Honesty

Mr John Perryman

Honesty is arguably one of the most important threads making up the tapestry of values to which the Royal Australian Navy (RAN) adheres, for it is honesty which firmly anchors the Navy’s set values in place. But what is honesty? Why is it so important? It has been written that true honesty is free of contradictions or inconsistencies in our thoughts, words or actions.^[2] Being honest to ourselves and our ship-mates, earns trust, and the pivotal relationship between honesty and trust is perhaps the most important ingredient to be found in any well functioning warship. Throughout the RAN’s history, certain ships, big and small, have stood out from others for their efficiency and fighting spirit. While most have been painted grey, carried weapons and been presided over by a commanding officer who has followed long established rules and regulations, some vessels have attained reputations that have far exceeded that which is normally expected. This hallmark of spirit and efficiency is, without exception, a direct reflection of the vital human element that gives life to any warship.

There is no closely guarded secret concerning how this spirit is achieved. As with any team, a ship has a leader, and much depends on the personal qualities of that leader in shaping the course that his or her crew will follow. If a captain is perceived to be honest then it will take little time for them to establish a trustworthy reputation among those whom they command. If, however, a leader is perceived as dishonest, then it follows that the vital spark of trust will never be ignited.

Ships, however, are somewhat unique in that they are a close-knit, multi-layered community. Although they have an ultimate leader in their captain, they also have numerous other officers and sailors in positions of trust and responsibility. These men and women must therefore establish their own individual credentials of honesty and trust among those whom they daily command and lead. It is when this recipe is harmonised at all levels that a ship ascends to a level of superior efficiency.

Trust flows both ways and so must also be earned by subordinates, irrespective of whether they comprise a ship’s wardroom or a mess deck. When a subordinate proves to be honest and trustworthy they gain the respect and confidence of those who lead them and perhaps more importantly among those who serve alongside them.

The close quarters within which a ship’s company lives, works and fights have always demanded a high degree of honesty. However, as with any microcosm of society, a ship’s company will occasionally experience dishonesty within its ranks and when this occurs, the destructive effect on the ship as a whole cannot be overstated. Divisiveness is often the first symptom when this happens, followed by mistrust and all of the unpleasant characteristics that come with it. The ill feeling generated by this mistrust can spread rapidly throughout a ship and undo years of hard work and team building.

Honesty and pride in oneself, as a well-trained professional, is the hallmark of any effective member of a ship’s company (RAN).

Knowing that one can depend on his or her shipmates in all situations is the life blood of a cohesive ship’s company. This trust begins in the mess deck or cabin with simple things such as knowing that one’s possessions will be respected by those sharing the compartment. Other gestures, such as being punctually relieved by a shipmate at the end of a watch or duty, build on this trust and dependence and inspire confidence within everyone in the crew.

Pride in, and being honest with, oneself is perhaps the most critical part of being an effective member of a ship’s company. For if an officer or sailor takes pride in themselves and in their performance of duty, they will soon gain both the respect and trust of their shipmates. Such honesty, however, can at times be the most confronting challenge of all. Sometimes this form of honesty will reveal flaws in one’s character or level of competence which can lead to self doubt, lack of confidence and poor performance. Mastering this realisation and taking action to address these inadequacies is the mark of a person who will always emerge as a better individual and team player.

Often it takes courage to be honest, particularly in a Service environment where rank can often be intimidating to junior personnel. No subordinate ever enjoys advising their superior officer of bad tidings, and when these situations arise it can challenge the honesty of all involved. Juniors must feel confident that they can apprise their seniors of both good and bad news without fear of unjust rebuke. The temptation otherwise is to water down the gravity of a situation or avoid bringing it to the attention of a superior altogether. Neither of these outcomes is desirable and superiors should always be prepared to honestly evaluate a situation to avoid reacting in an injudicious manner. By doing so, they will do much to preserve the level of trust and respect between themselves and their subordinates.

Admiral Nelson confers with Lieutenant Pascoe prior to the Battle of Trafalgar, 21 October 1805 (RAN).

One of the most famous examples of trust, honesty and mutual respect to be found in naval annals took place on board the Royal Navy’s flagship HMS Victory immediately prior to the Battle of Trafalgar on 21 October 1805. Joining his signal lieutenant, John Pasco, on deck, Admiral Horatio Nelson ordered him to make a signal. ‘I wish to say … ‘‘England confides that every man will do his duty’’’. Nelson added, ‘You must be quick for I have one more to make, which is for close action’. Due to the urgency, Pasco suggested replacing the word ‘confides’ with ‘expects’, as this was a single flag in the code book and did not need to be spelt out. Nelson replied ‘That will do, make it directly’.^[3] The inspirational signal was subsequently made and became inextricably linked with the decisive victory won by Nelson that day. What should not be overlooked, however, is the honest exchange that took place between the famous admiral and his subordinate.

In stark contrast to this honest exchange of advice before Trafalgar is the avoidable loss of HMS Victoria in a collision with HMS Camperdown on 22 June 1893. Three hundred and fifty eight officers and men died including the Commander in Chief, Vice Admiral Sir George Tryon. Although both Tryon’s staff commander and flag lieutenant were aware of the probable outcome, they allowed him to order two columns of ships to perform an impossible manoeuvre. At the head of the port column Camperdown’s captain hesitated to comply and received a peremptory ‘What are you waiting for?’, only adding to his confusion. Tryon was a popular commander, but apparently not a person agreeable to being asked questions or being cross examined by his subordinates.^[4]

The complexity of modern warships is such that specialist skills are required to conduct most evolutions in a safe and efficient manner. In many situations the practitioners who are best qualified to provide expert advice will be sailors or specialist junior officers. Irrespective of the source, it is inherent on those receiving advice to consider it before determining how they wish to proceed. As with any occupation, there will be times when a senior may err and embark on the wrong course of action. Again this can be a test of character for those involved, as it is the duty of the specialist, regardless of rank, to interject with honest and accurate advice in a courteous and expedient way. It is equally the duty of the senior to consider and acknowledge this advice before continuing.

It is inevitable that some leaders will be faced with situations that fall outside the parameters of established rules or procedures. On occasion it may be necessary to override the advice being proffered by a specialist, but this in no way lessens the responsibility to provide such advice or honestly, evaluate it and acknowledge that it has been received.

There are other examples throughout the Australian Defence Force where the pillars of honesty and trust are fundamental to the success of conducting day to day business. As members of a multi-billion dollar organisation, responsible for our nation’s security, Service men and women and their civilian counterparts are entrusted with ensuring that Defence business is conducted in an honest and ethical manner. Similarly, the relationship between honesty and loyalty, another Navy value, is fundamental in any dealings with classified material.

The role of the RAN will always be varied in nature and the current high level of operational tempo is likely to be maintained for some time. The success of future missions will continue to depend upon the ethics and values of the men and women who serve in the Australian Navy and who have carried the trust and confidence of the Australian public since the Navy’s inception on 1 March 1901. The capstone of honesty is perhaps best summed up by Albert Einstein, possessor of one of the most brilliant minds of the 20th century, when he said, ‘Whoever is careless with the truth in small matters cannot be trusted in important affairs’.^[5]

References

1. ↑ Royal Australian Navy, Navy Values: Serving Australia with Pride, Canberra, September 2009.
2. ↑ Living Values, www.livingvalues.net/values/honesty.htm (9 September 2008).
3. ↑ T Pocock, Horatio Nelson, Alfred A Knopf, New York, 1987.
4. ↑ A Gordon, Rules of the Game, Naval Institute Press, Annapolis, 1996, pp. 246-7.
5. ↑ Quoted in Gerald Holton and Yehuda Elkana (eds), Albert Einstein: Historicals and Cultural Perspectives, Princeton University Press, Princeton, New Jersey, 1982, p. 388.