My Core Competencies

in 2005 i was selected by the beaureu of the navy to the position of Chief Petty Officer. This is different than the rank of E7 as the other branches are merely advanced by their respective departments. It's the epitome of prestige within the enlisted paygrades of the Navy. We have been for generations, asked to undergo a form of initiation. over the last ten or so years, the Navy and it's beaureacrats have tried to water down this by restricting and prohibiting different parts of the process to include renaming it to induction, transition. I'm certain this has made somewhat of an impact on the Navy in positive and countless negative ways.
i recall being made to memorize countless phrases and lists, many of which seemed pointless at the time. the one that has stuck with me were the core competencies. a list of principals a Chief should live by.
in every line of work there are those who have risen to paygrades and positions when they have absolutely no idea how to lead people. the Navy recognized this nearly a hunderd years ago and made it one of the responsibilities of the Cheif, training these higher ranking boss types on just how to go about the task of leading those who work for them.
the ones i worked for as a brand new chief did not know i was to be offering them training. it took me nearly a year to learn my own way of training these officers who thought they knew it all already. they were not the problem. it was the ones who had risen to higher paygrades from the enlisted ranks who had forgotten where they came from. they shunned the process of the initiating of a new chief or thought they would impose their own brand of training which ripped the training from the hands of those capable, the Chiefs, and ramrodded the ways in which to train those selected as well as constantly stripping the Chiefs of their power to run the command removing their ability to make the sometimes drastic changes the task needs.
as a recruiter, i discovered the most rewarding portion of the task was interacting with those bright young minds in local communities who had what it takes to be an active part of something great but with no idea or resources to get them into the position. I termed it "Handing out new lives" to future generations who would lead the Navy and maybe the nation to it's next steps. this was shadowed by those i worked for who didn't recruit but thought they knew how to lead those who were. Recruiting has taken people who have failed at other jobs and allowed them to progress farther than those of us who volunteered to go recruiting for three years to give something back to our Navy. they are the ones who run things in recruiting and have severely lost touch with the afloat Navy and her day to day tasks of which they were not good enough at to make the cut, so they went recruiting. the 800 lb gorilla in that room is that those they lead were and still are good enough to make it in afloat leadership. these Sailors are treated like cattle for the most part and they don't know the difference between a leadership position in career recruiting and the afloat leadership. they blindly follow anything asked of them or blindly accept the ways this leadership somehow strangles and hampers their proven abilities already shown in the fleet.
I could go on and on but this is idiotic and I can see no immediate solution to the problem.