Sincerity and Integrity

To be a good supervisor, you must show initiative. Don’t put off until tomorrow what you should do today. If you see an unsafe condition, take action to correct it before an accident occurs. If you see that a new form or procedure would simplify a job, devise the new form or procedure. If you see an inadequacy in yourself, try to overcome it. Weak people lack initiative. Good leaders are characterized by strong initiative. Courtesy is treating others with respect, as impor- tant human beings, not as tools to be used for your convenience. It means following the accepted rules of conduct and being polite. Courtesy is important to the supervisor. One discourteous act, even though unin- tentional, can make an enemy—and the supervisor cannot afford to have enemies. If you have even one enemy, you have one too many. Remember, courtesy is contagious. Decisiveness Fairness Good leaders are able to make decisions. A common complaint heard from subordinates is “You can’t get a decision from them.” Most of the decisions that must be made by super- visors in the naval service concern relatively minor actions. Subordinates usually want the supervisor’s approval to perform some action that they already know should be done. A prompt go-ahead from the supervisor is all that is needed. In many trivial mat- ters, it makes little difference whether an answer is yes or no; the important thing is to give an answer. The supervisor who stalls, puts off, evades, or re- fuses to give a decision is a bottleneck. Of course, there are times when a decision re- quires careful consideration of many factors and, therefore, much deliberation. In such cases, you should tell the person when to return for the decision and see to it that you have made the decision. Tact and Courtesy Good leaders are habitually tactful and courteous. Whether in the work center or in the office, super- visors can be thoughtful of others without being considered weak. Tact is saying and doing the right thing at the right time. It is the lubricating oil in human relationships. It is the regard for the feelings of others based on an understanding of human nature—the little considera- tions that make the job pleasant and smooth. Personnel are extremely sensitive to partiality by a supervisor; they may even single out little incidents where there was absolutely no intent to show favor- itism. To avoid causing any problems of unfairness, you must think ahead on changes or decisions to be made, work to be assigned, recommendations for pro- motion, etc. In each instance, you must try to ensure that your actions are both fair and impartial. Sincerity and Integrity Sincerity and integrity are extremely important to a supervisor. You should deal with your personnel squarely and honestly at all times to win and hold their respect. Talk to your crew on a one-to-one basis. Don’t be afraid to face the facts and say what you think. You of-ten hear, “Give me the person who looks you straight in the eye and tells the truth every time!” A reputation for being a square shooter is worth every effort on your part. Consistency and dependability are valuable assets of integrity. Consistency of thought and action is important if your personnel are going to know where they stand. Being too strict one day and too lax the next day is worse than being consistently strict or consistently lax, Avoid exhibiting inconsistent moods—good one day, bad the next—to your crew. Your crew tends to reflect your attitudes. Exhibit a firm and positive atti- tude—and be consistent. 3-6