Commander, Naval Forces Japan Region Highlights

1. By Vice Adm. Michelle Howard, Deputy Chief
of Naval Operations for Operations, Plans and
Strategy.
TOKYO (Sept 5, 2013) – No matter how strong
our sea legs, we tend to view the world from
the land perspective. We operate at sea, but live
ashore. We grow up with a view of the United
States that is centered in the middle of a map,
with the Atlantic and Pacific oceans barely visible
on either side of the continent. We visualize our
world with the equator in the center, and the North
Pole at the top of the world
My trip to Japan was instructive in
reminding me that our traditional flat image is
helpful for understanding stateside geography, but
tends to overshadow global factors that influence
our ability to perform our primary mission of
defense. The plane’s flight tracker traces a great
circle route from Washington, D.C. to Tokyo. Airlines, like ships, take advantage of the curves of the earth, and by flying up and over
reduce the miles that must be traveled. Moving at several hundred knots, the trip from the United States to Japan can be made in 13
hours. At mach speeds, a missile can complete the journey in minutes. We are in an age where we must mentally rotate the globe and
think about the world from the top down.
We have lived with a potential threat coming across the top of the world for decades. The North American Aerospace
Defense Command NORAD is specifically formed to deal with the possibility that an attack could come over the arctic. As nations
continue to develop ballistic missiles, perils can come over the top of the world or mimic the airplane tracker and fly up over the
northern arc of land across the top of the Pacific Ocean. Our Navy has evolved as the threat has changed. We have developed Ballistic
Missile Defense capability and network with joint partners as we posture to protect the United States. Our responsibility to defend
requires that we operate forward in the Pacific Ocean. In addition to our obligation to defend U.S. sovereign territory, we have defense
pacts with several allies in the Asia-Pacific.
If we think about the scope of additional missions beyond BMD, such as countering violent extremists, or countering
proliferation, it becomes clear that we need the combined knowledge and capabilities of partners to identify and deal with current and
future threats. I was on board USS Blue Ridge on Tuesday as Seventh Fleet celebrated its 70th anniversary. More importantly, the
commemoration ceremony was acknowledgement of our enduring relationship with the Japanese Maritime Self Defense Force and the
people of Japan. Our partnership has only deepened over the years.
The Japanese government has been a stalwart supporter of the United States. In addition to host nation access, the
government has stood by us through many events far from their shores. The JMSDF sent Mine Sweeps to the Gulf in Desert Storm.
They provided fuel oil to us and to other nations during Operation Enduring Freedom. They continue to develop capability, such as
Aegis, to ensure interoperability as we defend our nations. They have supported counter-piracy operations in Fifth Fleet with P-3s, and
recently announced they will be joining CTF 151. I visited helicopter destroyer, JS Hyuga (DD 181) and her crew. She participated in
Dawn Blitz in June, carrying members of the Japanese Self Defense Ground Force. Our militaries practiced expeditionary
operations; reinforcing joint and combined interoperability; while also training for the most likely contingency of Humanitarian
Assistance Disaster Relief. Strategically, our rebalance to the Pacific is reaffirmation that the world is still round.
RecallingTheWorldIsStillRound-ATripToJapan
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2. By Regional Master Chief, U.S. Naval Forces Japan,
Paul Kingsbury
Over the past six weeks the CPO Mess has
been engaged in a process that is designed to
socialize Chief selects into the network of the CPO
Mess. During this process:
• We’ve communicated and instilled the values,
beliefs and expectations required to contribute ef-
fectively and succeed within the CPO Mess
• We’ve tested their ability to work with and
contribute to a team to achieve goals while under
stress and time constraints
• We’ve tested their reliability, loyalty,
confidence and humility
• We’ve worked to eliminate the apprehension
they may have had regarding the CPO Mess, so
they can
effectively contribute to it once their Mess accepted
them
• And we’ve provided coaching and feedback
when we found deficiencies
This six week process is important because it helps our newest Chief selects understand their obligation to their command,
CPO Mess and Sailors in an often demanding and unforgiving operating environment. Whether they fail or succeed is left to be seen.
The words of the CPO Creed we will hear later in the program will reinforce this. However, this process is not just about training and
welcoming new Chiefs into our Mess. The season should also be a time for all of us to reflect on our roles in ensuring the CPO Mess
remains strong and can fulfill its duties. When I say “us” I am talking about the various people who form the relationships that support
and enable an effective CPO Mess; officers, fellow Chiefs, and family members. Today I’d like to take some time to discuss and reflect
on those relationships and their importance to the CPO Mess.
Our Regional Commander, Rear Admiral Kraft, Commanding Officers and other members of the wardroom attended CPO
pinning ceremonies last week. This visible sign of support sends a strong message and I’m confident they will tell you that the CPO
Mess directly contributes to the success of their commands, departments, divisions and careers. I bet they all have at least one good
Chief they fondly talk about. It may even be you!
The wardroom expects the CPO Mess to bring deck plate leadership, experience, good order and discipline, continuity and
execution of policy to the team. Without an engaged, effective and fully functioning Chief’s Mess, a command simply will not perform
to its potential and it may even fail. In return, the Chiefs Mess expects to be empowered and supported by their officers. To state the
philosophy of one Commanding Officer, “Officers may have grand ideas, formulate strategy and think tactics. But without a Chief to
carry the water for him, to take the rubber to the road, to see the tactics through to execution, everything he thinks or says or writes is
so much finger-painting, so much vaporing, so much ephemera. With the Chief’s mess on your side, all things are possible. If they turn
against you, because you can’t live up to their expectations of an officer (these are, thankfully, much less stringent than their
expectations for themselves), you will fail. It is exactly that simple.”
Those observations ring true today. Like all effective relationships, communication and trust is paramount. Officers should
embrace opportunities to engage with their Chiefs in meaningful ways. I would encourage the officers in attendance with us today to
reflect on how well they empower and support their Chief’s Mess? Do the tools of good order and discipline really reside in the hands
of your Chiefs? Do you accept the Chief’s input on NJP, awards, evaluations as your own because you know the Chief knows what’s
best or is it simply a recommendation? Are you the Executive Officer who stands watch over the quarterdeck and monitors liberty
call rather than accepting that the Chiefs have things under control? Are you adding or removing admin processes and bureaucratic
obstacles that distract us from fulfilling our primary duties….providing material and Sailor readiness for combat.
I’ve been a Chief for 17 years now and a CMC for almost 10 of those. I’ve seen how poor officer leadership and management
can cause the CPO Mess to become resentful and disengaged. But I’ve also seen how great leadership can empower the Mess which
then makes great things happen for the command. We’ll deliver results, but we want to know we’re trusted, supported and that you’ve
got our back when the heat comes.
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CPOMessRelationships

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With all that said, Chiefs, we need to deliver. Before you claim that your power has been taken away, have you stopped to con-
sider how effectively you are using your power bases? Do you take ownership for your division, your department and your command?
Do you hold effective quarters and walk your spaces? Do you write good evaluations and awards? Do you look for opportunities to in-
vite your division officer, department head, XO or Skipper down to the Mess for a meal or a cup of coffee so you can build trust and the
commitment and support that follow? I’ve seen the unfavorable results of a CPO Mess who had grown complacent and disengaged and
had to be micromanaged. But once that Mess got refocused, the command excelled. Unfortunately, the price to be paid for that com-
placency falls directly on the backs of Sailors. Phrases like “Chiefs make the Navy run” and “Backbone of the Navy” must be earned.
You just can’t print them on a t-shirt and expect results. CMCs, COBs and SELs, recognize that your role is to ensure this relationship
remains healthy. You have the unique access and perspective to see this relationship from both sides and to gauge its impact on com-
mand effectiveness. I challenge you to be the catalyst that facilitates an ongoing and healthy dialogue between your wardroom and your
Mess. On occasion, it will be strained, but when the relationship between the wardroom and CPO Mess is strong, your command and
your Sailors will benefit.
One of the major lessons our newest Chiefs have learned is that they are now part of a great network. To maintain the strength
of that network, we must have good relationships among ourselves. I know we’ve discussed this extensively during the last few weeks. I
once read a paper called Charting the Course to Command Excellence. There’s a section that discusses the characteristics of a superior
CPO Mess and it always stuck with me. In fact I would use it to frame discussions within my CPO Messes. It states that, “In superior
commands, the Chief’s quarter’s functions as a tight knit team. The Chiefs coordinate well, seek inputs from each other, help with
personal problems, identify with the command’s philosophy and goals, and treat each other with professional respect”. This relationship
among Chiefs must not be allowed to fracture or the command will struggle.
The CPO Mess should also take time away from work to improve their relationships. We have an obligation to each other to
attend hail and farewells, promotions and retirements not because our CMC or COB tells us to, but because it is the right thing to do, it
comes with being a member of the CPO Mess, it demonstrates solidarity and it strengthens our network.
A strong CPO Mess has also developed mechanisms of self accountability that ensure the CPO Mess sets a solid tone and
example for the crew. The strong CPO Mess is able to overcome the weakest Chief. We must be able to engage those struggling Chiefs
and get them back on course. Too often it seems we fail to meet this obligation. When we do, the credibility of the Navy wide CPO Mess
erodes. Over the past 6 weeks, we’ve held the CPO selects accountable for their failures to live up to our expectations. Let’s not make a
mockery of our process by failing to hold ourselves accountable to those same standards from Sept 14th on.
Command Master Chiefs, COBs and SELs must be the leaders who encourage Mess collaboration and self accountability. You
set the tone for your Mess. Be firm but fair. Demand self accountability and discipline within the Mess but remain approachable to your
Chiefs. Within your Mess reside our reliefs. Train and lead them well and the Navy will benefit for years to come. When the relation-
ships among Chiefs in the Mess are strong, our commands and Sailors will always benefit.
The last relationship I’ll discuss is the most important. It’s the relationship between Chiefs and their families. I’m not defining
family as a spouse and kids, but as a larger group that includes parents, brothers and sisters and grandparents. The strains on modern
military families are great. Families often have two working parents, school and homework, chores, sports and activities.
Additionally, the challenges of overseas duty coupled with intensive operational tempos make life in the FDNF that much more
demanding on our families. Without your continued support and efforts at home, we can become distracted and the mission and our
Sailors can be affected. Eventually, the Navy is going to kick us all out and we’re going to have to live with the decisions and priorities
we made while on active duty. Chiefs, do not view family as a distraction. When we come home they want and deserve their piece of us.
Always be mindful of that, recognize where you are falling
short and work to fix it. Take leave when you need to. You
know as well as I do that the command won’t stop or fall
apart because you took a week of leave.
Lastly, for the family members in the region, I
want to say thank you. By this point you realize the
sacrifices your Navy man or woman makes and I know you
often hold back when you are not getting time with them at
home. Realize that we are preparing for that next
inspection or deployment or taking time to help a Sailor
thru a crisis and yes, from time to time we like to spend a
little time with each other at the golf course or CPO club.
Simply recalibrate us as you always do. The recognition we
provide later in the program does not come close to what
you really deserve. We must invest time and energy in our
families. Our children are our investment in the future.
Take time to love, play with and educate them. Don’t take
any day for granted. It’s as simple as saying, “Thanks for
all you do” and “I love you”. Get this relationship right and
your legacy and America will benefit.
CPOMessRelationshipscontinued

4. CNFJ/RJRearAdmKraftAttendsFirstOfficeCallwithJMSDFLeadership
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TOKYO, Japan - (Sept. 3, 2013)
CNFJ, Rear Adm. Terry Kraft meets
with JMSDF Chief of Staff, Adm.
Katsutoshi Kawano at the Chief
Maritime Staff Office during an Incall.
(Photo courtesy of Japan, Maritime
Self-Defense Force).
TOKYO, Japan - (Sept. 3, 2013) Commander, U.S. Naval Forces Japan, Navy Region Japan, Rear Adm. Terry
Kraft and Japan Maritime Self-Defense Force, Chief of Staff, Adm. Katsutoshi Kawano render a salute while
attending a wreath laying memorial ceremony held at the headquarters of the Self Defense Ministry of Defense.
During Japanese memorial ceremonies for JMSDF personnel killed in the line of duty, distinguished guests give
addresses and the Honor Guard carries out a funeral gun salute during which all participants bow in honor of
the deceased. (Photo courtesy of the Japan, Maritime Self-Defense Force).

5. RegionJapanRemembers9/11
YOKOSUKA, Japan (Sept. 11, 2013) Sailors
stand at attention as the colors are paraded in
the hangar bay of the U.S. Navy’s forward-de-
ployed aircraft carrier USS George Washington
(CVN 73) during the ship’s Patriots Day
Celebration held in remembrance of 9/11.
George Washington and its embarked air wing,
Carrier Air Wing (CVW) 5, provide a
combat-ready force that protects and defends
the collective maritime interest of the U.S. and
its allies and partners in the Indo-Asia-Pacific
region. (U.S. Navy photo by Mass
Communication Specialist Liam Kennedy/
RELEASED)
MISAWA, Japan - (September 11, 2013)
Chief (select) Logistics Specialist
Federico Balbin, left, attached to
Commander, Task Force 72, and
originally from San Diego, and Chief
(select) Gunner’s Mate Patrick Ryan,
assigned to Naval Air Facility Misawa,
and originally from Louis, Calif., carry
a wreath during a 9/11 Remembrance
Ceremony at Naval Air Facility
Misawa. Navy Misawa chief petty officer
selectees conducted the ceremony to
commemorate the 12th anniversary of
the Sept. 11, 2001 terrorist attacks. (U.S.
Navy photo by Senior Chief Mass
Communication Specialist Daniel
Sanford/Released)
NAVAL AIR FACILITY MISAWA, Japan (Sept. 11,
2013) Chief (select) Gunner’s Mate Patrick Ryan,
left, assigned to Naval Air Facility Misawa, and
originally from Louis, Calif., and Chief (select)
Logistics Specialist Federico Balbin, attached to
Commander, Task Force 72, and originally from
San Diego, salute after laying a wreath at the foot of
U.S. Flagpole during a 9/11 Remembrance
Ceremony at Naval Air Facility Misawa. Navy
Misawa chief petty officer selectees conducted the
ceremony to commemorate the 12th anniversary of
the Sept. 11, 2001 terrorist attacks. (U.S. Navy photo
by Senior Chief Mass Communication Specialist
Daniel Sanford/Released)
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Commander, Naval Force Japan/Navy Region Japan 81-315-243-7615
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