approaches for completion of one of the major
jobs. Remember the old adage, An ounce of
prevention is worth a pound of cure? Dont
sacrifice seemingly less important jobs that are
completed so often you take them for granted.
Neglected too long, those sacrificed minor
jobs could become the major jobs on your next
quarterly schedule. Try to achieve a proper
balance between assignments of major and minor
jobs to prevent your division from falling behind
in task completion.
Assign challenging jobs to junior petty officers
to help them increase their leadership skills, but
be careful not to assign jobs they cannot achieve.
Unachievable jobs can make subordinates feel
they have failed and interfere with the meeting
of your task completion goal.
Since many evolutions take place within your
division at any given time, you need to delegate
authority to your subordinates to help you achieve
task completion. However, as the work center
supervisor, you have the final responsibility for
overall task completion.
Give subordinates the authority for overseeing
jobs involved in completing each task. That will
give them a feeling of self-worth, thereby fine-
tuning their leadership skills. To delegate
authority effectively, assign each petty officer to
the job where he or she will do the most good.
To develop the leadership abilities of your
subordinates and improve the efficiency of your
organization, delegate authority to the lowest
competent level. Always ensure the authority you
delegate corresponds with the duties assigned.
Counseling subordinates is the most effective
way to inform them of their standing in the
division. Counseling on performance and military
bearing identifies both the good and bad
performers in your division and provides the
means to correct any deficiencies. Your division
can use three methods of counseling:
Generate a letter of Instruction or a
command counseling sheet.
Make a Page 13 entry in the enlisted service
Discuss the positive and negative marks on
the Enlisted Evaluation Report.
LETTERS OF INSTRUCTION AND
COMMAND COUNSELING SHEETS
Your division officer or division chief
generates letters of instruction and command
counseling sheets and forwards them up the chain
of command for review and possible counseling.
A counseling sheet notes a discrepancy, recom-
mends a solution to that problem, and provides
a follow-up date for reevaluation. A letter of
instruction identifies a number of discrepancies
individually and gives recommended solutions in
addition to dates for reevaluation.
Divisions dont provide this type of counseling
as punishment, but rather as a helpful tool to
assist personnel with problems. Letters of
instruction and command counseling sheets enable
the command to solve problems using written
Counseling sheets and letters of instruction are
not entered in a members service jacket.
However, they may be retained in the members
training jacket or division officers notebook as
evidence of improvement,
PAGE 13 ENTRY IN THE ENLISTED
Page 13 is the administrative remarks page of
the enlisted service record used to provide a
chronological record of significant miscellaneous
entries not provided on other pages of the record.
You can provide a page 13 entry regarding a
subordinate member that reflects good or bad
performance or pertains to military bearing. If
you provide unfavorable information on page 13,
you should have exhausted all other forms of
divisional counseling. Always give careful
consideration before submitting a page 13 entry
for unfavorable actions, even though it is
A page 13 entry can be given for favorable
performance as well as unfavorable performance
and can have a very positive impact on a persons
career. Figure 2-7 illustrates a page 13 entry
containing different administrative entries.
Counseling is an integral part of the evaluation
process and helps to give a performance appraisal
the proper perspective and meaning. Counsel
subordinates when reviewing their Enlisted