Click the link above to read the article 16 NAVY LEADER COMPETENCIES on url below:
http://navycaptain-therealnavy.blogspot.in/2013/12/16-navy-leader-competencies.html
Article also reproduced below for your convenience:
NAVY LEADER COMPETENCIES aka OLQ (OFFICER LIKE QUALITIES)
1. Sets goals and performance standards. Set goals to improve task performance and use them to assess the ongoing performance of a task, as well as the task’s results.
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
From: P.A. Foley, From Classroom to Wardroom, Masters Thesis, Naval Postgraduate School, December 1983
Reproduced from the Blog: I Like The Cut Of His Jib !!
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