have in common. These skills area commitment to the command’s mission, self-image as a leader, communication,  influencing,  development  of others, and a concern for subordinates. Let’s look at how you should apply those skills in leading others, COMMITMENT  TO  COMMAND’S  MIS- SION. —Take the following steps to show subor- dinates you have a strong dedication to the Navy, the command, and the work center: • • Act with the best interest of the command in mind. Put the Navy, the command, and the work center  needs  above  concern  for  any individual. SELF-IMAGE AS A LEADER. —Identify yourself as a leader and a key factor in the successful performance of the command or work center • • • • as follows: Clearly  define  your  role  and  respon- sibilities  to  both  superiors  and  subor- dinates. See yourself as a leader. Set the example for subordinates. See yourself as someone who makes things happen. COMMUNICATION.  —Use the chain of command to provide and receive information to help all levels of the chain of command under- stand task-related issues more easily. Improve communication  throughout  the  chain  of  com- mand in the following ways: Keep others informed. Give clear directions and assign specific responsibilities when delegating. Listen to suggestions from subordinates. Make  yourself  available  to  answer questions. INFLUENCING. —Influence others toward task  accomplishment  by  using  a  variety  of strategies, such as the following: • Persuading others they will benefit by pointing out how Using  threats  or  your  authority  to influence others Presenting logical reasons or information to persuade Using the proper setting and timing for optimum impact Acting to motivate subordinates Giving reasons for your decisions Devising and using a strategy for influ- encing others DEVELOPMENT OF OTHERS. —Use routine tasks  to  train  division  personnel  to  function effectively in your absence. Give enough guidance to the leading petty officer (LPO) to allow him or her to complete delegated tasks proficiently. Train the LPO to assume your job so that when his or her turn comes to make chief, he or she will be ready. Develop the performance of your subordinates through the following methods: Making training opportunities, different jobs, and expert help available Providing  constructive  feedback Using delegation as a tool to develop subordinates Using  the  opportunities  presented  by routine tasks to train subordinates CONCERN FOR SUBORDINATES. —Actively support subordinates who must overcome problems by showing concern for them as follows: • • Expressing positive expectations Taking the action required to provide rewards, recognition, or special liberty for your subordinates Helping your subordinates in overcoming problems Effective Personal Characteristics Successful chief petty officers exhibit certain personal characteristics that support command leadership and management policies. You should 3-19