jobs in the Navy. It is my responsibility to cultivate a healthy culture
on board that will have a positive
impact on family relationships at
home. I work with the ombudsman
and family readiness group to build
a support network to empower and
encourage successful relationships.
In the end, those relationships increase productivity, raise morale and
In the submarine force, the ward-
room and chief’s mess have some of
the most intelligent and talented
people you will ever meet. Some-
times it is just as important to sit
back and learn something from
them. One of my philosophies is to
‘Let great people do great things.’
Although it is my job to mentor
them and guide them toward the
command mission, chief petty offi-
cers are selected and wear anchors
for a reason. They are the keepers of
good order and discipline, the bear-
ers of all standards and the experts
in their technical fields and their
Sailors. It is impressive when a chief
looks someone in the eye and says, ‘I
got it.’ Usually, nothing else needs to
be said, because they do.
Training is a huge part of my
job. Everyone should be training to
get to the next level. I train the
chiefs to go beyond their comfort
zones, making sure that we’re
aligned and that we are ready to
carry out every mission. I help the
chiefs train the first class petty officers to be the next group of chiefs.
I also help the captain and XO
train the wardroom to be the next
generation of submarine warfighters and to improve the relationship
between the wardroom, chief’s
mess and the LPOs. Everyone has
the obligation to listen to one
another and work together. There
is a definite chain of command, but
What I like most about my job is
watching the Sailors succeed.
Motivation is key, but it doesn’t usually matter what that motivation is,
as long as it is positive: American
pride, advancement, college tuition,
good liberty. My motivation is and
will always be my family and my
extended family; my Sailors. I owe it
to them to be a man of my word and
show them that hard work and
integrity do pay off. I tell my Sailors
that, at the end of the day, or the end
of a tour or a career, you should be
able to look into the mirror and be
proud of what you have done.
I use the acronym PROUD to
relay my ideas on how to I try to
make it happen:
P — Professionalism. 24/7/365, we
represent more than we can imagine and owe it to each other.
R — Respectful. Everyone deserves
respect. Have respect for one another as people. It matters.
O — Open. Communicate effectively and voice concerns or ideas.
Everyone has a voice.
U — Universal. Become the master
of your rate and learn something
new. Train your relief.
D — Dive In. Give everything 100
percent effort. You owe it to yourself and your shipmates.
Where am I going next? I’m
under orders to transfer to Submarine Squadron 12 as the command master chief. I am looking forward to an exciting tour full of challenges and victories. After that, as
long as my family is still happy, I’m
helping Sailors, I’m still having a
good time and my body can handle
it. I’ll go as long as they’ll let me.
I’ve been in 20 years next month.
The scary part of it is, looking back
I never saw myself in this position.
Many of my Sailors weren’t even
born when I joined the Navy. I never
thought I would be the old guy on a
submarine, but here I am. And to be
perfectly honest, when I look in the
mirror, I am PROUD of what
I have done.
Master Chief Electronics Technician Jason Avin with Nautilus at the U.S. Navy
Submarine Force Library and Museum in Groton, Conn.