CHAPTER 1 ADVANCEMENT This  training  course  is  designed  to  help  you meet  the  occupational  (technical)  qualifications for   advancement   to   Hospital   Corpsman   First Class and Chief Hospital Corpsman. Chapters 2 through 15 of this training manual deal with the technical subject matter of the hospital corpsman rating.  The  present  chapter  provides  introductory information  that  will  help  you  in  working  for advancement. It is important that you study this chapter  carefully  before  starting  your  study  on  the remainder  of  this  training  course. YOUR  HORIZON  BROADENS Advancement in rating brings both increased rewards  and  responsibilities.  The  time  to  start looking  ahead  and  considering  the  rewards  and responsibilities is now, while you are studying this course  and  preparing  for  advancement. By this time you are probably well aware of the  many  advantages  of  advancement—higher pay,   greater   prestige,   more   interesting   and challenging work, and the satisfaction of getting ahead   in   your   chosen   profession.   You   have probably  also  discovered  that  one  of  the  most enduring rewards is the personal satisfaction you find   in   developing   your   skills   and   increasing your  knowledge. The Navy also benefits by your advancement, Highly trained personnel are essential to the func- tioning of the Navy. Each advancement in rating increases  your  value  to  the  Navy  in  two  ways. First,  you  become  more  valuable  as  a  technical specialist in your own rating; second, you become more  valuable  as  a  person  who  can  supervise, lead,  and  train  others.  This  increased  value enables  you  to  make  far-reaching  and  long- lasting  contributions  to  the  Navy. In large measure, the extent of your contribu- tion to the Navy depends on your willingness and ability  to  accept  increasing  responsibilities  as  you advance.  When  you  assumed  the  duties  of  an HM3, you began to accept responsibility for the work  of  others.  With  each  advancement  you  ac- cept   increasing   responsibility   in   military matters  as  well  as  in  matters  relating  to  the occupational  requirements  of  your  rating. You  will  find  that  your  responsibilities  for military leadership are about the same as those of  petty  officers  in  other  ratings,  since  every petty  officer  is  a  military  person  as  well  as  a technical  specialist.  Your  responsibilities  for technical  leadership  are  special  to  your  rating  and are  directly  related  to  the  nature  of  your  work. Tending  the  sick  and  wounded  is  an  important job,   and   it’s   a   teamwork   job;   it   requires   a special   kind   of   leadership   ability   that   can be   developed   only   by   technically   competent personnel  who  have  a  deep  sense  of  personal responsibility. The   practical   details   relating   to   your   re- sponsibilities  for  medical  department  administra- tion,  supervision,  and  training  are  discussed  in the remaining chapters of this training course. At this  point,  let’s  consider  some  of  the  broader aspects   of   your   increasing   responsibilities   for military  and  technical  leadership. Your responsibilities will extend both upward and downward. Both officer and enlisted person- nel  will  expect  you  to  translate  the  general  orders given by superiors into detailed, practical on-the- job language that can be understood and followed by  relatively  inexperienced  persons.  When  you deal with your juniors, it is up to you to see that they  do  their  work  properly.  At  the  same  time, you  must  be  able  to  explain  to  officers  any  im- portant needs or problems of enlisted personnel. You   will   have   regular   and   continuing responsibilities   for   training.   Even   lf   you   are lucky  enough  to  have  highly  skilled  and  well trained  hospital  corpsmen  working  for  you,  you will  still  find  that  training  is  necessary.  For example,  you  will  always  be  responsible  for training lower rated personnel for advancement in  rating.  Also,  some  of  your  best  workers  may be  transferred,  inexperienced  or  poorly  trained personnel may be assigned to you, or a particular 1-1