personnel  assume  this  type  of  loyalty  without question,  but  they  must  also  broaden  their  loyalty to  include  their  superiors  and  subordinates. Because  of  human  nature,  the  ordinary  person wants to and will extend loyalty to others in the organization. In the long run, however, everyone must earn the loyalty of others. Part of the price a  person  pays  for  earning  this  loyalty  is  extending loyalty  to  others.  Enlisted  personnel  are  par- ticularly sensitive about loyalty extended to them and are quick to discern and resent its absence. The  degree  of  loyalty  a  division  officer  shows toward  the  division  has  a  direct  bearing  on  the morale of division personnel. Most persons have a strong devotion to duty, and their self-respect will  not  allow  them  to  neglect  that  duty  merely to  spite  a  superior.  But  the  officer  who  has  not earned the loyalty of the personnel cannot expect to receive that extra effort above the call of duty often  necessary  to  accomplish  a  mission.  This brings us to another important quality, devotion to  duty. DEVOTION  TO  DUTY Devotion  to  duty  is  closely  allied  to  loyalty. In fact, it might be defined as loyalty to the post or   position   one   holds.   Occasionally   immature young  persons  feel  their  talents  are  superior  to those required to fill the positions in which they find themselves. In such cases these young persons may become resentful because their abilities are not  used  to  better  advantage.  Consequently,  their performance   falls   off. More  mature  persons  might  assume  that because the position exists, it must be important even   though   the   importance   is   not   readily apparent. Assuming this, such persons give a little more to the position than it requires by spending their extra energy and talents learning the new job. Thus, they fulfill their obligation to the organiza- tion,  inspire  other  personnel  to  greater  efforts, and  earn  the  respect  of  all  concerned.  When important  openings  occur,  the  choice  between these  individuals  and  others  less  willing  to  put forth  extra  effort  is  clear. Any  civilian  firm  would  consider  ambitious persons as positive assets; employers would keep their eyes on them and perhaps expect great things of them. However, mere ambition is not enough in  the  military  service.  Any  military  service expects  all  of  its  officers  or  enlisted  persons  to place duty above themselves. Everyone at all times must do their duty to the best of their ability. They must  do  their  best  in  an  effort  to  support  the efficient  accomplishment  of  the  Navy’s  mission, not  to  receive  personal  gain. Individuals  who  refuse  to  shoulder  their  share of the load make it that much heavier for the rest of the unit. Hardships may be increased, lives may be sacrificed needlessly, and the unit might fail to  accomplish  its  mission.  The  well-known  parable of the loss of a kingdom through want of a horse describes  the  situation  perfectly. The ability to take orders goes hand in hand with devotion to duty. One so closely follows the other that distinguishing between them is difficult. Commands usually issue standing orders to cover every  situation.  The  orders  help  those  assigned  to the position do the job more effectively. As soon as  a  person  receives  an  order,  it  becomes  that person’s duty to carry it out. Therefore, personnel should not resent even the most trivial order, even one given in the nature of a reminder, necessary or not. Personnel should obey each order quickly and cheerfully and report its accomplishment to the  superior  who  gave  it. Devotion  to  duty  and  the  ability  to  take  orders are so important that the Navy has no place for the  immature  people  who  refuse  to  grow  up.  It has  no  place  for  the  self-seekers  who  do  their  best only  when  it  is  advantageous  to  them  to  do  so. The  Navy  doesn’t  need  resentful,  hard-headed, self-important   individuals   who   cannot   take orders. PROFESSIONAL  KNOWLEDGE Leaders  who  thoroughly  know  their  job  are far better qualified to lead than ones who do not; but  unfortunately,  professional  experience  does not  burst  into  full  bloom  merely  because  one wishes it so. Although as a new officer, you will have  professional  knowledge,  you  will  lack  pro- fessional experience when you step aboard ship for  the  first  time.  Yet,  you  will  be  placed  in  a position  of  leadership,  given  various  jobs  to  do, and then seemingly left to your own devices. The jobs will appear monumental to you. Uppermost in  your  mind  will  be  the  probability  of  your making  a  serious  error  that  could  expose  your inexperience.  You  will  have  people  on  all  sides, however,  ready  to  assist  you. The   officer   you   relieve   will   assist   you   in learning  your  new  duties,  outline  the  present program, and point out what has not been done. The  officer  will  also  discuss  the  inherent  dif- ficulties of the job and briefly describe the abilities and personalities of your new division personnel. Senior  officers  are  always  ready  to  give  you  a 5-4