request  for  your  opinion,  tactfully  offer  your  thoughts on the subject. To refrain from speaking up when you know  of  something  the  inexperienced  officer  should  be aware of can be disastrous. Regardless of your position in  the  chain  of  command,  always  provide  the  best example  of  leadership  and  professional  guidance possible. Inexperienced officers look to their chiefs to see how they grasp a situation and how they make decisions. That is part of the self-education process a leader cannot get from a classroom or from books. Sometimes young officers believe they know more than the chief; when they find out they do not, they have contributed to their self-education. IN THE CPO MESS You  may  recall  seeing  a  poster  displayed  in  many chiefs’ quarters, messes, and clubs that says: “WHAT YOU DO, SEE, HEAR, AND SAY here, stays HERE.” The chiefs’ mess is a relaxed, amiable, and popular meeting place. The degree to which the chiefs socialize together  often  reflects  their  cohesiveness.  The  mutual bond and high morale of the chiefs’ quarters are in part the result of a strong leader. The leader maybe a formal leader, like the command master chief, or an informal leader  who  leads  through  charisma  or  superior know-how.  This  person’s  enthusiastic  support  and encouragement  of  others  sets  high  standards  for command personnel. Whether in formal or informal situations, the chiefs respect this person. They know the person is competent and trust him or her to stand up for their interests and those of the crew. The commanding officer and executive officer often seek this leader’s advice about the morale of the crew and other matters concerning  enlisted  personnel.  The  majority  of  the members of the chiefs’ mess usually agree on who this person  is. The chiefs’ mess as a group is a solid, disciplined team. The members talk to each other, coordinate well, and solicit input from each other. They treat each other with professional respect. A strong part of this bond results from the collective confidence of being the best and not settling for less. PLANNING As Rudyard Kipling pointed out when asked to explain  his  journalistic  success,  effective  plans  revolve around  the  answers  to  six  basic  questions: 1. What must be done? 2. 3. 4. 5. 6. When must it be done? Where will it be done? How  will  it  be  done? Why must it be done? Who will do it? Until these questions are answered, you will be unable to choose an effective course of action. TYPES OF PLANS Planning and plans are typed or classified by their characteristics and purpose. The following is the general criteria for classifying plans: Functional area–The general field to which the plan applies, such as personnel, administration, operations,  and  safety Time  factor–Long,  medium,  or  short-range  plans Characteristics-Cost,  detail,  and  complexity Level affected–Force, command, department, division, or work center Action require-Most often performed actions, such as research and development, staffing, and mission  operations These criteria are used to classify plans into three general  groups.  These  are  one-time  or  single-use strategic and standing plans. Single-Use Plans Single-use  plans  are  essentially  one-time  use  plans having a specific goal or objective. They may run for a few days or last several years. Projects, programs, and budgets are commonly thought of as single-use plans. Strategic Plans Strategic  plans  are  concerned  with  overall  mission. They  define  unit  objectives  and  goals.  Strategic  plans give you “the big picture.” These plans are designed to provide long-range guidance. They provide a base line for other plans. Once mission and objectives have been defined, strategies can be developed to meet them. Strategic planning must remain flexible enough to accommodate shifts in policy or action by our own government and other nations. They must include alternate or contingency plans in anticipation of foreseeable changes. 4-6