request for your opinion, tactfully offer your thoughts on the subject. To refrain from speaking up when you know of something the inexperienced officer should be aware of can be disastrous. Regardless of your position in the chain of command, always provide the best example of leadership and professional guidance possible. Inexperienced officers look to their chiefs to see how they grasp a situation and how they make decisions. That is part of the self-education process a leader cannot get from a classroom or from books. Sometimes young officers believe they know more than the chief; when they find out they do not, they have contributed to their self-education. IN THE CPO MESS You may recall seeing a poster displayed in many chiefs’ quarters, messes, and clubs that says: “WHAT YOU DO, SEE, HEAR, AND SAY here, stays HERE.” The chiefs’ mess is a relaxed, amiable, and popular meeting place. The degree to which the chiefs socialize together often reflects their cohesiveness. The mutual bond and high morale of the chiefs’ quarters are in part the result of a strong leader. The leader maybe a formal leader, like the command master chief, or an informal leader who leads through charisma or superior know-how. This person’s enthusiastic support and encouragement of others sets high standards for command personnel. Whether in formal or informal situations, the chiefs respect this person. They know the person is competent and trust him or her to stand up for their interests and those of the crew. The commanding officer and executive officer often seek this leader’s advice about the morale of the crew and other matters concerning enlisted personnel. The majority of the members of the chiefs’ mess usually agree on who this person is. The chiefs’ mess as a group is a solid, disciplined team. The members talk to each other, coordinate well, and solicit input from each other. They treat each other with professional respect. A strong part of this bond results from the collective confidence of being the best and not settling for less. PLANNING As Rudyard Kipling pointed out when asked to explain his journalistic success, effective plans revolve around the answers to six basic questions: 1. What must be done? 2. 3. 4. 5. 6. When must it be done? Where will it be done? How will it be done? Why must it be done? Who will do it? Until these questions are answered, you will be unable to choose an effective course of action. TYPES OF PLANS Planning and plans are typed or classified by their characteristics and purpose. The following is the general criteria for classifying plans: Functional area–The general field to which the plan applies, such as personnel, administration, operations, and safety Time factor–Long, medium, or short-range plans Characteristics-Cost, detail, and complexity Level affected–Force, command, department, division, or work center Action require-Most often performed actions, such as research and development, staffing, and mission operations These criteria are used to classify plans into three general groups. These are one-time or single-use strategic and standing plans. Single-Use Plans Single-use plans are essentially one-time use plans having a specific goal or objective. They may run for a few days or last several years. Projects, programs, and budgets are commonly thought of as single-use plans. Strategic Plans Strategic plans are concerned with overall mission. They define unit objectives and goals. Strategic plans give you “the big picture.” These plans are designed to provide long-range guidance. They provide a base line for other plans. Once mission and objectives have been defined, strategies can be developed to meet them. Strategic planning must remain flexible enough to accommodate shifts in policy or action by our own government and other nations. They must include alternate or contingency plans in anticipation of foreseeable changes. 4-6