MOTIVATION Motivation  is  the  primary  job  of  leaders.  Motivation means  leaders  must  develop  the  art  of  getting individuals or groups to work together to achieve a goal. At the same time, the leaders must also work to achieve their own goals. Good leaders are aware of the personal goals of their crew and use this knowledge to motivate them toward mission accomplishment. Aside   from   mission   accomplishment   (or productivity),  motivation  has  several  other  objectives. Other  motivational  concerns  of  a  leader  are  retention and   advancement.   Solid   leadership   produces   an atmosphere   of   team   effort.   The   camaraderie experienced   by   members   of   a   successful   team contributes to a feeling of job satisfaction. Although other inducements may cause sailors to reenlist, job satisfaction is a major incentive. Pay increases come only through the medium of advancement. However, recognition and prestige are important  motivators  that  can  be  employed  at  any  level of supervision or management. Napoleon Bonaparte said “Give me enough medals and I'll win you any war.” Although  medals  may  not  be  appropriate  in  every instance, some form of recognition is better than none at all. Do not hesitate to praise good work. A pat on the back or letter of appreciation costs nothing but can reap huge benefits in morale. High morale and productivity go hand in hand. A worker who feels appreciated will be more likely to continue to perform at a high level than one whose efforts are ignored. Skill and ability are of little use if your workers are not motivated to work. Senior and master chiefs are responsible for motivating their people to perform. The best way you can do this is by making sure your people get off on the right foot. Motivation should start as soon as a person reports aboard. Show  concern  for  your  workers’  personal  welfare. Encourage them to make use of recreational, spiritual, educational, and welfare facilities available to them. Each worker needs to feel valued both as a person and as a member of the armed forces. Confirmation of this personal worth must come from each person’s chain of command. That means you. NEGATIVE  MOTIVATION You may, at times, resort to fear to motivate your workers. Fear activates such negative incentives as threat  of  punishment  or  restriction  of  personal  needs. Negative  motivation,  however,  often  destroys  morale; and  effectiveness  will  decline  as  morale  declines. Long-term or frequent use of negative motivation is self-defeating. Negative incentives are used as a last resort,  but  you  should  first  study  the  situation  carefully to try to avoid them. POSITIVE  MOTIVATION Workers are far more effective when morale is high. High  morale  is  an  indicator  of  the  positive  motivation felt by your personnel. One of the factors in high morale is   a   sense   of   mission-knowing   where   they,   as individuals,  fit  into  the  overall  effort  and  feeling  good about  it.  This  feeling  enhances  their  motivation  to cooperate and “go the extra mile.” Whenever  possible,  keep  your  people  informed  on mission  goals  and  progress.  Many  workers  are  far removed from the results of their labor. TEAM SPIRIT Team spirit exists in an atmosphere of positive motivation and high morale. You can do three things to help promote team spirit. First, try to identify with your workers. Know and understand their problems and try to  relate  them  to  your  own  personal  experiences. Second,  keep  communication  lines  open.  Insist  on  use of the chain of command wherever appropriate; involve their individual supervisors in their problems, but make sure they understand that you are available. Third, consider   your   workers’   opinions   when   making decisions. If group participation is feasible, get their input  when  making  changes  that  will  affect  them. SUMMARY The leadership process is not a simple matter of a supervisor being oriented toward people or toward the Navy’s mission. It is, instead, a combination of critical factors. Superior leaders are proficient in their job and committed  to  the  Navy’s  mission  as  well  as  to  the welfare  of  subordinates.  Troops  will  look  to  these leaders as an example of honesty, courage, and loyalty. These leaders’ people have a clear understanding of their place in the overall mission of their command and the Navy. Top leaders understand the sources and uses of authority  and  power.  They  delegate  tasks  appropriately and  avoid  micromanaging  their  subordinates. Leaders  must  insist  on  observance  of  the  chain  of command. Failure to follow this most basic rule causes confusion, hard feelings, and low morale. In support of their chain of command, leaders must give orders in a 4-17