• Identify the differences between the real and ideal situation. • Determine if the gap between the real and ideal is large enough to require corrective measures. • Make a commitment to change if so required. • Set the goals for accomplishing the change. • Develop a single-use plan to implement the change. After your goals for the work requirements are set, you should review them to ensure they will be effective. Effective goals for work require- ments should meet four criteria: 1. Be behavior specific—specify the necessary action to take 2. Be measurable—specify criteria or check- points for accomplishing the goal 3.  Be  realistic  but  challenging—test  your ability,  but  have  at  least  a  50-percent chance of being attained 4. Be time-phased—provide a time schedule or deadline for reaching the goal Priorities You should now have determined your division or work center work requirements by using the real-ideal model. The next step is to prioritize the work requirements. To determine priorities, ask the question What is the purpose of my division? Then use the answer to this question to set your number one priority. Next, at the top of a sheet of paper, write two headings: ROUTINE and NONROUTINE. In the routine column, list tasks that take place on a recurring basis. In the nonroutine column, list tasks that do not occur often and need your special attention. Within each column, label each task Important, Urgent, or Important/Urgent as appropriate.  Important/urgent  tasks  require immediate attention; do those first. Do the Urgent tasks next and the Important tasks last. Some tasks may not fit any of the categories; do those tasks when you have time. You  have  now  divided  all  tasks  into  two columns and prioritized them. Which tasks do you do? You do only those which require your special skills. Delegate the tasks in the routine column to subordinates. Delegate those in the nonroutine column if possible; however, monitor job progress closely. Ensure you have trained your subordinates before delegating any work to them. When you delegate work, let your subordinates know you are available to help with any problems. STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS (SWOT) You  can  use  the  strengths,  weaknesses, opportunities, and threats (SWOT) analysis to help you determine the needs of the division. The objective of the SWOT analysis is to help you identify those areas in which the division (1) needs improvement (2) has available opportunities and (3) must overcome certain obstacles. To perform a SWOT analysis, first take an objective look at your division. Make a list of its strengths.  Those  are  the  areas  in  which  the division does a good job. Second, make a list of the division’s weaknesses. Those are the areas in which the division needs to improve. Third, make a list of opportunities. Those are areas that could help the division, such as unfilled school quotas, surplus supply funds, personnel due to report, and maintenance availabilities. Last, make a list of threats. Those could be upcoming inspections, personnel losses, and cuts in funding. Perform the SWOT  analysis  before  the  beginning  of  each quarter, and then use it in developing your short- range plans. STAFF Every job the Navy has requires people. Each person is important to the overall mission of the Navy. Therefore, the staffing of personnel is an important  part  of  your  job.  In  determining personnel needs and qualifications to keep your division running smoothly, remember that people are your most important resource. Personnel Needs You will assist the division officer in reviewing the ship manning document to determine future manning requirements. Since your command may periodically request additional billets to cover personnel shortages, be sure to document your division’s personnel requirements to justify those requests. 3-5