Leadership is the essence of our profession.It is the ability to inspire people and make them feel confident that they can do the job no matter how tough it gets. Leadership provides direction, sets priorities, and upholds standards.
People are the Navy's most valuable asset.
Your people are by far your most valuable asset, no matter how expensive the machines and systems entrusted to your care. A corollary to this is the fundamental concept that we must retain our quality people. A positive atmosphere will aid you in retaining your valuable people.
Provide recognition to deserving people.
When people do well, be sure they are rewarded, both formally and informally by your personal comments and reactions, and formally through letters of appreciation and commendation, and medal nominations. Our people work incredibly hard, both at sea and ashore. Awards and other recognition mean a great deal to your Sailors and will create a positive command atmosphere.
Listen to your people.
Cooperation and teamwork are vital for readiness and accomplishing the mission, so encourage open communications up and down the chain of command within your command. Involve your subordinates in all aspects of planning, decision making, and problem solving-although remember you are in charge and must be decisive when the chips are down.
Accept change and plan for uncertainty.
There is an old saying that you must always have a "Plan B." This means that even when everything has been carefully planned, the nature of naval operations is such that something will change or go wrong; you must therefore be ready with a backup plan. Don't become frustrated or upset-try to think through the crisis and come up with a solution, working with your chain of command.
From Admiral James Stavridis' - DIVISION OFFICER'S GUIDE
People are the Navy's most valuable asset.
Your people are by far your most valuable asset, no matter how expensive the machines and systems entrusted to your care. A corollary to this is the fundamental concept that we must retain our quality people. A positive atmosphere will aid you in retaining your valuable people.
Provide recognition to deserving people.
When people do well, be sure they are rewarded, both formally and informally by your personal comments and reactions, and formally through letters of appreciation and commendation, and medal nominations. Our people work incredibly hard, both at sea and ashore. Awards and other recognition mean a great deal to your Sailors and will create a positive command atmosphere.
Listen to your people.
Cooperation and teamwork are vital for readiness and accomplishing the mission, so encourage open communications up and down the chain of command within your command. Involve your subordinates in all aspects of planning, decision making, and problem solving-although remember you are in charge and must be decisive when the chips are down.
Accept change and plan for uncertainty.
There is an old saying that you must always have a "Plan B." This means that even when everything has been carefully planned, the nature of naval operations is such that something will change or go wrong; you must therefore be ready with a backup plan. Don't become frustrated or upset-try to think through the crisis and come up with a solution, working with your chain of command.
From Admiral James Stavridis' - DIVISION OFFICER'S GUIDE
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