In his newly released book, Dr Robert Roncska, popularly known as ‘Navy Bob’, provides first-hand insights on how he led submariners in difficult and complex work environment where his love-based leadership style overcame challenges and led to trust, cultural affinity and consolidated the purpose of serving America.
Q1 Congratulations on your first book ‘Beyond the Sea: Leading with Love from the Nuclear Navy to the White House and Healthcare’. Please can you tell us more about this book and what motivated you to write a book on your career experiences which readers of this book can benefit.
During my 28-year tenure in the Nuclear Submarine Force, I had the privilege of embarking on nearly every submarine in the fleet, particularly during my time as a Prospective Commanding Officer instructor and later as Commodore overseeing 10 submarines. What struck me most was the stark contrast in performance among submarine commands. Despite the uniformity in technical training within the highly regulated talent pool of the submarine nuclear force, encompassing identical nuclear and sub training for all personnel, the key determinant of performance consistently boiled down to culture. This became evident to me within the first few minutes of stepping aboard a submarine. If the crew appeared disengaged, with heads down and minimal acknowledgment of new arrivals, it often signaled underlying issues.
I strongly believe that true success lies in leading a meaningful life, one centered around helping others. My goal is to share this message to support fellow leaders in living fulfilling lives. Through this book, I offer relatable examples ranging from high-stakes operations in the submarine force to handling nuclear codes and navigating life-and-death situations in healthcare. These examples aim to shift mindsets and provide a practical blueprint for enhancing outcomes through love-based leadership.
Q2 What motivated you to join the US Navy? What are those turning points in your career that led you to join the Virginia-class nuclear-powered USS Texas (SSN 775) as its Commanding Officer? Please tell us more about your career journey as well as your family, background and education.
Like many in my generation, Top Gun sparked my interest in aviation. However, my eyesight limitations meant that pursuing a career as a pilot was not an option. While attending SUNY Maritime with the goal of joining the Merchant Marine, I encountered a Nuclear Propulsion Officer Candidate (NUPOC) recruiter who invited me to visit Norfolk. After that visit, I became intrigued by the mission and decided to join NUPOC. Initially considering Surface Warfare, I was inspired to switch to submarines after watching another movie, “Hunt for Red October”.
After completing nuclear power school, prototype training, and the Submarine Office Basic Course (SOBC), I was assigned to the USS West Virginia, a Boomer. My naval career had a challenging start, and I even made my wife promise not to let me extend my initial commitment. However, a command change and the support of a caring XO, Mike McKinnon, softened my resolve. A move to Hawaii and the privilege of serving under US Navy veteran Bruce Grooms (VADM, ret.) completely transformed my perspective on leadership. His inspirational style shaped me into a more compassionate leader, motivating me to pay forward that care to those I worked alongside.
During my time as the Military Aide to President George W. Bush, I submitted my preferences for my command tour. I was particularly keen on serving aboard a Virginia Class submarine due to the fascinating new technology it offered. My family and I were eager to return to Pearl Harbor, and the USS TEXAS seemed like the perfect match for us. It felt like a stroke of good luck that led me to that submarine.
Q3 There have been millions of books written on the topic of organizational leadership. Many have proposed theoretical frameworks on leadership and communication which doesn’t look to be making any difference in reality. But it is weird to see that a former Commanding Officer of the nuclear-powered submarine using the language of love as a way to lead people and teams. Do you think love is the right leadership tool to lead people or is it more than that? If yes, what’s that?
I firmly believe that love is not just a powerful but an essential tool for effective leadership. While it may seem touchy-feely to some and even make others uncomfortable, the reality is that all of us are born with a fundamental need for love. The Leader-Member Exchange (LMX) theory underscores the significance of relationships, a concept deeply ingrained in our DNA and crucial for achieving goals since ancient times. You can measure love in the workplace with LMX.
It’s crucial that we cultivate genuine and authentic connections with one another for several reasons. Leading with love fosters a high-trust environment, as highlighted in the Neuroscience of Trust (Harvard Business School, 2017), leading to significant benefits:
- 74% less stress
- 106% more energy at work
- 50% higher productivity
- 13% fewer sick days
- 29% more life satisfaction
- 40% less burnout
These statistics underscore the tangible advantages of prioritizing love-based leadership and nurturing strong interpersonal bonds in the workplace.
My primary focus as a leader is to ensure the well-being of my team on both personal and professional levels. This approach aims to inspire them to come to work each day prepared and motivated to give their best. As Mr. Rogers famously said, “Love and then Success, always in that order. It’s that simple AND that difficult.” When leaders genuinely care for their teams, the team reciprocates by taking care of the organization, leading to success in fulfilling missions and satisfying customers. Prioritizing mission and productivity may yield short-term gains, especially for leaders aiming for rapid advancement, but it often fails to uphold the organization’s brand in the long run. In essence, authenticity is crucial—it’s not just a nice-to-have but a necessity for effective leadership.
Of course, you need more than just that, but love should be the foundation.
Q4 You have come a long way by starting your journey in the US Navy, and then later on joining the White House and now working in the healthcare sector. In your opinion, what mistakes leaders do that leads to poor team culture and performance? What can make leaders best in their field?
See previous answer. When prioritizing the mission or oneself, failure is common, and any successes are typically short-lived. However, placing people first, along with fostering trust, upholding caring standards, and embracing a sense of purpose, leads to lasting success. I’ve found that many of my failures stemmed from selfish actions rather than considering others. Prioritizing ‘we’ over ‘me’ is beneficial across all industries and is the secret sauce to becoming an extremely effective leader.
Q5 How was your experience while working with the former US President George W. Bush Jr and his wife Mrs Laura Bush? As a Naval Aide to the President of the United States, what unique challenges you faced which might have been significantly different than working in the US Navy?
The role of Naval Aide presents a distinctive opportunity and duty within the navy, distinguished from political appointments. I underwent a rigorous selection and interview process, competing against officers from all Navy sectors, all of whom were exceptionally skilled individuals. The demands of the position surprised me in ways I hadn’t expected, such as the immense responsibility of safeguarding nuclear codes, protecting the President, and the unusually high public visibility. Regardless of the president served, being selected for this role is a great honor. I consider myself fortunate, as the Bushes were remarkably kind and supportive. Despite the political environment and pressures, their example fostered an extremely positive culture. They led with compassion and love, as detailed in my book with numerous examples.
Q6 While doing the research, I read that you are also known as ‘Navy Bob’. There must be something more interesting to that. Please can you tell us more about it and the story behind that.
In the early stages, before President Bush really got to know me, his personal aide pointed out some of my work. When President Bush asked, “Bob who?” his aide replied, “You know, Navy Bob.” President Bush was fond of using nicknames and took a liking to that one. From that day forward, I became known as Navy Bob. This story is detailed in my book.
Q7 Your book talks about loving and people-centric approach embedded with trust, standards, and purpose. What barriers did you face while you assumed the role of Commanding Officer for USS Texas and how did you tackle them. Was there a resistance or acceptance of your leadership style and how did you convince those who were against your leadership style?
Yes, there were numerous challenges. Initially, I remember questioning myself in the mirror, wondering if I had the capability to navigate the USS Texas safely under the North Pole for Arctic certification. I harbored doubts due to the multitude of safety and operational issues I faced at the outset. The USS Texas was underperforming significantly when I assumed command. Problems were addressed punitively, training was lacking, the sailors’ professional needs were neglected, and apathy prevailed.
Resistance to my approach stemmed from various reasons. Firstly, I wasn’t going to implement superficial changes; instead, I set high standards and expected everyone to meet them, which required significant effort on their part. Secondly, considering how the crew had been treated previously, they were understandably skeptical about any improvements I could bring. Building their trust required more than words; I had to demonstrate my commitment through tangible actions. I actively sought their input and worked to address their concerns, or if that wasn’t feasible, I ensured they understood why. Additionally, I emphasized to every crew member that they played a vital role in the ship’s success, regardless of their rank or department.
Although some individuals remained resistant throughout, it was crucial, out of love for the entire crew, to find a suitable alternative for them. This process was challenging but necessary for the overall well-being of the team.
As the crew realized that the leadership genuinely cared about them, their dedication to the command grew. Around a third of the way into my command tenure, there was a turning point where the crew’s motivation shifted from fear of punishment to a desire not to disappoint their fellow sailors or the command. This transition marked the emergence of a cohesive team, and the transformation was truly remarkable. Towards the conclusion of my time aboard TEXAS, our ship earned the Battle Efficiency Award (recognized as the best ship among 10 in the squadron) and achieved the highest retention rate in the Pacific fast attack fleet for two consecutive years. This success wasn’t due to my leadership qualities; rather, it was my capacity to foster a culture rooted in love that was the key ingredient to these achievements.
Q8 There is no doubt that leading submariners submerged underwater for a long duration is tricky and complex while operating under challenging conditions and geopolitical environments. Much can possibly go wrong if the morale of the team is low and work culture is toxic. Were there any instances you would like to elaborate more on where your leadership skills were put to the test?
Learning to be an effective leader is often best achieved through exposure to poor leadership. My initial assignment as a Junior Officer on a ballistic missile submarine in Kings Bay, GA, was a stark example. The Commanding Officer fostered a toxic environment marked by fear, distrust, a loss of purpose, and declining standards of care. The ship faced numerous safety incidents like a Main Engine Casualty, allision with a buoy, and personal injuries, leading to a dismal retention rate. The toll on mental and physical well-being due to the pervasive anxiety was palpable. In my book, I recount an incident where the Commanding Officer’s aggressive yelling caused me to involuntarily lose control of my bladder.
When I assumed command of the USS TEXAS, this difficult experience became a crucial lesson in leadership. Despite facing personal challenges and intense time pressures, I resisted the temptation to adopt a toxic or Machiavellian leadership style. Instead, I remained committed to leading with love, believing it to be the most effective strategy. I drew inspiration from exceptional leaders like Bruce Grooms (my commanding officer on Asheville), whose examples guided my approach. This decision undeniably proved to be the right path, leading me to write a book to share these invaluable insights with others.
“Dr. Bob Roncska’s book “Beyond the Sea, Leading with Love” is an enthralling study of practical leadership. I have read countless leadership books, most of which are formulaic, mechanistic, or simply experiential. This is a significant paradigm shift, rightly premised on the importance of “Love First”. If your heart is right, inspirational leadership and organizational success will follow. Although Navy Bob credits many leaders for their influence on his leadership style. It is my personal observation the attributes he highlights in this book have been a deep-rooted part of his DNA his entire life. This book is a must read for those who are serious about improving their leadership skills”, according to US Navy veteran Bruce Grooms (VADM, ret.).
Q9 What piece of advice would you like to give to the current submariners and the young generation who are willing to join submarine force in the US and around the world amid rapid technological advancements, new global order post-COVID, and geopolitical shifts?
The strategy needs to begin from the top down, with Navy leadership evaluating their influence on recruitment figures. While the emphasis remains on crucial elements like lethality and warfighting capabilities vital for national defense, these aspects may not resonate as strongly with newer generations. Hence, recruiting efforts become indispensable for maintaining our readiness for combat. Although technical advancements are significant, I’m particularly interested in discussing the human element in this context. According to a post-COVID McKinsey& Company article titled “The Great Attrition or the Great Attraction,” the primary reason for job exits is feeling undervalued. Young sailors seek care and acknowledgment. Shifting the message to prioritize care and appreciation first, followed by success and lethality, could boost recruitment. The current leadership, early Gen X, should recognize generational differences and avoid outdated marketing strategies to address recruitment challenges. Adapting to what the next generation values is key to sustaining military strength. Without a quality workforce, the military’s effectiveness will suffer in the future.
If someone is thinking about joining the submarine force, I’d share that the most valuable aspect they’ll gain is the close-knit camaraderie with their fellow shipmates and the enduring friendships they’ll forge. Alongside this, they’ll also benefit from top-notch education and training, invaluable experience, setting them up for success in any future endeavors.
Q10 You were recruited as a Commodore of the US Pacific Fleet’s Submarine Squadron 7 to head the largest submarine squadron in the US Navy, where you were tasked with certifying, maintaining, and ensuring the safe operational readiness of ten Los Angeles Class nuclear-powered submarines and about 1,700 personnel. How this experience relates your previous role in commanding a Virginia-class USS Texas submarine from the leadership perspective?
When I was assigned to the largest submarine squadron in our fleet, a key strength I brought to the table was the ability to avoid micromanagement. With squadrons consolidating and more submarines per squadron, micromanaging became impractical. Instead, the submarine force required leaders who could identify and prioritize issues without getting lost in minutiae. My leadership approach and proven track record showcased my capacity to handle these responsibilities effectively. For example, I developed a system where I actively sought input from chaplains to identify submarines with a higher number of sailors seeking assistance. I also gathered feedback from my staff during their submarine rides and paid close attention to the Command Climate Assessments conducted annually on each submarine. Additionally, I analyzed retention and attrition rates and observed how leaders handled problems, whether they took responsibility or placed blame elsewhere.
We prioritized submarines where any signs of problems emerged, making cultural improvement our top priority. I strongly believe that where there’s smoke, there’s fire, prompting us to tackle any issues quickly. Submarine culture served as our most crucial gauge for enhancing safety margins and ensuring success rates, a principle applicable to any organization or institution. Culture stands out as the most significant factor in averting mishaps, fostering sustained growth and success, and fulfilling our purpose of serving others on this planet.
Dr Robert Roncska’s book can be ordered using this link here.
