lessonslearned Know Your Role I

A supply offi cer reminds an overzealous new ensign that even when hands-on management can get things done, it might not be the most appropriate way to show leadership.

In January 1979, after six months of studies at the Navy Supply Corps School in Athens, Ga., I reported aboard USS Inde- pendence (CV-62) as a limited duty offi cer ensign, Supply Corps. A month later, the ship went underway in support of carrier qualifi cations for naval aviators. During this cruise, a vertical replenishment also was scheduled. In preparation, the ship’s supply offi cer gave out assignments to the offi cers, and I was assigned in charge of elevator No. 3. My duty was to ensure all supplies and cargoes off -loaded on the elevator were retrieved expeditiously and routed to their assigned storerooms. The day of the vertical replenishment,

the fi rst drop of supplies was cleared quickly from the elevator with three fork- lifts in use. As the day went on, one of the three forklifts broke down, and backloads started piling up. The slow pace of the retriev- als was compounded by the inability of one of the forklift operators to move a little faster. Being a former aviation storekeeper chief and an experienced forklift operator, I swiftly relieved the slow driver and tack- led the backloads. The vertical replenishment was suc- cessful and concluded with no mishaps and minimal damaged goods. The sup- ply offi cer was very pleased with overall results and complimented everyone for a job well done.

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That evening, the supply offi cer held a critique session in his offi ce with the of- fi cers and chief petty offi cers. He identi- fi ed minor problems and recommended corrective actions for the next vertical replenishment. He gave everyone a Bravo Zulu at the conclusion of the meeting. As the attendees started to leave, I

was asked to stay. At that moment, my heart started to beat a little bit faster with trepidation. I was overcome with nerves, asking myself what I had done wrong. The supply offi cer was very calm, and he again extended his congratulations for what I had accomplished at the elevator in clearing the backloads. Then he reminded me that I was an

offi cer now and said I needed to learn how to delegate a job to get it done. He

delegation

added that he didn’t want to see me op- erating a forklift during the ship’s future vertical replenishments. The supply offi cer’s calm admonition taught me an excellent lesson in leader- ship and delegation, which I practiced until the end of my naval career.

MO

— Generato S. “Gee” Mercado is a retired Navy lieutenant commander in Jacksonville, Fla. He is a Life Member of MOAA. For submission information, see page 6.

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