1-3The idea that followership is the reverse or oppositeof leadership is wrong. For example, if a leader isdecisive, the reverse says that the follower is indecisive;or if the leader is organized, that the follower isdisorganized. The list is unending, but you can see thatleadership and followership are not opposites.2.Leaders perform both roles at the same time.A leadership role and a followership role can be, andusually are, performed simultaneously. In providingguidance for the worker, a supervisor is functioning as aleader. At the same time, a leader may be dealing withhigher level supervisors and, therefore, must assume afollowership role. You are a connecting link between theworkers and the higher level supervisors within the chainof command.3.Followership and leadership skills are similar.The skills required of you in a followership orleadership role are similar in many ways. For example,whether you are a leader or a follower, you should striveto create harmony, togetherness, and a sense of belongingwithin your particular work group. At times both rolesrequire you to train others in the development oftechnical skills necessary to meet group or mission goalsor both. You can accomplish this training through on-the-job training (OJT), general military training (GMT),or formal classroom training.Your role, as a follower or as a leader, determines theuse of these skills. For example, as a follower you showharmony (high morale) by your attitude, cooperativeness,and esprit de corps. In the leadership role, you show andpromote harmony by exercising sound leadershipprinciples.Knowing the basics of leadership, having thepersonal qualities of a good leader, and being a goodfollower are all necessary ingredients in the art ofleadership. However, if you haphazardly combine theseingredients, you will decrease your effectiveness as aleader. To be a good leader, you must blend theseingredients in the proper proportions.ACCEPTING RESPONSIBILITYBy accepting advancement in rate, you haveexpressed a willingness to accept the responsibilities andcarry out the delegated authority of your new position.The “crow” on your sleeve symbolizes that responsibilityand the authority that goes with the pay grade.Exercise of authority is inseparable from anacceptance of responsibility. The granting of authorityhelps you fulfill your assigned duties and responsibilities.People unaccustomed to accepting responsibility arehesitant to make decisions for fear of being wrong. Youshould recognize that as a natural feeling. However, youmust make decisions even if they are wrong on occasion.When you realize you have made a wrong decision, admityour mistake, accept the responsibility, and take steps toavoid repeating the error. That will increase the respectof others toward you as a leader.New petty officers often make two major mistakes;they may supervise too little or too much. Petty officerswho supervise too little may continue to perform theirduties as a specialist, an operator of equipment, or amaintenance technician—and nothing else. You may findyourself making the same mistake. You may be stickingto your old job and avoiding any effort to supervise andinstruct others in lower rates. You may either ignore orbe afraid to take over your responsibilities of leadership.By making this mistake, you shortchange the Navy andyourself. The Navy did not advance you to give you morepay for the same work; it expects you to practice yourincreased skills and knowledges by supervising andinstructing others.The other mistake made by new petty officers is thatthey supervise but do little else. Some people thinksupervision consists of ordering subordinates to do allthe work while they sit back and do nothing. You shouldbe as careful to avoid supervising too much as youshould be to avoid supervising too little. Supervisors whowon't dirty their hands on occasion are more of a liabilitythan an asset because morale problems are certain todevelop.Now consider some of the broader aspects of yourincreasing leadership responsibilities:
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