to a working party supervisor gives and receives orders. A leader must set the example when following orders as well as when giving them. Giving orders effectively is an art form. You must first ensure the order is necessary. Inappropriate or unnecessary orders produce conflict, confusion, and ill will. As a midlevel manager, the majority of orders you give originate at a higher level of command. You are simply passing the orders along. How often do you use the following manner to give your workers such orders: “LT Jones says we have to have personnel inspection every morning.” This method of giving orders is common but wrong. When YOU give an order, state it as YOUR order. What do I mean by this? Here is an example: “Beginning tomorrow, we will hold personnel inspection every morning.” In this manner you build your own authority with your subordinates. But why does it matter? One day the need may arise for you to take charge in an emergency or during a superior’s absence.  Passing  orders  in  the  proper preconditions  your  workers  to  respond commands. PROVIDING LEADERSHIP GUIDANCE manner to your The Navy intends that chief, senior chief, and master chief petty officers occupy a position of esteem and general respect. This distinction is crucial to the manner in which our ships operate at sea. Over the years the smooth operation of our ships has proven the wisdom and success of this policy. Since the time you began to wear the chief petty officer hat, both your superiors and subordinates have looked to you with esteem and respect. Since that time, you have also gained a broad managerial and administrative background. That background makes you responsible for the training and guidance you provide  your  subordinates,  peers,  and  superiors. Because of the wisdom and knowledge you have gained through your years of experience, they depend on you for leadership. Leadership is intangible, hard to measure, and difficult to describe. Its qualities include the following: A measure of inherent ability to control and direct Self-confidence based on expert knowledge Initiative Loyalty Pride A sense of responsibility Even if people do not have a natural ability to lead, they have dormant leadership qualities they may not know about. Learning, or teaching others, to develop those leadership qualities is not easy, but can be done. Remember, the Navy can and does make leaders. JUNIOR OFFICERS At this point in your career, you should understand the difficult role of the junior officer assigned as a division officer. As a senior or master chief, you need to be understanding of the predicaments junior officers often find themselves in. They lack experience and technical know-how, but nevertheless must take their place as leaders within the chain of command. Most junior officers report aboard their first duty station with limited leadership experience. As a senior or master chief, you need to be sensitive to that and support the development of these junior officers. One way you can do that is by suggesting to your division officer what can be done and what should be done to solve leadership problems. Also, tactfully let your division officer know if he or she is charging off in the wrong  direction.    To  do  otherwise  could  be counterproductive and would do nothing to strengthen your division officer’s confidence in you. The Navy places considerable emphasis on the treatment a chief should accord a junior officer. You should be careful not to provide too much negative criticism. That will cause a young officer to become reluctant to make future decisions for fear of more criticism. The fear of repeated negative criticism will produce an outcome directly opposite to what you are trying to achieve. Your goal is to build your junior officer’s confidence in his or her leadership ability. Even if  you  disagree  with  your  division  officer’s  final decision, do not undercut him or her by saying so in public. Also do not tolerate criticism of your division officer in public on the part of the crew. Your division officer may be required to execute a decision made by someone higher in the chain of command. In such cases, the division officer will know what must be done but must rely on your support, knowledge, and experience to accomplish the task successfully. The division officer may have difficulty not showing resentment when a chief makes suggestions about a plan he or she has put together. However, as an experienced chief, you may have just as much difficulty accepting an unseasoned officer’s decision not to take your well-intended advice. Rather than waiting for a 4-5