Admirals should not publicly identify themselves with their own flagships in the same way as a captain may identify himself with his ship. To the admiral ALL ships should be the same, and private ships should feel that the admiral takes quite as much interest in their well-being and their whole life as he does in his own flagship. The admiral should therefore avoid, even in private conversation, speaking of "my commander," "our launch," etc. etc. A flagship, her officers and men, have many advantages. In return for these privileges, a flagship should make every effort to be a pattern of smartness and efficiency; and the admiral must be constantly on the alert lest he show partiality or favour to his flagship. Nothing makes more jealousy in a Fleet than a belief that the flagship is favoured at the expense of the rest of the Fleet, either in routine duty or in any other respect.
Flagships must have many privileges, but they should not be increased. For instance, her boats should take precedence in drawing beef or stores; but in all matters connected with competitive drills, carrying out station orders, etc. etc., all ships must be equal in the admiral's eye and mind.
An admiral should continually go on board the ships of the Fleet, talk to the captains, and obtain their ideas and recommendations on various subjects.
The best plan is to notify a ship a day or two beforehand that the commander-in-chief is coming on board on Sunday at the time most convenient to the captain; and to follow the captain's usual routine for Sunday inspection. This method gives the captain an opportunity of bringing to the admiral's notice any officer or man who has in any way distinguished himself. It strengthens the captain's hands, and has a good effect upon the Fleet. It lets the men see their admiral; while the admiral can remark the state of the ship and run all his Fleet up to the smartest ship.
It is wiser to administer a Fleet by commendation than by condemnation. If commendation is given for good and smart actions, condemnation for bad, slackness becomes far more severely condemned, and no sympathy for it is aroused.
Any smart action performed by an officer or man should be appreciated publicly by signal. This is complimentary to the officer or man and to the ship in which he is serving at the time. Every one is grateful for appreciation.
The old style in the Navy was never to commend anything that was well done; to do well was considered to be no more than a man's duty. On the other hand, anything that was badly done led to severe reprimands.
When a good officer or man knows that the admiral appreciates his work, it cheers the Fleet and raises its whole tone. It is right to be severe on those who do their work lazily or badly; but it is quite as necessary to appreciate those who do their work well.
An admiral should continually inspect some of the various departments of the ships under his command. By personal observation he is certain to find out something which would not come to his notice in any other way, and he may therefore prevent things from going wrong in their initial stages.
The admiral should invariably inspect anything that may have gone wrong in any of the ships under his command, owing to accident, carelessness, or misadventure: such as a derrick, cable, or capstan carrying away, or any defect in the engine or boiler rooms. He should then talk over the method of repair with the captain and the departmental officers. This procedure often saves time and trouble, as the admiral gives directions for the accident to be repaired in the way he desires from the first, thereby obviating the necessity of altering the plans afterwards. It also encourages those who are going to execute the work.