MOTIVATION Motivation is the primary job of leaders. Motivation means leaders must develop the art of getting individuals or groups to work together to achieve a goal. At the same time, the leaders must also work to achieve their own goals. Good leaders are aware of the personal goals of their crew and use this knowledge to motivate them toward mission accomplishment. Aside  from  mission  accomplishment  (or productivity), motivation has several other objectives. Other motivational concerns of a leader are retention and  advancement.  Solid  leadership  produces  an atmosphere  of  team  effort.  The  camaraderie experienced  by  members  of  a  successful  team contributes to a feeling of job satisfaction. Although other inducements may cause sailors to reenlist, job satisfaction is a major incentive. Pay increases come only through the medium of advancement. However, recognition and prestige are important motivators that can be employed at any level of supervision or management. Napoleon Bonaparte said “Give me enough medals and I'll win you any war.” Although medals may not be appropriate in every instance, some form of recognition is better than none at all. Do not hesitate to praise good work. A pat on the back or letter of appreciation costs nothing but can reap huge benefits in morale. High morale and productivity go hand in hand. A worker who feels appreciated will be more likely to continue to perform at a high level than one whose efforts are ignored. Skill and ability are of little use if your workers are not motivated to work. Senior and master chiefs are responsible for motivating their people to perform. The best way you can do this is by making sure your people get off on the right foot. Motivation should start as soon as a person reports aboard. Show concern for your workers’ personal welfare. Encourage them to make use of recreational, spiritual, educational, and welfare facilities available to them. Each worker needs to feel valued both as a person and as a member of the armed forces. Confirmation of this personal worth must come from each person’s chain of command. That means you. NEGATIVE MOTIVATION You may, at times, resort to fear to motivate your workers. Fear activates such negative incentives as threat of punishment or restriction of personal needs. Negative motivation, however, often destroys morale; and effectiveness will decline as morale declines. Long-term or frequent use of negative motivation is self-defeating. Negative incentives are used as a last resort, but you should first study the situation carefully to try to avoid them. POSITIVE MOTIVATION Workers are far more effective when morale is high. High morale is an indicator of the positive motivation felt by your personnel. One of the factors in high morale is  a  sense  of  mission-knowing  where  they,  as individuals, fit into the overall effort and feeling good about it. This feeling enhances their motivation to cooperate and “go the extra mile.” Whenever possible, keep your people informed on mission goals and progress. Many workers are far removed from the results of their labor. TEAM SPIRIT Team spirit exists in an atmosphere of positive motivation and high morale. You can do three things to help promote team spirit. First, try to identify with your workers. Know and understand their problems and try to relate them to your own personal experiences. Second, keep communication lines open. Insist on use of the chain of command wherever appropriate; involve their individual supervisors in their problems, but make sure they understand that you are available. Third, consider  your  workers’  opinions  when  making decisions. If group participation is feasible, get their input when making changes that will affect them. SUMMARY The leadership process is not a simple matter of a supervisor being oriented toward people or toward the Navy’s mission. It is, instead, a combination of critical factors. Superior leaders are proficient in their job and committed to the Navy’s mission as well as to the welfare of subordinates. Troops will look to these leaders as an example of honesty, courage, and loyalty. These leaders’ people have a clear understanding of their place in the overall mission of their command and the Navy. Top leaders understand the sources and uses of authority and power. They delegate tasks appropriately and avoid micromanaging their subordinates. Leaders must insist on observance of the chain of command. Failure to follow this most basic rule causes confusion, hard feelings, and low morale. In support of their chain of command, leaders must give orders in a 4-17