Exactly what type of education equips the twenty-first-century Navy or Marine officer to do well in this complex and often uncertain world? Carl von Clausewitz wrote about what he called the “fog of war”—all the things one can’t possibly plan or prepare for in battle. There will always be the X-factor, the “fog” that requires a leader to remain adaptable and flexible, or “Semper Gumby” as we naval officers sometimes call it.

During the wars in Iraq, Afghanistan, and beyond, we had to adapt to constant change. Armor Marines served as house-to-house security forces; blue-water sailors operated along the coast (in the “littorals”) and often went ashore to defend important outposts. Both the Marine Corps and the Navy sent personnel to sit down with Shia and Pashtu district leaders to develop infrastructure strategies for improving the lives of their communities. We planned and certainly followed through on many of these efforts, but along the way we encountered Clausewitz’s fog of war, which demanded creativity and flexibility.

In order to do both things—accomplish the mission and remain flexible—we had to keep in mind the “commander’s intent” Joint Publication 3-0, the bible for all military services, defines “commander’s intent” as “The desired end state . . . a concise expression of the purpose of the operation, not a summary of the concept of operations.” Having a clear understanding of the overarching purpose of each mission allows us as leaders to be more flexible and creative in our approaches to getting the job done.

Great leaders make their intent clear and then rely on the initiatives of those they lead to carry the day. Adm. Arleigh Burke, as commander of Destroyer Squadron 23 during World War II, told his ship captains, “If you encounter the Japanese, you know what to do.” Simple and succinct, Burke provided the guidance and a strategic way forward and then allowed his men the opportunity to use their ingenuity and experience to accomplish the mission.

This has been the heritage of the Navy. Each ship pulling away from the pier is left to its own devices when confronting danger. Knowing the commander’s intent, a young Navy ensign instinctively steers the ship with enough separation from hostile forces, but keeps a wartime footing with increased lookouts. A Marine second lieutenant knows to position his troops in a staggered formation to avoid threatening local villagers, and also to maintain a strong perimeter. With the commander’s intent in mind, the military officers who operated on the ground in Iraq and Afghanistan wrote the instructions on civilian-military operations and problem solving when no how-to manual was available.

Trust up and down the chain of command and through rigorous training has fostered a culture of flexibility and adaptability within the ranks of the Navy and Marine Corps. It is a unique characteristic that enables America’s military success at sea and forward from the sea.