CAPT Jeff Benson
In a naval career spanning more than twenty years, Captain Benson has deployed to the Middle East and Indo-Pacific regions serving aboard five warships including commanding a destroyer forward deployed in Japan. In addition, he has served in numerous staff positions advising the nation’s most senior military and civilian leaders in government. Captain Benson has degrees from Texas Christian University, The George H.W. Bush School of Government and Public Service at Texas A&M University, U.S. Naval War College, and the National War College.
How do you define success?
Success, at its core, is giving 100% effort to achieve a goal or outcome. For me, I’ve always viewed success through two lenses: personal success and professional success.
When I talk about personal success, I mean areas like family, physical fitness, mental well-being, and financial stability—those key aspects of life that contribute to your overall sense of fulfillment. Professional success, on the other hand, is tied to job performance, work relationships, competency, and the skills that enable you to successfully navigate your career.
Another way to think about success is by looking at it from both an individual and a team perspective. A great analogy for this can be found in sports or the military. In sports, for instance, you have statistics and team win loss records that provide tangible measures of success. Take basketball as an example: At the start of the season, a player might set an individual goal, like leading the team in assists. To achieve that goal, they work on their ball handling skills, practice under pressure, and set specific objectives. By the end of the season, they may achieve personal success—but the real question is, how did that contribute to the team’s success?
This convergence of individual and team success is what I would call ultimate success. It’s when everything aligns and works in rhythm—when individual efforts drive collective achievement. However, achieving that alignment is incredibly challenging, and sustaining it over time is even harder.
Ultimately, success boils down to effort. It’s about giving 100% to achieve your goals, whether they’re personal, professional, individual, or team oriented. That consistent effort in rhythm, in my view, is the true measure of success.
Over the course of your career, how have you failed? What did you learn?
In the Navy, many of your failures likely happen early in your career. These failures, while difficult, are the foundation of the experience you build over time. Let me share an example from my first division officer tour on a destroyer, where I served as the auxiliaries officer.
We were on deployment, which alone is a learning experience for any new naval officer. During our time at sea, one of our small boats became inoperable and required an engine replacement at our next port of call. Unfortunately, that was still weeks away. Around the same time, I received devastating personal news: my cousin died unexpectedly. Looking back, I now recognize that I was struggling with my mental health, though we didn’t really talk about those things back then. I was young, still learning how to navigate the convergence of professional and personal stress, and I didn’t handle it well.
When we finally pulled into port, the new engine arrived, and my entire division—well, almost all of them—immediately got to work replacing it. Instead of joining them, I made the poor decision to go on liberty. That choice was a failure in leadership. Even in the most stressful circumstances, leaders must stand the watch, lead from the front, and prioritize the mission, regardless of personal challenges. In that moment, I didn’t give 100% effort, and I failed my team.
However, that failure became an invaluable learning experience as I progressed in my naval career. The engine was repaired without me, and the team succeeded despite my absence. But for me, as a leader, the lesson was clear: failure can teach you more than success ever could. It shaped me into a better leader and helped me grow into the person I needed to be to eventually serve as the captain of a destroyer.
No one likes to fail, but those early missteps taught me the importance of resilience and accountability. They reinforced the fact that while individual failure can happen, it doesn’t have to prevent team success. What matters is learning from failure and using those lessons to improve—not just yourself, but the team and organization you serve.
Reflecting on your experience managing family and personal challenges, what guidance would you offer to a division officer or department head navigating similar circumstances?
The most important thing is to talk to someone. I firmly believe that every warfighter needs another warfighter—someone they can confide in. Whether that person is on board your ship or not, it’s critical to reach out. With today’s technology, you can connect through phone calls, emails, or chats. The key is not to hold it all inside.
As a division officer, you often have more opportunities to talk to peers and share experiences. But as you move up in rank—eventually becoming a commanding officer—it can become increasingly isolating. When you’re a captain, it’s a lonely position. That’s why it’s essential to build the habit early on of finding someone to talk to during challenging times. Establishing that battle rhythm now will pay dividends later in your career.
What is the first thing you do when you get up in the morning? Do you have a morning routine?
I make my bed. It’s a habit I’ve had since childhood, instilled by my mother, who taught me to start each day by keeping my room clean and organized. Now, as a parent of three boys, I instill this habit in them because I believe it’s important.
But making your bed isn’t just about the act itself—it’s about how you do it. You could simply pull the blanket or comforter over and make it look like the bed is made without actually fixing the sheets underneath. My oldest son has shown me this shortcut more than once! Truly making your bed requires attention to detail and 100% effort.
For me, details matter. This small, daily task sets the tone for the day, reflects your work ethic, and serves as a reminder to strive for excellence, even in the simplest things. If you can’t handle the little things, how can you expect to achieve the big ones? As the late Coach John Wooden said, “Little things make big things happen.”
My morning routine also includes drinking coffee and staying informed. Whether it’s reading or listening to local, state, national, or international news, I make it a priority to stay aware of what’s happening in the world. Starting the day with intention—through simple habits like making your bed and staying informed—builds a foundation for success.
What career advice would you give a driven young Surface Warfare Officer (SWO)? What advice should they ignore?
First, I’ll share two levels of advice—though we could probably dedicate an entire discussion to this topic.
First: How you spend your time matters. It’s crucial to build a personal battle rhythm—your own routine of essential tasks—and stick to it. Create a structured schedule that includes time for self-care, with the ultimate goal of maintaining both mental and physical well-being. This ties back to our earlier discussion about failure and the importance of prioritizing your mental fitness. A solid routine helps you stay grounded, prepared, and resilient.
Second: Learn to navigate stress and anxiety. In the Navy, you will face stress, both good and bad. It’s important to recognize the difference between the two and develop healthy ways to manage it. Never hesitate to ask for help when you need it—there’s no shame in seeking support.
One additional piece of advice: be open to listening to others. While you don’t need to follow every piece of advice you’re given, hearing different perspectives is valuable. I recommend building a “personal board”—a small, trusted group of individuals who know you well. This group could include friends, family, and professional mentors with diverse backgrounds. Ideally, they should understand your values, interests, and even your family, if applicable.
This group becomes your sounding board, offering honest feedback and critical support when you face new opportunities or challenges. It’s not about quantity—it’s about having a close-knit team that you can rely on for candid insights and unwavering support.
By managing your time effectively, taking care of yourself, and surrounding yourself with the right people, you’ll build a strong foundation for navigating the challenges and opportunities ahead.
What criteria or approach do you use to determine who should be part of your personal board?
The key criteria when evaluating who should be on your personal board is trust. The people who have known you the longest and consistently been there for you are also invaluable. I can immediately think of a handful of individuals who, if I needed honest feedback, I could call without hesitation. They’re the ones who wouldn’t hesitate to say, “No, Jeff, that’s a bad idea—you may want to consider another approach.” That kind of honest, constructive feedback is crucial.
The people you select really need to know you—not just superficially, but deeply. It’s not enough to have mentors or friends who are familiar with your career or accomplishments; they need to understand what makes you tick, your values, and your goals. Building this core group takes time, and you may need to go through a process of trial and error to figure out who truly belongs on your personal board.
This support network is essential as you navigate life’s challenges, whether they’re professional or personal—like preparing for an operational deployment or tackling a difficult life decision. You’ll likely rely on different people for different situations. It’s not about asking individuals in your network for feedback on every facet of your personal or professional challenges. Instead, it’s about knowing who to turn to for specific advice to navigate life’s many challenges.
Ultimately, your personal board might consist of five or six trusted individuals, in addition to the close relationships you already have with your spouse or parents. These are the people you can count on for honest feedback, practical advice, and unwavering support when you need it most.
What book would you recommend every SWO read?
It’s tough to recommend just one book, but if you want to explore the traits of a great leader and how to build a winning team, I’d suggest The Captain Class by Sam Walker. I’ve always believed there’s a strong parallel between leading a sports team and leading a military unit. In an engaging and entertaining way, Sam examines the greatest sports teams in history and how they achieved success. He highlights that it was often the team captain who demonstrated critical leadership traits that enabled others to come together, dominate their respective sports, and achieve greatness as a unified team. Whether it’s football, basketball, rugby, or other sports, the lessons are universally applicable to leadership in any context.
For new Surface Warfare Officers, the challenges of the role—learning how to navigate your first job after college, deciding whether to pursue a long-term Navy career, and managing personnel—can be stressful. To that end, I’d recommend three additional books I wish I’d read in my 20s. These books offer insights that are particularly useful for division officers:
Outlive by Dr. Peter Attia This book delves into the science and art of longevity, but it’s about much more than that. It focuses on mental and physical well-being—skills that are critical for leaders and military professionals. Maintaining your health is essential as you face the unique challenges of a naval career.
The Upside of Stress by Kelly McGonigal Stress is an unavoidable part of life as a naval officer. Whether you’re managing deployments, maintenance periods, training at sea, or earning professional qualifications, stress will be a constant. McGonigal’s book helps you differentiate between good and bad stress, develop ways to cope, and improve your resilience, which is vital for both your personal and professional growth.
Die with Zero by Bill Perkins This book offers a different perspective on life and the use of your time. While it may not seem directly connected to your role in the Navy, it encourages you to think about your long-term goals—both in and out of the service. It challenges conventional wisdom about wealth and time, helping you prioritize experiences and maximize fulfillment.
These books provide a mix of leadership insights, practical tools for managing stress, and perspectives on life planning that are invaluable for anyone starting out in a demanding career like Surface Warfare.
How do you set priorities and manage your time?
It’s all about establishing and maintaining your battle rhythm. When I was in college, I had the unique opportunity to meet President Bill Clinton’s scheduler, and it left a lasting impression on me. The President’s schedule was broken into three categories, or “bins”:
Must-Do: Tasks that only the President can do—some of which are legal obligations. These are non-negotiable and cannot be delegated or canceled.
Have-to-Do: Traditional or necessary events and meetings that, while not exclusive to the President, are essential for advancing specific goals, such as pushing key legislation or fulfilling expected duties.
Like-to-Do: Activities the President enjoys or chooses to prioritize, offering some personal balance within the demanding schedule.
Learning this framework at such a young age had a profound impact on me. It made me realize that achieving success requires prioritization and focus. Categorizing tasks into these three bins helps clarify what truly matters and ensures your time and energy are directed where they’re needed most. As a leader, this is one of your most critical responsibilities—determining what’s important and leading your organization accordingly.
What are some activities in your 'like-to-do' bin right now that bring you joy or help you recharge?
I enjoy playing golf—it’s something I truly like to do. However, it often gets pushed aside when the must-do or have-to-do tasks take precedence. Golf is a great example of something that’s important to me but doesn’t always make the cut when life gets busy.
On the other hand, running or working out falls into my must-do category. It’s something I prioritize because I’ve deemed it essential to my overall physical well-being. While I love golf and see its value, there comes a point where you make decisions about what fits into your schedule.
What’s important is that you’re consistently accomplishing the most critical tasks—the things you’ve identified as priorities. It’s about balancing what you enjoy with what you know you need to do to stay effective and focused.
What is your most effective daily habit?
I make my bed every morning, and I also brush my teeth before I go to sleep. You could say those are the two bookends of my day. These simple habits illustrate the importance of starting and ending each day with small successes. Making my bed sets the tone for the day, while brushing my teeth signals a sense of completion and readiness for the next.
If you could imitate one SWO, who would it be and why?
The late Admiral David Jeremiah, affectionately known as "Admiral J." He commanded the Pacific Fleet in the 1980s and later served as Vice Chairman of the Joint Chiefs of Staff under Colin Powell. During the first Gulf War, Admiral J was instrumental in advising the White House and the interagency process, leaving an indelible mark on U.S. military strategy.
Admiral J has been a role model for me throughout my naval career. He exemplified hard work, professionalism, positive leadership, expert analysis, a calm demeanor, and the skill to truly listen to others. Equally important to him were his faith and his family—values I’ve also strived to emulate.
I first met Admiral J in 2002 while I was a student at the Bush School of Government at Texas A&M University. We had breakfast together with President George H.W. Bush, and that meeting sparked an enduring friendship. After completing my studies, I separated from the Navy to manage a nationally contested congressional campaign in Texas. At the time, I never envisioned myself commanding a ship; like many junior officers, I saw the Navy as a stepping stone to opportunities in the public or private sector.
After the campaign ended, Admiral J and I stayed in touch. He invited me to work for his defense consulting company near Washington, D.C., and I gladly accepted. During my time working for him, I realized I wanted to do more than just advise clients—I wanted to inspire, guide, and serve as a leader. The idea of commanding a ship became increasingly exciting, and I found myself wanting to follow in Admiral J's footsteps.
I had immense respect for him, not only for his leadership but for his unwavering dedication to public service—a commitment that has always resonated deeply with me. His example shaped my perspective and ultimately reignited my passion for a career in the Navy, driving me to embrace the challenges and opportunities of command.
Can you share more about your time at the Bush School and any key lessons you learned from President Bush during that period?
Probably the two biggest lessons I learned from President George H.W. Bush are captured in Character Matters by Jean Becker, which includes two stories about the 41st President.
The first story is lesser known. During his time as a Navy pilot, President Bush was flying his plane and landed safely on the aircraft carrier. However, immediately after he exited his aircraft, another plane tragically crashed on the flight deck. The scene was horrific, and he recounted seeing the propeller blades slice through an individual directly in front of him. What struck him—and me, hearing the story—was the response of a chief petty officer who immediately ordered the crew to clean the deck and prepare for the next task. In that moment, amidst life and death, the resilience, focus, and character displayed left an indelible mark on President Bush. It taught him the importance of composure and leadership in even the most harrowing situations.
The second story came from a class we had with him. I asked him about a decision he made after President Lyndon B. Johnson left office. President Bush—then a Congressman from Texas—went to visit President Johnson after the inauguration ceremony of Nixon at the airport to personally thank him for his service. Despite being from different political parties, he felt it was his duty as a public servant to show respect and gratitude to the outgoing president. That moment highlighted the importance of political kindness and respect across party lines—values that are timeless and should happen more frequently.
These stories reflect not only President Bush’s character but also the values of resilience, respect, and service that continue to guide my own approach to leadership and life.
What do you see as the biggest problem facing us right now? What can a young SWO do to help solve that problem?
The biggest problem facing surface warfare officers today is retention—specifically, retaining the best leaders. It’s not just about numbers; the Navy will always have enough officers in the surface community, and the Bureau of Personnel will manage the fluctuations in numbers. What truly matters is keeping our most capable leaders in the service for as long as possible.
This is an increasingly difficult challenge. We’re dealing with a new generation of leaders who have grown up with vastly different experiences compared to previous generations. The unemployment rate is low, technology continues to transform the workforce, and societal shifts have introduced new dynamics. For example, I was a department head when the first iPhone was released. Now, technology is an integral part of daily life, impacting everything from communication to career expectations.
Dual-income families are more common than ever, meaning the Navy is often competing with the career aspirations of an officer’s spouse. Additionally, in 2018, changes to the pension system for those retiring after 20 years introduced new considerations. Today, only about 15% of officers remain in the military for 20 years or more. While that’s a small percentage, these crucial individuals will be selected to flag or general officer ranks—the future leaders of the Navy. The effects of these changes will become even more evident in the next two to three years as more officers decide whether to stay or leave naval service.
At the same time, the demands on naval leadership are higher than ever. Just look at current events: the Houthis attacking destroyers in the Red Sea, the People’s Liberation Army Navy’s interactions in the South and East China Seas—these challenges will only continue to evolve. We need leaders who are not only tactically proficient but also possess the character and resilience to lead in the most stressful and dynamic environments.
This is where young officers can play a vital role. They can help by offering creative and thoughtful solutions to improve retention and altering career progression that best represents the challenges of tomorrow. It’s about finding ways to make naval service a compelling and sustainable career choice for the best leaders—those who will command our ships and shape the Navy’s future. By engaging with the challenges and thinking critically about how to balance the demands of naval service with the realities of modern life, young officers can help ensure the Navy remains equipped with the strong, capable leadership it needs.
What is the kindest thing someone has done for you?
It’s hard to pinpoint one single act of kindness because there have been so many people throughout my naval career who have offered invaluable advice and opened professional doors for me. Admiral J is a perfect example. After my division officer tours, I left the Navy—I was honorably discharged—and spent three and a half years outside of military service. There was no career intermission program or traditional pathway to return to active duty.
With the support and kindness of Admiral J and numerous others, I was able to rejoin seamlessly, without missing a beat. It was truly an honor to return to naval service and pick up where I left off, but it was only possible because of the generosity and guidance of those who believed in me and were willing to help.
I’ll always be indebted to them for their support and for the opportunities they created for me to succeed. I have made it a point in my career to mentor and help individuals to achieve their life ambitions, whether in the Navy or the civilian sector.