actions you will take if the counselee does not
follow through. Give the counselee some time to
resolve the problem, but agree on a follow-up
session. Be sure to set a time and a place for the
follow-up session.
Applying Concepts to Job Situations
The applying concepts to job situations skill
group involves one skill—conceptualizing. To
become an outstanding petty officer and leader,
conceptualize in the following way:
— Self-controlling
— Influencing
— Team building
— Developing subordinates
— Developing positive expectations
— Developing realistic expectations
— Understanding
Look at the situation.
— Conceptualizing
Rigorously search for and identify the
available facts.
Organize the facts and draw conclusions.
SUMMARY
In your role as a learner or a teacher, you
should be aware of the four learning styles:
concrete experience, reflective observation,
abstract conceptualization, and active experimen-
tation. To be an effective leader and instructor,
you need to know your own dominant learning
style.
A motive is a need or want based on desires
or goals. A motive will cause you to think about
what is needed to reach that goal and how to reach
those needs.
When you have concern for efficiency and
effectiveness, you will perform tasks in the least
wasteful manner to produce the intended results.
Superior leaders have 16 basic leadership
skills:
— Setting goals and performance standards
— Taking initiative
— Planning and organizing
— Optimizing use of resources
— Delegating
— Monitoring
— Rewarding
— Disciplining
Although leaders have one primary leadership
style, they sometimes use a combination of the
six styles: coercer, authoritarian, affiliator,
democrat, pacesetter, and coach. The effective-
ness of a leadership style depends on the people
being led, the requirements of the task, and the
situation.
You will conduct four types of advising and
counseling
sessions:
personal, career,
performance, and disciplinary. Each session
involves five steps:
1. Starting the session
2. Creating suitable conditions for the session
3. Exploring and understanding the real (how
the situation is now)
4. Moving toward the ideal (where the
counselee would like to be)
5. Monitoring and following-up
The Navy needs professional leaders who have
high standards, possess great skills, and who are
willing to study and learn to achieve their full
potential. As a petty officer it’s your job to
become an effective leader. Effective leaders use
the knowledges and behaviors involved in the 16
leadership skills. The extent to which you, as a
Navy leader, apply these leadership skills depends,
in part, on your level in the chain of command
or your specific job situation.
REFERENCES
Navy Leader Development Program Leading
Petty Officer Course, Student Guide,
NAVEDTRA 38224-A, Chief of Naval Tech-
nical Training, Memphis, Tenn., 1991.
2-17
