Define job assignments and delegate suffi- cient  authority  to  ensure  that  subordinates are  able  to  properly  perform  their  jobs. Select  subordinates  who  are  capable  of assuming  responsibility.    Give necessary help to subordinates when help is needed. Maintain  proper  lines  of  communication.   Evaluate results. TRAINING  YOUR  STAFF Before you set up a training program for your staff, you must first determine what needs to be taught  and  then  how  it  should  be  taught.  This means  that  you  should  find  out  what  previous training  and  experience  your  people  have  had,  and then  you  should  gear  your  training  program  on a level that is suitable for their needs. Naturally, since you and your personnel have assigned jobs to  do,  much  of  your  program  will  consist  of  on- the-job  training. On-The-Job  Training There  are  many  ways  in  which  on-the-job training can be done. As mentioned earlier in this chapter, you can use your organization charts as a   training   tool.   Oral   instruction,   written   pro- cedures,  visual  demonstrations,  and  rotation  of duties are also methods that can be used for on- the-job training. However, you also should make a  genuine  effort  to  set  aside  some  time  for  for- mal types of training for your people. Individuals with  little  or  no  previous  training  or  experience are going to need classroom instruction. Also, you should  make  certain  your  subordinates  are  pro- vided  with  the  necessary  training  manuals  and other study materials so that they can qualify for advancement.  It’s  up  to  you  to  encourage  and motivate  your  people. Rotation of Duties Although  it  is  customary  to  assign  routine  jobs to specific individuals on whom you can depend, you will find it is a good idea to rotate your per- sonnel  from  time  to  time.  Rotation  of  duties  is a good way for individuals to learn how each job contributes  to  the  overall  division  function;  it also  prevents  a  breakdown  in  the  sequence  of operations when a key person is gone. Transfers, leave, and other absences of personnel are going to  occur,  but  these  changes  should  not  cause  a panic  button  situation  in  your  division. Another  advantage  that  will  result  from  the rotation  of  duties  is  motivation.  Some  jobs  are simply  monotonous  and  fatiguing.  Sometimes,  a change  of  pace  will  stimulate  interest  in  your subordinates  who  have  been  assigned  boring  jobs. However,  you  should  avoid  the  mistake  of rotating   your   personnel   too   frequently.   Each individual  should  be  assigned  specific  tasks  for a  period  of  time  that  is  long  enough  for  that person   to   become   a   proficient   and   productive worker  who  contributes  to  the  overall  efficiency of   the   operations.   If   you   move   your   people around  too  much,  they  could  end  up  lacking  an understanding of what is being done and failing to  develop  a  sense  of  responsibility. Effective  Communication The basic requirement for the training of your subordinates is effective communication. To lead, supervise, and train others, you must be able to speak  and  write  in  such  a  way  that  others  can understand  exactly  what  you  mean.  An  important requirement  for  effective  communication  in  the Navy  is  a  sound  knowledge  of  the  Navy’s  ways of  saying  things.  Some  Navy  terms  have  been standardized  for  the  purpose  of  efficient  com- munication.  When  a  situation  calls  for  use  of standard  Navy  terminology,  use  it. Still  another  requirement  of  effective  com- munication  is  the  use  of  technical  terms.  A person   who   does   not   understand   the   precise meaning of the terms that are commonly used in connection with the work of the rating is already at  a  disadvantage.  When  trying  to  read  official publications or instructions relating to the work, this  person  is  going  to  experience  considerable frustration  and  confusion.  The  person  will  also experience   a   decided   disadvantage   when   the written examinations for advancement are given. Although  it  is  always  important  for  you,  as  a supervisor, to use technical terms correctly, it is particularly important whenever you are dealing with  lower  rated  personnel.  Any  sloppiness  you may show in the use of technical terms is likely to be very confusing to an inexperienced person. Remember,  whatever  your  subordinates  do  not understand  in  their  jobs  will  be  very  evident  to you in the work they produce. Use the correct job language  at  all  times  and  try  to  clear  up  any misunderstandings first. 3-16