supervision, make sure the person understands the limits   of   that   delegated   authority.   Morning quarters  is  a  good  time  to  announce  daily  task plans  and  the  names  of  the  people  in  charge  of various groups. Delegating authority means you must   hold   subordinates   accountable   for completion   of   individual   tasks.   However,   you remain  responsible  for  completion  of  the  entire job.  Any  problems  from  higher  authority  about tasks  are  your  responsibility.  Don’t  try  to  pass the  blame  to  someone  else—you  made  the  task assignments. When delegating authority, use the following  guidelines: 1. 2. 3. Clearly  delegate  authority  and  assign responsibility  for  task  accomplishment  to others. Use   the   chain   of   command   to   get subordinates to share in task supervision. Encourage others to seek task supervision responsibility  rather  than  waiting  for  a direct  order. MONITORING RESULTS.  —After  you  have planned your tasks and delegated authority, you must  keep  track  of  work  progress.  Once  your people have started working, check from time to time to see if work is going as planned. Monitor- ing progress is especially important when you have a  group  of  new  people.  You  may  have  to  check on  them  more  often  to  be  sure  they  know  what type  of  work  you  expect  of  them.  On  the  other hand,  a  group  of  people  who  have  worked  with you  over  a  long  time  require  less  supervision. As  you  monitor  progress,  make  sure  your people  observe  safety  precautions.  Many  people are   heedless   of   danger   or   think   a   particular regulation is unnecessary. Stress the importance of  safety.  Each  time  your  people  begin  a  job, emphasize  the  safety  precautions  involved.  Should work progress slow down or come to a halt, find out  why.  You  may  then  need  to  explain  to  your people what they are doing wrong and have them start  over  or  correct  their  mistakes.  Once  your people  are  well  into  the  job,  check  the  progress of  the  work  against  a  standard  of  performance: Does  the  job  meet  Navy  standards?  Are  you satisfied  with  the  work?  Is  the  job  being  done according  to  plan?  Have  problems  arisen  you did  not  foresee?  Was  your  job-person  match successful?   To   monitor work   progress successfully,  follow  three  basic  guidelines: 1.  Keep  track  of  a  work  process  by  seeking information  about  progress  or  by  direct observation. 2. Check on results of own or others’ action. 3.  Rate  the  outcome  of  a  task  against  a standard  of  performance. REWARDING. —Once you find the results of a  completed  task  are  satisfactory,  rewarding  your people is important. Rewarding encourages high performance  from  subordinates  and  also  shows your concern about their advancement within the Navy. Your  people  feel  encouraged  when  you  tell them,  “You  did  a  good  job;  you  took  a  lot  of extra  effort  to  complete  it  on  time.  Because  of your  efforts  the  job  meets  Navy  standards.” People  do  better  work  when  they  know  you appreciate  their  efforts. When  possible,  reward  a  person  by  praising him  or  her  in  front  of  your  people;  morning quarters  is  a  good  time.  Let  your  people  know you  appreciate  good  work.  That  will  help  you establish  a  rewarding  environment  in  which  all  of your subordinates feel encouraged to do a better job.  You  can  reward  and  recognize  many  types of  accomplishments.  For  example,  you  could reward a person for completing a training course, getting  a  college  degree,  or  successfully  completing a   personnel   qualification   standards   (PQS) requirement.   Subordinates   appreciate   recognition for their accomplishments; it gives them an extra incentive to do better work. Reward subordinates as  follows: 1.  Provide  feedback  for  average  or  above average  performance  on  a  specific  task. 2. Publicly cite or recognize accomplishments. DISCIPLINING. —Disciplining  is  almost  the opposite  of  rewarding,  because  disciplining  is  a skill  that  you  use  to  teach  and  correct  any infractions  of  your  people. As  a  leader,  you  occasionally  will  have  to warn,   reprimand,   or   sometimes   go   as   far   as placing  a  person  on  report.  You  might  not  like some  of  the  steps  involved  in  disciplining,  but carrying  them  out  is  part  of  a  petty  officer’s responsibilities.   Remember,   the   purpose   of   a reprimand  is  to  teach,  not  to  embarrass  an individual. Before you give a reprimand, listen to your subordinate’s side of the story. The person may  have  a  logical  explanation  for  whatever happened. Once you hear the facts and you feel the  person  is  deserving  of  a  reprimand,  decide what  effect  you  want  the  reprimand  to  have. When  you  discipline  someone,  always  try  to do it as privately as possible. However, speak up 2-8