McRaven’s ‘Simple’ Bullfrog Advice

Review by Bill Doughty––

Seventy-three years ago, September 15, 1950, Gen. Douglas MacArthur landed at Inchon, Korea. In the following weeks, U.S. forces began to rout the communist North Korean army and push them almost to the Yalu River near China. Then, in November the Americans encountered well-armed Chinese interventionists supporting the North Koreans.

“Hill 205 seemed an unlikely place for an Army legend to be born,” writes Admiral William H. McRaven (U.S. Navy, Ret.) at the beginning of chapter 7 of “The Wisdom of the Bullfrog: Leadership Made Simple (But Not Easy). McRaven recounts the actions of Army Ranger First Lieutenant Ralph Puckett, who in 2021 received the Medal of Honor, presented by President Joe Biden for actions in Korea. At great personal risk, Puckett helped his Rangers locate and attack camouflaged Chinese machine gun nests and mortar teams that pinned them down.

“Puckett, who had positioned himself at the front of the advancing Rangers, knew there was only one thing he could do. With complete disregard for his own life, Ralph Puckett rose from his foxhole and dashed out into the open field, forcing the Chinese to take aim at the young lieutenant. As the machine gunners began to fire a the sprinting Puckett, the Rangers spotted their positions and engaged them. Puckett returned to his foxhole only to catch his breath, and then leaped out and ran into the open again. With each dash by Puckett into the exposed terrain, the Rangers were able to isolate and destroy more enemy machine gunners.

“Having suppressed the small arms fire, the Rangers proceeded to take Hill 205. History would show that over the next two days, the Rangers under the command of Ralph Puckett would fight off wave after wave of Chinese assaults that took the lives of ten Rangers and left thirty-one wounded, including Puckett.”

Puckett would again serve with honor in Vietnam, where he earned the Distinguished Service Cross and two Silver Stars and was personally recognized by President Lyndon B. Johnson.

McRaven uses the story of Puckett’s heroism at Hill 205 to illustrate the Ranger motto “Sua Sponte” (“Of Your Own Accord”).  “In other words, doing what needs to be done without being told to do so,” McRaven explains.

“There is often the misguided belief that soldiers only follow orders, but the strength of the American military is that the great soldiers, the truly great leaders, do what is right without being told. They do what is right to protect their men and women.”

Senior military leaders expect even young and relatively junior service members to take the initiative when necessary. Such integrated empowerment is a cornerstone of leadership, and can be effective not only in the military but also in business, sports, medicine, citizenship, and developing a healthy family.

A simple, powerful concept. Which is also a good descriptor for this small but excellent book.

Memorial statue of Basilone in New Jersey

“Sua Ponte” is just one of the ideas presented here by the author of “Make Your Bed,” “The Hero Code,” and “Sea Stories.”

McRaven opens his latest book with a discussion with the most important aspects of being a good leader: Honor and integrity, captured in legendary United States Marine hero Sgt. John Basilone’s motto: “Death before Dishonor.” Honor and integrity are the foundation of a trustworthy leader.

Another motto explored in “Bullfrog” is the British Special Air Service’s Qui Audet adipiscitur: "Who dares, wins."

An honorable leader who demonstrates commitment, hard work, and initiative, will earn the trust of their followers, according to McRaven. Stamina, a willingness to sacrifice, and confidence, along with humility and the ability to make hard choices, are also important leadership qualities. Commanders “must have perseverance and, above all, confidence in ourselves.”

All the above qualities and more were personified by Adm. Chester W. Nimitz in World War II, particularly in the Battle of Midway: The great admiral faced a difficult choice about whether to ambush the Imperial Japanese Navy at Midway. “The fate of the entire Navy, and perhaps our nation, rested on this decision,” McRaven writes. “But history would show that the Battle of Midway was the single most decisive naval battle of the war and turned the tide in the Pacific.

Other legendary leaders highlighted in this outstanding book include father of the Navy SEALs, Adm. Chuck LeMoyne; WWII British officer and father of the SAS, Col. David Stirling; U.S. Special Operations leader Gen. Stanley McChrystal; Air Force visionary Billy Michell; Vietnam War hero Col. Elliot “Bud” Sydney; and former president Barack Obama, who, like Nimitz and Midway, faced a difficult decision, with uncertain information, about launching the mission to capture Osama bin Laden.

“It was an enormous risk, but one the president knew he had to take. I admired his guts –– Who Dares Wins –– but more importantly,” McRaven reflects about Obama, “I admired his intellect for understanding the nature of the risks he was assuming.”

Good leaders attack problems aggressively. “Mistakes of action are far less consequential than mistakes of inaction,” he notes. Hope, luck, and desire are important, but they are not a strategy. “Be a risk-taker, but manage the risk through extensive planning, preparation, and proper execution.”

All Hands: McRaven speaks to service members at Bagram Air Field, Afghanistan, Thanksgiving Day, 2013. (Army Staff Sgt. Osvaldo Equite)

Each chapter features an insightful epigram quotation by well-known and sometimes surprising people: Abraham Lincoln, Marie Curie, Alvin Toffler, Oprah Winfrey, Michael Jordan, William Shakespeare, Tacitus, Booker T. Washington, Coach Mike Krzyzewski, and Taylor Swift.

Yes, Taylor Swift.

In fact, her epigram quote for chapter ten, titled “No Plan Survives First Contact with the Enemy,” is a found haiku:

Just because you made

a good plan doesn’t mean that’s

what’s gonna happen

McRaven discusses the importance of planning, inspecting, and always having a plan B.

When one of their helicopters became damaged in the bin Laden raid, the well-trained and ready SEALs adjusted, overcame, and accomplished their mission. Training mitigates risk and saves lives.

Importantly, McRaven notes that even the best leaders will have setbacks and seemingly insurmountable challenges. But how they deal with failures and obstacles makes all the difference.

This is a great book for any new leader, would-be commander, and anyone interested in the importance of character, competence, and ethical behavior –– integrity –– in military and national leadership.

There are many references in “Bullfrog” to Basic Underwater Demolition/SEAL training, Coronado, and San Clemente. But there is an unexpected thread throughout the book leading through Hawaii, which help illustrate key leadership principles.

“The Wisdom of the Bullfrog” concludes with a spotlight on Navy SEAL Lt. Michael Murphy’s favorite book, “Gates of Fire” by Steven Pressfield. "Gates of Fire" is also a favorite of Gen. James Mattis (USMC, Ret.) and is a recommendation by Adm. James Stavridis (USN, Ret.). The novel is or has been on the reading lists of many military leaders, including the Commandant of the Marine Corps (currently a vacant position).

Pressfield speaks to Marines and fellow veterans at Camp Pendleton in 2011. (Sgt. Skyler Tooker)

“Gates of Fire” imagines the 300 Spartans who fought valiantly in the Battle of Thermopylae in 480 BCE. In the fictionalized account, Pressfield, a former Marine, channels what the last Spartan may have said about his king, King Leonidas, and what made his king such a great leader: “A king does not abide within his tent while his men bleed and die upon the field. A king does not dine while his men go hungry, nor sleep when they stand at watch upon the wall, A king does not command his men’s loyalty through fear nor purchase it with gold; he earns their love by the sweat of his own back and the pains he endures for their sake. That which comprises the harshest burden, a king lifts first and sets down last. A king does not require service of those he leads but provides it to them…”

While not always easy –– and often extremely hard to live by –– McRaven’s leadership principles are actually “simple” he says. He offers a list of sayings taken from his chapter headings and a QR code at the end of the book for readers to obtain a printable version of the “Wisdom of the Bullfrog.” (The term Bullfrog refers to the the longest serving Navy SEAL on active duty, which McRaven once was for nearly 40 years.)

Sometimes advanced age has its leadership advantages.

The Nimitz We Need Now

Review by Bill Doughty––

Historian Ian Toll calls Clyde Symonds’s new book “The greatest biography yet written about the greatest admiral in American history.” The book is “Nimitz at War: Command Leadership from Pearl Harbor to Tokyo Bay” (Oxford University Press, 2022).

This book compiles well-known Nimitz information during the war in the Pacific and spices the narrative with new flavors: what Nimitz was saying to colleagues, writing in letters to family, and doing in his limited spare time with friends in Hawaii during the war. Symonds seems to get into the mind of the great admiral “behind those cool blue eyes, impassive expression, and enigmatic demeanor.”

Nimitz was serious but did not take himself too seriously. He was known for storytelling, and he enjoyed 

a good ribald joke, which Symonds relays in “Nimitz at War.” Readers will smile at Nimitz’s hotel joke, what he said to his daughter about praying in church, how he joked about his missing half ring finger, and how he labeled his toilet paper at his Makalapa home.

This biography is bracketed almost entirely to the war years, starting with Nimitz’s arrival to a devastated Pearl Harbor. It’s divided into four parts: Taking Command, The South Pacific, The Central Pacific Drive, and Dénouement. Using excellent sources, including contemporaneous correspondence and messages, oral histories, and especially the Nimitz Graybook, Symonds takes readers to Nimitz’s side during battles and campaigns in the Marshall Islands, Coral Sea, Midway, Guadalcanal, Aleutians, Philippine Sea, Saipan, Leyte Gulf, Okinawa, and more.

Marines at Betio during Battle of Tarawa

We get a gripping recounting of the intelligence preparations, training challenges, command tensions, and communications frustrations in the early 1940s. We read about Nimitz’s quiet “anxiety” in the lead-up to the Battle of Midway, for example, where Nimitz decided to trust Rochefort’s intelligence and ambush the then-powerful Imperial Japanese Navy. “It is difficult in hindsight to appreciation the boldness of that decision,” Symonds writes.

Nimitz had high regard for the Sailors and Marines he sent in harm’s way, including the heroic Marines who assaulted Betio and the fearless Marines who stormed Iwo Jima. Nimitz famously reported, “Among the Americans who served on Iwo Island, uncommon valor was a common virtue.”

The lives of Sailors, Marines, and Soldiers lost in combat weighed heavily on him, yet he was able to “compartmentalize” thanks to words of wisdom from his grandfather: “never to worry about things that were beyond his control.”

We read about Nimitz’s love for hiking and long walks, swimming in the ocean, playing horseshoes, and shooting at a pistol range at Makalapa.

Toll may be right that this is the best Nimitz biography considering the depth of the analysis, the plethora of photos, and the 15 fantastic maps and charts by Jeffrey L. Ward. What makes this book extra special is the way Symonds weaves relationships between Nimitz and other contemporary leaders: How E.J. King underestimated Nimitz, how Spruance and Halsey could be as different as ice and fire yet still be friends, and how MacArthur could be so obstinate and belligerent but still fail to steamroll Nimitz and the Navy despite continual efforts to challenge command authority.

Nimitz was in firm control of strategy during the U.S. Navy’s advancement across the Pacific. We see how he trusted and was supported by Spruance, Lockwood, Layton, Mitscher and others –– and how he met the challenges of dealing with Towers, Holland “Mad” Smith, Halsey, and especially MacArthur.

When Nimitz received his fifth star as Fleet Admiral he wanted Spruance to also receive a fifth star, but Washington instead awarded it to Halsey, whose brash and bombastic style caught the media’s attention much more so than Spruance’s quiet, diplomatic, and cerebral way. Symonds makes the case that Spruance deserves his more respected place in history.

Of course, like all humans, Nimitz was not a perfect person. Symonds calls the Texas hill country admiral “a product of his time and his culture” in that he avoided African American service members (with the notable exception of Messman Doris “Dorie” Miller, to whom Nimitz presented the Navy Cross for December 7 heroism). In 1943 there were no black officers in the Navy. And Nimitz also wanted no part in having women service members on his staff, disallowing WAVES from serving in the Pacific.

Relocating Americans of Japanese Ancestry (AJAs) to concentration camps.

Still, Nimitz resisted persecution of Americans of Japanese ancestry (AJAs).

At the outset of the war, Secretary of War Henry Stimson and Army General John DeWitt pushed for relocation of AJAs.

DeWitt “instituted a program that eventually relocated some 120,000 Japanese Americans from California and other western states, miles inland.

In March of 1942 FDR approved a recommendation to remove 158,000 AJAs from Hawaii as well.

Although some relocation camps were set up in Hawaii, Nimitz thought the idea of removing AJAs from Hawaii was “neither necessary nor desirable.” Symonds writes: “It was not out of an enlightened concern for the civil rights of Japanese Americans; he simply recognized the practical limitations of such a policy.” Nimitz realized AJAs played a critical role in the local Hawaii economy.

Symonds shows how Nimitz dealt with many respected high-profile visitors, first in Hawaii and later in Guam. One of the guests who visited Pearl Harbor was first-lady Eleanor Roosevelt, who also toured Bora Bora, Aitutaki, Tutuila, and even Guadalcanal, helping raise the morale of fighting men there.

At the end of the war, Nimitz took a statesmanlike stance in ordering his officers enlisted Sailors and Marines to utter no more insults or epithets and to treat the defeated people of Japan with dignity: “Neither familiarity and open forgiveness nor abuse and vituperation should be permitted,” he ordered. 

Nimitz ended his career as Chief of Naval Operations, working for prickly Secretary of the Navy James Forrestal. As CNO, Nimitz successfully fought for Navy independence during efforts to downsize and consolidate the military services after the war. “As strong a champion as he was of joint service and joint command, he fought hard to prevent the Navy from being subsumed altogether … His calm, non-confrontational manner acted as a balm to the fierce and sometimes better inter-service rivalries concerning unification, budgets, and national policy.”

Nimitz’s priorities, plans, and abilities –– especially his skill in dealing with challenging colleagues, subordinates, and senior leaders –– were the mark of brilliance. Though Ian Toll calls “Nimitz at War” a biography, Symonds claims it’s not:

“This is not a biography of Chester Nimitz. It is, instead, a close examination of his leadership during his three and a half years directing World War II in the Pacific Theater when his actions and decisions guided the course of the war and helped determine its outcome, the legacy of which we still live with today. In many ways, it is remarkable that he assumed such a role. National trauma –– social, political, economic, and military –– produces a cultural tension that can challenge democratic norms. In such circumstances, the loudest, most aggressive voices often assume leadership roles. During World War II, military and naval leaders such as Admiral Ernest J. King, General Douglas MacArthur, Admiral “Bull” Halsey, and General George Patton all rose to prominence. All were talented and competent. All were also larger-than-life figures whose temperament, stubbornness, self-assurance, and impatience characterized their leadership. They were, and are, polarizing figures.

“Nimitz, like Generals George Marshall and Dwight Eisenhower, exemplified another leadership style, a quieter one that depended on intelligent listening, humility, and patience. Nimitz did not shrink from hard decisions –– he was, at critical moments, as bold as any commander in the war. Yet he believed that ultimate success depended on accommodation as well as determination, on humility as well as aggressiveness, on nurturing available human resources as well as asserting his authority. Rather than impose orders, he elicited solutions; he sought achievement, not attention. He unified. His was a quiet, calm, yet firm hand on the tiller during an existential crisis, and his leadership style reinforced rather than challenged democratic norms. It is a leadership template more relevant than ever.”

Symonds says his “focus and purpose” is to “re-create and evaluate” what Nimitz experienced and achieved in the 1,341 days of the war in the Pacific as he “commanded, directed, and supervised the largest naval force ever assembled in the largest naval war ever fought.”

As a result of his excellent presentation, Symonds also succeeds in profiling the type of leader we need not only in the Navy, but also for the United States itself: indeed, “a leadership template more relevant than ever.”

‘Lethal Tides,’ Lifesaving WAVES and Science

Review by Bill Doughty––

Two western Pacific storms –– one in 1274 CE and another seven years later –– saved Japan from conquest by Kublai Khan and the Mongol Fleet.  The invading wooden ships were crushed by typhoons as they neared the Japanese coast. Tens of thousands of Mongols were killed in the invasion attempts.

Raijin

Back then, most Japanese people believed that a god or gods, including Raijin, had intervened on their behalf and had ordained the storms.

Superstition reined in Asia, as it did throughout most of the world for centuries. God or gods were the reasons for the actions of nature and of humans.

More than six hundred years after the storms, Imperial Japan, became the invader.  Headed by a revered god-like emperor, Nippon’s military invaded its neighbors, including Korea, Mongolia, and Indochina. On December 7, 1941, Imperial Japan attacked U.S. territories, including Pearl Harbor and other bases on Oahu.

But…

The United States Navy, Marine Corps, and Army/Air Force, with help from Allies, used science instead of superstition to win the war in the Pacific in World War II. How they did it is at the heart of “Lethal Tides: Mary Sears and the Marine Scientists Who Helped Win World War II” by Catherine Musemeche (HarperCollins, 2022).

Early in the last century, women had to fight against prejudice, discrimination, and another type of superstition: the belief that if women served aboard ships –– even aboard scientific research vessels –– it could bring about storms, shipwreck, pirates, or other calamities.

“The prohibition of women sailing on oceanographic vessels grew out of ancient taboos that originated in myths and legends, like Homer’s Odyssey, where after the Trojan War, Odysseus sails home with his all-male crew. Although he encounters numerous female characters during his stops along the way, nary a one dares to set foot on his ships. Ships are where men exercise their manly skills like war mongering and fending off monsters while simultaneously battling storms and rogue waves. Allowing women on board would only distract the crew from their duties and incite the wrath of an angry sea, leading to certain misfortune. For hundreds of years sailors clung to these beliefs and preserved the all-male domain at sea even while perpetuating the striking paradox that a female body carved into the bow of a ship would bring good luck on a voyage.”

“But not every woman was willing to adhere to this nonsensical restriction,” Musemeche writes. She presents a brief but good history of women breaking barriers on behalf of science, for greater equality, and to have opportunities for careers, including in the nascent field of oceanography.

Mary Sears

Fortunately, the hero of this story, Mary Sears, achieved quiet greatness thanks to her initiative, expertise, and record of achievement. She was helped indirectly by pioneers and champions of equality, including Naval Officer Joy Bright Hancock, Representative Edith Nourse Rogers, and First Lady Eleanor Roosevelt. Male mentors gave her a chance to excel. But she had to pay her dues at Woods Hole Oceanographic Institute, with opportunity ultimately provided by Lt. Robert Revelle, an oceanographer from Scripps Institute in San Diego.

Other men, though, stuck with old-fashioned views of “a woman’s place.” Senator David I. Walsh, chairman of the Senate Naval Affairs Committee, for example, declared “that to permit women to become members of the armed forces would destroy their femininity and futures as ‘good mothers.’” As a result, the Navy was slow to fully accept help from women who wanted to serve but eventually turned toward actively recruiting women for non-combat roles.

Sears persisted in her work and earned a leadership position at the Hydrographic Office during World War II, where, with other WAVES (Women Accepted for Volunteer Emergency Service) and scientists, she provided mapping, analysis, and much-needed intelligence, especially helpful to submariners and amphibious assault operations. “Her colleagues realized Sears could be depended on to provide the answers the military needed to wage war in the oceans.”

Though her background was anchored in biology, she and her team provided key and essential information about tides, waves, surf zones, reefs, currents, underwater obstructions, and the composition of shorelines –– analyzing “a fusion of hazards” for the military.

Such information, formulated in Joint Army Navy Intelligence Studies (JANIS) reports, was found to be much needed after the Battle of Tarawa, which revealed flaws in planning. “The resulting lack of preparation manifested on the blood-stained beaches of Tarawa,” Musemeche writes.

Marines wade ashore at Tinian, July-August 1944. (NHHC)

The Oceanographic Unit team Sears led became indispensable to war planners in the Palaus (Peleliu), Philippines (Luzon), and Marianas (Tinian was “a model amphibious assault”). Sears and her mixed gender team –– especially stalwarts Fenner Chace, Dora Henry, Mary Grier, and Roger Revelle –– helped guide ship captains who navigated unknown offshore waters and warned "of every possible danger to the troops risking their lives to go ashore in hazardous waters.”

“As the Pacific Campaign unspooled, getting the troops to shore presented a range of problems, confirming what Sears had said about the Navy’s lack of preparation. They had gone to war knowing very little about the ocean, at least about the offshore challenges of launching amphibious landings. But there was no stopping the action so American forces could rehearse and get better. The march to Japan would not wait.

The Americans had not fought this way or at this pace before. In World War I troops had sailed across the Atlantic into welcoming harbors, docked at piers, and unloaded without enemy resistance. Those operations were easily achieved without oceanographic information. The Allies rarely had such advantages in World War II. Harbors, if they existed at all at island targets, were not welcoming. There were no piers at which to dock. There was nothing simple about dropping marines into boats and tractors bucking in the grasp of heaving waves and sending them over jagged coral reefs, under a barrage of machine-gun fire and artillery shells toward plunging waves. The problem was, there didn’t appear to be any other way to win the war in the Pacific.

The success of the Pacific Campaign mandated capturing one island after another in far-reaching locales, as the military worked its way toward Japan.”

Musemeche tells of a set-back in planning for the assault of Iwo Jima. She writes of the hardship of rationing on the homefront, which impact the ability to do research. And, she shows how the war impacted everyone as the loss of loved ones in the Pacific and in Europe touched the lives of colleagues and friends.

Her description of the action on Palau is heart-pounding and searing. Admiral William H. McRaven endorsed the book: “Magnificently researched, brilliantly written, Lethal Tides is immensely entertaining and reads like an action novel.” (The book is lovingly dedicated, by the way, to Musemeche’s father, QM3 Frank M. Musemeche, who served in WWII.)

USNS Mary Sears (T-AGS-65) at Yokosuka, Japan. (MC2 Travis Bailey)

While Iwo Jima was a setback thanks to the special challenge of the volcanic island’s geography, the Battle of Okinawa demonstrated the team’s success at innovative research and applied science.

Imperial Japan’s military refused to surrender, with many leaders and troops and even some civilians preferring to commit suicide.

The kamikaze pilots who crashed their planes into U.S. Navy ships, were named “divine winds” after the storms that superstition said were brought about by the gods to protect Japan from invasion. It took the science of the atom to finally bring forth a surrender after the President Truman authorized nuclear attacks on Hiroshima and Nagasaki.

Fleet Admiral Chester Nimitz credited Lt. Cmdr. Mary Sears and her team more than once for contributing to successes in the Pacific War.

In 1946, Nimitz issued a postwar commendation crediting her “technical knowledge and administrative skill.” Sears’s use of science, data, and analysis, provided exceptional assistance to warfighters.

USNS Mary Sears, the first oceanographic survey ship named for a woman, was christened in 2000 by Mary’s younger sister Leila, who herself served as a WAVE in the Navy’s code decryption department.

Packed with under-reported facts, compelling photos, and actual data reports, this is a wonderful book for anyone interested in appreciating the depth of women’s history, the power of science and technology, and the strength of diversity and inclusion. BZ!

Pathfinder-class oceanographic survey ship USNS Mary Sears (T-AGS 65) hosted U.S. Ambassador to Australia Caroline Kennedy during the ship’s scheduled visit to Sydney, Australia, Nov. 8, 2022. Ambassador Kennedy toured USNS Mary Sears and received a Naval Oceanography overview from Commander Jonathan Savage during her time aboard. The visit was Ambassador Kennedy’s first to an oceanographic survey vessel and her first visit to a U.S. Navy ship since taking office as U.S. Ambassador to Australia in July 2022. Kennedy is former U.S. Ambassador to Japan. She is the daughter of Navy hero President John F. Kennedy. (Photo by Lt. Cmdr. Bobby Dixon)

Nimitz the Artist

Review by Bill Doughty––

Among the unexpected joys of reading “Mastering the Art of Command: Admiral Chester W. Nimitz and Victory in the Pacific” by Trent Hone (Naval Institute Press, 2022) is imagining the great leader as an artist.

Which art is the real surprise.

In “Mastering the Art” Hone examines the Pacific war years (1941-45) and presents the people, operations, and challenges Nimitz confronted.

Most fascinating is Nimitz’s relationship with egotists Admiral “Bull” Halsey and General Douglas MacArthur –– interactions rife with tension and friction. Hone also delves into the complicated leadership dynamics between Nimitz at Pearl Harbor and Admiral Ernest J. King and the joint chiefs in Washington D.C. And, we see his smooth connection with Admirals Raymond A. Spruance, Thomas C. Kinkaid, Marc A. Mitscher, and Charles A. Lockwood.

Whenever possible, Nimitz surrounded himself with people he trusted and who, like him, believed in the relentless and aggressive pursuit of perfection in planning, equipping, and understanding circumstances in order to act, react, and adapt as circumstances changed.

Through Hone’s narrative and in tables and maps, he portrays Operations Galvanic, Flintlock, Granite, Hotfoot, Causeway, Detachment, and Iceberg, among others.

“During those operations, Nimitz displayed inspirational leadership that created opportunities for his subordinates to excel. He delegated extensively, but when major decisions called for his authority or expertise, he took in the best advice available and acted decisively. With responsibility resting on his shoulders, he then invited his subordinates to cocreate positive outcomes through dialogue and conversation. Leadership for Nimitz was not a position of authority but an ‘emergent, interactive dynamic’ that created new possibilities.”

Nimitz inspects Midway Atoll, March 1942. (NHHC)

This book offers dozens of maps, figures, and tables; a list of abbreviations; selected code names of WWII, and extensive notes, bibliography, and index. There are also more than a dozen wartime photos, mostly of Nimitz's visits across the Pacific. It’s a worthy addition to any naval leader’s bookshelf. And it’s a celebration of quiet, competent, humble, and ethical leadership.

The author’s brilliant writing is at its best in chapter 4, “Seizing the Opportunity.” We feel the precariousness of defending Guadalcanal and how Nimitz handled leadership challenges on both ends of the Pacific –– with Adm. Robert A. Theobald in the Northeast and Adm. Robert L. Ghormley in the South. Fortunately, he had leaders he could count on in Adm. John S. McCain, Alexander A. Vandegrift, and Richmond Kelly Turner.

Nimitz balanced three flows: information, logistics, and combat forces. He achieved balance with three tenets: collaboration, trust, and unity. Hone shows how Nimitz capitalized on his interpersonal skills, judge of character, and lessons learned over decades, including in the early months of the war.

“After Midway, Nimitz and his staff built on a learning system developed in the interwar period,” Hone writes. That insight made me glad I recently read about the legacy of Adm. Joseph Reeves in “All the Factors of Victory: Adm. Joseph Mason Reeves and the Origins of Carrier Airpower” by Thomas Wildenberg, also from Naval Institute Press (see our previous Navy Reads post). Nimitz capitalized on the innovations in carrier aviation developed by Reeves and others. He also embraced amphibious warfare, joint operations, and –– thanks to his own experience ––submarine power.

“By the end of September (1944), Nimitz’s command was like a coiled spring, ready to release its new and increasingly capable potential against Japanese defenses in the central Pacific.”

Hone concludes that Nimitz was indispensable to victory by America and its Allies in the Pacific in under four years of intense action.

“We must acknowledge how the core characteristics of Nimitz’s command structure were essential to victory. Without Nimitz’s sense making capabilities, relentless pursuit of options, and sustained operational tempo, the war in the Pacific would have been quite different. The offensive that flowed across the Pacific, neutralized enemy strongpoints, and brought the war to the shores of Japan was a result of Nimitz’s command structure.”

A highlight and insight into Nimitz’s character appears in Chapter 10, “Achieving Victory,” in which Hone presents the admiral’s message to his command in August 1945 when it was clear that Japan would surrender after King told Nimitz to cease attack operations. Nimitz directed officers of the Pacific Fleet to “take steps to require of all personnel under their command a high standard of conduct” ––“dignity and decorum.” “Neither familiarity and open forgiveness nor abuse and vituperation should be permitted.” He rejected the concept of “us and them.”

In Nimitz we see balance between strategy & tactics, reason & emotion, and science & art. Nimitz demonstrated how a good ethical structure can allow creativity to thrive and how progress can be achieved and sustained.

And in that vein Hone introduces us to Nimitz the artist.

Admiral Nimitz embraced collective action, effective collaboration, and rapid learning. He always kept the flow moving in synergistic rhythm by modifying and adapting –– in other words “riffing.”

As a leader, he harmonized, sometimes took the lead, and whenever possible let others solo.

His art? Jazz!

––––––––––––––––––––––––––

“In ‘Learning War,’ Trent Hone described the elements of success for the Navy as a complex learning system before and during WWII. In ‘Mastering the Art of Command,’ he focuses on Admiral Nimitz himself and the leadership qualities he demonstrated to achieve the Navy’s learning potential and win the war in the Pacific. Together, these two books are a master class in leading complex learning systems, and should be required reading for every aspiring leader.” —Adm. John Richardson, USN (Ret.), 31st Chief of Naval Operations