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| 23 www.military.ie THE DEFENCE FORCES MAGAZINE fostering an open dialogue. Whether in the heat of battle or during routine operations, effective communication ensures a shared understanding and unity of purpose among the crew. Effective command and control have always been the heart of leadership. We can see this from pre-industrial times when commanders could often survey an entire battlefield from a single vantage point. Ensuring that orders were relayed quickly and accurately was difficult. In the early 20th century, the rapid modernisation of military equipment and weaponry created changes to how battle fields work. No longer would soldiers fight shoulder-to-shoulder, and commanders could no longer depend on being able to view the action first- hand. With these developments, an effective communication system became even more vital. This becomes even more prevalent to force commanders when all elements of armed forces work in cohesion together, such as soldiers on the ground requiring assistance from air or naval assets. These operations require clear and concise communications to ensure that the mission objective is accomplished. The Defence Forces Leadership Doctrine speaks about the influence that operational leaders face and states "Leaders must know themselves, the mission, the message, the environment, the best method of communication, and must share these with subordinates". (Defence Forces 2023) When it comes to naval leadership it is important to remember that the sea is an unforgiving environment and will continue to test naval leaders as they continue to operate in these conditions. It is important that leaders stay resilient, that they instil a culture of perseverance, equipping their teams with the mental and emotional fortitude to navigate storms, both literal and metaphorical. In the Irish Naval Service, leadership isn't just about command; it's a commitment to excellence and a responsibility to the nation. As the force continues to evolve, the legacy of its leaders will be defined by their unwavering dedication to maritime security, exemplifying the values that have guided the Irish Navy through decade of service. References 1. DFDM J2 – Defence Forces Leadership Doctrine. 2. DFDM-J1, The Defence Forces Capstone Doctrine. 3. Pike, D. (2021) The importance of communications in the military, The Samtec Blog. Available at: https://blog. samtec.com/post/the-importance-of- communications-in-the-military/ (Accessed: 17 October 2023). 4. Defence Forces Vision, Defence Forces. Available at: https://www.military.ie/en/ defence-forces-vision/ (Accessed: 17 October 2023). HISTORICAL VIGNETTE 14 "OPERATION PONTUS", MEDITERRANEAN SEA, MAY TO JUL 2015 Cdr Pearse O'Donnell, Ship's Captain L.É. EITHNE I was cognisant of managing my own personal stress, that of the ship's company and migrant stress. I did this through team building by clear and consistent 'up/ down' communication. With me, I had confidence in the structures above me at the Operational & Strategic Levels in the Naval Service Command Centre and DFHQ, vis-a-vis clear communication, where support, flexibility and common sense were present. Though I was the Captain of the ship, I was expected to be part of the team and if the team was strong and of one mind, then this 'unity of purpose' would be a support to all of us at times of stress. Across the ship's company, effective crew management and support mechanisms helped to reduce operational stress. Extensive exercising and role play were conducted prior to deployment. We drilled until we got it right. Each of the 22 Search and Rescue operations was followed by a 'lessons learned' process. Lessons learned were implemented immediately. Because of the novel mission, I accepted that mistakes would be made, and that personal censure and criticism should not take place. Emphasis was placed on praising achievements. Personnel were rotated through different appointments to ensure variety, and to reduce the stress load in the more demanding tasks (first responders). The ship carried seven trained Designated Contact Persons. With migrant Stress, we assured them that they would be brought to a place of safety and that they would be secure aboard our ship. I had faith in the 'old reliables' of teambuilding, clarity of purpose, the Defence Forces Personnel Support Services procedures, and clear R&R periods. Establishing these practices early was paramount to preventing and reducing stress and ensuring mission success. ARW conduct training onboard Naval Ship LÉ James Joyce entering Portland, Maryland, USA

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