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executive officer (XO), and enlisted programs officer
(EPO) each attend a minimum of one DEP meeting
each month. The CO also ensures one meeting in
each zone is attended by either the CR, EPO, XO, or
CO.
POSITIVE REINFORCEMENT
When new DEP members finish at MEPS, they
have just made a big step in their lives. For some, it
represents the first major decision they have faced. It
must be positively reinforced, immediately and
throughout their DEP period. The recruiter should
meet the newly sworn-in DEP members at MEPS or
the NRS, if possible. Reinforce and congratulate their
decision to join the Navy and the program they
selected. Explain to new DEP members that they may
encounter some negative responses to their decision.
Offer to meet with the DEPper and any individual
providing negative input to clear up any
misconceptions. Those individuals who decline to
attend will lose credibility. If they do agree to a
meeting, be careful not to challenge anyone’s beliefs.
Use your sales training. Within 72 hours after
processing, the RINC and recruiter should meet with
the new DEP member. Include parents, spouse, or
guidance counselor when possible. Have the new
DEP member come to the office for indoctrination.
All recruiters in the office should congratulate new
DEP members. Take their pictures, add their name to
the DEP status board, and generally make a big
production. After they have been welcomed to the
Navy team, conduct the DEP indoctrination. Present
them with DEP handouts and a schedule of DEP
meetings
and provide information on DEP
requirements and referrals.
Always treat DEP
personnel as sailors.
Don’t use them for the dirty
work.
Instead, show
assignments and provide
the recruiting mission.
WARNING SIGNALS
them the importance of
motivation to contribute to
Supervisors should always be alert to warning
signals of ineffective DEP leadership. Some include
high DEP or RTC attrition, numerous roll-outs and
reclassifications, and a decline in DEP referral
contracts.
PREVENTIVE MAINTENANCE
These warning signals are usually the result of
DEP mismanagement over a period of time. Let’s
take a look at some preventive maintenance that can
preclude these more drastic warning signals.
Check Prospect Cards
Check P-cards to ensure two required contacts are
made each month, at least one of which is face to
face. Look at DEP meeting attendance. Check the
card for referrals and awards.
Check for Referrals
Besides each DEP member’s P-card, check for
referrals on the DEP status board and make sure a
recruiting recognition request form has been initiated.
Attend DEP Meetings
RINCs should always attend station DEP
meetings. They may be run by the recruiters, but the
RINC should be there. The ZS should attend as many
zone DEP meetings as possible.
This should be
accomplished whether there are identified DEP
leadership problems or not. Observe the operation of
the meeting. Is there a professional atmosphere? Are
military titles being used instead of first names? Is
training conducted? Was the material presented in an
interesting manner?
Was a schedule or agenda
followed? What percent of the DEP members were in
attendance? What kind of enthusiasm was shown
during the meeting? Were DEP members asked for
and did they provide referrals? Were any guests in
attendance? If so, were they introduced and made to
feel welcome?
The question that needs to be
answered is, “Would I continue to attend DEP
meetings if I were one of these DEP members?”
Executive Telephone Screening
ZSs must conduct an executive telephone
screening with 25 percent of each station’s DEP
members each month. A script to use for executive
telephone screenings can be found in the Science and
Art of Navy Recruiting Manual, COMNAVCRUIT-
COMINST 1133.6. The telephone screening script is
designed to identify potential problems with individual
DEP members as well as overall DEP operation. DEP
personnel who cannot answer your questions are not
well briefed and will likely be ill-prepared for active
duty.
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