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Steve Maynard

Steve Maynard graduated from ºÚÁÏÉçÇø in 1979 with 18 other midshipmen who completed the Navy ROTC program and were commissioned with the rank of ensign.

“I remember my annual pay was $11,000, but that was fine with me as I was proud to wear the uniform,” recalled Maynard, who retired in 2008 as a captain in the U.S. Navy after 29 years as a surface warfare officer. He has been director of military applications of GE Aerospace since 2014.

Senior midshipmen wore their dress white uniforms at commencement in Millett Hall, where the Navy ROTC unit was based — and still is, training future leaders.

“I felt that I had accomplished something meaningful; that is, receiving a BA (Geology) from Miami and a commission at the same time,” said Maynard, remembering how they recited the oath of office in front of the crowd and classmates to a concluding ovation.

“At that moment, what was especially rewarding is that I realized the audience recognized the exceptional achievement of mastering both academic and military regimens,” he said, “and perhaps the challenges that we were about to face.”

Leadership, in some form or another, has always been part of Maynard’s life.

He saw it in his father, James, who received a Navy commission through Miami’s ROTC program in 1952 and retired from the Navy Reserve as a captain after more than 20 years of service.

He saw it embodied by junior officer instructors and commanding officers, including his mentor, Lt. Tom Jones, a U.S. Navy aviator and his senior class instructor who “instilled confidence in my abilities as a ºÚÁÏÉçÇø and leader through positive leadership and constructive advice.”

And it wasn’t long before he saw a leader in himself.

“One of the most challenging aspects of a young officer is to balance the mission with the degree of human cost to execute it,” said Maynard, who in 2008 was awarded the for leadership.

Maynard served on active duty from 1979 to 2008 as a surface warfare officer.

Serving as a Navy officer

Maynard served on active duty from 1979 to 2008 as a surface warfare officer.

“I served aboard five ships and one destroyer squadron at sea,” he said, noting he commanded two of those ships, the frigate USS Klakring and the Seventh Fleet flagship USS Blue Ridge.

Ashore, he served deputy of operations for the Atlantic Fleet and was involved in the Navy’s 9/11 response on the East Coast.

“My most arduous shore tour was in the Pentagon with the Intelligence Directorate of the Joint Chiefs of Staff during actions in Somalia, Bosnia, and Iraq,” he said.

Did he feel ready to lead in the beginning of his military career?

“At the outset, I had to rely upon my understanding of human nature and the leadership principles that were imparted to us across our experiences with the ºÚÁÏÉçÇø NROTC and the summer cruise fleet experiences,” he said. 

Adjusting to corporate life

Maynard, who is married to Diane (Merritt) ’78, has been employed by General Electric for 16 years. He joined GE’s military systems organization, marine division, in September 2008 as a marine applications engineer. In 2014, he became director of military applications.

“While in the Navy, I served in a number of afloat engineering billets, including as a gas turbine inspector for Atlantic Fleet,” he said. “This experience was invaluable to my current role as a GE applications engineer.”

He provides marine engineering domain expertise for their primary customers, which are the U.S. Navy, various international navies, and their associated shipbuilders. In this position, he has traveled to 10 countries and worked with 19 navies for gas turbine propulsion plant planning.

While many in the military eventually transition into the corporate world after leaving the service, it can be a major adjustment.

“It was a somewhat stressful transition as I migrated from essentially being in command of over hundreds of sailors while functioning at the pinnacle of my career and enjoying full command of my professional skills, to suddenly not knowing the people, their roles in the organization, or anything about business processes,” he said.

“Even the company jargon was completely foreign. Fortunately, GE had established a great mentorship culture for former officers, and they emulated the military values to which I was accustomed.”

So how has Maynard grown as a leader over time?

“The most important means of growth for me has been the wisdom that has accrued over the years,” he said. “To those who are introspective, one can come to fully realize that leadership is about service to others. It is never about your personal gain or veneration.”

Maynard is pictured at Miami with his wife, Diane (Merritt) '78, before they became Miami Mergers.

Looking back at Miami

Maynard — whose favorite book on leadership is Alfred Lansing’s “Endurance: Shackleton’s Incredible Voyage” — usually comes back to Miami once a year, either for the annual ROTC Presidential Review in April or a football game.

He enjoys returning to the university, from which both parents (Miami Mergers, ‘52) and both children, Julie and Stephen, graduated, and where he developed as a leader.

After a lifetime of leadership experiences, what advice would Maynard give to someone in college who wants to lead people — either in the military or in their civilian jobs?

“Servant leadership is the key to inspiring others to accomplish a common goal and to achieve their responsibilities with excellence,” he said.

“Having the courage to delegate authority to the lowest capable echelon will instill confidence and responsibility within those subordinates. They will realize that you have entrusted them with meaningful tasks, and they will do their utmost to achieve superior results.” 

Established in 1809, ºÚÁÏÉçÇø is located in Oxford, Ohio, with regional campuses in Hamilton and Middletown, a learning center in West Chester, and a European study center in Luxembourg. Interested in blaring about Miami alumni, visit the for more information.