1-8 PROGRESS CHECKS As mentioned earlier, you begin a job by develop-ing a plan and organizing the steps and the resources needed. Without a definite job plan and organized steps, you will have no way to judge the progress of the job. Answer these five basic questions before you begin: 1. What must be done? 2. Where should it be done? 3. When should it be done? 4. How should it be done? 5. Who should do it? Having decided on these basic considerations, you can begin the job. But wait; how are you going to know whether you are doing a good job or not? Are you going to finish on schedule? Will the finished product meet set standards? Standards are the key to answering these questions. To keep track of your crew’s progress, you must measure the progress against some standard. What is a standard? A standard is a basis by which you   can   compare   your   performance   against   the performance level expected by your chain of command. Standards can  consist  of  specifications  for  tasks  or equipment or a time span allowed for completion of a test or action. For example, the semiannual Physical Readiness Test (PRT) measures your physical abilities in strength and endurance against an established standard for your age group and gender. As a third class petty officer you will sometimes function as a first-line supervisor. In that capacity you must be aware of the performance standards that apply to your assigned tasks. Usually either your supervisors or the technical manuals or PMS cards that apply to the particular job set the performance standards. Occasionally you will have to set your own standards for performance. That may sound difficult; but, actually, we all set standards everyday. For example, if you decide your car is “clean enough,” then you have set a personal standard for the appearance of your vehicle. When you tell your workers a field day is “good enough,” you set a standard they will apply to other jobs. Keep that in mind when you set standards. Make certain your standards for “good enough” and “best possible” are the same. A superior performer does more than just meet standards. The true professional makes every effort possible to exceed standards. STATUS REPORTING As a supervisor you will often encounter  your immediate superiors. There are three basic reasons why you would want or need to contact your immediate chain of command. First, you might go to an upper-level supervisor when you need help. Second, you may wish to seek advice when trying to solve an unfamiliar problem. Third, you may be called upon to relay information to your boss. The type of information you relay will often involve the status of work in progress or the mission readiness of your particular area of responsibility. When called upon to report information to your superiors, be careful to report accurate up-to-date information. Don't stretch the truth to make your section look better. Often, critical  decisions  have  their  basis  on  the  reported readiness of several seemingly minor areas. Remember the four “B's” when reporting to superiors: Be on time Be accurate Be brief Be gone PERFORMANCE FEEDBACK The  most  important  performance  feedback  is POSITIVE FEEDBACK. When your people do a good job, tell them so. You may be unable to recommend them for a medal or letter of commendation, but make sure they know you appreciate their good performance. In addition, make sure their coworkers know you appreciate their good performance. Place positive counseling sheets in division folders, and through your division head express appreciation at quarters. Those types of feedback provide informal recognition. Few things cost less or accomplish more than a pat on the back. The  second  type  of  performance  feedback  is CONSTRUCTIVE  FEEDBACK. When your sub- ordinates fail to meet established standards, you are responsible for correcting the problem. Although that may sound simple, correcting a problem involves more than simply informing a worker that his or her work is substandard and must improve. Often, there is a reason behind poor performance. Personal problems, thinking