training centers. Also, schedule team training through your command’s planning board for training if appropriate. Self-study—Encourage subordinates to obtain training through self-study. Self-study materials include correspondence courses, onboard training packages, and computer-guided instruction. Arrange for tutoring if necessary. Classroom—Conduct classroom training when you need a controlled environment for formalized instruction. Use formalized lesson plans and be sure you have enough reference material for the students. Conducting classroom training aboard ship is difficult because of space restrictions, noise, and interruptions. TRAINING JUNIOR OFFICERS Commanding officers are charged with the responsibility of training junior officers under their command by U.S. Navy Regulations, 1990, article 821,   “Training and Education.” Your responsibility is to ensure the junior officer is trained properly. Purpose Your first question may be “If training junior officers is not part of my job description, then why should I?” The answer is to prepare the junior officer to fulfill the role of division officer, department head, executive officer, and commanding officer. How you treat and train junior officers has an impact on how they view both the chiefs’ community and the enlisted ranks. Scope of Training Your role is to train junior officers to make competent decisions in your professional area and to give them confidence in your expertise as the chief. Show your junior officers how to carry out duties in a professional manner; that is, by doing jobs the “NAVY” way. Be diplomatic in your ap- proach, and preach doing things by ‘‘the book.” Responsibility of the Chief Your responsibility is to keep junior officers from making mistakes in judgment. You also provide the foundation for them to develop into commanding officers you would enjoy working for as a chief. Teach junior officers how to be a division officer. Running the division while your junior officers work on qualifications is part of your job. Take time to explain the proper steps involved in specific tasks. Do not criticize the junior officers lack of knowledge. Any complaints you have with your junior officers could be your fault because you failed to teach them properly. SUMMARY Since you will provide informal counseling to junior personnel on career information, take time to learn the various programs available. Checking the details of the program in question before giving an answer will save you embarrassment. The most effective counseling takes place in a formal setting. You can then check the qualifica- tions of the person and review the programs he or she is interested in. Chief petty officers progress through well- defined roles during their career. The chief is a technical expert. The senior chief becomes more involved in personnel management and is a systems expert. The master chief is primarily involved with personnel management on a ship- board level. After 20 years of service, Regular Navy personnel become eligible for transfer to the Fleet Reserve. After a 30-year total of active and inactive service, they are placed on the retired list. Navy personnel are placed on one of six basic types of retired lists: Regular Navy Retired List, Naval Reserve Retired List, Retired Reserve, Fleet Reserve, Temporary Disability Retired List, and the Permanent Disability Retired List. Training is an important part of every chief’s job. The Navy has a high rate of turnover within commands. Commands must conduct training to be operationally ready at all times. As a chief petty officer, you will also train junior officers. Your objective is to provide the junior officer with the knowledge gained from your years of experience. The officers you train today will have an impact on the Navy’s future as they progress in grade. REFERENCES Administration of the Navy’s Apprenticeship Program, OPNAVINST 1560.10, Office of the Chief of Naval Operations, Washington, D.C., 1990. 5-24