Before you can help your personnel adjust to
various situations, you must show self-control. That
means holding back an impulse to say or do something
inappropriate in a situation. Self-control does not mean
you never get angry; it means if you do become angry,
you control the emotion so youll have a better chance
of taking appropriate action.
To be an effective Navy leader, you must believe
and trust in your subordinates basic worth and ability
to perform. The smart leader approaches subordinates
with positive concern for their growth and
development. While trusting in their basic worth and
ability to perform is important, be careful not to set up
subordinates for failure by expecting too much. Have
concern for your subordinateslimitations, and express
your concern openly and honestly.
Our mission in the Navy is to accomplish our
assigned dutiesdo our job. If your subordinates have
personal problems, the job will suffer; know what
resources are available to help them overcome their
problems. Personnel will look up to you with respect
and ask for your advice when you show interest in their
With practice and hard work, you will soon develop
a knack for knowing the true worth of your people. You
then can mold them into highly productive Sailors.
Learning Objectives: Recall the process used to
translate work requirements into assignments and
specific tasks for work center subordinates. Recall how
to evaluate subordinates qualifications to perform
tasks. Recall how to develop and publish daily work
schedules for subordinates. Recognize the need to
provide rating specific expertise to subordinates.
Recognize the necessity to coordinate material and
safety requirements. Identify the procedures for
maintaining qualification records. Identify the elements
needed to judge the progress of a job. Recognize the
guidelines for giving feedback. Identify reasons for
reporting job progress to immediate supervisor.
Recognize the necessity for continuous improvement in
support of Department of the Navys strategy for
improving mission readiness. Recall how to participate
as a continuous improvement team member. Identify
the elements used to evaluate a completed assignment.
Recall how to counsel subordinates professional
performance. Recognize reasons for recognizing,
reporting, and rewarding subordinate performance.
Recognize methods to resolve conflicts or differences
Leadership and supervision go hand in hand.
However, although they are closely related, leadership
and supervision are two separate roles. Leadership
consists of the personality and skill needed to motivate
and influence people to do a job. Supervision is the art
of making sure the job is done right. Good supervision
requires good leadership skills.
What makes a person a good supervisor? A good
supervisor will first break a job down into individual
tasks and then ensure all needed materials are
available. He or she will then assign the tasks to the
most appropriate persons. Many people think a
supervisors job is done at this point; however, that
definitely is not the case. Indeed, those actions are only
the beginning of a supervisors job, as you shall see in
the following paragraphs.
BREAK THE JOB INTO TASKS
When your work group is given a job from an
immediate supervisor, the first decision you, as a
leader, must make is who will do what. Sound simple?
Well, it is simple, providing you know the job, how to
get it done, and the capabilities of your crew. This is the
planning and organization phase.
Jobs that require more than one person to
accomplish can be broken into smaller tasks or steps.
You can then assign each task or step to a different
worker. A definite sequence of events must be followed
to do even the simplest job right. For example, look at
the steps involved in painting a bulkhead. First, the
What level of human behavior is the most
When dealing with people, you can NOT
change which of the following human traits?