It has recently occurred to me what a strange concept “turnover” is to civilians. I am involved in a turnover. But what does that mean, and what does it entail?
Turnover is the process by which responsibility and ultimate accountability are handed from one person to the next. At its highest level it culminates in a Change of Command, or CoC. The Change of Command is a time-honored tradition in the Navy where the outgoing Commanding Officer relinquishes to the incoming all the authority, responsibility, and accountability that are both inherent and explicit in the job he is undertaking. There are few, if any, true examples of this in the civilian world, with the exception perhaps occurring on civilian sea-going vessels.
The Commanding Officer, in the charge of his command, has ultimate authority over personnel, equipment, and mission. He reports to a higher authority, of course, but what sets him apart is the level of trust and ultimate accountability that he holds. At this level, there are no excuses for mistakes, for failures in mission, for debacles. No matter at which level of the command structure these may occur it is the Commanding Officer that is ultimately, personally responsible. The buck stops there. Allow me an example. When the Commanding Officer of the USS Santa Fe arrives to board his submarine, an announcement is made on board using the 1MC general announcing system, “Santa Fe, Arriving.” Notice that the announcement was not, “Captain of the USS Santa Fe, Arriving.” He IS the Santa Fe. That ship is his in a total and complete way. It is an awesome responsibility, and a burden.
The Commanding Officer is affectionately referred to as the C.O., the Charlie Oscar, Captain (regardless of rank), the Skipper, the Old Man (but never to his face!), and probably others that I have failed to mention. He can rule like a benevolent king, a ruthless tyrant, or really anything in between. The structure of the entire organization in his charge must bend to him: his goals, his desires, his personality, and his quirks.
He must be understood—and quickly—for his time is short. Perhaps most amazing is that the Skipper changes at regular intervals. On board ships, a new Skipper may arrive every two to three years. In my world, the Expeditionary (land Navy) world, the terms are much shorter: sometimes less than a year. Imagine trying to gain the full scope of a job, a whole organization, and to learn all its moving parts inside of two weeks, and then assume a level of responsibility at which your career and liberty could be jeopardized by any number of failures. In order to do this he must equip, trust, and delegate to those that are in his charge. They, in turn, must learn his expectations and how to meet them. It is dynamic, to say the least, but it is also exhilarating.
Now, we have arrived to the place where I fit into the grand scheme of things here in my new life. As one of those that the Skipper has delegated authority to over a particular operation and group of people, I am learning the job itself from my predecessor while simultaneously learning the direction in which our organization must now go. I have had less than two weeks to learn an organization of which type I have never been a part of, a job for which I have never been specifically trained, leading people which I have only just met, and reporting, ultimately, to a Captain whose very existence as such may very well depend on how well I do my duty.
I’m ready.


