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The Secret Sauce for Organizational Success Communications and Leadership on the Same Page The Secret Sauce for Organizational Success Communications and Leadership on the Same Page By Tom Jurkowsky Rear Admiral, US Navy, Retired Air University Press Maxwell Air Force Base, Alabama Director, Air University Press Library of Congress Cataloging- in- Publication Data Maj Richard Harrison Names: Jurkowsky, Tom, 1947- author. | Air University Project Editor (U.S.). Press, issuing body. Dr. Stephanie Havron Rollins Title: The secret sauce for organizational success : com- Maranda Gilmore munications and leadership on the same page / Tom Jurkowsky. Cover Art, Book Design, and Illustrations Daniel Armstrong Description: Maxwell Air Force Base, Alabama : Air University Press, [2019] Composition and Prepress Production Includes bibliographical references and index. | Sum- Nedra Looney mary: “This book provides examples of constants that communicators and their leaders should stay focused on. Those constants are: (1) responsiveness to the media; (2) providing access to the media; (3) ensuring good working relationships with the media; and (4) always Air University Press maintaining one’s integrity. Each chapter is dedicated to 600 Chennault Circle, Building 1405 one or several examples of these concepts”—Provided Maxwell AFB, AL 36112-6010 by publisher. Identifiers: LCCN 2019040172 (print) | LCCN https://www.airuniversity.af.edu/ 2019040173 (ebook) | ISBN 9781585663019 (paper- AUPress/ back) | ISBN 9781585663019 (Adobe PDF) Facebook: https://www.facebook.com/AirUnivPress Subjects: LCSH: United States. Navy--Public relations. | and Communication--United States. | Leadership—United Twitter: https://twitter.com/aupress States. | Armed Forces and mass media—United States. Classification: LCC VG503 .J87 2019 (print) | LCC VG503 (ebook) | DDC 659.2/935900973—dc23 | SUDOC D 301.26/6:C 73/9 LC record available at https://lccn.loc.gov/2019040172 LC ebook record available at https://lccn.loc.gov /2019040173 Published by Air University Press in July 2020 Disclaimer Opinions, conclusions, and recommendations expressed or implied within are solely those of the authors and do not necessarily represent the official policy or position of the organizations with which they are associated or the views of the Air University Press, Air University, United States Air Force, Department of Defense, or any other US government agency. This publication is cleared for public release and unlimited distribution. Air University Press Reproduction and printing are subject to the Copyright Act of 1976 and applicable treaties of the United States. This document and trademark(s) contained herein are protected by law. This publication is provided for non- commercial use only. The author has granted nonexclu- sive royalty- free license for distribution to Air University Press and retains all other rights granted under 17 U.S.C. §106. Any reproduction of this document requires the permission of the author. This book and other Air University Press publications are available electronically at the AU Press website: https://www.airuniversity.af.edu/AUPress. CONTENTS Contents Foreword v About the Author vii Acknowledgments ix 1 The Evolution of Proactive Communications in the Navy: From Vietnam to the Present 1 2 The Navy’s Safety Stand-­­Down . And the Importance of Leaders Telling the Story and Being Visible 9 3 The Tailhook Scandal: The Navy’s #MeToo Movement in 1991 . And How Leadership Failed Miserably 13 4 Examples of How Not to Conduct Business with the Media 27 5 The US Naval Academy: My Worst Fears Coming Home to Roost . Media Access Was the Antidote 43 6 A Murderer in Our Midst: How Leadership by Example and a Powerful Ethics Program Helped a Murderer Admit to Her Crime 53 7 The Importance of Being Responsive To the Media 59 8 What to Do When the Media Gets Under Your Skin: Don’t Send Them to the Penalty Box, But Maybe Give Them a Five- Yard Penalty 63 9 Leaning Forward and Taking Prudent Risks Can Pay Dividends 73 10 A Lawyer’s Job Is to Provide Advice . .But the CEO or Commander Is the Final Authority 79 11 Leadership: What It Is and What It Isn’t 89 12 Crisis Communications: The True Test of an Organization 103 iii CONTENTS 13 The Fundamentals of Good Communications: How to Respond and What to Say 121 14 Final Tips: When You Meet the Media 131 Postscript 135 Abbreviations 137 Bibliography 139 Index 145 iv Foreword As a professional communicator for over 45 years, I have witnessed tremendous changes in the media industry—most of them driven by technology and social media. However, there are still some constants that communicators and their leaders should remain focused on. Those constants are: (1) being responsive to the media; (2) providing access to the media; (3) ensuring good working relationships with the media; and (4) always maintaining one’s integrity. These constants are indeed the mainstays of a respected and effec- tive communicator. Maintaining them supports the credibility and respect of the communicator and the organization he or she repre- sents. They are also the pillars of being a good leader, regardless of whether that person is a communicator, a line leader, or the chief executive officer in an organization. In this book, I will provide examples of each of these concepts and outline how important they are to the health of an organization, its leadership, and its communication function. Each chapter is dedi- cated to one or several examples of these concepts. Of the four constants discussed, I have been asked on several occa- sions: “Which one is the most important?” My response is that they are all crucial; however, integrity is the inviolate one. A person’s integrity—whether that person is a communicator or a senior leader in an organization—must never be compromised. Once an individual loses his or her integrity, it is virtually impossible to get it back. It is also important to note the difference between the terms public affairs (PA) and public relations (PR). Having worked on both sides of the fence—on the government side and the corporate side—I am fre- quently asked about the difference or whether there is a difference between the two. There is, and it is a critical one. The best description of the difference is found in an online article on the Government Executive website. Dr. Danielle Blumenthal de- scribes the difference this way: “At the end of the day, the key differ- ence between private sector PR and government PA is who is paying the bill and what expectations they are bound by. The private sector PR expert is trying to help their client resuscitate or enhance their image. The government PA expert is trying to help the taxpayer get the information they need and, more broadly, trying to help the gov- ernment function effectively and efficiently.”1 v FOREWORD Dr. Blumenthal does a great job of stressing that PA supports the taxpayer while PR has a more profound concern regarding image, product enhancement, and the bottom line. That is why the term PR is verboten in the government. Unfortunately, there are those in the government who forget for whom they are working. The following chapters will illustrate the disservice they are doing to those they have sworn to serve—the American citizen and taxpayer. I will also devote a bit of time to the concept of leadership itself. Specifically, I will look at what makes an individual a good leader. There are good and bad leaders in both the private and public sectors, and one can learn from both. Every leader develops his or her leader- ship style and techniques by observing how others perform this all- important function in any organization. The next few chapters will document some of the significant issues I have dealt with in my professional career—in the Navy, at Lockheed Martin, and at the US Mint. I hope that the examples will serve as another attempt to reinforce the necessary ingredients or the “secret sauce” of good communications and leadership practices. vi About the Author Rear Adm Thomas J. Jurkowsky, US Navy, retired, holds a master of science in public relations from American University and a bachelor of science degree in journalism from Boston University. He is a public relations professional with 45 years of experience in the defense, cor- porate, and government sectors. He served in the Navy for 31 years, beginning his career in 1969 as an enlisted man and retiring as a rear admiral. Jurkowsky was a public affairs specialist and handled crises such as the loss of sailors’ lives, ship collisions, and fires; the infamous Tailhook scandal; and numerous unfavorable incidents at the US Naval Academy. He assisted in the production of several Navy-related Hollywood movies such as Top Gun. His final position was as the Navy’s chief of information, as the Navy’s chief spokesman and head of its entire public affairs efforts. After retiring from the Navy in 2000, Jurkowsky served as the vice president for media relations for Lock- heed Martin. After retiring from Lockheed, Jurkowsky joined the US Treasury Department, where he served as the US Mint’s chief of cor- porate communications. He serves on the board of the Military Offi- cers Association of America and has served as an adjunct instructor in communications at Anne Arundel Community College in Arnold, Maryland. Jurkowsky is married and lives in Annapolis, Maryland. vii Acknowledgments I am very grateful for the many mentors I have had during my career. I discuss some of them in this work, but the one who convinced me to pursue this project was the gentleman who hired me at the US Mint— Edmund “Ed” Moy. Ed served at the White House before being named by Pres. George W. Bush as the thirty- eighth director of the Mint. Ed was a terrific boss and let me “do my thing.” Whenever we would have lunch or a personal discussion, I would frequently recall many of my Navy experiences (I would refer to them as “sea stories”).
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