 |
| Jeff Bacon on www.broadside.net |
2. Takes initiative. When a problem is encountered, take initiative in defining it, accept the responsibility of acting on it, and move immediately to solve it.
3. Plans and organizes. Plan and organize tasks, people and resources in their order of
importance and schedule the tasks for achievement of their goal.
4. Optimizes use of resources. Match individuals' capabilities with job requirements to maximize tasks accomplishment.
5. Delegates. Use the chain of command to assign tasks by methods other than a direct
order, to get subordinates to accept task responsibility.
6. Monitors results. Systematically check progress on task accomplishment.
7. Rewards. Recognize and reward for effective performance on a specific task.
8. Disciplines. In holding subordinates accountable for work goals and Navy standards, appropriately discipline subordinates, in order to increase the likelihood of the subordinates' improved performance.
9. Self-control. Hold back on impulse and instead weigh the facts, keep a balanced perspective, and act appropriately.
10. Influences. Persuade people skillfully -- up, across and down the chain of command -- to accomplish tasks and maintain the organization.
11. Builds Teams. Promote team-work within their work group and with other work groups.
12. Develops subordinates. Spend time working with their subordinates, coaching them toward
improved performance and helping them to be skillful and responsible in
getting the job done at a high standard.
13. Positive expectations. Trust in people's basic worth and ability to perform. They approach
subordinates with a desire for the subordinates' development.
14. Realistic expectations. Believe that most subordinates want to and can do a good job, they take
care not to set a subordinate up for failure by expecting too much.
Concern about a subordinate's shortcomings is expressed honestly.
15. Understands. Identify subordinates' problems and help them to understand these
problems. Such leaders appropriately aid others in solving their
problems.
16. Conceptualizes. Dig out the relevant facts in a complex situation and organize those
facts to gain a clear understanding of the situation before acting.
And, from Rubber Ducky...
17. Writes well. Navy leaders know their way around the written word and avoid non-parallel constructions: avoid comma splices; employ the Oxford comma: avoid awkward constructions; eschew patronizing language; maintain consistent style; avoid mixing singular and plural voice.
And, from Rubber Ducky...
17. Writes well. Navy leaders know their way around the written word and avoid non-parallel constructions: avoid comma splices; employ the Oxford comma: avoid awkward constructions; eschew patronizing language; maintain consistent style; avoid mixing singular and plural voice.
From: P.A. Foley, From Classroom to Wardroom, Masters Thesis, Naval Postgraduate School, December 1983
2 comments:
New Year's Eve pedantry:
The presence --or absence-- of the "Oxford comma" is hardly settled business. GPO, MLA, Chicago, Strunk & White and --of course-- Oxford Press-- want it present. Associated Press says no.
Some grammar points are non-negotiable, and some remain under debate even by recognized authorities (as in the the list above).
Writers who choose to be prescriptive about the ambiguous points should be prepared for healthy disagreement:-)
While I agree with the original writer on this, if he or she is writing for a naval audience: the last reviewer of the content is going to get the final word (especially of it's the CO or XO!)
Looks like the Oxford comma wins 4-1 and even that is giving the AP way too much credit!
Post a Comment