A Guide for Leaders: A Focus for CPO Induction 2010

Sailors enable our Navy’s success!

"Families enable our Sailors to be successful"

DEPARTMENT OF THE NAVY MASTER CHIEF PETTY OFFICER OF THE NAVY

Greetings shipmates,

As you know, our people are our greatest strength. Our job as leaders is to ensure every Sailor knows that we want them to succeed, and that we value their service, talent, skill and dedication. We must make every effort to prepare our Sailors for success from day one — being Brilliant on the Basics creates a solid foundation upon which every successful career is launched and provided a road map for success.

In many cases, these efforts are the command’s first opportunities to prove it cares about the well-being, professional success and family support of its Sailors; these actions set the tone by which shipmates and families ultimately choose to “Stay Navy.” It’s an investment in our future.

One of the most important steps we can take in getting a shipmate on the right path early is reaching out as a sponsor and shepherding them into our command and the surrounding community. Proactive interaction by a sponsor and ombudsman can solve many issues and concerns before the Sailor and their family arrive onboard, paving the way for a smooth transition, and most importantly, making that Navy family feel like part of their new command family.

A great sponsorship program must be followed up by an effective indoctrination

process. This will send a strong, positive signal that the command is engaged and values the skills the new shipmate brings to the command and has a plan to integrate him/her into the crew. Mentorship can be done from various levels: senior-to-junior, peer-to-peer, within-community, and it can be either formal or informal. Everyone should have at least one mentor assigned to them — a person who is actively engaged in monitoring your professional and personal development and who can advise you, not just on rate-specific choices, but on your entire career.

Another critical step in keeping our shipmates on track for professional advancement is conducting regular Career Development Boards (CDB). These are the responsibility of every individual as it pertains to their own career progression, but it’s primarily the responsibility of the Chief alongside the CMC and Command Career Counselor to run an effective program. CDB’s have never been more critical to our Sailors success than in today’s Navy. Get them done.

Additionally, we must all remember to take a few minutes every week to recognize our best Sailors. Our people do amazing things every day and should be publicly recognized through letters, awards and meritorious masts, or public announcements. Sometimes just a pat on the back provides the recognition needed to motivate the Sailor into the future. We’ve never known of a better time to be in the Navy — we will have day-to-day challenges, but if we

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aggressively apply the principles of Brilliant on the Basics our Sailors will excel. Challenge your Sailors daily to be better than the day before and take care of their families. Take care of each other, communicate up and down the chain of command and keep charging forward! Finally, you will see the acronym SAILOR embedded in the attached document. S: Sponsorship = Command Sponsor Program A: Assign = Assign a Mentor I: Indoctrination = Command Indoctrination L: Leadership = Career Development Boards O: Ombudsman = Ombudsman Program R: Recognizing = Recognizing our Sailors and Navy team members. It is a simple way to remember the principles of Brilliant on the Basics. I expect every Chief Petty Officer to clearly understand and apply the principles of Brilliant on the Basics on a daily basis and I expect our CPO’s to know the programs associated with our Fleet and Family Support Centers.

As Chiefs, it’s our time to Anchor Up and lead our Sailors like we have for many years. Thank you for your service and leading our Sailors as we move forward.

HOOYAH,

2

R. D. West Master Chief Petty Officer of the Navy

March 2010

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"A positive proactive sponsor sets the tone for the entire tour. It is important that we continue to energize this program - it will reward all of us with positive command climate and revitalized Sailors." - NCCM Neely

Notable Quotables…

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Brilliant on the Basics

The Command Sponsor Program responsibilities begin upon receipt of PCS orders and continue until the Sailor has become an integral part of the new command and is fully cognizant of all policies, programs, services, and responsibilities available through the command. OPNAVINST 1740.3C provides guidance and a flowchart for the Command Sponsor Program. Click on the link to get the instruction.

Proactive interaction by a sponsor and Ombudsman can solve many issues and

concerns before the Sailor and family arrive on board. Paving the way for a smooth transition and making each Navy family feel like a genuine part of their new command can ensure a family commitment of support to enable success for all. As our Navy policies and programs change, we must reevaluate whether or not our command sponsorship process is conducive to the PCS transition.

Sailors should expect nothing less than an exceptional check-in process.

Whether it is arriving at an airport in a foreign country and being meet by a smiling face from the command, our Sailors deserve a welcoming experience during their PCS transition. Caring leadership and a structured internal program can make the new experience a positive one for the Sailor and family.

First impressions are everlasting. The First 72 hours of checking into a

command are without question the most influential. During this introduction period, personnel expect to feel as though their arrival is important to the command. While the mission of each command may be vastly different, the importance of gaining personnel positively is equally significant. The initial actions of leadership to ensure that every Sailor has their basic needs met upon arrival to a new duty station can impact a family’s decision on whether or not they desire to continue to serve.

In accordance with OPNAV 1740.3C it is the responsibility of each command to

designate a Command Sponsor Coordinator (CSC). The CSC is responsible to designate responsible personnel as a sponsor for a new arrival. Once designated, these individuals ensure that a welcome aboard package is sent out and that communications are established with the new Sailor. A list of responsibilities of each member within the command is provided in OPNAV 1740.3C and can be utilized as a great checklist in evaluating your Sponsor program.

Challenge: Use the month of March to review OPNAVINST 1740.3C and review your

Sponsor Program. Take a critical look to ensure you have enabled a successful start for your Sailors and families. Be willing to hear their critical assessment of the program and never forget that this is a program to support them as they prepare to support the command and mission. First Impressions Are Everlasting! What impressions do your new Sailors have of their new command?

“Command Sponsor Program - The First 72 Hours”

Review the video “The First 72 Hours”.

Be willing to take the critical feedback from your newly arriving Sailors that are participating in your sponsor program. What are their needs?

April 2010009/10

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Brilliant on the Basics – SAILOR

I have had and continue to have many mentors in my life and my career. Each has helped to shape me as a person and a Sailor. My ability to give back today through my service has been enabled by many great leaders and mentors of which I am very grateful. – FLTCM(SW/AW/SCW) Benning

Notable Quotables…

Command Leadership Question: Do you have an established Mentorship Program? The foundation for success in any command can be attributed to this major component of the Brilliant on the Basics upon which every successful career is sustained. Mentorship can encourage an environment of teamwork and training that ensures mission success and the professional and personal growth of all Sailors.

Assigning a MENTOR Mentorship is an important component of the Brilliant on the Basics. It has proven to be a cornerstone for the Navy’s best Petty Officers, Chiefs, and Officers. The guidance and lessons passed along through mentorship have been stated by senior leaders, officer and enlisted, as the key to their professional and personal success.

There are two types of mentorship, formal and informal. Formal is the assigning of a mentor through a command program. Informal is a natural occurrence that develops as junior Sailors learn through a formal program to reach out to those they desire to emulate. Formal mentoring is effective because it is professionally structured and monitored.

Formal. Establishing a command instruction for a formal program can provide basic guidance and expectations

that enable leadership growth and development while creating a culture of Shipmates helping Shipmates. Providing this guidance also ensures that routine engagements occur to ensure success of the program that includes monthly monitoring and evaluation.

Studies have shown that people who are mentored are more likely to have longevity in the military, advance

quicker, and have fewer disciplinary issues. This is very apparent in our successful leaders today who have grown through engagements with mentors. Communication is a key component in a successful mentor program and a mentor-protégé relationship. In order to appreciate this method of mentoring, the protégé must trust that their aspirations are valued, not only at the command level but with the person with whom they seek guidance.

Informal mentorship is a selection process made by either mentor or protégé. This usually occurs through

respect for the leadership observed, or the potential that is seen through work ethic and determination to excel. When a subordinate observes another Sailor displaying traits they admire, they are more likely to seek guidance from that Sailor. The same can be said for a senior person who observes a hard working individual with a desire to learn. This method is one of respect and integrity, where Honor, Courage, and Commitment must prevail to eliminate the potential for inappropriate relationships.

The passing of the customs and traditions of the Navy has been coined under leadership, but it is through

mentorship that a civilian is groomed into being a successful Sailor. Whether through a formal or an informal relationship, being a positive role model in someone’s career carries a great deal of weight in how that individual finds his or her place in the military. Who are you training to stand your watch?

“Assign a Mentor”

COs, XOs and CMC’s must live and breathe the six basic principles of leadership delineated in Brilliant on the Basics.

Navy Ethos states: Integrity is the foundation of our conduct; respect for others is fundamental to our character; decisive leadership is crucial to our success.

May 201014/10

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BRILLIANT ON THE BASICS

“The Navy’s Sponsor and Indoctrination Program is the foundation for building command relationships and assisting families worldwide. It is and has been a valuable tool to me for over 30 years.” ~ CDR T.P. Wadley

How Can I Respond? Notable Quotables…

Personal interaction between the entire chain of command and each SAILOR – from day one to their PRD – is critical to keeping our Sailors focused on their professional growth and support of their families. Executing and oversight of the programs highlighted by “Brilliant on the Basics” will provide the foundation for the success of our Sailors while in the Navy and will ensure the Navy remains an employer of choice and a Top 50 organization into the future. Command Indoctrination is the cornerstone for communicating requirements and expectations to newly reporting Sailors. The Indoctrination Program is the Navy’s official program to facilitate the integration of Sailors into their new working and living environment. Commands are responsible for ensuring Indoctrination is provided to all personnel within 30 days of reporting or within 3 drill weekends. It is at this required course, that command mission, policy and standards are verbalized to Sailors. Chief of Naval Operations has provided guidelines to allow each command to tailor this training to their specific platform; and mandates the inclusion of Navy Pride and Professional information in the course. A great sponsorship program must be followed up by an effective Indoctrination Program. OPNAVINST 1740.3C (press Ctrl and click on link to see instruction) provides a template of required topics for the course. Guidance also mandates training for each of the Command Training Team Members (CTT) prior to delivery of Navy Pride and Professionalism. Training of team members, evaluating and updating information sends a strong, positive signal that the Indoctrination Program is a valued part of setting Sailors on a path for success and that they are a valued member of the team. Indoctrination also sets the tone for what is expected of both Sailors and leadership. This process is essential to setting professional development goals and command expectations. When Sailors have a clear understanding of job requirements and command mission, Sailors perform better. Indoctrination correlates with long term success, personally and professionally. Including spouses in the indoctrination process can also provide great returns in family support and understanding.

A well organized indoctrination program lays the foundation for a successful and rewarding tour for our Sailors and families. Every command should have a program specifically tailored to their unique needs. OPNAVINST 1740.3C, Command Sponsor and Indoctrination Program, is the implementation tool for this element of Brilliant on the Basis.

Topic: Command Indoctrination (SAILOR)

Training Coordinators shall conduct command indoctrination training as specified by current course requirements.

Maintaining an effective proactive indoctrination program sets our Sailors up for success!

June 2010017/10

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Brilliant on the Basics – SAILOR

Navy Ethos states: Integrity is the foundation of our conduct; respect for others is fundamental to our character; decisive leadership is crucial to our success.

Notable Quotables…

The foundation for success in any command can be attributed to this major component of the Brilliant on the Basics upon which every successful career is sustained. Leadership through Career Development Boards (CDB) can encourage an environment of teamwork and training that ensures mission success and the professional and personal growth of all Sailors while enabling our Sailors to achieve their dreams. Leadership: Career Development Boards (CDBs): Leadership involvement, primarily by the command senior enlisted leader (CMC/COB/CSC), the chief’s mess and the command career counselor (CCC), is critical to the success of every Sailor. CDBs are required within 30 days of a Sailor reporting aboard, and again at 6 and 12 months. RC Sailors must have a CDB prior to completion of their third drill weekend. You may review NAVADMIN 227/07 and OPNAVINST 1040.11C via these links for additional information and situations to conduct a CDB. Career Development Board membership should include but is not limited to the command senior enlisted leader, command career counselor, education services officer, department and division leading chief, department and division career counselor, division officer, leading petty officer, and most importantly, the Sailor. An effective CDB can normally be completed in 20 to 30 minutes and should include information and discussion on watch and warfare qualifications, education, advancement, pay and financial management, family readiness, rating health, perform to serve process and considerations, command expectations, and defining the Sailors personal and professional goals. CDBs are tracked and notes are recorded in the Career Information Management System (CIMS) to ensure progress is monitored and can be reviewed by commands that Sailors may transfer to beyond their current command. OPNAVINST 1040.11C states: Commanding Officers will ensure command career development team meetings are conducted quarterly, at a minimum. Team composition will include CO, XO, CMC/COB/SEL, CCC/unit CC, department heads and department leading chief petty officers. It is recommended that COs invite the command ombudsman to participate as a team member. Additional members are encouraged to attend, as appropriate. Ask yourself, when in the last time I conducted this meeting and did this meeting include a review of the status of the Perform-To-Serve (PTS) application status of each Sailor awaiting a response? Thoughts for Command Leadership Teams to consider: 1) Is your CCC providing you a monthly report with updates on the programs that they are executing in support of your Sailors to include CDB progress? 2) How often is an internal assessment with the CCC completed to ensure program growth and progress? 3) Is Perform-To-Serve (PTS) important to you and your Sailors? How often do you review the data and advise your Sailors on options to consider (other ratings, reserve affiliation, etc.) in the CDB? Growing and developing a positive command climate matters. A great book to read to help leaders understand the impacts of learning about our people and helping them achieve their dreams through the Career Development Board process is “The Dream Manager” by Matthew Kelly.

“Leadership: Career Development Boards”

Ensuring the counseling of Sailors through the CDB process to enable personal and professional success contributes to a positive command climate.

July 2010019/10

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Brilliant on the Basics – SAILOR

"Mission readiness is directly tied to family readiness, and family readiness is directly tied to the selfless dedication of our extraordinary Ombudsman" MCPON Rick D. West

Notable Quotables…

The Ombudsman Program was introduced to the U.S. Navy by Z-gram 24 on 14 September 1970 by the Chief of Naval Operations, Admiral Elmo Zumwalt. While the primary focus of the program today remains the same, it has grown and adapted to the ever-changing challenges of the Navy lifestyle. The morale, health, welfare, and efficiency of command personnel are the responsibility of the commanding officer. It is the Ombudsman, professionally trained Information and referral volunteers, who serve as the vital two-way communication link between the command and family members. The Role of the Ombudsman includes: . Personalized support and guidance to command families in adapting to the challenges of a mobile military lifestyle and extended operations in meeting the Navy's maritime strategy. . Resource referrals and resolution assistance on family issues before they become a crisis. . Family assistance and coordination in preparing for deployments . Attending Ombudsman Assembly and advanced training sessions which enable ombudsmen to expand knowledge and improve skills. In accordance with OPNAVINST 1750.1F, it is the responsibility of each command to ensure that command family members have access to the services of an ombudsman, by appointing sufficient ombudsman to provide the required support. Small commands or tenant commands may make arrangements to share ombudsman services with another command or the installation command. Challenge: By September 14th, 2010, ensure your command families have an ombudsman designated in accordance with OPNAVAINST 1750.1F. Immediately upon appointment, the ombudsman's information should be added to the Ombudsman Registry at www.ombudsmanregistry.org, and they should be assigned to the command. The Volunteer Agreement, DD Form 2793 should be completed with both parties keeping a copy for three years. Consider the following: 1) Command leadership: How often do you meet with your Ombudsman? 2) How do you grow awareness of this tremendous resource for your families? The Navy Command Ombudsman Program celebrates its 40th year anniversary this year. September 14th is the day that is recognized as Ombudsman Appreciation Day This year, with the 40th anniversary quickly approaching, commands are encouraged to make a special effort to honor their ombudsman, not only at the annual appreciation event, but to continue throughout the year.

“Ombudsman Program”

Learn more about the Ombudsman Program: OPNAVINST 1750.1F CNIC/FFSP Web site: www.ffsp.navy.mil Ombudsman Registry: www.ombudsmanregistry.org Command Leadership Toolkit: www.ffsp.navy.mil

August 2010020/10

When you reinforce positive performance through public recognition, you raise the level of performance of each member of the team. In doing so you strengthen the entire team as all strive to grow success. Never under estimate the Power of Positive (POP) Leadership. –FLTCM Benning

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“Recognizing our Sailors and Navy Team Members” The end of tour should not be the only time a Sailor or civilian is recognized. Recognition can also include specific action awards, Flag Letters of Commendations, Letters of Appreciation, highlighting accomplishments in the POD, and other public venues, or nominations for special programs. Be creative, praise in public, and make sure your Sailors know they are appreciated and valued. The Power of Positive leadership is infectious and every leader has the tools of recognition available to them to ensure outstanding performance is reinforced and always appreciated. Meritorious Mast is for the purpose of publicly and officially commending a member of the command for noteworthy performance of duty. http://www.navy.mil/navydata/navy_legacy_hr.asp?id=175 Sailors can be recognized by a Commanding Officer for outstanding performance at mast. Such a proceeding is called a "meritorious mast." http://findarticles.com/p/articles/mi_m0IBQ/is_2001_April/ai_75406356 Recognizing those who support us: Recognition should also be extended to the civilians on our Navy team. An award will help document the performance justification during performance review for Navy civilian employees. This will help ensure our best civilians are properly rewarded. Feel free to be creative ... Have you thought about spouse appreciation days, Ombudsman recognition, or inviting the volunteers at FFSC or the Navy College Office for a tour and lunch? Leadership questions to consider: 1) How often do you conduct an awards board to review the success of our Sailors and team members? 2) Does your awards board include leadership representatives from across the command to include Senior Enlisted? 3) How often do you conduct award recognition ceremonies? 4) Success includes advancements, retirements, and reenlistments: Are these special events in your command? Weapons are our systems. It is truly our Sailors, Civilians, and Volunteers who enable our Navy’s Success.

2010 Navy Sailors of the Year

Brilliant on the Basics – SAILOR

Resource Links: Navy Awards: https://awards.navy.mil/ Unofficial but very useful Navy ribbon checker: http://kepler.pratt.duke.edu/USNRibbons.html

March 2010

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• Perform to Serve is a force-stabilization tool that matches Sailors’ skills to the needs of the Navy.

• A Selected Reserve Option was added to Perform to Serve to retain high-performing Sailors in the Naval service.

• Sailors in critical NECs with documented high performance weigh heavily in the PTS evaluation.

• To best serve Sailors, ensure PTS deadlines are met. • Mentor Sailors about Perform to Serve’s role in their

careers during Sailor Career Development Boards.

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FLTCM(SW/AW/SCW) Scott Benning

Did you know?

The Perform to Serve system is a vital part of our Navy's total force strategy. PTS provides an opportunity to keep our best and brightest Sailors in the Navy in order to meet future fleet and manpower requirements. Perform to Serve acts as a force-stabilization tool by leveling rating manning from overmanned to undermanned. It serves as a quality screening tool by controlling reenlistments for all Zone "A", Zone "B" and Zone "C" Sailors. Perform to Serve helps the Navy shape the force for current and future needs:

• Perform to Serve is now required for all E-3 to E-6 Sailors with less than 14 years of service. • An approved Perform to Serve ‘reservation’ is required prior to a Sailor reenlisting, extending, or

negotiating orders that necessitate additional OBLISERV requirements. • Counsel Sailors to select secondary ratings. Sailors who do not obtain a quota in PTS for their current rate,

greatly increase their odds of being retained in the Navy when they select second and third options. • Perform to Serve allows the Navy to evaluate Sailors and screen those Sailors for continued service. • See NAVADMIN 161/09, 017/09. • The Career Opportunities Matrix (CARMAT) is posted on www.npc.navy.mil and shows monthly

conversion quotas (formerly called Career Reenlistment Objectives or CREO). NAVADMIN 024/10 covers the details.

In the Perform to Serve system, Sailors are evaluated and ranked based on the following:

• Performance. Top-performing Sailors with critical NECs remain the premier factors in continued service. • The CO’s recommendation for retention/advancement. • PNA (passed not advanced) on the most recent advancement exam.

Perform To Serve (PTS)

Things you need to know: Perform to Serve with Selected Reserve (SELRES) option has been added to the PTS system to:

Allow an Active Component Sailor to apply for both Active Component and Reserve Component opportunities. Gives Active Component Sailors the option of choosing Active or Reserve service even after an in-rate

determination.

Facts & Figures: • A Sailor can submit a reenlistment request up to 15

months prior to his or her EAOS. • To assist Sailors wanting to convert, Navy enlisted

classifications (NEC) data is available on the Career Opportunity Matrix (CARMAT), formerly CREO, at www.npc.navy.mil

• Zone “B” PTS was implemented 01 Feb 2009. • Zone “C” PTS was implemented 01 June 2009. • The SELRES option came online 01 Oct 2009. • Sailors receive a maximum of six looks in PTS.