Chiefs Of Naval Operations United States

"This is the sort of advice and counsel you might find yourself delivering one day to a future President or Secretary of Defense. When you do, make sure it your best, most independent military opinion—neither constrained nor contaminated by personal politics. Part of the deal we made when we joined up was to willingly subordinate our individual interests to the greater good of protecting national interests. The military as an institution must remain a neutral instrument of the state, no matter which party holds sway. We give our best advice beforehand. If it's followed, great. If it's not, we have only two choices. Obey the orders we have been given, carrying them out with the professionalism and loyalty they deserve or vote with our feet. That's it. We don't get to debate those orders after the fact. We don't get to say, "Well, it's not how I would have done it," or "If only they had listened to ME." Too late at that point … and too cowardly. Few things are more damaging to our democracy than a military officer who doesn't have the moral courage to stand up for what's right or the moral fiber to step aside when circumstances dictate."

"There is, I am convinced, a sea of goodwill out in the country of people and places yearning to help. We need to tap into it. We need to make that connection. We need to come up with new ways and new ideas to make life better for those affected by this war, so that kids can go to school, incomes can be sustained, and homes can be both purchased and lived in for a long time. The truth is, we live in deeds, not days; in actions and thoughts and feelings, not heartbeats. If the untimely battlefield deaths of generations of American heroes have taught us nothing else, it should be this unalterable fact: what you do with your time here on earth is far more important than the time you had to do it. Those who live most are those who love most, who act the noblest and do their best."

"Let us all be men and women in full. Let us expect from ourselves more than we think we can give, more than we think we can do and more than we think we already know."

"We cannot kill our way to victory."

"If you listen closely to the voices of our veterans, you understand that yes, they all returned from war changed, but what never changed is this: They never forgot your generosity. They never forgot the power of opportunity. They never forgot the American dream. They want a job; they want their kids to go to school; they’d like an education, a career, a home. They want to make a difference. It is vital for communities throughout the land to be able to join up – in concert with DOD, VA – so that this dream is still possible for them – for those that sacrificed so much. But it goes far beyond what government can do. We must share the burdens of this war – now the longest conflict this nation has faced with an all-volunteer force since the American Revolution. I am convinced that America’s great sea of goodwill can be, in fact, a rising tide … a tide that could lift every veteran and every family of our wounded and fallen."

"It is a really important place to not go, if we can not go there in any way, shape or form."

"Mr. Chairman, speaking for myself and myself only, it is my personal belief that allowing gays and lesbians to serve openly would be the right thing to do. No matter how I look at this issue, I cannot escape being troubled by the fact that we have in place a policy that forces young men and women to lie about who they are in order to defend their fellow citizens."

"Along with his congeniality, [he] displayed fine leadership qualities. With his well rounded personality, his enthusiasm, and his desire to do his best, Navy-Air is indeed getting an outstanding officer."

"The man in the admiral's uniform spoke only occasionally, and then in a quiet voice, but the words were to the point, and the mind behind them forceful. Fellow members of the Joint Chiefs had learned to listen carefully to the Navy's Forrest Percival Sherman. The U.S., as the Joint Chiefs already knew, had found a fighting man of rare qualities: the man of action who is also reflective, studious, habitually unruffled. The freshman member of the Joint Chiefs, he had stepped into his job four months ago when he became Chief of Naval Operations, in an atmosphere acrid with controversy and resentment. He had brought to the nation's highest military council something that had been too much forgotten in the jealous and unseemly interservice fights over unification — a grasp of international strategy, military history and geopolitics. … The Navy, which in the heat of change of command had whispered that Sherman was ambitious, cold and ruthless, was amazed and delighted. One officer, who had greeted Sherman's advent with "This is a dark day for the Navy," admitted later: "The Navy hasn't seen anything like him in a long time.""

"You can't get good marks if you're popular."

"In the Pentagon, Sherman had the reputation of never having lost an argument. Impressively learned in military history and geopolitics, he was freely acclaimed the J.C.S.'s best geopolitical brain."

"The survival of this country depends upon letting the world know we have the power and the ability to use it if the occasion demands."

"If you were CINCPAC, which would you take?" "Sherman."

"His lifetime of service has touched the lives of every Sailor privileged to serve aboard this ship and will continue to do so for many years to come."

"Sherman never hesitated when things looked worst. He's a realist without being a pessimist."

"He was able. He was a patriotic American. He was a fine gentleman. The country's loss is great, and so is mine."

"He was a grease-lightning operator, a box of brains. He always had a plan — never left anything to chance."

"Right from the beginning, he knew precisely what he wanted. He wanted to get to the top. … Joe wasn't really cocky, he just wasn't uncertain, as most kids that age are."

"Our present control of the sea is so absolute that it is sometimes taken for granted."

"Our present undisputed control of the sea was achieved primarily through the employment of naval air-sea forces in the destruction of Japanese and German sea power. It was consolidated by the subsequent reduction of these nations to their present impotence, in which the employment of naval air-sea forces against land objectives played a vital role. It can be perpetuated only through the maintenance of balanced naval forces of all categories adequate to our strategic needs (which include those of the non-totalitarian world), and which can flexibly adjust to new modes of air-sea warfare and which are alert to develop and employ new weapons and techniques as needed."

"The basic objectives and principles of war do not change. The final objective in war is the destruction of the enemy's capacity and will to fight, and thereby force him to accept the imposition of the victor's will. This submission has been accomplished in the past by pressure in and from each of the elements of land and sea, and during World War I and II, in and from the air as well. The optimum of pressure is exerted through that absolute control obtained by actual physical occupation. This optimum is obtainable only on land where physical occupation can be consolidated and maintained."

"If we are to project our power against the vital areas of any enemy across the ocean before beachheads on enemy territory are captured, it must be by air-sea power; by aircraft launched from carriers; and by heavy surface ships and submarines projecting guided missiles and rockets. If present promise is developed by research, test and production, these three types of air-sea power operating in concert will be able within the next ten years critically to damage enemy vital areas many hundreds of miles inland. Naval task forces including these types are capable of remaining at sea for months. This capability has raised to a high point the art of concentrating air power within effective range of enemy objectives."

"Naval forces are able, without resorting to diplomatic channels, to establish offshore anywhere in the world, air fields completely equipped with machine shops, ammunition dumps, tank farms, warehouses, together with quarters and all types of accommodations for personnel. Such task forces are virtually as complete as any air base ever established. They constitute the only air bases that can be made available near enemy territory without assault and conquest; and furthermore, they are mobile offensive bases, that can be employed with the unique attributes of secrecy and surprise — which attributes contribute equally to their defensive as well as offensive effectiveness."

"When I assumed command of the Pacific Fleet in 31 December, 1941; our submarines were already operating against the enemy, the only units of the Fleet that could come to grips with the Japanese for months to come. It was to the Submarine Force that I looked to carry the load until our great industrial activity could produce the weapons we so sorely needed to carry the war to the enemy. It is to the everlasting honor and glory of our submarine personnel that they never failed us in our days of peril."

"The U.S.'s major strength factor and weapon is its economy. If you cripple it, you cripple the military."

"That is not to say that we can relax our readiness to defend ourselves. Our armament must be adequate to the needs, but our faith is not primarily in these machines of defense but in ourselves."

"God grant me the courage not to give up what I think is right even though I think it is hopeless."

"Once A Marine should become required reading for the young men of our country. It is a success story which highlights the fact that there is still room at the top for young men of courage, determination and the average educational advantages available to all our young people. General Vandegrift, perhaps more than any other Marine, added luster and glory to our elite Corps that had already won enviable battle honors during its long history of military achievement. His long and successful struggle to hold Guadalcanal against seemingly overwhelming odds will live long in military history. Many veterans of the Marine Corps and of the sister services who participated or were associated in the Guadalcanal episode of World War II will relive their experience in reading Once A Marine. And this includes yours truly who, perforce, had to witness this struggle from afar."

"FLEET ADMIRAL CHESTER WILLIAM NIMITZ, USN. Born Texas 1885. Annapolis Class of 1905. First Command, USS Panay, 1907. Commanded Atlantic Submarine Flotilla, 1912-1913; USS Chicago, 1920-3. Promoted to Capt., 1927. Commanded USS's Rigel, 1931; Augusta, 1933. Attained flag rank, 1938. As Admiral, commanded Pacific Fleet, 1941; awarded DSM, and DSM by Congress, for services. In 1943, designated Commander-in-Chief, Pacific Fleet and Pacific Ocean Areas. On Dec. 19, 1944, achieved highest rank, Fleet Admiral. Signed for U.S. when Japan formally surrendered aboard USS Missouri, Sept. 2, 1945. Awarded third DSM on Nimitz Day in Wash'n, Oct. 5, 1945. Designated Chief of Naval Operations, Nov. 1945."

"In the wake of the Pearl Harbor disaster, President Roosevelt made sweeping changes in the navy high command. When word of these changes reached the submarine force, there were cheers. The key people, it seemed, were all submariners. First, and most important, Roosevelt named Admiral Ernest Joseph King, Jr., to the post of Commander in Chief, United States Fleet, and Chief of Naval Operations, replacing Admiral Stark. King had commanded the Submarine Base at New London and a division of S-boats and had played a key role in salvaging two sunken submarines in the 1920s, the S-51 and the S-4. Although King had never commanded a submarine, he wore the dolphin insignia plus his aviator's wings. Second, King appointed former submariner Chester Nimitz to replace Kimmel (and Pye) as Commander in Chief, Pacific Fleet. After his submarine service before and during World War I, Nimitz had established the Submarine Base at Pearl Harbor and then commanded a division of early fleet boats, including Barracuda, Bass, and Bonita."

"The major reason for the submarine failure of 1942 was not mechanical, physical, or psychological. It was, to put it simply, a failure of imagination on the highest levels by King, Edwards, Nimitz, Hart, Wilkes, Withers, English, Lockwood, Christie, and Fife. All these men failed to set up a broad, unified strategy for Pacific submarines aimed at a single specific goal: interdicting Japanese shipping services in the most efficient and telling manner. The lessons of the German U-boat campaigns against Britain in World Wars I and II- the later in progress almost on Washington's doorstep- had apparently not yet sunk home. The military and maritime theories of Clausewicz and Mahan were ignored. The U.S. submarine force was divided and shunted about willy-nilly on missions for which it was not suited, while the bulk of Japanese shipping sailed unmolested in Empire waters and through the bottleneck in Luzon Strait."

"Spruance received his written orders in the evening of 27 May, the night before he got underway. They comprised ten succinct pages. All operation orders in the early stages of the war were terse, reflecting the command philosophy of King, Nimitz, and the better admirals. That philosophy was to tell the subordinate commander what you wanted done, give him the necessary resources, provide as much information as you could about the enemy, and then let him alone so he could accomplish his mission. King would upbraid any commander for the sin of oversupervising his subordinates with complex, overly detailed directives. The intent was to encourage the on-scene commander to use his initiative and not to inhibit his freedom of action. Spruance's personal belief was that the commander responsible for accomplishing the mission should develop the necessary plans; the proper role of the next highest command echelon was to establish the objective and to suggest how the objective might be achieved."

"Nimitz wore two hats: Commander in Chief, Pacific Fleet (CINCPAC), whereby he commanded all naval and Marine Corps units in the Pacific; and Commander in Chief, Pacific Ocean Areas (CINCPOA), a combined command which gave Nimitz authority over all American and Allied naval and military forces in the Pacific theater, except those in MacArthur's Southwest Pacific Area. The task with the highest priority for Nimitz in the summer of 1942 was the seizure of Guadalcanal in the Solomon Islands. Admiral King had insisted upon a "defensive-offensive" strategy in the Pacific in order to wrest the initiative from the Japanese, continually victorious in the Southwest Pacific and only recently checked in the Central Pacific by the Battle of Midway. Prodded by King, the JCS in the summer of 1942 directed Nimitz to seize Guadalcanal and adjacent Tulagi."

"King's attitude was a paradox. He griped about too many people getting decorations, but he refused to establish a policy that would end the confusion. Nimitz was his voice of conscience, besieging King to approve the Purple Heart or to define different grades for the Legion of Merit. But it was futile. King did nothing. Nimitz tried to force the issue at their January 1944 meeting in San Francisco by demanding a formal board to standardize the awarding of decorations. All the services had different rules, argued Nimitz, and the Army Air Force was notably generous. If the services could not agree on a common policy, then the President should act. King stalled with a promise to study the problem. King's thinking began to change in June 1944. Just before King had left to watch the Normandy landings, Abby Dunlap had warned him that when the war was over the Army Air Force would get all the credit and the Navy would be forgotten. King thought she was too pessimistic. But when he next saw Abby and Betsy Matter following the invasion, he told Abby she had been right."

"In the Pacific, too, the tide had turned - and even more swiftly than in Eastern Europe. At the battles of the Coral Sea and Midway (May and June 1942), Admiral Chester W. Nimitz's carriers first checked and then inflicted heavy casualties on the numerically superior Japanese fleet. As at Kursk, both sides suffered substantial losses, but the relative cost of the battle to the already over-stretched Axis power was far higher; the Japanese would never replace their four sunk carriers, whereas the Americans were still far from the peak of their shipbuilding capacity. The series of battles fought on and around the island of Guadalcanal in the Solomons between August 1942 and February 1943 exposed the vulnerability of Japanese ground forces once the Americans had established naval and air superiority. In May 1943 US forces destroyed the Japanese forces on the Aleutian island of Attu and forced them to abandon Kiska; by September Japanese strategy had degenerated into holding an 8,000-mile last line of defence which they were already losing the means of supplying."

"On October 15 he read a message from Ghormley containing a cry of resignation: "My forces [are] totally inadequate to meet [the] situation. Nimitz had already exhausted the material assistance he could give Ghormley's command, but there was one other way he could influence events, and he discussed this subject with his staff on the night of October 15. Some of them noted Nimitz's normally sunny blue eyes now flashed an icy gray as he prepared to talk about what Hanson Baldwin identified as the single greatest obstacle to American success: leadership. Ghormley, said Nimitz, was an intelligent and capable officer, but he was he tough enough to face the coming crisis, and more important, could he inspire men to feats beyond their known capabilities? The staff answered unanimously: no."

"This solved but half the problem, for who could replace Ghormley? Turner's name immediately resurfaced, but although he was a strong leader, the Marines were restive under Turner's government and there was the cloud of Savo Island over his head. Providentially just off the sick list was Vice Admiral William F. Halsey, a sailor known and admired throughout the Navy as a fighter, especially by the enlisted men. But the criteria for the job of COMSOPAC did not include personal popularity, and some senior officers suspected that Halsey's talents as a fighter and leader in close contact with the enemy would be mismatched to the role of theater commander. After some thought, Nimitz decided it must be Halsey and the next day requested King's approval. COMINCH's reply was a brutally short one word message: "Affirmative.""

"Once the decision to build up the Navy was taken, strong men of clear vision quickly rose to the top of the service hierarchy. Chief among these were Adm Ernest King and VAdm Chester Nimitz, men of such consummate skill that the ennui of the prewar years had virtually no impact upon their abilities and sensibilities as commanders or as men. Others slightly less senior were pulled forward by the enormous suction created by King's and Nimitz's rise to the top."

"The qualities of the Nimitz character were apparent in his face, in his career, and in his heritage; combined these factors made him precisely the man he was and placed him in this particular situation at this moment in history. ... He was not a cold man, or a bad tempered man — quite the contrary — to the world he presented a figure of almost total complacency; he seldom lost his temper or raised his voice. ... It could be said that King was a driver who knew how to lead; it could also be said that Nimitz was a leader who conquered any personal urge to drive, and achieved his ends more by persuasion and inspiration to men under his command."

"World War II gave King the opportunity of putting in practice another conviction. His earliest studies of the Napoleonic campaigns had indicated to him that the great weakness of the French military system of the period was that it required the detailed supervision of Napoleon. His belief that one must do the opposite, and train subordinates for independent action, had been confirmed and strengthened through his years of association with Admiral Mayo. During World War II King would jokingly maintain that he managed to keep well by "doing nothing that I can get anybody to do for me," but in all seriousness he could not have survived the four years of war without having made full use of the decentralization of authority into the hands of subordinate commanders, who were considered competent unless they proved themselves otherwise, and who were expected to think, decide, and act for themselves. Upon Nimitz in the Pacific, Edwards, Cooke and Horne in Washington, Ingersoll in the Atlantic, Stark in London, Halsey, Spruance, Kinkaid, Hewitt, Ingram and many other flag officers at sea, King relied with confidence and was not disappointed."

"As I made my way to the flight deck, I felt bitter. But when I saw the white-clad rows of sailors standing rigidly at attention, the assemblage of gold-plated officers reviewing their notes near the podium, the camera crews intending to mark this moment for posterity, and the wreckage of the battleships USS Arizona, Oklahoma, and West Virginia sitting sadly in the background, my heart started to pound. I recognized the honor the nation intended to bestow upon me. The awards ceremony passed like a great whirlwind. At 1:45, the crew of Enterprise assembled on the flight deck to welcome aboard Admiral Chester W. Nimitz, commander in chief of the Pacific Fleet, who intended to hand out nine medals: five Navy Crosses and four Distinguished Flying Crosses. I had never met Nimitz before, so I wasn't sure what to expect. Months earlier, he arrived seemingly out of nowhere, handpicked by Roosevelt to whip our fleet into shape."

"Nimitz trooped down the line of officers, pinning medals to our chests and shaking our hands. The first four men in line received the Navy Cross. These included Captain George MUrray, captain of Enterprise; LCDR William S. Veeder, a destroyer skipper; and two submarine commanders, Lieutenant Commanders William L. Anderson and Charles W. Wilkins. Next, Nimitz handed out Distinguished Flying Crosses to two members of Fighting Squadron Six, LCDR Clarence Wade McClusky and LTJG Roger W. Mehle. When Nimitz leaned in to pin on Mehle's medal, he whispered, "I think you'll have a chance to earn another medal in a couple of days." Mehle stood right next to me, so I just barely caught what Nimitz had said. I gave a sideways glance. What had the admiral just revealed? Earlier, I had noticed that all three of our carriers were in port, which suggested a big operation was about to happen. Now Nimitz had confirmed my suspicions with his teasing comment. I wanted to swivel my head and say, "What's this now?" but of course, I couldn't. Naturally, my nervousness skyrocketed."

"Next, Nimitz came to me. He read aloud my citation: "Lt. (j.g.) Norman Jack Kleiss: As a member of a scouting squadron, he participated in the attacks on Kwajalein and Maloelap atolls, Marshall Islands, on February 1, 1942. His initiative and determination in the execution of these missions, effected in the face of enemy fighter opposition and heavy antiarcraft fire, resulted in heavy losses to the enemy, and enabled him to score a direct hit on a light cruiser." Nimitz looked at me and said, "Well done!" I remember the moment well. He looked over me carefully, just like LCDR Smith and VADM Halsey had done, and watched my facial expression. I assumed he wanted to see if I was nervous. Maybe he could tell a pilot's personality and trustworthiness just by their facial expressions. I don't know how long that look really lasted, but it felt like forever. Nimitz gave me the most careful look I ever experienced in my whole life. His stare jolted me like a shot of whiskey, his eyes penetrating and honest. When he reached out to shake my hand, I felt emboldened, ready to go back into battle and fight for him, anything to prove that I deserved this hallowed award. I experienced something I never thought possible: A leader had put the fight back in me."

"In the Pacific we gave our enemies a costly lesson in amphibious warfare, just as in Europe we, with our allies, demonstrated successful coalition warfare. The performance of all branches of the services in Europe under General Eisenhower, in the central and southern Pacific under Admiral Nimitz, and in the southwestern Pacific under General MacArthur brought glory to themselves and to their country."

"He brought to his new job a number of advantages, including experience, a detailed knowledge of his brother officers, and a sense of inner balance and calm that steadied those around him. He had the ability to pick able subordinates and the courage to let them do their jobs without interference. He molded such disparate personalities as the quiet, introspective Raymond A. Spruance and the ebullient, aggressive William F. Halsey, Jr. into an effective team."

"It was very clear that as difficult as his task was - to takeover the war on the Pacific, with the Pacific fleet on the bottom of Pearl Harbor - pretty much. He never lost sight of the fact that there were human beings on both sides of that war. He did his duty; he dealt very strong blows against the Imperial Japanese Navy and Army. but he never forget that there were human beings on both sides."

"After King, Nimitz was our greatest naval strategist and leader, and, as Cincpac-CincPoa, he had, after King, the biggest responsibility. Nimitz engineered, as it were, the Battles of the Coral Sea and Midway; patiently but stubbornly he held out for the dual approach to Japan. He proposed the bold plan to go right into Kwajalein after securing the Gilberts, and he put it across, contrary to the advice of others. He made only two possible mistakes in the war- detaching Admiral Kinkaid prematurely from his South Pacific task force, and rejecting Halsey's proposal that Peleliu be bypassed. Nimitz probably inspired a greater personal loyalty than did any other admiral in the war. Every commanding officer, when his ship, no matter how small, put in at Pearl Harbor, was encouraged to call on Nimitz at the Cincpac-Cincpoa headquarters in Makalapa and express his views. Knowing that the finest test of a commanding officer is (in Churchill's words) "the quality of his effort," and that mistakes in battle are inevitable, Nimitz was slow to relieve any commanding officer who failed; he believed in the adage that every dog should be allowed two bites. It may be conceded that he allowed one bite too many to certain task force commanders before he relieved them; but it was fortunate for the cause that he allowed two bites to Kelly Turner, who turned out to be a practitioner of amphibious warfare second to none."

""Tumb-bells take!" Assistant to "Matchew". Possesses that calm and steady going Dutch way that gets at the bottom of things. "Now see here." Delights in a rough house. One of the cave-dwellers but determined to be a fusser. Spent two hours at his first hop picking up beads. Conducted a Plebe kindergarten Second Class year. Mixer of famous punches. Still survives after two years of Stewart's rhino and comic opera."

"On April 13, 1943, Allied radio intelligence intercepted a message carrying the travel itinerary of Admiral Yamamoto. The detail in the message listed flight and ground schedules and included what type of fighter escort would be provided. Major Red Lasswell of FRUPAC broke the coded message. The decision of what to do with the information was left to Admiral Nimitz. Nimitz consulted Layton as to what the ramifications would be if Yamamoto were removed. They considered that he might be replaced with a better commander, and Nimitz felt familiar with Yamamoto as his opponent. Layton felt nobody could adequately replace Yamamoto, and based on this opinion Nimitz gave Admiral Halsey the authority to carry out the intercept of Yamamoto’s aircraft. On 18 April, a flight of P-38 fighters with specially selected pilots and equipped with long-range fuel tanks shot down Yamamoto’s aircraft, killing one of Japan’s top naval leaders."

"He surrounded himself with the ablest men he could find and sought their advice, but he made his own decisions. He was a keen strategist who never forgot that he was dealing with human beings, on both sides of the conflict. He was aggressive in war without hate, audacious while never failing to weigh the risks."