CMEO redefines the self-sustaining aspects of Phase II and reestablishes minimum program requirements. The purpose of CMEO is as follows: 1. To emphasize the commanding officer’s responsibility for creating and maintaining a positive equal opportunity climate within the command 2. To underscore the chain of command’s responsibility for identifying and resolving equal opportunity and sexual harassment problems and concerns 3. To provide commands with the capability to monitor equal opportunity issues, maintain the flexibility to address their own needs, and allocate resources as the situation demands 4, To provide commands with a system for monitoring all personnel issues that affect individual promotion; duty assignments; or other actions emphasizing merit, ability, performance, and potential CMEO is an equal opportunity management system controlled primarily at the command level. Command-level control makes equal opportunity a reality in each command. SUPERVISOR’S RESPONSIBILITIES One of the trademarks of a good supervisor is the ability to develop subordinates by helping them grow both personally and professionally. To develop subordinates, first identify their strengths and weaknesses. Then counsel, coach, and provide on-the-job training. Last, give timely feedback on their performance as well as fair and constructive evaluations. Conflict is inevitable in any group of people who work or live closely together. Racial, sexual, ethnic, and religious differences among people can be irritants that cause conflict. Accept the fact that your people will have conflicts; then concentrate on managing the conflict rather than ignoring or suppressing it. Support the Navy’s equal opportunity program at your own command by evaluating and resolving discrimination complaints at the lowest level possible. Never suppress legitimate equal opportunity complaints or retaliate against personnel who express a sincere grievance in this area. Responsibility to Subordinates Your subordinates should never doubt that you fully support the Navy’s equal opportunity program. To accomplish that, lead by example; that will set a standard for them to follow. ENSURE SUBORDINATES' KNOWLEDGE OF YOUR SUPPORT  OF EQUAL OPPORTUNITY. -Clearly state to subordinates that you support and require them to support equal opportunity. Deal positively and directly with all your people equally, and consider each one individually. You can recognize poor supervisors easily. They typically are unable to understand any point of view but their own. They often make derogatory remarks about groups of people, frequently stereotype people, and feel free to harass or intimidate members of particular groups. MAINTAIN CLEAR COMMUNICATIONS WITH SUBORDINATES. –You must communicate clearly with your people if you are to manage them effectively. One of the barriers of supervising people who arc different from you is dealing with unknowns. If you do not understand how people think, feel, and act, you might avoid them. You might substitute what you don’t know with generalized ideas and stereotypes. Therefore, your equal opportunity skills should include the ability to listen and understand what people say. Responsibility to Command As a senior petty officer, you have a responsibility to communicate your support of equal opportunity throughout the command. Your support of equal opportunity does not end with responsibility for your division; you are the example throughout your command. Every time you venture into other areas, others learn a lot about your support of equal opportunity simply by the way you handle yourself outside your divisional spaces. PROJECT YOUR SUPPORT. -As a senior petty officer within your command, you may be called upon to give command lectures regarding the responsibilities of equal opportunity. When giving lectures, project your support as strongly as possible. After all, your view may be the first intensive look at equal opportunity subordinates have had since entering the naval service. ENFORCE EQUAL OPPORTUNITY. -An equal opportunity program can succeed only if the command identifies, weighs, and corrects insensitive practices. Any person, military or civilian, who directly or 3-2