INTRO TO NAVSCI

1. INTRO TO NAVSCI Followership Empowerment/Proactivity

2. Learning Objectives • The student will . . . • Know the definition of followership and the role it plays in leadership. • Know the qualities, behaviors, and principles of effective followership. • Know the relationship of knowing oneself, one’s job, and one’s people to being an effective leader.

3. Learning Objectives • The student will . . . • Know how an effective leader encourages moral and ethical behavior, suppresses fear, and attends to a subordinate’s needs. • Know why cohesion and discipline are essential in any command, and how a leader can instill these essential concepts. • Know the importance of enhancing technical, tactical, and professional knowledge.

4. What is followership?

5. What is followership? • Definition • The ability to place the health and well-being of an organization ahead of personal ambition. • The ability to have the same allegiance and loyalty up the chain of command as one would expect to flow down the chain.

6. What is followership? • Definition • The process in which subordinates recognize their responsibility to comply with orders of leaders and take appropriate action consistent with the situation to carry out those orders to the best of their ability.

7. What is followership? • Definition • The ability to know where and when to articulate one’s views on an issue, and then to have the loyalty and the devotion to carry out the final decision on that issue. • A strict adherence to a personal code of conduct which upholds the standards and values of the organization.

8. Why is followership important?

9. Importance of followership • Followers are potential leaders • Followers and leaders exhibit the same traits • Most leaders are also followers also. • Chain of command • Division officer leads his/her enlisted • Division officer follows Department Head, XO, CO

10. Points to ponder . . . • Is everyone automatically a good follower?

11. Points to ponder . . . • Is everyone automatically a good follower? • No! It takes time to learn this skill, just as leadership does.

12. Points to ponder . . . • How important is professionalism in the art of followership?

13. Points to ponder . . . • How important is professionalism in the art of followership? • Very important! If a leader doesn’t have followers that act in a professional manner, then he/she cannot be an effective leader.

14. Points to ponder . . . • What about self-discipline?

15. Points to ponder . . . • What about self-discipline? • A good follower must be able to exercise self-discipline. • A leader must depend on his/her followers to carry out orders whether or not they are being watched.

16. Points to ponder . . . • Can someone be a good leader if they are not a good follower?

17. Points to ponder . . . • Can someone be a good leader if they are not a good follower? • Probably not. Again, the same traits are exhibited by both.

18. Points to ponder . . . • Qualities of an effective follower: • Self-management/discipline • Commitment • Competence and focus • Courage

19. Points to ponder . . . • How do I as a midshipman develop myself into a good follower? • Whom can I use as a good example? • Which areas can I work to improve?

20. Points to ponder . . . • Human Nature • In order to work effectively with both superiors and subordinates, you must understand “what makes them tick.”

21. Human Nature • Emotions you will face while on deployment: • Stress • Fear • Homesick • loneliness • fatigue • demotivation

22. Human Nature • Ways to combat these negative emotions: • Set positive & cheerful example • Counsel subordinates • Instill sense of confidence, self-worth • Show that you really care!

23. Combating Stress • Constructive ways to combat stress: • Exercise • Reading • Sailing • Hobbies • Talking to clergyman or friend • Calling home

24. Combating Stress • Destructive ways to combat stress: • Drugs • Alcohol • Excess sleep • Keeping feelings to oneself

25. Running a division • If you were a junior enlisted person checking into your first division, what kind of things would you like to see done or enforced on a daily basis?

26. INTRO TO NAVSCI Empowerment and Proactivity

27. Learning Objectives • The student will . . . • Comprehend how proactivity relates to effective leadership. • Comprehend authority, responsibility, and accountability and how they contribute to empowerment. • Comprehend the concept of empowerment as it applies to leadership.

28. Learning Objectives • The student will . . . • Comprehend the relationship between empowerment and proactivity in effective leadership.

29. What is proactivity?

30. Proactivity • Definition • Proactivity means more than just taking the initiative. • It combines initiative with full responsibility while making things happen • It is acting to achieve unit goals without waiting for orders or supervision.

31. Proactivity • Definition • To be proactive, you must be • more than competent • fully knowledgeable • have the respect of your peers

32. Proactivity • Definition • Successfully proactive people • produce consistent quality regardless of circumstance • accept circumstances and conditions for what they are • make conscious decisions and take positive actions to achieve unit goals

33. Proactivity • Proactivity is NOT • being pushy, obnoxious, or aggressive • defying orders • bypassing the chain of command • modifying responsibility or sidestepping accountability because of convenience

34. Proactive people are value driven get the most out of their environment able to see and choose their course of action more than just positive thinkers Reactive people allow circumstances and conditions to control their actions lack foresight are caught unprepared for a situation are often forced into a course of action Difference between proactivity and reactivity

35. Proactive people “I choose . . .” “I prefer . . .” “I’ll look at my options” “I’ll try a different way” “I’ll adjust my priorities” Reactive people “I can’t . . .” “I have to . . .” “There is nothing I can do” “I am what I am” “I’m too busy” Difference between proactivity and reactivity

36. Reactive people focus on problems and circumstances over which they have no control tend to absolve themselves of responsibility Difference between proactivity and reactivity

37. Proactive people work on things they can do something about accept responsibility, hold themselves accountable, and become better for it. Acknowledge mistakes immediately, correct them and learn from them. Difference between proactivity and reactivity

38. Forms of empowerment • “Formal” • U.S. Navy formally empowers a leader • This enables him/her to execute their billet or project assignment to its fullest • Comes in the form of • command structure accountability • authority personnel • responsibility support

39. Forms of empowerment • “Informal” • Informal empowerment is essential to effective leadership • Much more than just being given authority • The process of ensuring the subordinate feels like a genuine part of the organization and responsible for its success.

40. Relationship between empowerment and proactivity • A proactive leader can empower his/her subordinates. • In turn, empowerment encourages proactivity. • Subordinate is more likely to be proactive if he feels empowered. • Empowerment and proactivity complement each other.

41. Case Study A Captain and his OOD

42. Case Study • The Captain (O-6) of an AOE-6 is on the bridge during a conning alongside evolution. • Standard bridge watch personnel. • The JOOD is LTJG Hardluck. • CO has the Conn because the receiving ship is about to make its approach.

43. AOE 6 Supply Class

44. Case Study • CO is busy instructing another JO on the proper approach technique. • The JO is having trouble adjusting ship’s speed to set up proper closure on the other ship. • CO is intent on teaching the young officer. • Starts to lose the “big picture.”

45. Case Study • What possible scenarios could result?

46. Case Study • What possible scenarios could result? • Collision • Man Overboard • Fouled screw

47. Case Study • During the process of instructing the JO, the CO fails to notice that his ship and the other ship are now on converging courses. • Luckily, LTJG Hardluck notices and starts to tell the Captain. • CO says, “Just a minute.”

48. Case Study • What should the LTJG do?

49. Case Study • The next thing the CO heard was, • “This is LTJG Hardluck. I have the Conn. Right 15 degrees rudder!”

50. Case Study • The CO looked up and realized that the situation was serious. • After the evolution was completed, and the next watchteam took the watch, the CO ordered all members of the Unrep bridge watchteam to assemble in the wardroom.