should be a source of technical knowledge and training for all users. Having the most up-to-date electronic equipment and  systems  is  of  no  value  to  the  user  unless  the equipment  is  operating  at  peak  efficiency  at  all  times. Many  trouble  calls  received  by  electronics  repair personnel turn out to be operator errors. An unusually high  incidence  of  operator  errors  may  indicate inadequate  training.  The  problems  associated  with inadequate training usually occur because of one or more  of  the  following  circumstances: l A large number of new personnel . A new system being operated l  Installation  of  new  equipment .  Operations  following  an  extended  in-port  period The  effects  of  the  first  three  circumstances  can  be eliminated with an adequate shipboard training program to supplement formal off-ship team training. Since you have  the  technical  expertise,  you  should  assist  (or provide)  the  users  with  the  technical  training  necessary to  operate  the  electronic  equipment  and  systems correctly. By doing so, you will simplify both your job and the job of your shop personnel. Problems that result from an extended in-port period are usually caused by forgetfulness.  Since  this  is  part  of  human  nature,  you cannot correct it; however, if the problem continues, you should inform the users’ supervisors so that they are aware of the problem. RESPONSIBILITIES TO UPPER MANAGEMENT As a maintenance shop supervisor, you will find yourself in a middle management position. You have more  responsibilities  and  direct  input  to  the  upper echelon than you did as a petty officer second class. One of  your  responsibilities  is  to  support  the  goals  and requirements of upper management (the EMO and the department head). This support may take many forms, such as providing unscheduled corrective maintenance, technical  reports,  additional  manpower  for  important command functions, operation training in specialized areas, or any one of a dozen other tasks that may be required of your shop personnel. On occasion, you may be called upon to solve a difficult problem. If, after much “brain-storming,” you are unable to solve the problem, you should seek assistance from the next senior person in  the  command  chain.  Keeping  a  problem  to  yourself when you have run out of ideas will not solve it. Let the division LCPO or EMO in on your problem. One of these  individuals  should  be  able  to  assist  you. TRAITS OF A GOOD SUPERVISOR Good supervisors usually have certain desirable traits.  These  traits  are  described  in  the  following paragraphs. LOYALTY One trait that should stand out in every supervisor is loyalty. You must show loyalty to your country, the Navy, your unit, your superiors, and the personnel who work for you. To get and keep the respect and loyalty of your personnel, you must be loyal yourself. POSITIVE  THINKING Good  leaders  will  always  be  positive  thinkers.  They think in terms of how things can be done, not why they cannot be done. They maintain an open mind to changes, new  ideas,  and  training  opportunities.  Positive  thinkers look to the future with confidence, and this confidence is contagious. They are enthusiastic about their jobs and the part they play in the Navy. If you want to lead others, start practicing the art of positive thinking today! GENUINE INTEREST IN PEOPLE Did you ever meet a really great leader? If so, you probably found that instead of being cold and aloof, this individual  was  a  warm,  friendly  human  being  who seemed to make you feel important by paying close attention to what  you had to say. One of the first steps you, as a new supervisor, should   take   is   to   get   to   know   your   technicians personally. This not only creates a feeling that you are genuinely interested in them, but also it helps you place the right person in the right job at the right time. You will appreciate the importance of knowing your technicians personally when the need arises for them to convert from electronics technicians to professional defensive  tacticians  and  fighters.  Here,  the  wrong person in the wrong place could prove disastrous. However,  you   m u st  avoid  falling  into  the “familiarity”  trap.  Many  experienced  supervisors  will tell you of cases where they were friendly with certain individuals. When the time came for discipline or some other  adverse  action,  it  was  very  difficult  to  deal  with these  people. 3-4