
Exhibits decision-making at the lowest levels.
Enhances future strength by training and coaching at all levels.
Allows the leader to remain engaged and focused on the big picture.
Facilitator Note: Animation included
Click to reveal each bullet.

10. Encourage Initiative Assess Toughness Training and qualification
Accept risk to mission/risk to force in support of leader development
Empower Sailors to lead and then develop others
Mentoring
Morale
Readiness
Physical/Mental State
Warfighting Spirit
Facilitator Note: Animation included
Click to reveal each column.
Encouraging Initiative:
Training and qualification
Accept risk to mission/risk to force in support of leader development
Empower Sailors to lead and then develop others
Mentoring
Assessing Toughness:
Morale (ability to take a hit and keep going is not there)
Readiness (operational, personal, and family)
Physical/Mental State (individual issues)
Warfighting Spirit

11. Best Practices BENCH STRENGTH PROBLEM-SOLVING CAPACITY DIALOGUE
Provide forceful back up through cross-training.
BENCH STRENGTH
PROBLEM-SOLVING CAPACITY
Balance mission, people, safety, security.
Bring a broad range of skill sets.
Strive to become skilled in planning and operational design.
DIALOGUE
Improve communication and understanding.
DECISION-MAKING
Make decisions deep within the command.
CRITICAL THINKING
Maintain a questioning attitude and look for trends and abnormalities.
Five Practices of Resilient Commands
DIALOGUE: Members continually improve their ability to communicate and understand Orders, Policy, Reports, Briefs, and Discussion.
DECISION MAKING: Members make decisions deep within the command to allow the leader to be a detached safety observer. This requires the ability (decisiveness) to recognize when a decision/action must be taken. Members are identified and agreed to as decision makers.
CRITICAL THINKING: Members maintain a questioning attitude and look for trends and abnormalities. Members identify and consider alternatives and options using both analytical and intuitive abilities. They identify transition points and approaches.
BENCH STRENGTH: Members are flexible and Command possesses redundant capabilities, members provide forceful back up through cross-training to eliminate single points of failure. Members practice by repetition and understand and acknowledge their personal limitations.
PROBLEM-SOLVING CAPACITY: Balance mission, people, safety, security and bring a broad range of skill sets to bear against a broad range of and scope of problems and strive to become skilled in planning and operational design

12. Are you ready? Is your Command ready to fight tonight? Integrity
Accountability
Initiative
Toughness
Wrap Up