commendation,   but   make   sure   they   know   you appreciate their good performance. A simple pat on the back,  a  word  of  praise,  or  some  other  little  gesture shows your appreciation for an acceptable or well done job. In addition, make sure their coworkers know you appreciate  their  good  performance.  Place  positive counseling sheets in division folders, and through your division head express appreciation at quarters. Those types of feedback provide informal recognition. Few things cost less or accomplish more than a pat on the back. Rewarding  your  workers  for  their  good  work provides   them   positive   feedback   of   what   good performance  is  and  what  is  expected  of  them.  This positive  reinforcement  goes  a  long  way  in  building confidence and trust in the chain of command. A day off  is  also  a  reward  that  is  much  coveted  by  most Sailors, but one that should be used sparingly and only for  continuous  good  performance.  The  trouble  with using  early  liberty  or  time  off  from  normal  working hours is that it may become expected for any level of work or it may not be perceived as a reward for above average  performance.  Above  average  performance may be rewarded by assigning more job responsibility; just make sure the individual views this assignment as a reward.   If   a   worker   demonstrates   exceptional performance, a more formal form of reward may be in order.  A  counseling  sheet,  inserted  in  the  division officer’s   personnel   record   book,   outlining   the exceptional behavior demonstrated and its effect on the command’s  mission  is  a  positive  reward  and  can  be referred  to  when  writing  the  individual’s  annual evaluation.   Another   formal   form   of   rewarding outstanding  performance  is  one  written  to  recite  the individual’s outstanding performance, the job that was done,  and  its  contribution  to  the  mission  of  the command and/or the Navy. Some examples of formal written rewards are: ·   Command Letter of Appreciation (LOA) ·   Command Letter of Commendation (LOC) ·   Flag LOA ·   Flag LOC ·   Navy Achievement Medal (NAM) ·   Navy Commendation Medal (NCM) ·   Sailor   of   the   Month,   Quarter,   or   Year (SOM/SOQ/SOY) SECNAVINST   1650.1  and   local   instructions detail the requirements for application and submission of awards. There are many types of individual and unit awards that can be given for outstanding performance. Be creative when giving rewards. It takes only a little of your time to write and submit an award that could mean much   to   your   workers.   Giving   an   award   to   a subordinate is a reward to yourself. The   second   type   of   performance   feedback   is CONSTRUCTIVE   FEEDBACK.   When   your subordinates fail to meet established standards, you are responsible for correcting the problem. Although that may sound simple, correcting a problem involves more than simply informing a worker that his or her work is substandard and must improve. Often, there is a reason behind   poor   performance.   A   personal   problem, thinking   the   chain   of   command   doesn’t   care,   and ignorance   of   standards   can   all   lead   to   poor performance.   Before   jumping   on   your   personnel, observe their work habits, see if they have an obvious problem,  and  then  try  to  work  with  them  to  solve  the problem. Occasionally, counseling is required. A good rule  of  thumb  for  these  situations  is  to  “correct  in private  and  praise  in  public.”  Practicing  that  rule  will help you avoid embarrassing your subordinates in front of their peers. Follow   five   basic   guidelines   to   provide performance feedback: 1.   Always praise good performance or correct poor performance as soon as possible; delay doesn’t make a hard job any easier. 2.   Praise  in  public,  such  as  at  morning  quarters; and correct in private. 3.   Look for the reason behind the action; find out why someone is not performing up to par. 4.   If  a  problem  exists,  work  with  subordinates  to solve the problem. If the problem is your fault, acknowledge and resolve the problem. 5.   Try  to  be  aware  of  what  is  going  on  with  your workers; many times you can avoid problems if you see them coming. Always remember that your workers are people. If you treat them as adults and show respect for them, you will be amazed at what they can accomplish. That does not  mean  you  should  allow  subordinates  to  run  wild; you must insist on adherence to rules and regulations. Last,  but  definitely  not  least,  be  sure  to  praise  good performance.  Positive  recognition  is  one  of  the  best motivators in a leader’s arsenal. 1-10