fore, make far-reaching and long-lasting contributions
to the Navy. The extent of your contribution to the
Navy depends on your willingness and ability to ac-
cept increased responsibility for military matters and
for the professional requirements of a Fire Control-
man. It also depends on your skill in getting other
people to work for you.
You will find that your responsibilities for military
leadership are much the same as those of petty officers
in other ratings. Every petty officer is a military per-
son as well as a technical specialist.
Your responsibilities for technical leadership are
directly related to the nature of your work. Operating
and maintaining the ships combat systems equipment
is a vital job. It is a teamwork job requiring a special
kind of leadership ability. This leadership ability can
be developed only by personnel who have a high de-
gree of technical competence and a deep sense of per-
RESPONSIBILITIES WITHIN THE
You will be expected to translate the general or-
ders given by officers into detailed, practical, on-
the-job language that even relatively inexperienced
personnel can understand and follow. In dealing with
your juniors, you must see that they perform their
work properly. You must also be able to explain to
officers what your juniors may need or any problems
they may experience.
RESPONSIBILITIES FOR TRAINING
Training is essential. Even if you are blessed with
a highly skilled and well-trained electronics force, you
will still find training necessary. For example, some
of your best workers may be transferred and replaced
by inexperienced or poorly trained personnel. Often,
a job may call for skills that your assigned personnel
do not have, especially if your division must maintain
These and similar problems require you to be a
training specialist who can conduct both formal and
informal training programs. You must train individuals
and groups to work safely, neatly, and accurately, and
in a spirit of cooperation.
Any discussion of responsibilities must include
the responsibility that you, as a supervisor, have to-
ward your subordinates. You are responsible for de-
veloping their professional and general military skills.
You must also help them to become mature, com-
petent technicians who are prepared to assume su-
pervisory responsibilities. You must teach them and
encourage them to use their skills and knowledge to
make decisions. You must then support those deci-
sions when they are correct and fair.
However, you must also advise or counsel your
subordinates when their decisions may cause harm
to themselves, others, or equipment. Use the learn-
by-mistakes theory to teach your subordinates. But
be constantly aware of what is happening to ensure
that the lessons taught are worth the consequences if
any problems develop.
As a supervisor, you have an overriding responsi-
bility to take care of your people before caring for
yourself. This responsibility requires steadfast devotion
to your subordinates. Gaining the loyalty of subordi-
nates requires unselfish actions on the part of seniors.
TAKE CARE OF YOUR PEOPLE
AND THEY WILL TAKE CARE OF YOU!
As you advance to FC1 and then to FCC, you will
find that your plans and decisions may affect many
people. Some of these people may not be in your
division or even in the combat systems/weapons.