Carrier: A Guided Tour of an Aircraft Carrier

Admiral Johnson: The Vietnam experience stands out, of course. The operations against Libya in the 80's were interesting-Operations Prairie Fire and Eldorado Canyon [the bombing of Libya in April 1986]. I was in and out of there several times during that period. I also remember the day that Commander Hank Kleeman and the guys from VF-41 [the Black Aces] 'splashed' two Libyan Sukhois back in [August] 1981. I was sitting in flight deck control [on the USS Nimitz [CVN-68], getting ready to man up and recycle one of the combat air patrol [CAP] stations. The plan was to land the first pair of F-14 Tomcats. Then I was going to be part of the second 'go' of the day. It was announced over the 1MC [the master public address system on board the ship] that something 'big' had just happened. When the two F-14's that had shot down the two Libyan fighter- bombers got back aboard, everyone wanted to look at the planes and see what had happened.

Tom Clancy: You came into this job [as Chief of Naval Operations, or CNO] at a time of great crisis and turmoil for the Navy. Among other issues, Admiral Boorda's death was a great blow to the Navy. What were the important things that you had to do when you arrived?

Admiral Johnson: It was important to me to make sure, because of Admiral Boorda's reputation as a sailor in the fleet, that the officers and sailors in the fleet knew that things were going to be 'O.K.' I sent out an 'all hands' message to that effect, and spent the next eight or nine months traveling around the world to get the message out to the people in the fleet.

Tom Clancy: As CNO, you seem to have a unique working partnership with Secretary of the Navy John Dalton, and the Commandant of the Marine Corps, General Charles 'Chuck' Krulak. Can you tell us about that relationship?

^{Admiral Jay Johnson eating a 1997 holiday meal with sailors aboard ship in the Persian Gulf.}

^{OFFICIAL U.S. NAVY PHOTO}

Admiral Johnson: As you know, before I got here, Secretary Dalton made the decision to relocate the Commandant of the Marine Corps and most of his staff from the old Navy Annex up the hill to the E- Ring of the Pentagon. So now Secretary Dalton's office is bracketed by the Commandant's office on one side, and the CNO's on the other. He's got us in stereo! The decision to move the Marine Corps Commandant was a powerful one, in my opinion. The relationship between Secretary Dalton and Chuck Krulak was already in place even before I arrived. When I got here as Vice CNO, and particularly as I made the transition to CNO, both men were very understanding, supportive, and helpful. I could not have asked for a better welcome.

Tom Clancy: It sounds like the three of you have forged a special working relationship on this end of the E-Ring corridor. Is that true?

Admiral Johnson: The short answer is yes! These relationships work very well due to a number of factors. First of all, Chuck Krulak and I are friends. He and I are close personally, as are our wives. That's a good start to a professional relationship, but there's more to it than that. We share some important common goals. For example, we are both making a concerted effort to lead our sailors and marines to work well together in this age of cooperation and coordination between the various branches of the military. I mean, how the hell are you going to do that, if the top sailor and marine can't get along?The relevance of the sea services, both the Navy and the Marine Corps, is that we're the forward presence for our country in virtually any military operation. We're there first, and we're out last. It's essential that we coordinate our forces to do the job as well as it can be done. We're proud of our mission, proud of our people, and proud of our ability to do the job together. That's the strength that we give to the country.Now, just because we're trying to work together on our various missions does not mean that the job of coordinating the Navy and the Marine Corps is an easy one, either for Chuck and me, or for the other officers and enlisted soldiers on our staffs. We work with some very challenging issues, and we aren't always able to agree completely on every point we discuss. As in any working relationship, there are occasional conflicts.

^{Admiral Jay Johnson relaxing in his Pentagon office during his interview with the author.}

^{JOHN D. GRESHAM}

But we're committed to working through them and formulating solutions. The principles that underlie our working partnership and the friendship between Chuck and me girds it all and makes it possible for us to work through those hard decisions. This benefits both services. Both Chuck and I have the support and guidance of Secretary Dalton as well. I think we have a pretty good team.

Tom Clancy: As we all know, it's been a challenging decade for the Navy. In addition to issues like Tailhook and Admiral Boorda's death, there were real problems that had been building for over two decades. You were placed in charge of a Navy whose ships had been run hard during the Cold War years. Can you tell us a bit about the state of the fleet today?

Admiral Johnson: Despite the many challenges we're had to endure, the Navy has carried on wonderfully, in my view, in terms of reacting to the requirements that have been levied upon it. Our mission as the nation's forward-deployed force means we have to be prepared to respond at all times to any situation in which we are needed. The relevance of that mission will not change as we go into the 21 st century. I believe we are ready. That's what we do, seven days a week, 365 days a year. I think that one of the greatest challenges that we face in the Navy is reassuring the American people of the level of our commitment to the mission to serve and protect them. This is important, because for a lot of people, what we do is sort of 'off of the radarscope.'

Tom Clancy: Given what you have just said, how is the fleet bearing up under this extremely high Operations Tempo [Optempo]?

Admiral Johnson: That's a question that requires an answer on more than one level. There is no denying that our sailors, by the very nature of their work, spend time away from their homes and families. Some of the things that we are looking at are ways to make sure that we don't overstretch ourselves.Right now we have a policy that says that ships will have no more than six months forward-deployed at sea, from portal to portal. We're also maintaining a ratio of two-to-one for time at home port to deployed time, and no more than fifty percent of time out of home port when you are off deployment.We are adhering to that policy, and I am the only one who can waive it for any reason. In fact, whether we are standing by that policy is one of my own measures of whether we are 'stretching the rubber band too tight,' where people are concerned. So right now, we're OK with that situation. Now, we have had a couple of exceptions to this rule last year because of problems with ship maintenance in a yard that closed down. The result is that in terms of readiness and execution, the fleet is 'answering on all bells.' I want to make sure as you walk back from looking at deployment issues, that everyone is getting enough training to get ready, but not so much that their home lives suffer. We also want to make sure that the right equipment is available during training, so that the fleet fights with the same gear it trains with.

Tom Clancy: How is retention of personnel holding up?

Admiral Johnson: Retention right now is good, though there are pockets of concern in that situation. If you look, for instance, at pilot retention numbers, the aggregate numbers, they're great. They're not even worth talking about today. There is no problem there. Within that community, though, if you 'peel that onion' back a layer, we're beginning to see that we need to pay attention to the attrition rates of some kinds of air crews.In my view, these situations are not developing just because the airlines are hiring. The airlines are always hiring, and will continue to hire. That's a reality that we can't change. But I do think that part of this softness in community retention is based upon the 'turnaround' and non-deployed side of a