the condition of the tools in your care. PMS cards, maintenance manuals, and technical orders often describe the proper tool for a specific task. Safety periodicals and other Navy publications, such as Deckplate and Maintenance Crossfeed, provide timely information concerning new developments in safety. An excellent source of information concerning proper tool use is  Use and Care of Hand Tools and Measuring Tools, NAVEDTRA 14256. PROGRESS CHECKS As  mentioned  earlier,  you  begin  a  job  by developing a plan and organizing the steps and the resources needed. Without a definite job plan and organized steps, you will have no way to judge the progress of the job. Answer these five basic questions before you begin: 1.   What must be done? 2.   Where should it be done? 3.   When should it be done? 4.   How should it be done? 5.   Who should do it? Having decided on these basic considerations, you can begin the job. But wait; how are you going to know whether you are doing a good job or not? Are you going to  finish  on  schedule?  Will  the  finished  product  meet set standards? Standards are the key to answering these questions. To keep track of your crew’s progress, you must measure the progress against some standard. What is a standard? A standard is a basis by which you   can   compare   your   performance   against   the performance   level   expected   by   your   chain   of command. Standards can consist of specifications for tasks   or   equipment   or   a   time   span   allowed   for completion   of   a   test   or   action.   For   example,   the semiannual  Physical  Readiness  Test  (PRT)  measures your   physical   abilities   in   strength   and   endurance against an established standard for your age group and gender. As a petty officer you will sometimes function as a first-line supervisor. In that capacity you must be aware of the performance standards that apply to your assigned tasks.  Usually  either  your  supervisors  or  the  technical manuals or PMS cards that apply to the particular job set the performance standards. Occasionally you will have to  set  your  own  standards  for  performance.  That  may sound   difficult;   but,   actually,   we   all   set   standards everyday. For example, if you decide your car is “clean enough,” then you have set a personal standard for the appearance of your vehicle. When you tell your workers a field day is “good enough,” you set a standard they will apply  to  other  jobs.  Keep  that  in  mind  when  you  set standards.   Make   certain   your   standards   for   “good enough”  and  “best  possible”  are  the  same.  A  superior performer does more than just meet standards. The true professional   makes   every   effort   possible   to   exceed standards. STATUS REPORTING As   a   leader   you   will   often   encounter   your immediate  superiors.  There  are  three  basic  reasons why you would want or need to contact your immediate chain   of   command.   First,   you   might   go   to   an upper-level  supervisor  when  you  need  help.  Second, you  may  wish  to  seek  advice  when  trying  to  solve  an unfamiliar problem. Third, you may be called upon to relay information to your boss. The type of information you   relay   will   often   involve   the   status   of   work   in progress  or  the  mission  readiness  of  your  particular area   of   responsibility.   When   called   upon   to   report information   to   your   superiors,   be   careful   to   report accurate   up-to-date   information.   Don’t   stretch   the truth  to  make  your  section  look  better.  Often,  critical decisions have their basis on the reported readiness of several  seemingly  minor  areas.  Remember  the  four “B’s” when reporting to superiors:    Be on time    Be accurate    Be brief    Be gone PERFORMANCE FEEDBACK Performance  feedback  is  evaluative  information about  how  a  job  is  performed.  The  most  important performance  feedback  is  POSITIVE  FEEDBACK. When your people do a good job, tell them. You may be unable  to  recommend  them  for  a  medal  or  letter  of 1-9 Q8. When reporting status to a superior there are four “B’s” to remember: Be on time, Be accurate, Be brief, and Be 1. gone 2. courteous 3. formal 4. forceful REVIEW QUESTION