TAKE  INITIATIVE.  —To  take  initiative, develop the following aptitudes: 1. Start new actions or plans without being told. 2. Anticipate situations rather than react to them. 3. Take resourceful and persistent action. Supervision Supervision is the ability of a leader to get a job done, oversee the work process, and coordi- nate efforts toward task completion. The super- vision skill group includes six of the leadership skills: 1. Planning and organizing 2. Optimizing use of resources 3. Delegating 4. Monitoring results 5.  Rewarding 6.  Disciplining PLANNING AND ORGANIZING. —When planning  and  organizing  how  to  do  a  job  or correct a problem, first arrange the activities, people, or materials involved into a sensible order. For example, you might arrange them by priority, sequence, position in the chain of command, or administrative  functions.  Whatever  order  you decide to use, plan and organize so that you proceed from the problem to a goal. First you must determine the specific steps you must take to get the job done. List and figure the equipment, time, and manpower needed for the job. Try to foresee any problems that might arise. Ask yourself, Are time, equipment, or personnel scarce? Do the personnel assigned have the skills or knowledge to perform the assigned tasks? Next  list  your  plans  in  their  order  of importance. What must be done now? What can be left until later? By deciding the order in which you must carry out your plans, you can set up a plan of action. A plan of action lists who will do what tasks at what period. Take time to write down a plan of action. Doing that will help you work around obstacles, such as times your people will be away from the work center. Taking the following steps will allow you to plan  for  interruptions  and  still  complete  the assigned task in the most efficient and effective manner. 1.   Identify   action   steps,   resources,   or obstacles involved in reaching a goal. 2.  Prepare  a  schedule. 3.  Set  priorities. These steps will allow you to plan for interruptions and still complete the assigned task in the most efficient and effective manner. OPTIMIZING USE OF RESOURCES. —Use all division personnel. Try to make every job meaningful by matching the right people with the right job. Matching your people with jobs they like to do and do well shows them you think their job is important. When you give your people jobs they have no interest in, they become bored. Rotate your people, because doing the same job day after day gets old. Rotating your people gives them varied experience and training opportunities. It also ensures you will have people who can do the work if someone is on leave or gets transferred. Use the following guidelines in optimizing use of resources: 1. 2. 3. 4. Analyze the capabilities of individuals and the characteristics or requirements of the job. Match the people and jobs to get the best performance. Fully use the human resources available to accomplish tasks. Consider the balance between the re- quirements and work morale. DELEGATING.  —Delegating  authority  to your people is important because it will encourage your  subordinates  to  seek  responsibility  for managing tasks. Giving orders may seem like the easiest way to get a job done. However, that is not the best way to motivate an individual to be effective and efficient. When you give an order, give a reason for the order. By explaining, your people will know you’re not just making more work for them, but avoiding extra work and making the task easier. Along with assigning a task, you must delegate your authority to carry out the task. Delegating authority works well when you have several jobs going on and can’t oversee all jobs at the same time. Someone has to be in charge in every group. When you ask a subordinate to share in task 2-7