This structural penalty, however, may well be becoming a thing of the past. Today, aircraft designers are armed with a growing family of non-metallic structural materials (composites, carbon-carbon, etc.), as well as new design tools, such as computer-aided design/computer-aided manufacturing (CAD/CAM) equipment. They have been finding ways to make the most recent generation of carrier aircraft light and strong, while giving them the performance to keep up with the best land-based aircraft. This is why carrier-capable aircraft like the F/A-18 Hornet have done well in export sales (Australia, Finland, and Switzerland have bought them). The Hornet gives up nothing in performance to its competitors from Lockheed Martin, Dassault-Breguet, Saab, MiG, and Sukhoi. In fact, the new generation of U.S. tactical aircraft, the JSF, may not pay any “structural” penalty at all. Current plans have all three versions (land-based, carrier-capable, and V/STOL) using the same basic structural components, which means that all three should have similar performance characteristics. Not bad for a flying machine that has to lug around the hundreds of pounds of extra structure and equipment that allow it to operate off aircraft carriers.
All of these technologies have brought carrier aircraft to their current state of the art. However, plan on seeing important changes in the next few years. For example, developments in engine technology may mean aircraft with steerable nozzles that will allow for takeoffs and landings independent of catapults and arresting wires. Whatever happens in the technology arena, count on naval aircraft designers to take advantage of every trick that will buy them a pound of payload, or a knot of speed or range. That’s because it’s a mean, cruel world out there these days!
Hand on the Helm: An Interview with Admiral Jay Johnson
Guiding Principals: Operational Primacy, Leadership,
Teamwork, and Pride.
Admiral Jay Johnson, Steer by the Stars
During the long history of the U.S. Navy, there have been many inspirational examples of individuals coming out of nowhere at the time of need to lead ships, planes, and fleets on to victory. During the American Civil War, for example, a bearded, bespectacled gnome of an officer named Lieutenant John Worden took a new and untried little ship named the Monitor into battle. When Worden faced the mighty Confederate ironclad ram Virginia at Hampton Roads in 1862, his actions with the Monitor saved the Union frigate Minnesota, the Union blockade fleet, and General George McClellan’s army from destruction.14 More importantly, his inspired use of the little turreted ironclad forever changed the course of naval design technology, and made the wooden ship obsolete forever. There are other examples.
A mere half century ago, the United States Pacific Fleet was nearly destroyed by the Japanese at Pearl Harbor. Within days of the raid that brought the United States into World War II, a gravelly-voiced, leather-faced Texan named Chester Nimitz was picked to lead what was left of the Pacific Fleet against the powerful forces of Imperial Japan. Nimitz’s early Naval service (mostly spent quietly in the “pig boats” that the U.S. Navy passed off as submarines in those days) gave no indication that he was the man for the job. Nor did his later career in virtually invisible jobs at obscure (to ordinary folks) places like the Bureau of Navigation add much to that aura. When he was made CINCPAC (Commander in Chief of the Pacific), few Americans outside of his friends in the Navy even knew the man’s name. With fleet morale shattered by the events at Pearl Harbor, he hardly seemed an inspiring choice.
That opinion began to change almost immediately, when Nimitz retained many of the staff officers present at Pearl Harbor, rather than cashiering them and bringing in his own people. The men responded with total loyalty, and many were instrumental in the subsequent Allied victory in the Pacific. His action in retaining these officers, even though some commanders would have gotten rid of them for their perceived “responsibility” for the disaster, proved to be the first of an unbroken string of brilliant personnel, planning, and operational decisions. These eventually brought Nimitz to the deck of the USS Missouri (BB-63) in 1945 as the Navy’s representative to accept the Japanese surrender.
Though the Navy has been blessed with many fine leaders in its illustrious history, all the successes of the past are meaningless unless it can serve effectively today and in the future. The late 1980s and early 1990s have tested the faith of even the most fervent U.S. Navy supporters. Following what some felt was a mediocre performance during Desert Storm in 1991, the Navy suffered a string of public relations “black eyes” that included the infamous 1991 Tailhook scandal. There was worse to come. In the spring of 1996, after a media frenzy and an intense round of public criticism over both his handling of personnel matters and his own character, the popular Chief of Naval Operations (CNO), Admiral Mike Boorda, died of a self-inflicted gunshot wound. The suicide of this much-admired sailor cast a pall over the entire fleet; and many in and out of the Navy began to question the quality of Navy leadership. Clearly, it was time for a top-notch leader to step up and take the helm. The man selected to take over as Chief of Naval Operations was actually much closer at hand than some would have thought—in fact, just a few doors away in the office of the Vice Chief of Naval Operations. Admiral Jay Johnson would soon start the Navy back on the road to excellence.
Johnson, a career naval aviator and fighter pilot, has quietly served his country and his Navy for more than three decades. A slim and trim officer who looks years younger than his age, Johnson is a quiet and sometimes shy man. But the quiet demeanor is something of a smoke screen. This man is a “doer,” who has chosen to make the hard decisions that will give the U.S. Navy a real future in the 21st century. Johnson is a passionate man, one who cares deeply about his country, his Navy, and the sailors who serve under him. He channels all that emotion into one goal: to build the U.S. Navy into a superb fighting machine, an organization that is once again the envy of military officers everywhere in the world.
Jay L. Johnson came into the world in Great Falls, Montana, on June 5th, 1946. The son of a soldier in the Army Air Corps, he spent the bulk of his youth in West Salem, Wisconsin. Let’s let him tell the story of his journey into naval service:
Admiral Jay L. Johnson, USN
OFFICIAL U.S. NAVY PHOTO
Tom Clancy: Could you please tell us a little about your background and Navy career?
Admiral Johnson: I was born in Montana. My dad was serving there at the time. I didn’t stay there long—only about a year. I spent the rest of my youth in Wisconsin, in a little town with a lake near it, not far from the headwaters of the Mississippi River. That’s the total exposure to water that I had in my early years.
Tom Clancy: What made you choose the Navy as a career?
Admiral Johnson: I’d been intrigued by the military service academies as I was growing up. I had a distant relative who had gone to West Point, and was thinking about applying there myself. Then I went to a Boy Scout National Jamboree out in Colorado Springs, Colorado, in what is now the Black Forest, just down the road from the Air Force Academy. It was in 1960, I believe, about a year after the Air Force Academy had come into being. As part of our stay, we were invited to a tour there. We also got to see a show by the Thunderbirds [the Air Force precision-flight demonstration team]. As I watched that performance, and looked at that academy, I said to myself, “I can do this!” When I returned home, I decided that I’d apply to the Air Force Academy. Before I did so, I found that I had an option to go to the Naval Academy at Annapolis. I looked into it, found out a bit about carrier aviation, and decided that was what I wanted. I took that opportunity, and here I am.
Admiral Jay Johnson, in his Pentagon office with the author.
JOHN D. GHESHAM
Tom Clancy: Did you have any particular “defining” experiences while at the Academy?
Admiral Johnson: Well ... I got to watch Roger Staubach [the great Naval Academy and Dallas Cowboys star quarterback] play football. On a more serious note, the most striking thing I remember about my time there is how close my company mates and I became. T
o this day, we’re inseparable. A lot of them are still in the Navy today. Admiral Willie Moore, who is the USS Independence [CV-62] battle group commander, was a company mate of mine. My former roommate is the Naval attaché to India. Rear Admiral Paul Gaffney, who is the Chief of Naval Research, was also in my company. These are just a few of the people I met at the Academy who are special to me personally.
Tom Clancy: Were there other notable members of the Academy classes while you were there?
Admiral Johnson: Guys like Ollie North and Jim Webb [the former Secretary of the Navy]—and of course Roger Staubach from the class of ‘65. I have always admired him. Even then, he was a man of great integrity, courage, and superb physical prowess. What I see of Roger today matches exactly what I saw then. It’s nice to see a guy who is that solid early in his life, remain so through a highly visible career, retirement, and new career.
Tom Clancy: You graduated during the depths of the Vietnam conflict [1968]. Were you immediately sent out to flight school and into the Replacement Air Group [RAG]?
Admiral Johnson: Well, they did move us through at a nice pace, though I don’t remember it being any kind of “rush” job. I went through flight training in pretty much a normal time frame. I got my wings in October of 1969. From there I headed out to San Diego and NAS Miramar to learn to fly the F-8 Crusader.
Tom Clancy: You must have been there with some living legends, men like “Hot Dog” Brown and Jim “Ruff” Ruffelson, right?
Admiral Johnson: Yes, they were there. Being one of the F-8 “MiG Killers” was kind of the unusual for a new guy back then. It was the time when a lot of the guys fresh out of the Academy were getting orders to F-4’s [Phantom IIs], and most of us were lined up to get into the Phantom community because they were new and they were hot! More than a few of us wound up flying F-8’s though, and in retrospect it was the best thing that ever happened to me. The F-8 was an awesome airplane. And, as good as the airplane was, the community of people who flew and supported it was even better. We’re all still pretty tight. We have F-8 Crusader reunions every year.
Tom Clancy: Could you tell us a little about your experiences in the Crusader?
Admiral Johnson: I had about a thousand hours in the Crusader. I did two combat cruises to Vietnam in VF-191 aboard the USS Oriskany [CVA-34], in 1970 and 1972. As I recall, we went out for a long cruise, came back for a short time, and then did an even longer cruise. In all that time, I only had one backseat ride in a Phantom. I think I may be one of the few naval aviators of my generation who has never flown an F-4. From the Crusader I went straight into the F-14 Tomcat.
Tom Clancy: From your record, it looks like you spent the majority of your career in the Tomcat community.
Admiral Johnson: That’s right. I did my department head tour and my squadron command tour in Tomcats. However, when I went to become an air wing commander, I tried to fly most of the air wing airplanes. The planes I flew back then included the A-7 Corsair, which is like a stubby-nosed cousin to the F-8 without an afterburner. I also flew the A-6 Intruder. Later, on my second CAG [Commander, Air Group—the traditional nickname for an Air Wing Commander dating back to the beginnings of carrier aviation], on my battle group command tour, I wound up flying the F/A-18 Hornet. I still remember flying the F-8, though. Your first jet assignment is like your first love. It’s where everything is defined for you.
Tom Clancy: Following your time in F-8’s, you seem to have spent most of your time in the East Coast units. Is that correct?
Admiral Johnson: It’s correct, but it really wasn’t a conscious decision on my part. I guess it just worked out that way. Initially, when I learned to fly the Tomcat, I headed back out to the West Coast and went through the F-14 RAG [Replacement Air Group], VF-124. Then I was moved back to the East Coast, where I have pretty much stayed ever since.
Tom Clancy: Obviously, you spent an eventful couple of decades with the fleet in the 1970’s and 80’s. Can you tell us a few of the things that stand out in your mind?
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 relationshi
p, 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.”