Changing times highlight need for new tactics
Commander Syd Abernethy adapts by running NAS Whidbey like a business
by Chris Gregor and Matt Bucher

Success in today’s ever changing world calls for new strategies of preparedness and financial readiness as well as leaders willing to listen, learn and adapt on the fly.
Nowhere is this seen more clearly than at U.S. military bases, where a changing enemy – from the Cold War era Soviet Union to small pockets of terrorists that can attack at any time – recently caused Defense Secretary Donald Rumsfeld to recommend the closure of 180 facilities and the realignment of hundreds more as part of Base Realignment and Closure (BRAC).
In all, Rumsfeld expects the moves to save $48.8 billion over the next 20 years while the military is reshaped for America’s expected 21st century adversaries. Rumsfeld stressed that in addition to closures and realignment, new, more efficient leaders are needed to deal with the changing threats and budget shortfalls in the future.
While many military communities around the United States are expected to be hit hard by the proposed base closures, Northwest Washington emerged nearly unscathed as Naval Air Station Whidbey Island is expected to lose only 34 military jobs but gain 172 civilian positions.
This is good news for the Whidbey Island community, specifically Oak Harbor, because of the significant economic impact the base has on the region. In addition to 8,457 military and 2,424 civilian personnel, the base had an estimated net-direct impact of $500 million in Island County in 2003, according to the Washington State Office of Financial Management.
Nearly 88 percent of all economic activity in Island County is directly or indirectly linked to the Navy’s presence, and the impact is multiplied throughout the region. This includes countless businesses that contract with the Navy and the base’s payroll of more than $400 million.
At the center of NAS Whidbey Island is base Commander Captain Syd Abernethy. Abernethy has a keen awareness of the impact his base has on the regional economy, but more importantly, the impact it has on his country. Like any business leader, he has to be prepared to deal with anything that comes his way– whether a base closure, call to action or the downsizing of a budget that requires even more efficient operation.
In short, Abernethy, an intelligent, organized and articulate leader who counts CEOs and other business leaders among his mentors, runs his base like a business.
“Unlike a business where the prime objective is profitability, at NAS Whidbey Island, it is operational cost-wise readiness,” Abernethy said. “America is engaged in a global war against terror and we must be constantly prepared to answer the nations call no matter where it may take us.”
This readiness is especially necessary with uncertainty of funding forcing commanders like Abernethy to get more from less, while assuring that their troops are battle- and- mission ready.
While the objectives for a civilian business and a military base may differ radically, the strategies for achieving their goals are surprisingly similar, Abernethy said.
“Nothing works to focus an individual better than a clearly defined mission or goal,” Abernethy said. “This is a huge motivational factor for all service men and women.”
When that mission involves providing basic human rights and freedoms to tortured and oppressed societies or eradicating the threat of terrorist acts both at home and abroad – while also trying not to get killed – the goal is made even more clear.
Business profitability as a primary mission statement pales in comparison, yet the functional benefit of a clearly defined vision is critical to every business.
Abernethy says that “being on the same page” is one of the most important factors in any successful endeavor.
“Only through awareness is understanding achieved and it is understanding that ultimately affects the desired behavioral change,” he said.
In other words, without a clearly defined mission statement, a complete understanding of the goals and the procedures used to accomplish those goals, an efficient and unified workforce can’t exist.

Cross communication is critical at all levels of business
In Abernethy’s mind, his first priority as a leader is to clearly communicate his personal vision for the future of the base as well as what he expects from each person in the line of command.
While the commander has many ideas about organization and how to motivate and measure good performance, his underlying theme is the importance of effective communication across all departments and at all levels. He believes that effective communication flows from both the top down as well as the bottom up. “Autopsy without blame” is what he calls it.
“I encourage all of my people, from department heads to mids (Midshipmen) to speak the brutal truth,” Abernethy said. “It is only then, armed with the truth, that we can accurately assess our weaknesses, apply the appropriate resources and go about fixing the problem.”
Because everyone knows what is expected from them, and because those expectations include true observations of what is going right and wrong on the base, Abernethy said his underlings should feel a sense of empowerment that leads to better job performance.
One way Abernethy actively uses this strategy for a more efficient base is in regular meetings with not only department heads but with lower-level individuals who nonetheless complete important jobs and have a unique perspective on how the base is running and what could make the process more effective.
“Failure to seek the input of those on the lowest level,” he said, “is doing a disservice to the role of a leader.”
For the commander, this fits with his belief that any leaders best attribute should be his or her ability to listen to others. Specifically, Abernethy referenced Mao Tse Tung’s belief that every leader must first be a good learner.
“In the day-to-day operations of any organization, mistakes will be made as well as successes realized,” Abernethy said. “It’s critical that a leader have the capability to learn from each and then apply those lessons accordingly. The best piece of advice I could give any business executive is to be a good learner.”

Give the necessary tools to succeed
Only when he deems his department heads have been allocated appropriate resources – whether funding physical equipment, manpower or a combination of each – does Abernethy empower his people to act.
“Without access to the right tools it is a challenge to move any organization forward,” he said. “I encourage my people to take charge, evaluate a given situation from all possible perspectives and then act accordingly.”
Abernathy uses an interesting analogy to clarify exactly what he wants from personnel at his base.
“If you have a cat stuck in a tree, don’t tell me about it, just get it down,” he said.
And while he encourages people to make decisions and address issues on their own accord, he also emphasizes that the accountability for those actions lay squarely with whoever makes the decision.
“Leadership and accountability play a huge role in my managerial philosophy,” he said.
Abernethy believes accountability has been lost in management teams in the business world. He warns that when accountability gets pushed down the food chain, it can lead to internal morale and motivational problems.
At NAS Whidbey Island, accountability goes no further than the person who called the shot: end of story, end of problem. Abernethy doesn’t want his people to be concerned about making a decision – as long as it is informed.
“As long as my people have made informed decisions that are directed toward achieving the overall vision as I have outlined for this organization, I’m fine with that,” he said.

Rewarding performance
Abernethy has designed incentives for his staff to “reward critical thinking and outstanding performance.” The basis for these incentives is empowering his employees and encouraging their decisionmaking, because he believes that employee motivation, or lack thereof, makes or breaks the overall health of any organization.
For example, Abernethy says that while it is the responsibility of mid- or- upper management to develop business strategies to streamline operations, the responsibility of implementing the plans many times falls on rank-and-file employees. If the strategies prove successful, however, the credit and reward usually go completely to the conceivers instead of the implementers of the plan.
This can create negative attitudes among lower-level employees who feel they are working for the sole benefit of a superior, Abernethy said. With NAS Whidbey Island’s policy of trusting informed decisions and actively asking and respecting the opinion of all personnel on base, Abernethy hopes to alleviate this problem.

What the future holds
Now that it is clear that NAS Whidbey is not on the chopping block, Abernethy can begin to focus on streamlining the base’s productivity and ensure that the base does not fall prey to cuts in the future.
Already, NAS Whidbey and the Economic Development Associations of Skagit and Island counties held an event designed to assist local businesses interested in selling goods and services to the Navy. The event, “Doing Business with the Navy 2005” was held May 24 and provided businesses with information on procurement procedures, bid opportunities and sub-contracting.
A Navy more open and willing to teach all businesses how to successfully contract with them shows just one more way the military is changing with the times.
With BRAC closures on the horizon for bases across the country and budget shortfalls likely for years to come, running the Navy with fiscal responsibly is more important than ever.
Captain Syd Abernethy is a renaissance man of sorts at the forefront of the new breed of military men who realize that preparing young men and women for combat and life – while facing financial shortcomings and new enemies – may require running the Navy a lot like a business.