If you had a chance to speak with cadets and/or midshipmen before they commissioned, what wisdom, advice, and lessons would you offer them?

Think. You are in a new learning environment where you may employ what you have learned to date, but must now be put into practicum. No plan or lesson ever survives first contact.

Couple added cents. Remember you're at a schoolhouse and not reality. You'll learn the book but not necessarily how to use it. Afterwards, remembering plans fall apart after contacting the enemy, be prepared to adjust quickly. I grew up starting at E-1 with great NCOs pointing the way. I always returned the favor by supporting the NCO community. It was a no brainer because that works best by far. The more you see, the more you'll be shocked seeing some of the dirtbags that for some reason got promoted or had seniors that didn't do their job and push them out. Don't decide you're the bounty hunter. It does take a Village to get rid of the Village Idiot quickly. Get into the mindset that many don't discover until too late. The Military is a business and business decisions are required. We're not the bleeding heart touchy feely decision by committee organization. Therefore, you're expected to grow as a Leader with a capital L. Finally, getting tagged with a nickname isn't necessarily a bad thing. Lord knows I've earned a few over my time.

Officer status or not, learn to shut up, listen and learn. Your joes know more than you do about the job and the way the unit runs. Don't be that guy that jumps in and starts trying to re-invent the wheel. Sit back, observe, shut up, and learn. Once you truly KNOW how it all works, if you see things that can be updated or modified to work better, THEN bring it up to your PSG/counterpart, and confer with them. If it will work and the ol' salt dog agrees, then change it. Don't do ANYTHING without your NCO and a thorough understanding of what you're about to upend.

The idea that the enlisted “bear watching” (we picked up a Midshipman’s manual that was dropped by the future officer who was on a summer internship), was particularly annoying. It implied that enlisted were untrustworthy and derelict, and that only strict discipline would ensure a reliable, motivated sailor. It saddened me to see the attitude that the Naval Academy inculcated in their future leaders. Fundamentally, it was disrespectful in perspective, and did nothing to foster unit cohesion or encourage confidence in those who do the work.

My advice for ensigns is to rely heavily upon the judgement of their NCOs in personnel issues and focus on learning about WHY we do our jobs the way we do them. It is my hope that junior officers will use that knowledge to remove bureaucratic and other barriers and be our defenders and truth tellers up the chain of command. Don’t just sit there and nod…always tell the truth, even when its bad news.

Listen to current staff before going in blind.

Be polite, professional, and confident. Be humble also, and do not ever confuse being humble with being an ass-kisser.

Own your mistakes as well as successes. Read "Extreme Ownership" by Jocko Willink.

You're cultivating your creative muse now while in a training setting. Don't ever stifle your muse. Outside-the-box creativity is almost always one of the greatest internal assets any leader could have. Not everyone's idea is a good one, but a good idea can come from anyone.

Don't chase awards and medals for yourself, but always chase them for your subordinates. Your career's just starting. The person nominated for the award may be depending on this award to reenlist, get promoted, or get a good job upon their EAS. Take care of your people!

You never know all the facts until you hear all sides to the story. Remember that when you have to discipline someone.

Ambition runs strong through all ranks.

When listening to advice from another leader you must mentally figure out if the advice is for your gain, their own gain, or beneficial to everyone.

At any change of command ceremony the only people who actually want to be there are the outgoing, the incoming, and maybe a few of the people they invited. Plan any speeches accordingly.

Never ask of anyone what you aren't willing to do yourself. Same for standards.

Leadership isn't just what you or others preach; it's also what you tolerate.

Sucking it up is never an option unless actively engaged in combat or a combat patrol. That said: suffering is a teacher unlike any other, but never have your unit suffer just for the sake of suffering. Counter any SNCO or higher officer who tries pulling this.

Chow/dining protocol: juniors always get the first pick. After them are the NCOs followed by SNCOs. You don't get in line until everyone else got what they wanted.

You don't have to have a Psychology degree to be an effective counselor and mentor, but also recognize when a subordinate's grievances cannot be resolved by you via your rank or billet.

Take mental resiliency training courses. You will have moments in your career when you got rock bottom, and someone hands you a jackhammer. More importantly you will have subordinates and NCOs/SNCOs who will go through similar moments.

Be trustworthy to your unit members, and equally important trust them.

Be empathetic and sympathetic when appropriate. Remember that they are different as well as similar.

In a memorial service the most haunting and painful parts are following: final roll call, Taps, and looking the family members in the eyes as they receive their flag.

Suicidal people are almost never obvious with their symptoms before they attempt to commit.

The ultimate in badassery as a leader is when any of your peers or subordinates would openly take a fall for you, or give their life for you because they respect you that much.

Listen to your non-commissioned officers