have  in  common.  These  skills  area  commitment to the command’s mission, self-image as a leader, communication,   influencing,   development   of others, and a concern for subordinates. Let’s look at  how  you  should  apply  those  skills  in  leading others, COMMITMENT   TO   COMMAND’S   MIS- SION. —Take the following steps to show subor- dinates  you  have  a  strong  dedication  to  the  Navy, the  command,  and  the  work  center: • • Act with the best interest of the command in  mind. Put the Navy, the command, and the work center   needs   above   concern   for   any individual. SELF-IMAGE  AS  A  LEADER.  —Identify yourself  as  a  leader  and  a  key  factor  in  the successful performance of the command or work center • • • • as  follows: Clearly   define   your   role   and   respon- sibilities   to   both   superiors   and   subor- dinates. See yourself as a leader. Set  the  example  for  subordinates. See  yourself  as  someone  who  makes  things happen. COMMUNICATION.   —Use  the  chain  of command  to  provide  and  receive  information  to help  all  levels  of  the  chain  of  command  under- stand  task-related  issues  more  easily.  Improve communication   throughout   the   chain   of   com- mand  in  the  following  ways: Keep  others  informed. Give  clear  directions  and  assign  specific responsibilities when delegating. Listen  to  suggestions  from  subordinates. Make   yourself   available   to   answer questions. INFLUENCING.  —Influence  others  toward task   accomplishment   by   using   a   variety   of strategies,  such  as  the  following: • Persuading  others they will benefit by  pointing  out  how Using   threats   or   your   authority   to influence  others Presenting logical reasons or information to  persuade Using  the  proper  setting  and  timing  for optimum  impact Acting  to  motivate  subordinates Giving  reasons  for  your  decisions Devising  and  using  a  strategy  for  influ- encing  others DEVELOPMENT OF OTHERS.  —Use  routine tasks   to   train   division   personnel   to   function effectively in your absence. Give enough guidance to  the  leading  petty  officer  (LPO)  to  allow  him or  her  to  complete  delegated  tasks  proficiently. Train the LPO to assume your job so that when his  or  her  turn  comes  to  make  chief,  he  or  she will  be  ready.  Develop  the  performance  of  your subordinates  through  the  following  methods: Making  training  opportunities,  different jobs,  and  expert  help  available Providing   constructive   feedback Using  delegation  as  a  tool  to  develop subordinates Using   the   opportunities   presented   by routine  tasks  to  train  subordinates CONCERN FOR SUBORDINATES. —Actively support subordinates who must overcome problems by  showing  concern  for  them  as  follows: • • Expressing  positive  expectations Taking  the  action  required  to  provide rewards, recognition, or special liberty for your  subordinates Helping your subordinates in overcoming problems Effective  Personal  Characteristics Successful chief petty officers exhibit certain personal  characteristics  that  support  command leadership and management policies. You should 3-19