Upon completion of this chapter, you should be able to do the following:
Describe how to develop a first draft of shift,
office, or work center daily work schedules.
Explain how to apply leadership and super-
Describe how to estimate time for accomplish-
ment of tasks.
Describe how to direct daily work assignments
using established time schedules.
Explain how to evaluate completed assign-
ments of subordinates for quality, complete-
ness, and timeliness.
Explain how to translate daily work require-
ments from immediate supervisor into specific
assignments for subordinates.
Explain how to evaluate specific assignments
to determine proper personnel to accomplish
Describe how to coordinate availability of
tools, supplies, equipment, and parts to
perform required tasks.
Explain how to evaluate subordinates qualifi-
cations to perform tasks.
Explain how to recommend formal reward/
recognition for subordinates to the immediate
Describe how to counsel subordinates on
in an all-volunteer force environment, ensuring
We need men and women who by their
equality for all, ending drug and alcohol abuse,
personal integrity, their sense of moral
and retaining valuable personnel. Leaders should
purpose, and their acceptance of the
know how to analyze these challenges objectively
requirement of hard work, will exemplify
and take creative and innovative action to resolve
the best in leadership traditions of the
Navy and of our country.
Admiral Arleigh A. Burke
NAVY LEADER DEVELOPMENT
(USN RET) (Chief of Naval
Operations from 1955 to 1961)
The Navy, with leader development goals in
mind, has set up a program for its leading petty
officers (LPOs) and chief petty officers (CPOs).
As you strive to become a leader in todays
This program is the Navy Leader Develop-
Navy, you will confront many difficult leadership
ment Program (NAVLEAD). NAVLEAD was
challenges. You will have to deal with recruiting
developed and designed to support career-long