Knowing When to NOT Throw the Book

February 1, 2026 by Mike Manazir – (4-5 minutes)

The Hardest Leadership Calls Aren’t Written in the Rulebook

When people ask me about the hardest leadership decisions that I had to make, my mind goes straight to a quiet night on the bridge of USS Nimitz. March 2009. Eastern Pacific Ocean.

At sea, the Officer of the Deck carries enormous responsibility. Five thousand lives depend on that watch—especially at night. Falling asleep on watch is one of the most serious offenses in the military. It’s punishable because the consequences can be catastrophic. If an officer is caught asleep, it can end a career on the spot. That’s why what happened that night mattered.

We were conducting workups after maintenance. No flight operations. No maneuvering. Just steady steaming through a black Pacific night. The bridge team was rotating through four-hour watches, as they always did, ensuring alert eyes on the horizon around the clock.

OODs are selected officers, but standing watch is only part of their job. They also manage divisions, personnel, inspections, and daily responsibilities. Their days are long. Their margins are thin.

I had developed a habit over the years. If I woke up in the middle of the night, I’d pull on my coveralls and walk to the bridge. Admiral Nathman once told me that waking suddenly at night is often a sixth sense you develop as a ship’s captain. If you wake up—get up.

Captain on the Bridge

Normally, when the Captain steps onto the bridge, the Quartermaster announces it:

“Captain on the bridge.” I didn’t want behavior to change just because I was present. I wanted the watch team to perform as if I were always there. So that night, around 0200, I walked quietly onto the darkened bridge without announcing myself.

The bridge was calm. Dim red lights. The smell of fresh coffee. The Quartermaster was bent over his charts. The Conning Officer was forward, checking the ship’s course. She was doing her job well. I scanned for the Officer of the Deck. He was leaning against an air conditioning unit just behind my chair—three feet from me. I stepped beside him and stood still. He didn’t notice.

This officer was experienced. One of my better OODs. A trusted leader. He also had heavy maintenance responsibilities and was preparing for multiple inspections. I knew how stretched he was. I leaned closer and whispered, “Are you asleep?” No response. I leaned in again. “OOD… are you asleep?” He jolted awake.

When he realized who was standing beside him, he was terrified. He stammered an apology. He knew exactly what this meant. He had just been temporarily promoted to Commander. His rank—and his career—were hanging by a thread. In that moment, I had a choice.

Count the Cost

I could have followed the book; remove his OOD qualification, file charges. End a career.

Nobody would have questioned it. The rules were clear. But leadership isn’t just about rules. It’s about purpose. My mission wasn’t punishment. My mission was to build leaders. To strengthen the team. To make the ship better.

I looked at him and said quietly, “I have caught you asleep on watch. I think you’ve learned your lesson—because I’m the one who caught you. Don’t let it happen again. You must set the example.” Then I walked off the bridge. I don’t think he slept for a week.

When I turned over command later that year, he wrote me a note thanking me for not taking what he thought was “appropriate action.” The lesson stayed with him. He became an even stronger leader.

Leadership Lesson: Count the Cost

King Solomon wrote in Ecclesiastes that “there is a time for all things.” A time to break down. A time to build up. A time to keep. A time to throw away. A time to speak. A time to remain silent.

That night was not a time to break down. It was a time to build up. Not a time to throw away.

A time to keep. Not a time to speak loudly. A time to speak quietly—and walk away.

When a high-performing leader makes a serious mistake, count the cost. Ask what best serves the mission. Discipline should never be about satisfaction. It should be about development. In this case, mercy accomplished what punishment could not. A good leader was kept. The team stayed strong. The mission was preserved. I believe it was the right call. The outcome bears it out.

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If this message stirred something in you—share it. Forward it to a friend, colleague, or your leadership team. Better yet—let’s talk.

Let’s raise up a generation of leaders who know how to Lead to Win.

Mike Manazir
Bestselling Author | Navy Admiral | Fighter Pilot | Leadership Coach

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