to a working party supervisor gives and receives orders. A leader must set the example when following orders as well  as  when  giving  them.  Giving  orders  effectively  is an art form. You must first ensure the order is necessary. Inappropriate  or  unnecessary  orders  produce  conflict, confusion, and ill will. As a midlevel manager, the majority of orders you give originate at a higher level of command. You are simply passing the orders along. How often do you use the following manner to give your workers such orders: “LT Jones says we have to have personnel inspection every  morning.” This  method  of  giving  orders  is common but wrong. When YOU give an order, state it as YOUR order. What do I mean by this? Here is an example: “Beginning tomorrow, we will hold personnel inspection every morning.” In this manner you build your own authority with your subordinates. But why does it matter? One day the need may arise for you to take charge in an emergency or during a superior’s absence.   Passing   orders   in   the   proper preconditions   your   workers   to   respond commands. PROVIDING  LEADERSHIP  GUIDANCE manner to  your The  Navy  intends  that  chief,  senior  chief,  and master  chief  petty  officers  occupy  a  position  of  esteem and general respect. This distinction is crucial to the manner in which our ships operate at sea. Over the years the  smooth  operation  of  our  ships  has  proven  the wisdom and success of this policy. Since the time you began to wear the chief petty officer hat, both your superiors and subordinates have looked to you with esteem and respect. Since that time, you  have  also  gained  a  broad  managerial  and administrative background. That background makes you  responsible  for  the  training  and  guidance  you provide   your   subordinates,   peers,   and   superiors. Because of the wisdom and knowledge you have gained through  your  years  of  experience,  they  depend  on  you for  leadership. Leadership  is  intangible,  hard  to  measure,  and difficult to describe. Its qualities include the following: A measure of inherent ability to control and direct Self-confidence  based  on  expert  knowledge Initiative Loyalty Pride · A sense of responsibility Even if people do not have a natural ability to lead, they  have  dormant  leadership  qualities  they  may  not know about. Learning, or teaching others, to develop those leadership qualities is not easy, but can be done. Remember, the Navy can and does make leaders. JUNIOR OFFICERS At this point in your career, you should understand the  difficult  role  of  the  junior  officer  assigned  as  a division officer. As a senior or master chief, you need to be understanding of the predicaments junior officers often  find  themselves  in.  They  lack  experience  and technical  know-how,  but  nevertheless  must  take  their place as leaders within the chain of command. Most  junior  officers  report  aboard  their  first  duty station with limited leadership experience. As a senior or master chief, you need to be sensitive to that and support  the  development  of  these  junior  officers.  One way you can do that is by suggesting to your division officer what can be done and what should be done to solve  leadership  problems.  Also,  tactfully  let  your division officer know if he or she is charging off in the wrong   direction.    To   do   otherwise   could   be counterproductive and would do nothing to strengthen your division officer’s confidence in you. The  Navy  places  considerable  emphasis  on  the treatment a chief should accord a junior officer. You should be careful not to provide too much negative criticism. That will cause a young officer to become reluctant to make future decisions for fear of more criticism. The fear of repeated negative criticism will produce  an  outcome  directly  opposite  to  what  you  are trying  to  achieve.  Your  goal  is  to  build  your  junior officer’s confidence in his or her leadership ability. Even if   you   disagree   with   your   division   officer’s   final decision, do not undercut him or her by saying so in public. Also do not tolerate criticism of your division officer in public on the part of the crew. Your  division  officer  may  be  required  to  execute  a decision  made  by  someone  higher  in  the  chain  of command. In such cases, the division officer will know what must be done but must rely on your support, knowledge,  and  experience  to  accomplish  the  task successfully. The division officer may have difficulty not showing resentment when a chief makes suggestions about a plan he or she has put together. However, as an experienced chief, you may have just as much difficulty accepting  an  unseasoned  officer’s  decision  not  to  take your well-intended advice. Rather than waiting for a 4-5