• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
2011 Navy Leader Planning Guide
 

2011 Navy Leader Planning Guide

on

  • 11,830 views

 

Statistics

Views

Total Views
11,830
Views on SlideShare
11,828
Embed Views
2

Actions

Likes
1
Downloads
180
Comments
0

2 Embeds 2

http://www.slideshare.net 1
http://us-w1.rockmelt.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    2011 Navy Leader Planning Guide 2011 Navy Leader Planning Guide Document Transcript

    • Sailor’s Creed I am a United States Sailor.I will support and defend the Constitution of the United States of America and I will obey the orders of those appointed over me. I represent the fighting spirit of the Navy and those who have gone before me to defend freedom and democracy around the world. I proudly serve my country’s Navy combat team with Honor, Courage and Commitment. I am committed to excellence and the fair treatment of all. The Navy Ethos We are the United States Navy, our Nation’s sea power – ready guardians of peace, victorious in war. We are professional Sailors and Civilians – a diverse and agile force exemplifying the highest standards of service to our Nation, at home and abroad, at sea and ashore.Integrity is the foundation of our conduct; respect for others is fundamental to our character; decisive leadership is crucial to our success. We are a team, disciplined and well-prepared, committed to mission accomplishment. We do not waver in our dedication and accountability to our shipmates and families. We are patriots, forged by the Navy’s core values of Honor, Courage and Commitment. In times of war and peace, our actions reflect our proud heritage and tradition. We defend our Nation and prevail in the face of adversity with strength, determination, and dignity. We are the United States Navy.
    • DEPARTMENT OF THE NAVY CENTER FOR PERSONAL & PROFESSIONAL DEVELOPMENT 1905 REGULUS AVENUE STE 113 VIRGINIA BEACH, VA 23461-200901 January 2011Greetings,It is my distinct pleasure to provide the 2011 edition of the Naval Leader Planning Guide and the NavalLeader Weekly Planner. Our mission at the Center for Personal and Professional Development is to developthe Navy’s workforce by providing education and training opportunities that build personal, professional andleadership competencies in support of mission readiness, and this guide is one way we assist Sailors in theirdevelopment.In this edition you will find important events in the annual calendar that every Naval Leader should know, aswell as a host of other resources that will help you in your job. From course listings that your Sailors can useto further their development, to planning worksheets you can use to organize your own growth, I hope you’llfind this guide a useful tool.This product is only as useful as the information it contains, so your feedback is important for the continuousimprovement of our guide. There are a variety of ways for you to provide feedback. Feedback can besubmitted using the form in the back of this guide that you can mail, fax, or email (CPPDFeedback@navy.mil), or you can submit corrections using Navy Knowledge Online (NKO) under either the Leadership orPersonal Development pages.The Naval Leader Planning Guide and the Naval Leader Weekly Planner are not available for purchase thisyear through the Navy Forms Online webpage. Downloading the product and reproducing locally is theprimary delivery method. Commands are also authorized to use these downloaded files to request printingfrom their local printing agency. I encourage you to use one of these methods to make sure every one of yourLeaders has a copy of this product.On behalf of the staff at CPPD, thank you for using this edition of the Naval Leader Planning Guide or theNaval Leader Weekly Planner. I hope this product will assist you in being successful Naval Leaders. C. HOLLINGSWORTH CAPT, USN
    • User InformationThe Naval Leader Planning Guide (NLPG) and the Naval Leader Weekly Planner (NLWP) are published annually byCPPD. They contain calendars, important dates, references, phone numbers, e-mail addresses, and other informationthat may be useful to all Naval Leaders. The 8.5” x 11” NLPG is in the standard monthly format. The 5.8” x 8.5” NLWP isin a weekly format that is designed to fit into your personal day planner/organizer binder (7-hole or 3-hole punched). Theguides and planners are available for download and may be printed by all Naval personnel.The NLPG/NLWP are also available on the NKO website in .pdf format and in a version for Outlook. URL is: https://wwwa.nko.navy.mil. After logging in, click on the Leadership tab. The pubs are in the section for Naval Leader Planning Guide2011.All observed Federal Holidays are shaded in yellow.Dates for Holy Days and Religious Observances were taken from the Interfaith Calendar website at www.interfaithcalendar.org. Legend for abbreviations used is as follows: C - Christian, OC - Orthodox Christian, J - Jewish,I - Islamic, and B - Buddhist.Historical information was taken from the Naval Historical Center and the USMC History and Museum Division websites.Feedback is extremely important to ensure the continuous improvement and future existence of this publication. Yourcomments and suggestions are encouraged and will be taken into consideration when making decisions about NLPGchanges in design and/or content. Feedback questionnaires are available in the publication; please fill them out andsubmit them.POC for content or to add your command to the distribution list e-mail: CPPDFeedback@navy.mil Dates listed in this publication are subject to change without notice, Please verify through official channels. 4
    • Table Of ContentsSAILOR’S CREED AND NAVY ETHOS ................................................................................................ (INSIDE FRONT COVER)PERSONAL INFORMATION/CHAIN OF COMMAND .................................................................................................................... 6FAVORITE WEBSITES AND QUICK E-MAIL ADDRESSES .......................................................................................................... 7CALENDAR PAGES (JANUARY 2011 THROUGH MARCH 2012) ................................................................................................ 8CENTER FOR PERSONAL AND PROFESSIONAL DEVELOPMENT FOCUS AREAS .............................................................. 38LEADERSHIP CONTINUUM ........................................................................................................................................................ 39PRINCIPLES OF NAVAL LEADERSHIP ...................................................................................................................................... 40CENTER FOR PERSONAL AND PROFESSIONAL DEVELOPMENT COURSES ..................................................................... 42CPPD LEARNING SITE, REGION, AND QUOTA CONTROL INFORMATION ............................................................................ 45CPPD LEARNING SITE, REGION, AND QUOTA CONTROL INFORMATION (RESERVES) ..................................................... 46CPPD VOLUNTARY EDUCATION PROGRAMS (VOLED) ......................................................................................................... 47CPPD NAVY COLLEGE OFFICES .............................................................................................................................................. 48CY-11 SELECTION BOARD SCHEDULE (USN) ......................................................................................................................... 50FY-11 SELECTION BOARD SCHEDULE (USMC) ...................................................................................................................... 52INFORMATION FOR ADVANCEMENT CHART........................................................................................................................... 53FITREP/EVAL/COUNSELING PLANNING CALENDAR (USN) ................................................................................................... 54REF. MARINE CORPS ORDER 1610.7F w/ CH1 DTD 1 JULY 2008 (USMC) ............................................................................ 55COMMUNITY MANAGERS/TECHNICAL ADVISORS OFFICE CODES/TELEPHONE LIST ...................................................... 56LEADERSHIP TUTOR.................................................................................................................................................................. 73INTRODUCTION TO PERSONAL PLANNING ............................................................................................................................ 76GOAL DEVELOPMENT WORKSHEET ....................................................................................................................................... 80MENTORING COMPASS ............................................................................................................................................................. 81THE NAVY PROFESSIONAL READING PROGRAM .................................................................................................................. 84UNITED STATES MARINE CORPS PROFESSIONAL READING PROGRAM ........................................................................... 87MISCELLANEOUS NAVY DIRECTORY ...................................................................................................................................... 96FEEDBACK QUESTIONNAIRE ................................................................................................................................................. 100CORE VALUES CHARTER ....................................................................................................................... (INSIDE BACK COVER) 5
    • Personal Information/Chain Of CommandName: Rate/Rank:Address:Telephone: E-mail: Important Local NumbersQuarterdeck/Duty Phone:Supervisor:LPO/LCPO:Command Master Chief:Division Officer:Medical:Dental:Mentor:Career Counselor:Command Financial Specialist:Local Fleet and Family Support Center: DO NOT DISCUSS CLASSIFIED MATERIAL ON NONSECURE TELEPHONES. OFFICIAL DOD TELEPHONES ARE SUBJECT TO MONITORING FOR COMMUNICATIONS SECURITY PURPOSES AT ALL TIMES. DOD telephones are provided for the trans- mission of official government information only and are subject to communications security monitoring at all times. Use of official DOD telephones constitutes consent to telephone monitoring in accordance with DOD Directive 4640.6. 6
    • Favorite WebsitesSite Name URL Quick E-Mail Addresses 7
    • January 2011 SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership February 20111. Know yourself and seek self-improvement. • Make an honest evaluation of yourself to determine your strong and weak personal qualities. S M T W T F S • Seek the honest opinions of your friends of superiors to show you how to improve your leadership ability. 1 2 3 4 5 6 • Learn by studying the causes of success or failure of other leaders. • Develop a genuine interest in people. 7 8 9 10 11 12 13 • Have specific goals and definite plans to attain them. 14 15 16 17 18 19 20 • Have a systematic personal reading program that emphasizes not only professional subjects but also includes topics to help you understand people, both as individuals, and in their functioning groups. 21 22 23 24 25 26 27 28 2 3 4 5 002/363 003/362 004/361 005/360 Twelfth Night (C) 9 10 11 12 009/356 010/355 011/354 012/353 United Nations Day 16 17 18 19 016/349 017/348 018/347 019/346 Religious Freedom Day Martin Luther King Jr. Day 23 24 25 26 023/342 024/341 025/340 026/339 30 31 030/335 031/334 “Example is not the main thing in influencing others. It is the only thing.” --Albert Schweitzer 8
    • January 2011 THURSDAY FRIDAY SATURDAY REMINDERS 31 1 FITREPS/Evals due: USN 365/000 001/364 31 - O-3 (All) USMC 31 - 2ndLt (Active) Mid-term Counseling due: USN New Year’s Day O-6 (All) New Year’s Day Observed Navy SEAL Teams est. (1962) E-3/2/1 (All) 6 7 8 Boards convening: 006/359 007/358 008/357 USN 10 - Active CWO to LDO/LTJG In-Service Procurement (PERS 8) 10 - Active/Reserve Enlisted to LDO/CWO In-Service Procurement (PERS 8) 11 - Active O-6 Line (PERS 8) 11 - Active O-5 Continuation (PERS 8) Epiphany (C) 11 - Reserve O-6 Line (PERS 8) Feast of Theophany (OC) 11 - Full-time Support O-6 Line (PERS 8) Feast of the Nativity (OC) 25 - CMC Screen (PERS 40FF) 25 - CMD Senior Chief (PERS 40FF) 13 14 15 27 - 2nd Qtr Spot (PERS 8) 27 - 2nd Qtr Special (PERS 8) 013/352 014/351 015/350 USMC 19 - Lt Col (Reserve) 20 - Capt 25 - Maj (Reserve) Humanitarian Day 20 21 22 020/345 021/344 022/343 E-7 Exams Tu B’shvat (J) 27 28 29 027/338 028/337 029/336 MONTHLY GOALSNOTES:This Month In HistoryJanuary 1, 1959 - U.S. Naval Observatory introduces system of uniform atomic time using cesium beam atomic oscillators. This measurement has been adopted as standard by the International Committee on Weights and Measures.January 16, 1991 - Operation Desert Storm, liberation of Kuwait from Iraq begins 9
    • February 2011 African-American History Month SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership March 20112. Be technically and tactically proficient. • Know what is expected of you, and then expend time and energy on becoming proficient at those things. S M T W T F S • Form an attitude early on of seeking to learn more than is necessary. 1 2 3 4 5 • Observe and study the actions of capable leaders. • Spend time with those people who are recognized as technically and tactically proficient. Learn as much as you 6 7 8 9 10 11 12 can from them. 13 14 15 16 17 18 19 • Seek feedback from technically and tactically competent people concerning your own performance. Be willing to change. • Seek opportunities to apply knowledge through the exercise of command. Good leadership is acquired only 20 21 22 23 24 25 26 through practice. 27 28 29 30 31 • Prepare yourself for the job of the leader at the next higher rank. 1 2 032/333 033/332 Freedom Day Groundhog Day 6 7 8 9 037/328 038/327 039/326 040/325 Four Chaplains Sunday 13 14 15 16 044/321 045/320 046/319 047/318 Nirvana Day (B) Valentine’s Day Mawlib an Nabi (I) 20 21 22 23 051/314 052/313 053/312 054/311 Presidents’ Day Washington’s Birthday 27 28 058/307 059/306 “The time is always right to do what is right.” --Martin Luther King, Jr. 10
    • African-American History Month February 2011 THURSDAY FRIDAY SATURDAY REMINDERS FITREPS/Evals due: NOTES: USN 28 - O-2 (All) Mid-term Counseling due: None Enlisted Advancement Exams: USN Reserve E-4/5/6/7 Boards convening: 3 4 5 USN 034/331 035/330 036/329 1 - Law Education Program (PERS 4416) 1 - Active O-6 Staff (NSTC) 1 - Active O-5 Staff Continuation (PERS 8) 7 - Naval Special Warfare CO/XO Screen (PERS 415) 8 - Active O-5 Line (PERS 8) 8 - Active O-4 Continuation (PERS 8) 10 - Acquisition Corps (AC) #1 (PERS 447) Chinese New Year (B) 15 - Test Pilot #1 (PERS 434) 17 - CNRC CRF (CNRC) 23 - Reserve O-6 Staff (PERS 8) 10 11 12 23 - FTS O-6 Staff (PERS 8) 23 - Reserve O-5 Staff (PERS 8) 041/324 042/323 043/322 23 - FTS O-5 Staff (PERS 8) 28 - Active/Reserve Aviation Commander Command (PERS 43) 28 - Reserve E-8/9 (PERS 8) 28 - FTS E-8/9 (PERS 8) USMC Lincoln’s Birthday 9 - Capt (Reserve/Active Reserve) 9 - CWO (Reserve/Active Reserve) 17 18 19 048/317 049/316 050/315 24 25 26 055/310 056/309 057/308 MONTHLY GOALSThis Month In HistoryFebruary 4, 1779 - John Paul Jones takes command of Bonhomme Richard.February 13, 1854 - Admiral Perry anchors off Yokosuka, Japan to receive Emperor’s reply to treaty proposal.February 22, 1943 - USS Iowa (BB-61), the lead ship of the last class of American fast battleships, is commissioned. 11
    • March 2011 Women’s History Month SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership April 20113. Know your subordinates and look out for their welfare. • Put the welfare of the women and men for whom you are accountable before your own welfare. S M T W T F S • See the members of your unit, and let them see you, so that every one of them may know you and feel that you know 1 2 them. Be approachable. • Let them see that you are determined to fully prepare them for the accomplishment of all missions. 3 4 5 6 7 8 9 • Concern yourself with the living conditions of the members of your unit. 10 11 12 13 14 15 16 • Know your unit’s mental attitude; keep in touch with their thoughts. • Ensure fair and equal distribution of rewards. 17 18 19 20 21 22 23 • Provide sufficient recreational time and insist on participation. 24 25 26 27 28 29 30 • Prepare yourself for the job of the leader at the next higher rank. 1 2 060/305 061/304 6 7 8 9 065/300 066/299 067/298 068/297 Ash Wednesday (C) 13 14 15 16 072/293 073/292 074/291 075/290 Daylight Saving Begins 20 21 22 23 079/286 080/285 081/284 082/283 First Day of Spring 27 28 29 30 086/279 087/278 088/277 089/276 “Leadership may have to come in a different package. It’s got to be credible. Overall, it’s about credibility, walking the talk.” --Anne Mulcahy 12
    • Women’s History Month March 2011 THURSDAY FRIDAY SATURDAY REMINDERS FITREPS/Evals due: NOTES: USN 15-E-5 (All) 31-W-5/4/3 (All) USMC 31-Sgt (Active) Mid-term Counseling due: USN W-2 (All) E- 8/7 (All) 3 4 5 062/303 063/302 064/301 Boards convening: USN 1 - Advanced Education Voucher (AEV) (MCPON/NETC) 8 - Reserve O-5 Line (PERS 8) 8 - FTS O-5 Line (PERS 8) 15 - FTS Transfer/Redesignation #2 E-6 Exams (PERS 921) National Anthem Day 22 - Active O-5 Staff (PERS 801B) 22 - Active O-4 Staff Continuation (PERS 801B) 10 11 12 22 – Active Staff Senior Service College (PERS 801B) 069/296 070/295 071/294 25 - Active AJAG (PERS 8) 28 - Active E-9 (PERS 8) 30 - SELRES Squadron Augmentation Unit (CNATRA) USMC None E-5 Exams 17 18 19 076/289 077/288 078/287 E-4 Exams Saint Patrick’s Day 24 25 26 083/282 084/281 085/280 MONTHLY GOALS 31 090/275This Month In HistoryMarch 2, 1867 - Birthday of Civil Engineer Corps.March 3, 1871 - Navy Medical Corps established.March 7, 1966 - Department of Navy reorganized into present structure under CNO. 13
    • April 2011 Sexual Assault Awareness Month SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership May 20114. Keep your subordinates informed. • Whenever possible, explain why tasks must be done and any pertinent amplifying instruction. S M T W T F S • Arrange to get sufficient feedback to assure yourself that immediate subordinates are passing on necessary 1 2 3 4 5 6 7 information. • Be alert to detect the spread of rumors. Stop rumors by replacing them with the truth. 8 9 10 11 12 13 14 • Build morale and esprit de corps by publicizing information concerning successes of your unit. 15 16 17 18 19 20 21 • Keep your unit informed about current legislation and regulations affecting their pay, promotion, privileges and other benefits. 22 23 24 25 26 27 28 29 30 31 3 4 5 6 093/272 094/271 095/270 096/269 10 11 12 13 100/265 101/264 102/263 103/262 17 18 19 20 107/258 108/257 109/256 110/255 Palm Sunday (C, OC) Passover (J) 24 25 26 27 114/251 115/250 116/249 117/248 Easter (C)NOTES: “What creates trust, in the end, is the leader’s manifest respect for the followers.” --James O’Toole 14
    • Sexual Assault Awareness Month April 2011 THURSDAY FRIDAY SATURDAY REMINDERS 1 2 FITREPS/Evals due: USN 091/274 092/273 15 - E-9 (All) 30 - O-5 (All) USMC 30 - WO/CWO (Active) 30 - 1stLt (Active) 30 - 2ndLt (Reserve) April Fools’ Day Mid-term Counseling due: USN 7 8 9 O-4 (All) 097/268 098/267 099/266 Boards convening: USN 5 - Active O-4 Line (PERS 8) 5 - Active O-3 Line Continuation (PERS 8) 7 - 3rd Qtr Spot Promotion (PERS 8) 7 - 3rd Qtr Special (PERS 8) 18 - Active E-8 (PERS 8) 20 - Naval Junior Reserve Officer Training Corps (NJROTC) Officer (NSTC) 20 - Naval Junior Reserve Officer Training 14 15 16 Corps (NJROTC) Enlisted (NSTC) 104/261 105/260 106/259 26 - Reserve O-4 Line (PERS 8) 26 - FTS O-4 Line (PERS 8) 26 - CVN Principle Asst. (PERS 42D1) 26 - CVN Asst. Reactor Officer (PERS 42D1) 26 - EDO RASB (PERS 42D1) 26 - Surface LT and LCDR Early Command Screen (PERS 412) Federal Income Tax Day USMC 21 22 23 9 - CWO 111/254 112/253 113/252 Administrative Good Friday (C) Professionals’ Day Earth Day 28 29 30 118/247 119/246 120/245 MONTHLY GOALS Arbor DayNOTES:This Month In HistoryApril 6, 1917 - United States declares war on Germany.April 16, 1947 - Act of Congress gives Navy Nurse Corps members commissioned rank.April 30, 1798 - Congress establishes Department of the Navy. 15
    • May 2011 Asian/Pacific American History Month SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership June 20115. Set the example. • Show your subordinates that you are willing to do the same things you ask them to do. S M T W T F S • Be physically fit, well-groomed and correctly dressed. 1 2 3 4 • Maintain an optimistic outlook. • Conduct yourself so that your personal habits are not open to criticism. 5 6 7 8 9 10 11 • Exercise initiative and regard the spirit of initiative of your subordinates within your unit. 12 13 14 15 16 17 18 • Avoid showing favoritism to any subordinate. • Delegate authority and avoid over-supervision in order to develop leadership among subordinates. 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 121/244 122/243 123/242 124/241 Law Day Loyalty Day 8 9 10 11 128/237 129/236 130/235 131/234 Centennial of Naval Aviation Mother’s Day 15 16 17 18 135/230 136/229 137/228 138/227 22 23 24 25 142/223 143/222 144/221 145/220 29 30 31 149/216 150/215 151/214 Memorial Day “Leaders don’t create followers, they create more leaders.” --Tom Peters 16
    • Asian/Pacific American History Month May 2011 THURSDAY FRIDAY SATURDAY REMINDERS FITREPS/Evals due: NOTES: USN 31 - O-1 (All) USMC 31 - Capt (Active) 31 - Maj (Active) 31 - LtCol (Active) 31 - Col (Active) 31 - MGySgt/SgtMaj (Reserve) Mid-term Counseling due: 5 6 7 USN E-6 (All) 125/240 126/239 127/238 Boards convening: USN 10 - Supply Corps Postgraduate Education Screen (PERS 4412) 10 - Active O-4 Staff (PERS 8) 10 - Active O-3 Staff Continuation (PERS 8) Cinco de Mayo 10 - Active Junior Service College (PERS 8) 16 - Submarine CO/XO Screen (PERS 421B) 12 13 14 16 - Reserve E-7 (PERS 8) 16 - FTS E-7 (PERS 8) 132/233 133/232 134/231 19 - CNRC Career Recruiter Force (CNRC) 23 - FTS SERAD (PERS 921) 31 - NFO to Pilot (PERS 432) 31 - Aviation Dept. Head Screen (PERS 43) USMC None 19 20 21 139/226 140/225 141/224 Armed Forces Day 26 27 28 146/219 147/218 148/217 MONTHLY GOALSNOTES:This Month In HistoryMay 13, 1908 - Navy Nurse Corps established.May 18, 1775 - Benedict Arnold captures British sloop and renames her Enterprise, first of many famous ships with that name. 17
    • June 2011 SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership July 20116. Ensure the task is understood, supervised and accomplished. • Issue every order as if it were your own. S M T W T F S • Use the established chain of command. 1 2 • Encourage subordinates to ask questions concerning any point in your orders or directives they do not understand. • Question subordinates to determine if there is any doubt or misunderstanding in regard to the task to be accomplished. 3 4 5 6 7 8 9 • Supervise the execution of your orders. 10 11 12 13 14 15 16 • Exercise care and thought in supervision. Over-supervision hurts initiative and creates resentment; under-supervision will not get the job done. 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31NOTES: 1 152/213 5 6 7 8 156/209 157/208 158/207 159/206 D-Day 12 13 14 15 163/202 164/201 165/200 166/199 Pentecost (C) Flag Day 19 20 21 22 170/195 171/194 172/193 173/192 Father’s Day First Day of Summer 26 27 28 29 177/188 178/187 179/186 180/185 “Leaders need to be optimists. Their vision is beyond the present.” --Rudy Giuliani 18
    • June 2011 THURSDAY FRIDAY SATURDAY REMINDERS FITREPS/Evals due: NOTES: USN 15 - E-4 (All) USMC 30 - GySgt (Active) 30 - MSgt/1stSgt (Active) 30 - BGen (Active) 30 - LtCol (Reserve) 30 - MGySgt/SgtMaj (Active Reserve) 30 - Capt (Active Reserve) 30 - Maj (Active Reserve) 30 - LtCol (Active Reserve) 2 3 4 Midterm Counseling due: None 153/212 154/211 155/210 Boards convening: USN 7 - Reserve O-4 Staff (PERS 8) 7 - FTS O-4 Staff (PERS 8) 13 - Transfer/Redesignation #2 (PERS 8) 14 - Active CWO3 (PERS 8) 14 - Active CWO4 (PERS 8) Battle of Midway Begins 14 - Active CWO5 (PERS 8) 15 - Reserve Oceanographer Apply (CNMOC) 16 - Reserve CWO3 (PERS 8) 9 10 11 20 - Active E-7 (PERS 8) 160/205 161/204 162/203 23 - Reserve CWO4 (PERS 8) 25 - URL Specialty Career Path (PERS 43) USMC None 16 17 18 167/198 168/197 169/196 23 24 25 174/191 175/190 176/189 MONTHLY GOALS 30 181/184This Month In HistoryJune 10, 1854 - U.S. Naval Academy at Annapolis, MD, holds first formal graduation exercises. Previousclasses graduated without ceremony.June 17, 1898 - Navy Hospital Corps established. 19
    • July 2011 SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership August 20117. Train your unit as a team. • Study, prepare and train thoroughly, endlessly. S M T W T F S • Encourage unit participation in recreational and military events. 1 2 3 4 5 6 • Do not publicly blame an individual for the team’s failure or praise just an individual for the team’s success. • Ensure that training is meaningful, and that the purpose is clear to all members of the command. 7 8 9 10 11 12 13 • Train your team based on realistic conditions. 14 15 16 17 18 19 20 • Insist that every person understands the functions of the other members of the team, and the functions of the team as a part of the unit. 21 22 23 24 25 26 27 28 29 30 31 3 4 5 6 184/181 185/180 186/179 187/178 Independence Day 10 11 12 13 191/174 192/173 193/172 194/171 17 18 19 20 198/167 199/166 200/165 201/164 24 25 26 27 205/160 206/159 207/158 208/157 31 212/153 NOTES: “The best [leader] is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” --Theodore Roosevelt 20
    • July 2011 THURSDAY FRIDAY SATURDAY REMINDERS 1 2 FITREPS/Evals due: USN 182/183 183/182 15 - E-3 (All) 15 - E-2 (All) 15 - E-1 (All) 31 - O-6 (All) USMC 31 - 2ndLt (Active) 31 - Col (Reserve/Active Reserve) Mid-term Counseling due: USN 7 8 9 O-3 (All) 188/177 189/176 190/175 Boards convening: USN 20 - Supply Corps Commander Sea Screen 21 - Permanent Military Professor (PMP) (PERS 44) 21 - Active Duty Flying CWO (PERS 43) (PERS 4412) 26 - Test Pilot #2 (PERS 434) USMC 14 15 16 None 195/170 196/169 197/168 21 22 23 202/163 203/162 204161 28 29 30 209/156 210/155 211/154 MONTHLY GOALS NOTES:This Month In HistoryJuly 1, 1850 - Naval School at Annapolis renamed Naval Academy.July 11, 1798 - Reestablishment of Marine Corps under the Constitution.July 15, 1870 - Act of Congress establishes Pay Corps, which later becomes the Supply Corps. 21
    • August 2011 SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership September 20118. Make sound and timely decisions. • Develop a logical and orderly thought process by practicing objective estimates of the situation. S M T W T F S • When time and situation permit, plan for every possible event that can reasonably be foreseen. 1 2 3 • Consider the advice and suggestions of your subordinates before making decisions. • Make sure your people are familiar with your policies and plans. 4 5 6 7 8 9 10 • Consider the effects of your decisions on all members of your unit. 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 213/152 214/151 215/150 Ramadan (I) 7 8 9 10 219/146 220/145 221/144 222/143 14 15 16 17 226/139 227/138 228/137 229/136 21 22 23 24 233/132 234/131 235/130 236/129 28 29 30 31 240/125 241/124 242/123 243/122 “Leadership is the art of getting someone else to do something you want done because he wants to do it.” --Dwight D. Eisenhower 22
    • August 2011 THURSDAY FRIDAY SATURDAY REMINDERS Mid-term Counseling due: NOTES: USN O-2 (All) Enlisted Advancement Exams: USN Reserve E-4/5/6 Boards convening: USN 2 - CNRC Recruiter Command 4 5 6 Advancement Program (CNRC) 2 - CNRC Career Recruiter Force (CNRC) 216/149 217/148 218/147 4 - Reserve EDO Apply (NAVSEA) 4 - VADM Stockdale Leadership Award (N131L1) 10 - SELRES AV Command (NAVRESFOR) 11 - CMD - Non-CMD (Reserve) Apply (PERS 921) 11 - 4th Quarter Spot Promotion (PERS 8) 11 - 4th Quarter Special (PERS 8) 23 - Medical Dept. CO/XO Screen (PERS 4415A) 11 12 13 223/142 224/141 225/140 USMC None 18 19 20 230/135 231/134 232/133 Naval Reserve Force established 25 26 27 237/128 238/127 239/126 MONTHLY GOALS NOTES:This Month In HistoryAugust 5, 1864 - Rear Admiral David Farragut wins Battle of Mobile Bay, sealing off last Confederate port on Gulf Coast.August 15, 1845 - Naval School at Annapolis (USNA) established in Maryland on former site of Fort Severn. 23
    • September 2011 Hispanic Heritage Month SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership October 20119. Develop a sense of responsibility among your subordinates. • Operate through the chain of command. S M T W T F S • Provide clear, well-thought-out directions. 1 • Give your subordinates frequent opportunities to perform duties normally performed by senior personnel. • Be quick to recognize your subordinates’ accomplishments when they demonstrate initiative and resourcefulness. 2 3 4 5 6 7 8 • Correct errors in judgement and initiative in a way which will encourage the individual to try harder. 9 10 11 12 13 14 15 • Give advice and assistance freely when it is requested by your subordinates. • Let your people know that you will accept honest errors without punishment in return. 16 17 18 19 20 21 22 • Resist the urge to micromanage. 23 24 25 26 27 28 29 • Be prompt and fair in backing subordinates. • Accept responsibility willingly and insist that your subordinates live by the same standard. 30 31 4 5 6 7 247/118 248/117 249/116 250/115 Labor Day 11 12 13 14 254/111 255/110 256/109 257/108 Patriot Day Grandparent’s Day 18 19 20 21 261/104 262/103 263/102 264/101 25 26 27 28 268/097 269/096 270/095 271/094NOTES: “Organizational culture is a result of the collective behavior of senior leadership. People watch and listen.” --Charles Hollingsworth 24
    • (15 Sep - 15 Oct 2010) September 2011 THURSDAY FRIDAY SATURDAY REMINDERS 1 2 3 FITREPS/Evals due: USN 244/121 245/120 246/119 15 - E-8 (All) 15 - E-7 (All) 30 - W-2 (All) USMC 30 - SgtMaj/MGySgt (Active) 30 - Sgt (Reserve) 30 - SSgt (Reserve) 30 - GySgt (Reserve) 30 - 1stSgt/MSgt (Reserve) 30 - Capt (Reserve) 30 - Maj (Reserve) 30 - Sgt/SSgt (Active Reserve) 8 9 10 30 - GySgt (Active Reserve) 251/114 252/113 253/112 30 - 1stSgt/MSgt(Active Reserve) Mid-term Counseling due: USN W-5/4/3 (All) E-5 (All) E-6 Exams Boards convening: USN 15 16 17 8 - MSC DUINS (PERS 4415A) 12 - O-5/O-6 Information Dominance 258/107 259/106 260/105 Corps Leadership & Milestone Screening (BUPERS-31) 13 - FTS/Reserve Major Command (PERS 4417) 13 - FTS Selective Retention (PERS 921) 13 - Surface Dept. Head Screen (PERS 412) 13 - Surface LT/LCDR Early Command Constitution Day Screen (PERS 412) E-5 Exams Citizenship Day 22 - Acquisition Corps (AC) #2 (PERS 447) 28 - Enlisted Continuation Board (PERS 811) 22 23 24 USMC 265/100 266/099 267/098 (Schedule not available at time of printing) E-4 Exams First Day of Autumn 29 30 272/093 273/092 MONTHLY GOALS Rosh Hashanah Begins (J) NOTES:This Month In HistorySeptember 2, 1945 - Japan signs surrender documents on board USS Missouri (BB-63) at anchor in Tokyo Bay. Fleet Admiral Chester W. Nimitz, USN, signs for the U.S.September 3, 1885 - First classes at U.S. Naval War College begin. 25
    • October 2011 Hispanic Heritage Month SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership November 201110. Employ your command in accordance with its capabilities. S M T W T F S • Avoid volunteering your unit for tasks that are beyond their capabilities. • Be sure that tasks assigned to subordinates are reasonable. 1 2 3 4 5 • Assign tasks equally among your subordinates. • Use the full capabilities of your unit before requesting assistance 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 2 3 4 5 275/090 276/089 277/088 278/087 9 10 11 12 282/083 283/082 284/081 285/080 Columbus Day 16 17 18 19 289/076 290/075 291/074 292/073 23 24 25 26 296/069 297/068 298/067 299/066 United Nations Day 30 31 303/062 304/061 Halloween “I would lay down my life for America, but I cannot trifle with my honor.” --John Paul Jones 26
    • (15 Sep - 15 Oct 2010) October 2011 THURSDAY FRIDAY SATURDAY REMINDERS 1 FITREPS/Evals due: USN 274/091 31 - O-4 (All) USMC 31 - 1stLt (Active) 31 - WO/CWO (Reserve) 31 - 1stLt (Reserve) 31 - WO/CWO (Active Reserve) 31 - 1stLt (Active Reserve) Mid-term Counseling due: USN 6 7 8 O-5 (All) 279/086 280/085 281/084 E-9 (All) Boards convening: USN (Schedule not available at time of printing) USMC Yom Kippur (J) (Schedule not available at time of printing) 13 14 15 286/079 287/078 288/077 U. S. Navy Birthday 20 21 22 293/072 294/071 295/070 27 28 29 300/065 301/064 302/063 MONTHLY GOALS NOTES:This Month In HistoryOctober 2, 1799 - Establishment of Washington Navy Yard.October 13, 1775 - Birthday of U.S. Navy. The Continental Congress establishes Continental Navy, later the U.S. Navy. 27
    • November 2011 Native American Heritage Month SUNDAY MONDAY TUESDAY WEDNESDAYPrinciples of Naval Leadership December 201111. Seek responsibility and take responsibility for your actions. • Learn the duties of your immediate senior, and be prepared to accept the responsibilities of these duties. S M T W T F S • Seek a variety of leadership positions that will give you experience in accepting responsibility in different fields. 1 2 3 • Take every opportunity that offers increased responsibility. • Perform every task, no matter whether it be top secret or seemingly trivial, to the best of your ability. 4 5 6 7 8 9 10 • Stand up for what you think is right; have courage in your convictions. 11 12 13 14 15 16 17 • Carefully evaluate a subordinate’s failure before taking action against that subordinate. • In the absence of orders, take the initiative to perform the actions you believe your senior would direct you to perform if 18 19 20 21 22 23 24 present. 25 26 27 28 29 30 31 1 2 305/060 306/059 6 7 8 9 310/055 311/054 312/053 313/052 Daylight Saving Ends 13 14 15 16 317/048 318/047 319/046 320/045 20 21 22 23 324/041 325/040 326/039 327/038 27 28 29 30 331/034 332/033 333/032 334/031 “Nearly all men can stand adversity, but if you want to test a man’s character, give him power.” --Abraham Lincoln 28
    • Native American Heritage Month November 2011 THURSDAY FRIDAY SATURDAY REMINDERS FITREPS/Evals due: NOTES: 15 - E-6 (All) Mid-term Counseling due: O-1 (All) Boards convening: USN (Schedule not available at time of printing) USMC 3 4 5 (Schedule not available at time of printing) 307/058 308/057 309/056 10 11 12 314/051 315/050 316/049 U. S. Marine Corps Birthday Veterans Day 17 18 19 321/044 322/043 323/042 24 25 26 328/037 329/036 330/035 MONTHLY GOALS Thanksgiving NOTES:This Month In HistoryNovember 10, 1775 - Congress votes to raise two battalions of Continental Marines, establishing the Marine Corps.November 18, 1890 - USS MAINE, first American battleship, is launched. 29
    • December 2011 SUNDAY MONDAY TUESDAY WEDNESDAYMarine Corps Leadership Principles January 2012 • Know yourself and seek self-improvement. • Be technically and tactically proficient. S M T W T F S • Develop a sense of responsibility among your subordinates. 1 2 3 4 5 6 7 • Make sound and timely decisions. • Set the example. 8 9 10 11 12 13 14 • Know your Marines and look out for their welfare. • Keep your Marines informed. 15 16 17 18 19 20 21 • Seek responsibility and take responsibility for your actions. 22 23 24 25 26 27 28 • Ensure assigned tasks are understood, supervised, and accomplished. • Train your Marines as a team. 29 30 31 • Employ your command in accordance with its capabilities. 4 5 6 7 338/027 339/026 340/025 341/024 Pearl Harbor Day 11 12 13 14 345/020 346/019 347/018 348/017 18 19 20 21 352/013 353/012 354/011 355/010 Hanukkah Begins (J) 25 26 27 28 359/006 360/005 361/004 362/003 Christmas Day Observed Christmas Day (C) Kwanzaa BeginsNOTES: “I dream of men who take the next step instead of worrying about the next thousand steps.” --Theodore Roosevelt 30
    • December 2011 THURSDAY FRIDAY SATURDAY REMINDERS 1 2 3 FITREPS/Evals due: USMC 335/030 336/029 337/028 31 - SSgt (Active) Mid-term Counseling due: USN E-4 (All) Boards convening: USN (Schedule not available at time of printing) 8 9 10 342/023 343/022 344/021 USMC (Schedule not available at time of printing) 15 16 17 349/016 350/015 351/314 22 23 24 356/009 357/008 358/007 First Day of Winter Christmas Eve 29 30 31 363/002 364/001 365/000 MONTHLY GOALS New Year’s Eve NOTES:This Month In HistoryDecember 3, 1775 - Lieutenant John Paul Jones raises the Grand Union flag on Alfred. First American flag raised over American naval vessel.December 21, 1861 - Congress authorizes the Medal of Honor, the Nation’s highest award, for Naval personnel. 31
    • January 2012 SUNDAY MONDAY TUESDAY WEDNESDAYNOTES: February 2012 S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 1 2 3 4 001/364 002/363 003/362 004/361 New Year’s Day Navy SEAL Teams est. (1962) New Year’s Day Observed 8 9 10 11 008/357 009/356 010/355 011/354 15 16 17 18 015/350 016/349 017/348 018/347 Martin Luther King Jr. Day 22 23 24 25 022/343 023/342 024/341 025/340 29 30 31 029/336 030/335 031/334 “A leader leads by example, whether he intends to or not.” --Author Unkown 32
    • January 2012 THURSDAY FRIDAY SATURDAY REMINDERS FITREPS/Evals due: NOTES: USN 31 - O-3 (All) USMC 31 - 2ndLt (Active) Mid-term Counseling due: USN O-6 (All) E-3/2/1 (All) 5 6 7 005/360 006/359 007/358 Boards convening: USN (Schedule not available at time of printing) USMC (Schedule not available at time of printing) 12 13 14 012/353 013/352 014/351 19 20 21 019/346 020/345 021/344 E-7 Exams 26 27 28 026/339 027/338 028/337 MONTHLY GOALS NOTES:This Month In HistoryJanuary 10, 1956 - Establishment of first Navy nuclear power school at Submarine Base, New London, CT.January 21, 1954 - Launching of USS NAUTILUS, first nuclear submarine, at Groton, CT. 33
    • February 2012 African-American History Month SUNDAY MONDAY TUESDAY WEDNESDAYNOTES: March 2012 S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 032/333 Freedom Day 5 6 7 8 036/329 037/328 038/327 039/326 12 13 14 15 043/322 044/321 045/320 046/319 Lincoln’s Birthday Valentine’s Day 19 20 21 22 050/315 051/314 052/313 053/312 Presidents’ Day Washington’s Birthday 26 27 28 057/308 058/307 059/306 “Leadership is action, not position.” --Donald H. McGannon 34
    • African-American History Month February 2012 THURSDAY FRIDAY SATURDAY REMINDERS FITREPS/Evals due: NOTES: USN 28 - O-2 (All) Mid-term Counseling due: None Enlisted Advancement Exams: USN Reserve E-4/5/6/7 2 3 4 033/332 034/331 035/330 Boards convening: USN (Schedule not available at time of printing) USMC (Schedule not available at time of printing) Groundhog Day 9 10 11 040/325 041/324 042/323 16 17 18 047/318 048/317 049/316 23 24 25 054/311 055/310 056/309 MONTHLY GOALS NOTES:This Month In HistoryFebruary 1, 1942 - USS Enterprise and USS Yorktown make first WWII air strike, Japanese Marshall Islands.February 14, 1778 - John Paul Jones in Ranger receives first official salute to U.S. Stars and Strips flag by European country, at Quiberon, France. 35
    • March 2012 Women’s History Month SUNDAY MONDAY TUESDAY WEDNESDAYNOTES: April 2012 S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 060/305 5 6 7 8 064/301 065/300 066/299 067/298 12 13 14 15 071/294 072/293 073/292 074/291 19 20 21 22 078/287 079/286 080/285 081/284 26 27 28 29 085/280 086/279 087/278 088/277 “You don’t have to hold a position in order to be a leader.” --Anthony J. D’Angelo 36
    • Women’s History Month March 2012 THURSDAY FRIDAY SATURDAY REMINDERS FITREPS/Evals due: NOTES: USN 31 - O-3 (All) USMC 31 - 2ndLt (Active) Mid-term Counseling due: USN O-6 (All) E-3/2/1 (All) 2 3 4 Boards convening: USN 061/304 062/303 063/302 (Schedule not available at time of printing) USMC (Schedule not available at time of printing) E-6 Exams 9 10 11 068/297 069/296 070/295 E-5 Exams 16 17 18 075/290 076/289 077/288 E-4 Exams Saint Patrick’s Day 23 24 25 082/283 083/282 084/281 MONTHLY GOALS 30 31 089/276 090/275This Month In HistoryMarch 3, 1871 - Navy Medical Corps established.March 9, 1862 - First battle between ironclads, USS MONITOR and CSS VIRGINIA. 37
    • Center for Personal and Professional Development Focus Areas Personal DevelopmentCPPD provides training tools for the personal growth and development of Sailors. These tools promote personaldevelopment and improve personal readiness which, in turn, helps optimize Navy readiness. We areresponsible for delivering non-rating specific training, tools and information to Sailors and their families in thefollowing course strands:• Command Equal Opportunity Program• Navy Drug and Alcohol Training Program• Bearings• Personal Financial Management (PFM)• General Military Training (GMT)• Risk Management and Safety• Navy Military Training (NMT)• Personal Responsibility and Values: Education and Training (PREVENT)By providing the best tools, opportunities, and solutions, in conjunction with the most effective trainingdelivery, we foster an environment where every member of the Navy community can achieve their maximumpersonal potential. Professional DevelopmentCPPD is responsible for the delivery of formal Enlisted and Officer leadership development opportunities.We also serve as Navy Education Training Command’s (NETC) executive agent for Instructor Developmenttraining including:• Command Career Counselor (CCC) Course• Work Space Trainer and Journeyman Instructor Courses• Master Training Specialist Program• Instructor Development Continuum• Naval Leadership Continuum• Drug and Alcohol Program Advisor• Urinalysis Program Coordinator• Command Training Team Indoctrination (CTTI) Voluntary Education (VOLED)CPPD executes the Navy’s VOLED program. VOLED professionals provide educational services world-wide; anytime, anyplace, to Sailors and their family members supporting their life-long goals and the Navy’smission. CPPD’s VOLED department is responsible for administering the Navy Voluntary Education program,including:• Navy College Offices• Navy College Program for Afloat College Education (NCPACE)• Virtual Education Center• United Services Military Apprenticeship Program (USMAP)• Academic Skills via NCPACE• Tuition Assistance• The Navy College Program Distance Learning Partnership (NCPDLP) 38
    • Leadership Continuum The Navy Leadership Continuum is a career-long leadership development system, from recruitment toretirement, comprised of Navy leadership development programs for both officer and enlisted personnel. Theprograms are sequential and progressive, made up of blended learning solutions consisting of mentoring,individual development, command-delivered training, on-the-job training, and residential training. Theyare also tailored to the developmental needs of specific requirements for individual paygrades. In 2008,new policy and procedures were released in NAVADMIN 272/08, which states the responsibility of enlistedleadership training rests with individual commands and affects enlisted Sailors, paygrades E4 to E7, activeduty, full-time support and drilling reservists; officer leadership development courses are not impacted by thechanges. Navy Military Training (NMT) is designed to ensure the continued professional and personal developmentof junior enlisted Sailors during the initial phase of naval service. The interactive multi-media presentation,“Liberty Call” allows students to practice applying the decision-making model and implement Navy CoreValues in various situations. The Petty Officer Selectee Leadership Course (POSLC) supports Sailors selected for Petty Officer ThirdClass (PO3), and commands will continue to present this course as implemented in 2006. PO3 Selectees willcomplete the 24-hour POSLC, which focuses on their newly appointed leadership responsibilities. Personnel selected for Petty Officer Second Class (PO2) will complete the Petty Officer Second ClassSelectee Leadership Course (PO2SLC), while those selected for Petty Officer First Class (PO1) will completethe Petty Officer First Class Selectee Leadership Course (PO1SLC). Using curriculum directly aimed at thenewly selected PO1 and PO2, the new courses provide more relevant and timely leadership training. Personnel selected for Chief Petty Officer (CPO) will be required to attend the CPO Selectee LeadershipCourse (CPOSLC), as implemented in 2007. PO1/2/3 Selectees will be required to complete Phase I of their training course at their respectivecommands prior to frocking, and required to complete Phase II of the training prior to the date of the firstpaycheck at their new paygrade. The Leadership Core Continuum (LCC) is a new product released in 2010 and is designed to providecommand leadership with additional tools for mentoring and discussion between exam/promotion cycles. CD-ROMS/DVDs with new curriculum materials were distributed to the Fleet using Standard DistributionNavy’s List. Classroom materials may be downloaded from NKO by clicking on the Leadership tab.Commands will use Fleet Training Management and Planning System (FLTMPS) to document completionof training. For assistance, contact the FLTMPS Help Desk at (866) 438-2898. For more information aboutenhancing your command’s training skills, the Leadership Continuum, or any other leadership course, visit:https://wwa.nko.navy.mil. 39
    • Principles of Naval Leadership1. Know yourself and seek self improvement • Make an honest evaluation of yourself to determine your strong and weak personal qualities. • Seek the honest opinions of your friends and superiors to show you how to improve your leadership ability. • Learn by studying the causes of success or failure of other leaders. • Develop a genuine interest in people. • Have specific goals and definite plans to attain them. • Have a systematic personal reading program that emphasizes not only professional subjects but also includes topics to help you understand people, both as individuals, and in their functioning groups.2. Be technically and tactically proficient. • Know what is expected of you, and then expend time and energy on becoming proficient at those things. • Form an attitude early on of seeking to learn more than is necessary. • Observe and study the actions of capable leaders. • Spend time with those people who are recognized as technically and tactically proficient. Learn as much as you can from them. • Seek feedback from technically and tactically competent people concerning your own performance. Be willing to change. • Seek opportunities to apply knowledge through the exercise of command. Good leadership is acquired only through practice. • Prepare yourself for the job of the leader at the next higher rank.3. Know your subordinates and look out for their welfare. • Put the welfare of the women and men for whom you are accountable before your own welfare. • See the members of your unit, and let them see you, so that every one of them may know you and feel that you know them. Be approachable. • Let them see that you are determined to fully prepare them for the accomplishment of all missions. • Concern yourself with the living conditions of the members of your unit. • Know your unit’s mental attitude; keep in touch with their thoughts. • Ensure fair and equal distribution of rewards. • Provide sufficient recreational time and insist on participation.4. Keep your subordinates informed. • Whenever possible, explain why tasks must be done and any pertinent amplifying instruction. • Arrange to get sufficient feedback to assure yourself that immediate subordinates are passing on necessary information. • Be alert to detect the spread of rumors. Stop rumors by replacing them with the truth. • Build morale and esprit de corps by publicizing information concerning successes of your unit. • Keep your unit informed about current legislation and regulations affecting their pay, promotion, privileges and other benefits.5. Set the example. • Show your subordinates that you are willing to do the same things you ask them to do. • Be physically fit, well-groomed and correctly dressed. • Maintain an optimistic outlook. • Conduct yourself so that your personal habits are not open to criticism. • Exercise initiative and regard the spirit of initiative of your subordinates within your unit. • Avoid showing favoritism to any subordinate. • Delegate authority and avoid over-supervision, in order to develop leadership among subordinates. 40
    • Principles of Naval Leadership (continued)6. Ensure the task is understood, supervised and accomplished. • Issue every order as if it were your own. • Use the established chain of command. • Encourage subordinates to ask questions concerning any point in your orders or directives they do not understand. • Question subordinates to determine if there is any doubt or misunderstanding in regard to the task to be accomplished. • Supervise the execution of your orders. • Exercise care and thought in supervision. Over-supervision hurts initiative and creates resentment; under- supervision will not get the job done.7. Train your unit as a team. • Study, prepare and train thoroughly, endlessly. • Encourage unit participation in recreational and military events. • Do not publicly blame an individual for the team’s failure or praise just an individual for the team’s success. • Ensure that training is meaningful, and that the purpose is clear to all members of the command. • Train your team based on realistic conditions. • Insist that every person understands the functions of the other members of the team, and the functions of the team as a part of the unit.8. Make sound and timely decisions. • Develop a logical and orderly thought process by practicing objective estimates of the situation. • When time and situation permit, plan for every possible event that can reasonably be foreseen. • Consider the advice and suggestions of your subordinates before making decisions. • Make sure your people are familiar with your policies and plans. • Consider the effects of your decisions on all members of your unit.9. Develop a sense of responsibility among your subordinates. • Operate through the chain of command. • Provide clear, well-thought-out directions. • Give your subordinates frequent opportunities to perform duties normally performed by senior personnel. • Be quick to recognize your subordinates’ accomplishments when they demonstrate initiative and resourcefulness. • Correct errors in judgement and initiative in a way which will encourage the individual to try harder. • Give advice and assistance freely when it is requested by your subordinates. • Let your people know that you will accept honest errors without punishment in return. • Resist the urge to micromanage. • Be prompt and fair in backing subordinates. • Accept responsibility willingly, and insist that your subordinates live by the same standard.10. Employ your command in accordance with its capabilities. • Avoid volunteering your unit for tasks that are beyond its capabilities. • Be sure that tasks assigned to subordinates are reasonable. • Assign tasks equally among your subordinates. • Use the full capabilities of your unit before requesting assistance.11. Seek responsibility and take responsibility for your actions. • Learn the duties of your immediate senior, and be prepared to accept the responsibilities of these duties. • Seek a variety of leadership positions that will give you experience in accepting responsibility in different fields. • Take every opportunity that offers increased responsibility. • Perform every task, no matter whether it be top secret or seemingly trivial, to the best of your ability. • Stand up for what you think is right; have courage in your convictions. • Carefully evaluate a subordinate’s failure before taking action against that subordinate. • In the absence of orders, take the initiative to perform the actions you believe your senior would direct you to perform if present. 41
    • Center for Personal and Professional Development CoursesA-012-0077 Journeyman Instructor Training (JIT)This two-week course is designed to train students in the application of principles of learning; instructionalmethods, strategies, and techniques appropriate to basic instructional and advanced technical classroom and/or other learning environments. SNEC 9502 awarded to Navy personnel upon successful completion.A-050-0001 Command Training Team IndoctrinationThis four-day course trains Command Training Team members, both enlisted and officers, to conduct theNavy Pride and Professionalism (NP&P)/Command Indoc workshop and other EO training as required by theCO. Per OPNAVINST 5354.1F (series), all commands are required to have a Command Training Team.A-500-1000 Navy Military TrainingThis two-day course ensures the continued professional and personal development of junior enlistedSailors during the initial phase of naval service. Generally provided between Recruit Training Command(RTC) graduation and “A” School, it covers such topics as: decision making, equal opportunity, diversity,discrimination, hazing, substance abuse, sexual responsibility, sexual harassment, sexual assault, suicideawareness and prevention, fraternization, planning and time management, operational stress control (OSC),and anger management.A-500-4500 Command Master Chief/Chief of the Boat Spouse Leadership CourseDelivered during the second week of the Command Master Chief/Chief of the Boat Course (CMC/COB)(A-570-4500), this one-week course is designed to provide spouses with background and information en routeto their spouse’s first CMC/COB tour.A-501-0011 Command Career CounselorThis four-week course provides instruction in the techniques and scope of the Career Development ProgramManagement in accordance with the guidelines and policies established in the Navy Retention Programs;active duty and post-retirement incentives, opportunities and benefits; counseling, administrative, and writtencommunications skills.A-570-0100 Operational Risk Management (ORM) Applications and IntegrationThis two-day course provides an in-depth, hands-on curriculum focused on training unit-level leadershipand resource owners in the ORM process. IAW OPNAVINST 3500.39 (series) states that each command isrequired to have one officer and one senior enlisted qualified as command ORM instructors.A-570-4500 Command Master Chief/Chief of the BoatThis two-week course provides capstone learning experience for individuals en route to initial assignment asprimary duty Command Master Chief/Chief of the Boat.A-950-0080 Personal Financial ManagementThis two-day course trains all new RTC graduates on the principles of sound financial management. Deliveredprior to attending A-school, this course provides Sailors with the basic skills, tools and values to keep themfinancially sound. Topics include understanding pay and allowances, building a budget, selecting a bank,reconciling a checking account, buying a car, and the understanding and proper use of credit.P-1B-0004 Command Leadership Course (CLC)This two-week course is required for O-4 to O-6 PCOs en route to their first command tour, and is designed toreinforce the fundamental tenets of naval leadership and provide an improved decision making foundation forofficers assuming the responsibilities of command.P-1B-0005 Executive Officer Leadership CourseThis two-week course is required for PXOs en route to their first Executive Officer tour, and is designed toreinforce the fundamental tenets of naval leadership and provide an improved decision making foundation forofficers assuming the responsibilities as second-in-command. 42
    • Center for Personal and Professional Development Courses (continued)P-1B-0060 Major Command CourseThis one-week course is recommended for O-6 Officers en route to a major command tour, and is designed toreinforce the fundamental tenets of naval leadership and provide an improved decision-making foundation forleading complex organizations and guiding subordinate commands.P-500-0024 BearingsBearings is a two-week, non-residential course designed to improve “Zone A” attrition by enhancing Sailors’decision-making skills and increasing their awareness of the assistance available to them. This programbuilds trust, improves values, increases motivation, strengthens Navy pride, and stresses loyalty to the chainof command. Topics include a Personal Growth Seminar, communication skills, professional development andprovides skills for financial well-being, stress/anger management, conflict resolution, information about NavyBenefits, positive alcohol alternatives, and drug abuse prevention. Musters and personnel inspections areconducted.P-7C-0100 Division Officer Leadership CourseThis one-week course provides junior officers (O1-O3) with the requisite leadership skills necessary tofunction as effective leaders at the Division Officer level. Students will be applying leadership skill sets basedon the content derived from the Navy Leadership Competency Model (NLCM), which includes LeadingChange, Resource Stewardship, Accomplishing Mission, Leading People, and Working with People.P-7C-0101 Department Head Leadership CourseThis one-week course provides officers (O3-O4) with the requisite Naval leadership skills necessary tofunction as effective leaders as Department Heads. Students will be applying leadership skill sets basedon the content derived from the Navy Leadership Competency Model (NLCM), which includes LeadingChange, Resource Stewardship, Accomplishing Mission, Leading People, and Working with People. Reservepersonnel have the option of participating in two separate drill weekend sessions to complete the training.P-7C-0102 Department Head Leadership Course (PART I) (Reserve Component)P-7C-0103 Department Head Leadership Course (PART II) (Reserve Component)This four-day course taught over two drill weekends provides officers (O1-O6) with the requisite Navalleadership skills necessary to function as effective leaders as Department Heads. Students will be applyingleadership skill sets based on the content derived from the Navy Leadership Competency Model (NLCM),which includes Leading Change, Resource Stewardship, Accomplishing Mission, Leading People, andWorking with People. Reserve personnel have the option of participating in two separate drill weekendsessions to complete the training.S-500-0009 Command Management Equal Opportunity Program ManagerThis five-day course provides basic knowledge and skills training to senior enlisted and officers in orderfor them to perform in their duties as a Command Managed Equal Opportunity (CMEO) Manager. PerOPNAVINST 5354.1F 9 (series), CMEO Managers are required to complete this course prior to assuming theduties of CMEO Manager.S-501-0100 Command Drug and Alcohol Program Advisor (DAPA)This five-day course prepares participants to serve as a Command DAPA, responsible to their CommandingOfficer, for the management and administration of the command’s alcohol and other drug abuse preventionprograms. This course is mandated by OPNAVINST 5350.4 series, and should be attended within 90 days ofassuming the position of DAPA, if not previously completed within the last three years.S-501-0110 Alcohol and Drug Abuse Managers/Supervisors (ADAMS) for Supervisors Facilitator TrainingThis three-day course prepares candidates to become certified to facilitate the ADAMS for Supervisors courseat their commands, per OPNAVINST 5350.4 series. Students who successfully demonstrate an understandingof the ADAMS curriculum during this three-day course will be certified to facilitate ADAMS for Supervisorsat the command level. Successful completion of the Facilitator course satisfies completion of ADAMS forSupervisors (S-501-0120). 43
    • Center for Personal and Professional Development Courses (continued)S-501-0120 Alcohol and Drug Abuse Managers/Supervisors (ADAMS) for SupervisorsRequired per OPNAVINST 5350.4 series for all E5 and above personnel in first-line supervisory positions,this one-day course is also recommended for DON civilians who supervise military personnel. It providessupervisors with the skills and knowledge to be positive role models in the prevention of alcohol and drugabuse, document evidence of substandard performance or misconduct, refer individuals to their commandDAPA, and assist in fulfilling aftercare responsibilities. Attendance every five years is recommended to stayabreast of the latest policies.S-501-0130 Alcohol and Drug Abuse Managers/Supervisors for LeadersThis four-hour seminar provides senior members in leadership positions the risk management tools toevaluate command climate for abuse, provide prevention education, and establish command policies toreduce alcohol and drug incidents. Designed for COs, OICs, XOs, Lieutenant Commander DepartmentHeads, and CMCs, this seminar is a once a career requirement per OPNAVINST 5350.4 Series. Other seniorleaders in policy making positions are encouraged to attend.S-501-0150 Personal Responsibility and Values: Education and Training (PREVENT)PREVENT is a facilitated personal development class targeted towards 18-25 year old Sailors. The courseis 24-class-hours designed to provide the necessary strategies and skills to make this at-risk group missionready, personally responsible, contributing members of the Navy. It provides pertinent information about DONpolicy and the consequences of risky behavior, training in decision making, goal setting, and communicationskills to assist the participant in creating conformity between his/her value system and current behavior. NavyCore Values and personal responsibility are the cornerstones of the PREVENT curriculum. Reserve personnelhave the option of participating in two separate drill weekend sessions to complete the training.A-501-0151 Personal Responsibility and Values: Education and Training (PREVENT Part I) (Reserve Component)A-501-0152 Personal Responsibility and Values: Education and Training (PREVENT Part II) (Reserve Component)A three-day course, taught over two drill weekends, PREVENT is a facilitated personal development classtargeted towards 18-25 year old Sailors. The course is 24-class-hours designed to provide the necessarystrategies and skills to make this at-risk group mission ready, personally responsible, contributing members ofthe Navy. It provides pertinent information about DON policy and the consequences of risky behavior, trainingin decision making, goal setting, and communication skills to assist the participant in creating conformitybetween his/her value system and current behavior. Navy Core Values and personal responsibility are thecornerstones of the PREVENT curriculum.S-501-0160 Alcohol AwareMandatory for all hands per OPNAVINST 5350.4 series, this four-hour, command-level alcohol abuseprevention and de-glamorization course makes participants aware of the risks involved in the use and abuseof alcohol. Participants anonymously evaluate their pattern of drinking to determine if it is appropriate, and tomake adjustments as needed. Attendance is required within two years of accession for officer and enlistedpersonnel, and recommended as part of Command INDOC programs or as refresher education. Trainingmaterials are available for download on NKO.V-500-003 Command Spouse LeadershipTaught during the second week of the Command Leadership Course (CLC) (P-1B-0004), this one-weekcourse is designed to provide spouses with background and information en route to their spouse’s firstcommand tour.Center For Personal And Professional Development ProductsThe Center for Personal and Professional Development (CPPD) produces and distributes the followingadditional training materials designed for Command Delivery. They are available for download on NKO.Replacement copies can also be requested from CPPD. • General Military Training (GMT) • Petty Officer Selectee Leadership Course (POSLC) • Petty Officer Second Class Selectee Leadership Course (PO2SLC) • Petty Officer First Class Selectee Leadership Course (PO1SLC) • Chief Selectee Training (CST) • Leadership Core Continuum (LCC) 44
    • CPPD Learning Site, Region, and Quota Control Information SITE ADDRESS COMMERCIAL QUOTA DSN NO. CONTROL NO.Headquarters Commanding Officer 757-492-5600 492 Center for Personal & Professional FAX: Development 757-492-5622 1905 Regulus Ave., Bldg. 199 Virginia Beach, VA 23461-2009 LEARNING SITESBangor CPPD Learning Site Bangor 360-315-2786 360-315-2596 322 Trident Training Facility FAX : 2000 Thresher Ave. 360-315-2694 Silverdale, WA 98315Dam Neck CPPD Learning Site Dam Neck 757-492-5700 757-445-7353 565 1905 Regulus Ave., Ste. 208 FAX : E-mail: Virginia Beach, VA 23461 757-492-5686 tschrquotas@navy.milGreat Lakes CPPD Learning Site Great Lakes 847-688-4732 847-688-2495 792 320A Dewey Ave. FAX: Bldg. 2B, Rm 176 847-688-2085 Great Lakes, IL 60088-5400Groton CPPD Learning Site Groton Naval 860-694-4970 860-694-5771 694 Submarine School Tautog Ave., FAX : Darby Hall, Bldg. 519, Box 700 860-694-4802 Groton, CT 06349Kings Bay CPPD Learning Site Kings Bay 912-573-3410 912-573-1758 573 1040 USS GEORGIA Ave. Bldg. 1065 FAX: Kings Bay, GA 31547 912-573-4813LeMoore CPPD Learning Site LeMoore 559-998-2568 559-998-3641 949 828 Hancock Circle FAX: NAS LeMoore, CA 93245 559-998-2440Mayport CPPD Learning Site Mayport 904-270-6026 904-270-5240 270 351 Baltimore Street FAX: Mayport, FL 32228-0147 904-270-6797Newport-CLS Command Leadership School 401-841-6382/7425 401-841-6382 948and CMC/COB 440 Meyerkord Avenue FAX: Newport, RI 02841-1617 401-841-6383Pearl Harbor CPPD Learning Site Pearl Harbor 808-472-8895 808-473-0777 694 NAVSUBTRACENPAC FAX: 1130 Bole Loop (Code 01B) 808-472-7390 Pearl Harbor, HI 96860-4437Pensacola CPPD Learning Site Pensacola 850-452-6416 850-452-6413 922 NTTC Corry Station FAX: 640 Roberts Ave. Bldg. 3782 850-452-6838 Pensacola, FL 32511Ventura CPPD Learning Site Ventura County 805-982-4138 805-982-5741 551County 363 White House Way FAX: Port Hueneme, CA 93043 805-982-1710 45
    • CPPD Learning Site, Region, and Quota Control Information (Continued) SITE ADDRESS COMMERCIAL QUOTA DSN NO. CONTROL NO.San Diego CPPD Learning Site San Diego 619-556-7163 619-556-0594 526 3975 Norman Scott Rd. Ste. 3 FAX: Email: Bldg. 3290, Room 106 619-556-7831 tscsdquotas@ San Diego, CA 92136 navy.milSigonella CPPD Learning Site Sigonella 011-39-095-86- 011-39-095- 314-624 PSC 812 Box 3550 4189 86-9203 FPO AE 09627-3550 FAX: 314-624-4188Whidbey Island CPPD Learning Site 360-257-5140 360-257-1333 820 Whidbey Island FAX: 1080 Lexington Ave. 360-257-8805 Bldg. 100, Room 212 Oak Harbor, WA 98278Yokosuka CPPD Learning Site Yokosuka 011-81-468-16- 011-81-46- 315-243-6081 ATGWP/NLTU 6081/6128 816-7383 PSC 473, Box 16 DSN FAX: FPO AP 96349-0016 315-243-6945 CML FAX: 011-81-468-16- 6945 CPPD Reserve Units by Region SITE QUOTA CONTROL NO.CPPD RC Region Northeast quotacontrolnortheast@gmail.comCPPD RC Region Southeast quota.control.SE@gmail.comCPPD RC Region West quotacontrolwest@gmail.com 46
    • CPPD Voluntary Education Programs (VOLED) Academic Skills assist in your preparation for college courses. Sailors may work on their English, Mathematics, and Reading skills through the online Academic Skills course or through Navy College Program for Afloat Education (NCPACE). Sailors will be given diagnostic tests and will begin instruction at a level appropriate to their individuals needs. Instruction in academic skills is available at no cost to Sailors or their commands. Tuition Assistance (TA) is the Navy’s educational financial assistance program. It provides active duty personnel funding for tuition costs for courses taken in an off-duty status at a college, university or vocational/technical institution, whose regional or national accreditation is recognized by the Department of Education. Navy College Program for Afloat College Education (NCPACE) gives Sailors the opportunity to experience challenging education and continue their personal and professional growth while on sea duty assignments. NCPACE provides both academic skills and college (undergraduate and graduate) courses. All courses are offered by colleges and universities accredited by an accrediting agency recognized by the Department of Education. NCPACE courses, including academic skills courses, are provided to Sailors tuition free. Your local Navy College Office supports the Defense Activity for Non-Traditional Education Support (DANTES) Examination Program or College Level Examination Program (CLEP) offering a wide range of exams to assist in completing college degree requirements. The Navy College Program Distance Learning Partnership (NCPDLP) was developed to foster partnerships with colleges and universities that offer rating relevant degrees via distance learning to Sailors everywhere. These education partnerships provide associate and bachelor degree programs relevant to each rating and make maximum use of military professional training and experience to fulfill degree requirements. The Virtual Education Center (VEC) serves as a hub for the requesting Sailor/ Marine American Council on Education Registry Transcript (SMART). VEC is a virtual center, open five days a week, 15-hours-a-day, staffed by academic advisors, ready to answer questions about all components of the Navy College Program. SOCNAV consists of 85 accredited colleges offering specific associate and bachelor degrees to Navy members worldwide through resident courses or distance learning. Colleges taking part in each curriculum area guarantee to accept each other’s credits for transfer. The “home” college issues an official evaluation of all prior learning on a SOCNAV Agreement. This agreement serves as the student’s long-range degree plan. United Services Military Apprenticeship Program (USMAP) is a formal military training program that provides Sailors the opportunity to improve their job skills and to complete their civilian apprenticeship requirements while they are on active duty. 47
    • CPPD Navy College OfficesNortheast U.S./Europe NCO, Rota, Spain NCO, NB San DiegoRegional Area NAVY COLLEGE OFFICE NAVY COLLEGE OFFICENCO, Bahrain at Manama Naval Station Rota Naval Base San Diego Bldg 268 Level O 3335 Buchanan Street NAVY COLLEGE OFFICE PSC 819 Box 54 Bldg 151 Box 368 222 Naval Support Activity FPO AE 09645-0054 San Diego, CA 92136-5098 PSC 451 Box 380 DSN 727 DSN 526 FPO AE 09834-0380 (011) 34-956-82-2798 (619) 556-4922 DSN 318 011-973-17-85-3194 NCO, Sigonella, Sicily NCO, Naval Base Ventura CountyNCO, Little Creek NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE Naval Air Station Sigonella Naval Base Ventura County NAVY COLLEGE OFFICE Bldg 318 Room 1107, NAS1 7th Street Bldg 160 Naval Amphibious Base LC PSC 812 Box 2140 Point Mugu, CA 93042-5000 1481 D Street FPO AE 09627-2140 DSN 351 Bldg 3016 Ste 204 DSN 624 Norfolk, VA 23521-2434 (805) 989-8362 (011) 39-09556-4517 DSN 253 Far East Regional Area (757) 462-8279 NCO, Souda Bay, Greece NCO, AtsugiNCO, Naples, Italy NAVY COLLEGE OFFICE Naval Support Activity NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE Souda Bay Naval Air Facility Atsugi Naval Support Activity PSC 814 Box 9 Bldg 153 Bldg 442A Rm G-0306.1 FPO AE 09865-0009 PSC 477 Box 5 PSC 817 Box 102 DSN 266 FPO AP 96306-1205 FPO AE 09622-0102 (011) 30-28210-21384 DSN 264 DSN 314-626 (011) 81-6160-264-3280 (011) 39-081-568-6678 Southwest U.S. Regional Area NCO, Guam at MarianasNCO, New London NCO, Corondao NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE COMNAVMARIANAS GUAM Naval Sub Base London Naval Base Coronado Barrack 1, 2nd Deck Bldg 83 Box 74 South “R” Ave Bldg 650 PSC 455 Box 154 Groton, CT 06349-5074 PO Box 357024 FPO AP 96540-1000 DSN 694 San Diego, CA 92135-7024 DSN 339 (860) 694-3335 DSN 735 (619) 545-6259 1-671-339-8291NCO, Norfolk NCO, Corpus Christi NCO, Misawa NAVY COLLEGE OFFICE Naval Station NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE Bldg IE Ste 201 Naval Air Station Naval Air Facility Misawa 1680 Gilbert Street 10461 D Street Ste 201 Bldg 980 Room 232 Norfolk, VA 23511-2906 Corpus Christi, TX 78419 PSC 76 Box 5000 DSN (564) DSN 861 Unit 5048 APO AP 96319-5048 (757) 444-7453 or 7454 (361) 961-3236 DSN 226-2458NCO, Patuxent River NCO, Goose Creek NCO, Pearl Harbor NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE Naval Air Station Naval Weapons Station Naval Station Human Resource Dept. 1661 Redbank Rd Ste 140 1260 Pierce Street Nawcad Unit 2189 Bldg 302 Bldg 679 2nd Deck Ste 100 21866 Cedar Point Road Goose Creek, SC 29445 Pearl Harbor, HI 96860-4673 Patuxent River, MD 20670 DSN 794 DSN 473-5754 DSN 757 (843) 764-7009 (301) 757-4111 48
    • CPPD Navy College OfficesNCO, Sasebo NCO, Key West NCO, Fallon NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE CMDR Fleet Act. Sasebo Naval Air Station Naval Air Station Bldg 155 PO Box 9033 4755 Pasture Road Bldg 305 PSC 476 Box 53 Bldg A 718 Essex Circle Fallon, NV 89496-5000 FPO AP 96322-0053 Key West, FL 33040-9033 DSN 890 DSN 315-252-3511 DSN 483 (775) 426-4108NCO, Yokosuka (305) 293-2408 NCO, Great Lakes NAVY COLLEGE OFFICE NCO, Kings Bay NAVY COLLEGE OFFICE CMDR Fleet Yokosuka NAVAL COLLEGE OFFICE Naval Station Bldg 3008 Rm 147 Naval Submarine Base 2221 Mac Donough Street PSC 473 Box 99 918 USS James Madison Bldg 617 FPO AP 96349-0099 Bldg 1030 Great Lakes, IL 60088-3012 DSN 315-473-5754 Kings Bay, GA 31547-2532 DSN 792 DSN 573 (847) 688-4681 x219Gulf Coast Regional Area (912) 573-4574 NCO, LeMooreNCO, Bethesda NCO, Millington NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE Naval Air Station National Naval Med. Center Naval Support Activity Bldg 828 Bldg 3 Room 454 5722 Integrity Drive 828 Hancock Circle 8901 Wisconsin Ave Bldg S241 LeMoore, CA 93246-5009 Bethesda, MD 20889-5600 Millington, TN 38054-5002 DSN 949 DSN 295 DSN 882 (559) 998-3857 (301) 295-5423/2014 (901) 874-5290 NCO, Tinker AFBNCO, Gulfport NCO, New Orleans NAVY COLLEGE OFFICE NAVY COLLEGE OFFICE Strategic Comm Wing One Naval Construction Battalion NAVY COLLEGE OFFICE Naval Air Station 7641 Mercury Road Bldg 830 1800 Dong XOAI Ave Tinker AFB, OK 73145-8701 Bldg 60 Room 239 Joint Res Base 400 Russell Ave DSN 339 Gulfport, MS 39501-5010 (405) 739-7861 DSN 868 Bldg 123 Rm 118 New Orleans, LA 70143 NCO, Whidbey Island (228) 871-3284 DSN 678 NAVY COLLEGE OFFICENCO, Guantanamo Bay, Cuba (504) 678-3794 Naval Station Whidbey Island NAVY COLLEGE OFFICE Northwest Regional Area Bldg 126 Room 120 PSC 1005 Box 424 3615 N Langley Blvd FPO AE 09593-0028 NCO, Bremerton Oak Harbor, WA 98278-1000 DSN 660-2227 NAVY COLLEGE OFFICE DSN 820 COMM 011-5399-2227 Naval Base Kitsap-Bremerton (360) 257-3760NCO, Jacksonville 2255 Cole Ave. Bldg 853 Bremerton, WA 98314-5020 NAVY COLLEGE OFFICE DSN 439 Naval Air Station (360) 476-9193 Bldg 110 Yorktown Ave PO Box 137 NCO, Everett Jacksonville, FL 32212 NAVY COLLEGE OFFICE DSN 942 Naval Station (904) 542-2545 2000 West Marine View Dr. Bldg 2000 Room 214 Everett, WA 98207-2000 DSN 727 (425) 304-3161 49
    • FY11 Selection Board Schedule (USN)As of: 11/16/2009Board Title Sponsor ConveneEOD CO/XO PERS 416 2-Dec-10Active O-7 Line (URL, ED, AED, HR, IW) PERS 8 6-Dec-10FTS Aviation Officer in Charge PERS 4417C 9-Dec-10Surface XO/CO Fleet-up PERS 411A 13-Dec-10Active O-7 Staff (NC) PERS 8 13-Dec-10Active O-7 Staff (MC) PERS 8 13-Dec-10Active O-7 Staff (SC) PERS 8 13-Dec-10Active CWO to LDO/LTJG In-Service Procurement PERS 8 10-Jan-11Active/Reserve Enlisted to LDO/CWO In-Service Procurement PERS 8 10-Jan-11Active O-6 Line PERS 8 11-Jan-11Active O-5 Continuation PERS 8 11-Jan-11Reserve O-6 Line PERS 8 11-Jan-11FTS O-6 Line PERS 8 11-Jan-11Command Master Chief Screen PERS 40FF 25-Jan-11Command Senior Chief PERS 40FF 25-Jan-112nd Quarter Spot PERS 8 27-Jan-112nd Quarter Special PERS 8 27-Jan-11Law Education Program (LEP) PERS 4416 1-Feb-11Active O-6 Staff NSTC 1-Feb-11Active O-5 Staff Continuation PERS 8 1-Feb-11Naval Special Warfare CO/XO Screen PERS 415 7-Feb-11Active O-5 Line PERS 8 8-Feb-11Active O-4 Continuation PERS 8 8-Feb-11Acquisition Corps (AC) #1 PERS 447 10-Feb-11Test Pilot #1 PERS 434 15-Feb-11CNRC CRF CNRC 17-Feb-11Reserve O-6 Staff PERS 8 23-Feb-11FTS O-6 Staff PERS 8 23-Feb-11Reserve O-5 Staff PERS 8 23-Feb-11FTS O-5 Staff PERS 8 23-Feb-11Active/Reserve Aviation Commander Command PERS 43 28-Feb-11Reserve E-8/9 PERS 8 28-Feb-11FTS E-8/9 PERS 8 28-Feb-11Advanced Education Voucher (AEV) MCPON/NETC 1-Mar-11Reserve O-5 Line PERS 8 8-Mar-11FTS O-5 Line PERS 8 8-Mar-11FTS Transfer/Redesignation #2 PERS 921 15-Mar-11Active O-5 Staff PERS 801B 22-Mar-11Active O-4 Staff Continuation PERS 801B 22-Mar-11Active staff Senior Service College PERS 801B 22-Mar-11Active AJAG PERS 8 25-Mar-11Active E-9 PERS 8 28-Mar-11SELRES Squadron Augmentation Unit (SAU) Command Screen CNATRA 30-Mar-11Active O-4 Line PERS 8 5-Apr-11Active O-3 Line Continuation PERS 8 5-Apr-113rd Quarter Spot Promotion PERS 8 7-Apr-113rd Quarter Special PERS 8 7-Apr-11Active E-8 PERS 8 18-Apr-11Naval Junior Reserve Officer Training Corps (NJROTC)Officer NSTC 20-Apr-11Naval Junior Reserve Officer Training Corps (NJROTC)Enlisted NSTC 20-Apr-11Reserve O-4 Line PERS 8 26-Apr-11FTS O-4 Line PERS 8 26-Apr-11CVN Principal Asst PERS 42D1 26-Apr-11CVN Asst Reactor Officer PERS 42D1 26-Apr-11EDO RASB PERS 42D1 26-Apr-11Surface LT and LCDR Early Command Screen PERS 412 26-Apr-11 50
    • FY11 Selection Board Schedule (USN) (continued)Board Title Sponsor ConveneSupply Corps Post Graduate Education Screen PERS 4412 10-May-11Active O-4 Staff PERS 8 10-May-11Active O-3 Staff Continuation PERS 8 10-May-11Active Staff Junior Service College PERS 8 10-May-11Submarine CO/XO Screen PERS 421B 16-May-11Reserve E-7 PERS 8 16-May-11FTS O E-7 PERS 8 16-May-11CNRC Career Recruiter Force CNRC 19-May-11Full Time Support (FTS) Selective Release From Active Duty PERS 921 23-May-11NFO to Pilot PERS 432 31-May-11Aviation Dept Hd Screen PERS 43 31-May-11Reserve O-4 Staff PERS 8 7-Jun-11FTS O-4 Staff PERS 8 7-Jun-11Transfer/Redesignation #2 PERS 8 13-Jun-11Active Chief Warrant Officer 3 PERS 8 14-Jun-11Active Chief Warrant Officer 4 PERS 8 14-Jun-11Active Chief Warrant Officer 5 PERS 8 14-Jun-11Reserve Oceanographer (OCEANO) Apply CNMOC 15-Jun-11Reserve Chief Warrant Officer 3 PERS 8 16-Jun-11Reserve Chief Warrant Officer 4 PERS 8 16-Jun-11Active E-7 PERS 8 20-Jun-11URL Specialty Career Path (SCP) PERS 43 27-Jun-11Supply Corps Commander Sea Screen PERS 4412 20-Jul-11Permanent Military Professor (PMP) PERS 44 21-Jul-11Active Duty Flying Chief Warrant Officer PERS 43 21-Jul-11Test Pilot #2 PERS 434 26-Jul-11CNRC Recruiter Command Advancement (RCAP) Program CNRC 2-Aug-11CNRC Career Recruiter Force CNRC 2-Aug-11Reserve Engineering Duty Officer (EDO) Apply NAVSEA 4-Aug-11VADM Stockdale Leadership Award N131L1 4-Aug-11Selres AV CMD Slate NAVRESFOR 10-Aug-11Command - Non Command (Reserve) “Apply” Board PERS 921 11-Aug-114th Quarter Spot Promotion PERS 8 11-Aug-114th Quarter Special PERS 8 11-Aug-11Medical Dept. CO/XO Screen PERS 4415A 23-Aug-11MSC DUINS PERS 4415A 8-Sep-11O-5/O-6 Information Dominance Corps Leadership & Milestone Screening BUPERS 31 12-Sep-11FTS/Reserve Major Command PERS 4417 13-Sep-11Full Time Support (FTS) Selective Retention PERS 921 13-Sep-11Surface Department Head Screen PERS 412 13-Sep-11Surface LT and LCDR Early Command Screen PERS 412 13-Sep-11Acquisition Corps (AC) #2 PERS 447 22-Sep-11Enlisted Continuation Board PERS 811 28-Sep-11 51
    • CY11/FY12 Selection Board Schedule (USMC) **Information is subject to change without notice. Please verify.**The FY11 U.S. Marine Corps Officer promotion selection boards to recommend both active and reservecomponent officers for promotion will convene as follows:Selection To Component Convening DateMAJOR GENERAL ACTIVE 10 SEP 10MAJOR GENERAL RESERVE 20 SEP 10BRIGADIER GENERAL ACTIVE 21 SEP 10BRIGADIER GENERAL RESERVE 22 SEP 10COLONEL ACTIVE 24 AUG 10COLONEL RESERVE 5 OCT 10LIEUTENANT COLONEL ACTIVE 17 AUG 10LIEUTENANT COLONEL RESERVE 19 JAN 11MAJOR ACTIVE 18 AUG 10MAJOR RESERVE 25 JAN 11COLONEL, LTCOL, AND MAJOR ACTIVE RESERVE 5 OCT 10LTCOL AND MAJOR LDO LDO ACTIVE 17 SEP 10CAPTAIN ACTIVE 20 JAN 11CAPTAIN RESERVE/ACTIVE RESERVE 9 FEB 11CHIEF WARRANT OFFICER RESERVE/ACTIVE RESERVE 9 FEB 11CHIEF WARRANT OFFICER ACTIVE 9 AUG 11 As promulgated by MARADMIN 212/10 dtd 071033Z APR 10 Check us out on Facebook — become a CPPD Fan! Search for Center for Personal and Professional Development. 52
    • Information for Advancement Chart*Per NAVADMIN 272/08, Sailors selected for advancement are required to complete the command delivered training priorto frocking. Commands requiring training materials can download them from NKO or request replacement copies of theirtraining materials from the Defense Imagery website at http://www.defenseimagery.mil.REQUIREMENTS E1 - E2 E2 - E3 E3 - E4 E4 - E5 E5 - E6 E6 - E7 E7 - E8 E8 - E9Time-in Rate 9 mos 9 mos 6 mos 12 mos 36 mos 36 mos 36 mos as 36 mos as E2 as E3 as E4 as E5 as E6 E7 as E8School RTC None Refer to NJS for None Navy None None FleetRide for LN2 school rating entry for AGC, requirements MUC, and RPCBUPERS None None Req’d for None None None None NoneApproval to controlledParticipate ratingsSuggested The applicable rate bibliography can be found by logging into Navy Knowledge Online (NKO), clickingReadings the “Career Management” tab, and then clicking “Advancement” under Career Management in the left column. The link for the Navy Advancement Center is found on the top side of the page.Performance None None Specified ratings must complete applicable None NoneTest performance tests before taking Navy-wide advancement exams.Required None None Petty Officer Petty Petty Chief None NoneLeadership Selectee Officer Officer SelecteeTraining Leadership Second First Class Training Course Class Selectee (CST) Selectee Leadership Leadership Course CourseEnlisted Used by CO when Used by CO when giving approval for advancements. None NonePerformance giving approval for Counts toward performance factor credit inEvaluation advancements. Advancement Final Multiple for all E4 through E7 candidates.Obligated There is no single set of obligated amount of service Must remain on active duty aService required to take Navy-wide advancement exams or to accept minimum of two years fromRequirements advancement to paygrades E1 to E6. advancement date to retire at the higher CPO grade.Examinations None None Navy-wide advancement examinations E6 must take Navy-wide are required for advancement to all petty advancement examinations and officer paygrades. be chosen by Navy-wide CPO Selection Board, SCPO/MCPO chosen through Selection Board only.Non-Resident Course need only be completed once. To view non-resident career courses, go toCareer Course https://wwwa.nko.navy.miland Rate Under Career Management tab, click on Navy Advancement Center, then click on NRTC and RTMTraining Manual Registration 53
    • FITREP/EVAL/Counseling Planning Calendar (USN)FITREP/EVAL ending dates are the last day of the month for officers and the 15th day of the month for enlisted. PERIODIC FITREP/EVAL MIDTERM COUNSELING Officers (all) Enlisted (all) Officers (all) Enlisted (all) January O-3 O-6 E3, E2, E1 February O-2 March W5, W4, W3 E5 W2 E8, E7 April O-5 E9 O-4 May O-1 E6 June E4 July O-6 E3, E2, E1 O-3 August O-2 September W2 E8, E7 W5, W4, W3 E5 October O-4 O-5 E9 November E6 O-1 December E4Notes:A periodic report may be omitted if the member has received a graded regular report within the past three months. Theomitted period is then included in the next regular report. Otherwise, the periodic report must be submitted on the due date,but may then be extended by letter for up to three months in place of a detachment report. 54
    • Ref. MARINE CORPS ORDER 1610.7F w/ CH1 DTD 1July 2008 Reporting Period Ends Last Day ofGrade of Active Component Reserve Component ActiveReserveSgt Mar Sep SepSSgt Dec Sep SepGySgt Jun Sep SepMSgt/1stSg Jun Sep SepMGySgt/SgtMaj Sep May JunWO/CWO Apr Oct Oct2ndLt Jan/Jul Apr N/A1stLt Oct/Apr Oct OctCapt May Sep JunMaj May Sep JunLtCol May Jun JunCol May Jul JulBGen Jun Jun N/A1. All reports for Marines should arrive at HQMC no later than 30 days after the reporting period to ensure proper processing into official records to facilitate selection board and personnel management decisions.2. Reservists who are considered for promotion by an Active Component selection board will receive AN reports while those who are considered by a Reserve Component selection board (to include Active Reserve Marines) will receive AR reports.3. Reports on Active Component 2nd and 1st Lieutenants are semiannual vice annual. Consider Instructor Duty for your next assignment! Master Training Specialist (MTS) Navy Instructors are responsible for the Navy’s Future and Instructor duty is a critical billet that ensures the continued success of our Navy. 55
    • Community Managers/Technical Advisors Office Codes/Telephone List ***Listing current at time of printing, however, information is subject to change without notice*** ***Names were omitted due to high turnover rate*** For commercial phone numbers use: (901) 874-XXXX (DSN 882-XXXX)Enlisted Distribution Division (PERS 40)CODE/TITLE DSNFAx 882-264740 DIR, ENLISTED DISTRIBUTION DIV 882-354840B DEPUTY DIR, ENL DISTRIBUTION DIV 882-354340B1 ADMIN ASST 882-234740BB SPEC ASST TO DIR, ENL DISTRIBUTION 882-351040G SR ENL ADVISOR ENL DISTRIBUTION 882-353940G1 LCPO, E8-E9 PLACEMENT 882-490640GS GWOT ASSIGNMENTS 882-436840AO ADMIN OFFICER, ENL DISTRIBUTION 882-237340A OFFICE SUPPORT ASST ENL DISTR 882-354640FF CMC DETAILER 882-456040FF1 HR ASST (MIL) 882-XXXX40T1 TRNG OFFICER 882-355540CC ENTITLEMENTS, ENL DISTRIBUTION 882-355040CA PCS ENTITLEMENT/OTEIP ASSISTANT 882-350240DD PROGRAM ANALYST 882-354540HH HUMS REASSIGN/EARLY RETURNS COORD 882-354240HH2 HUMS REASSIGNMENTS PROG ASST 882-355140MM MANAGEMENT/PROGRAM ANALYST/OPS SCR 882-352340MM1 OPS SCREENING PROGRAM ASST 882-329940T2 BUDGET ANALYST, ENL DISTRIBUTION 882-354940A1 DEFENSE TVL ADMIN ENL DISTRIBUTION 882-486640ADA EXPEDITIONARY GUARD BN CUBA 882-386540ADA1 EXPEDITIONARY GUARD BN CUBA 882-XXXX40ADA2 EXPEDITIONARY GUARD BN CUBA 882-XXXXSeabees/SEALS/EOD/Diver/SWCC (PERS 401)FAx 882-2716401 HEAD, SEABEE/SEAL/SWCC/EOD DIVER 882-3569401CC BR MCPO/RAO ALL E8-E9 882-3571401CC1 ALL E7 SEABEE ASSIGN 882-3559401CC2 RC SEABEE E6 & BELOW DETAILER 882-3610401CA SEABEE RESERVE DETAILER 882-3557401CD RAPO CE/UT E1/E6 882-3570401CE BU/SW/EA E1-E6 DETAILER 882-3556401CE1 BU/SW/EA E1-E6 DETAILER 882-3653401CF EO/CM E1-E6 DETAILER 882-3567401CF1 EO/CM E1-E6 DETAILER 882-3568401DC FLEET DIVER DETAILER 882-3561401DE SPECIAL WARFARE DETAILER 882-XXXX401DE1 E1-E6 WEST COAST DETAILER 882-3574401DE2 SEAL EAST COAST E1-E6/SOCM/SPEC 882-3572401DF EOD DETAILER 882-XXXX401DH ND/EOD/SO SCHOOLS COORD 882-4261401DI SWCC DETAILER 882-3573401S HR ASST (MIL) SEABEE/SPECWAR ASST 882-3622Surface Assignment and Distribution (PERS 402)402A FAx 882-2734402 HEAD, SURFACE ASSIGN BR 882-3852402SA SR ENL ADVISOR/EM E7-E9 DETAILER 882-3591402A HEAD, ENGINEERING ASSIGNMENTS 882-3602402A5 DETAILER ASST, ENGINEERING ASSIGN 882-2327402AA ENGINEERING ALL RATINGS 882-3297 56
    • CODE/TITLE DSN402AS ADMIN SUPPORT 882-XXXX402CD EM E7-E9 DETAILER 882-3591402CD1 EM E5-E6 DETAILER 882-3577402CD3 EM E1-E4/ ‘A’ SCHOOLS DETAILER 882-3592402CF MM E7/E9 DETAILER 882-3607402CF1 MM E4 PAC/ ‘A’ SCHOOLS 882-3579402CF3 MM E5/E6 DETAILER 882-3603402CF4 MM E4 LANT DETAILER 882-3578402CG GS E8-E9 DETAILER 882-3614402CG1 GSE E5 DETAILER 882-XXXX402CG2 GSE/GSM E1-E4/ ‘A’ SCHOOL DETAILER 882-3599402CG3 GSE/GSM E6-E7 DETAILER 882-3612402D10 LEAD DC DETAILER 882-3601402D11 DC E6-E9 DETAILER 882-XXXX402D12 DC E1-E5/’A’ SCHOOL DETAILER 882-3615402DC IC E6-E8 DETAILER 882-3594402DC2 IC E1-E4/ ‘A’ SCHOOL DETAILER 882-2847402DE MR/3M E6-E9 DETAILER 882-3595402DE1 MR E1-E5/ ‘A’ SCHOOL DETAILER 882-3582402DF1 HT E6-E9 DETAILER 882-3597402DF2 HT E1-E5/ ‘A’ SCHOOL DETAILER 882-3584402DG EN E7-E9/DEI DETAILER 882-XXXX402DG1 EN E5-E6 DETAILER 882-3613402DG2 EN E1-E4/ ‘A’ SCHOOL DETAILER 882-3585402C HEAD, COMBAT SYS RAO 882-3791402C2 RAO ALL RATES 882-3769402CA1 HR ASST (MIL/OA) TECHNICAL 882-XXXX402CA2 HR ASST (MIL/OA) TECHNICAL 882-3767402CA3 HR ASST (MIL/OA) IT 882-2824402D HEAD, SEA SPECIAL PROGRAMS 882-2337402D1 DECOMMISSIONINGS/HOMEPORT CHANGES 882-2305402D2 DECOMMISSIONINGS/HOMEPORT CHANGES 882-3479402D3 LCPO, LCAC DETAILER 882-3845402D4 WOMEN IN SHIPS COORD 882-3850402D5 EXPEDITIONARY COMBAT SKILLS 882-2306402D6 LCS/NEW CONSTRUCTION DETAILER 882-3580402D7 LITTORAL COMBAT SHIP (LCS) DETAILER 882-3853402D8 LITTORAL COMBAT SHIP (LCS) DETAILER 882-XXXX402D9 NEW CONSTRUCTION DETAILER 882-2308402D10 NEW CONSTRUCTION DETAILER 882-4161402D11 NEW CONSTRUCTION DETAILER 882-3856402D12 NEW CONSTRUCTION DETAILER 882-3846402D13 NEW CONSTRUCTION DETAILER 882-3544402D14 HR ASST 882-3847402D15 NEW CONSTRUCTION DETAILER 882-4988402ET ET E-7/E-9 RATING LEAD 882-3786402ET1 ET E6 DETAILER 882-3859402ET7 ET E7-E9 DETAILER 882-3796402ET3 ET E1-E5 DETAILER 882-XXXX402ET5 ET E1-E6/ ‘A’ SCHOOL 882-3768402ET2 ET E1-E5 DETAILER 882-3770402ET6 ET E1-E5 DETAILER 882-3771402FC FC RATING LEAD E7-E9 DETAILER 882-3762402FC1 FC E1-E5 DETAILER (PAC) 882-3848402FC2 FC E1-E5 DETAILER (LANT) 882-3764402FC3 FC SCHOOLS COORD 882-3848402FC4 FC E6 DETAILER (PAC/LANT) 882-3764402GM1 GM DETAILER LANT 882-3790402GM GM RATING LEAD E7/E9 DETAILER 882-3782402GM2 GM DETAILER PAC 882-3774402MN MN RATING LEAD E1-E-9 DETAILER 882-3760402OS OS RATING LEAD E-7/E-9 DETAILER 882-3788402OS1 OS E6 DETAILER (PAC/(LANT) 882-3789 57
    • CODE/TITLE DSN402OS2 OS E5 PAC DETAILER 882-3211402OS3 OS E5 LANT DETAILER 882-3759402OS5 OS SCHOOLS DETAILER E1-E4 882-3759402ST STG E7-E9 882-3772402ST1 STG E1-E6 DETAILER 882-3773402ST2 STG SCHOOLS COORD/E1-E6 (LANT) 882-3757Submarine/Nuclear Assignments (PERS 403)FAx 882-2638403 HEAD, NUC POWER/SUBMARINE ASSIGN 882-3636403B ASST HEAD, NUC POWER/SUB ASSIGN 882-3626403C ADMIN ASSISTANT 882-4967403AT HR ASST 882-4617403CA RAO SUB/ENG NUC POWER 882-4696403CB METRICS LCPO 882-3644403CC RAO SUB/ENG NUC POWER 360-476-9433403CD SUB NUC CPO DETAILER 882-3627403CE ET 3353/63 (E4/E6) DETAILER 882-3645403CF EM 3354/64 (E4/E6) DETAILER 882-3624403CG MM 3355/65/WELDER (E4/E6) DETLR 882-3628403CH ELT/RADCON 3356/66 (E4/E6) DETLR 882-3630403CI SURF ET 3383/93(E4/E6) DETLR/AVAILS 882-3651403CJ SURF NUC CPO DETAILER 882-3648403CK SURF EM 3384/94 (E4/E6) DETAILER 882-3631403CL NUCLEAR INSTRUCTOR DETAILER 882-3647403CM MM(AUX) E6-E9/EN(SS)E1-E9/3M/ 882-3629403CN MM (AUX) E1-E5 DETAILER 882-3625403CR SURF MM E4-E6 DETAILER 882-3632403CT SURF ELT E4-E6 DETAILER/AVAILS 882-2357403DE MT DETAILER 882-3649403DF MM (WEPS) DETAILER 882-3642403DG FT DETAILER/RAO 882-3621403DH STS DETAILER 882-3646403DI SUBMARINE LAN DETAILER 882-4367403E AFT RAO, NUC PWR/SUB ASSIGN 882-4939403EA E1 - E9 NAV ET DETAILER 882-3641403EC SUB RADIO ET DETAILER 882-3619 882-XXXX403EF YN(SS)DETAILER 882-3620403EG SUB CS DETAILER 882-3638403EH COB/SUB CMC DETAILER/RAO 882-3639403EJ SK DETAILER, NUC PWR/SUB ASSIGN 882-3640403EK 14XM/SM&COM NEW ACCESS/SCHOOLS DETAILER 882-3652403F SUB NUCLEAR QUALIFICATIONS COORD 882-3617403FC NUC PWR TRNG/MED WVR/SUB DISQUAL 882-3618Aviation (PERS 404)FAx 882-2642404 HEAD, AVIATION ASSIGN 882-3691404A1 HR ASST, AVIATION ASSIGN 882-2246404A2 ADMIN ASST, AVIATION DETAILER 882-3692404C AVIONICS RAO 882-3691404CE AE E7-E8 DETAILER 882-3662404CE1 AE E5-E6 DETAILER 882-3688404CE2 AE E1-E4 DETAILER 882-4697404CF AF/AV/8300/BR MCPO 882-3658404CR AO E7-E9 DETAILER 882-3663404CR1 AO E5-E6 DETAILER 882-3665404CR2 AO E1-E4/ ‘A’ SCHOOL 882-4957404CR3 AO E1-E4 DETAILER 882-3704404CT AT E7-E8 DETAILER 882-3660404CT1 AT E6 DETAILER 882-3683404CT2 AT E5 DETAILER 882-3526404CT3 AT ‘A’ SCHOOL/STAR 21 882-3659404CT4 AT ‘A’ AND ‘C’ SCHOOL DETAILER 882-3701404DE AB E7-E9 DETAILER 882-3686 58
    • CODE/TITLE DSN404DE1 ABH E5-E7 DETAILER 882-3708404DE2 ABF E1-E7 DETAILER 882-3702404DE3 ABE E1-E6 DETAILER 882-3687404DE4 ABH E1-E4 DETAILER 882-3390404DF AC E1-E9 DETAILER 882-3666404DG AD E7-E8 DETAILER/LEAD 882-3669404DG2 AD E5-E6 DETAILER 882-3706404DG4 AD E1-E4/ ‘A’ SCHOOL DETAILER 882-3693404DH AG E1-E9 DETAILER 882-3656404DJ AS E1-E9 DETAILER 882-3700404DK AZ E6-E9 DETAILER 882-3671404DK1 AZ E1-E5 DETAILER 882-3672404DM PR E1-E9 DETAILER 882-3690404E RAO AW/AM/AMH/AIRCREW 882-3707404EC LEAD AIRCREW DETAILER 882-3673404EC1 UTILITY/HELOS A/C DESIGN DETAILER 882-3675404EC2X AW ‘A’ SCHOOL/FRS DETAILER/ENL FLT PAY 882-3679404EH FIXED WING AIRCREW DETAILER 882-3676404EJ AM E7-E8 DETAILER 882-3696404EJ1 AM E6 DETAILER 882-3680404EJ2 AM E5 DETAILER 882-3697404EJ3 AM ‘A’ SCHOOL DET/E1-E4 DETAILER 882-3699404EJ4 AM ‘A’ SCHOOL DETAILER 882-3677404EK AME E1-E7 DETAILER 882-3678404EL AVIATION NEW CONSTRUCTION DETAILER 882-2325Admin. Deck, Security and Supply (PERS 405)FAx 882-2367405 HEAD, ADMIN/DECK/SUPPLY 882-3703405A3 HR ASST (MIL/OA)/SUPPLY 882-2228405A4 HR ASST (MIL/OA)/SUPPLY 882-23454051 RAO ADMIN/DECK/SECURITY 882-4870405A2 HR ASST, ADMIN/DECK 882-2346405BM BM E7-E9 AND HARBOR PILOTS 882-3713405BM1 BM E6 DETAILER 882-3739405BM2 BM E5 DETAILER 882-3740405BM3 BM E1-E4/ ‘A’ SCHOOLS DETAILER 882-3738405LN NC/LN DETAILER 882-3737405MA MA E7/E9 DETAILER 882-3730405MA1 MA E5-E6 DETAILER 882-3750405MA2 MA E1-E4/PACIFIC DETAILER 882-3709405MA3 MA E1-E4/ATLANTIC 882-2431405MA4 MA E5 NEC 2006-2006 882-3711405MA5 SCHOOL 882-4637405PS PS E7/E9 DETAILER 882-3749405PS1 E5-E6 AND 2612 DETAILER 882-3753405PS2 PS E1-E4/ ‘A’ SCHOOL DETAILER 882-3725405QM QM E6-E9/SM E7-E9 DETAILER 882-3728405QM1 QM E1/E5/ ‘A’ SCHOOL DETAILER 882-3727405RP RP DETAILER 882-4677405YN YN E7/E9 DETAILER 882-3751405YN1 YN E7 DETAILER 882-XXXX405YN2 YN E6 DETAILER 882-4917405YN3 YN E5 DETAILER 882-4847405YN4 YN E1-E4/ ‘A’ SCHOOL DETAILER 882-37334052 SUPPLY RAO 882-3731405CS CS E7-E9 DETAILER 882-3741405CS1 CS E6/ ‘C’ SCHOOL DETAILER 882-3714405CS3 CS E5 DETAILER 882-3716405CS4 CS E1-E4 SHORE 882-3717405CS5 CS E1-E4 SEA/ ‘A’ SCHOOL DETAILER 882-3715405MC MC E6-E9 DETAILER 882-3752405MC1 MC E1-E5 DETAILER 882-3689405PC PC DETAILER 882-3720 59
    • CODE/TITLE DSN405SH SH E6-E9 DETAILER 882-3743405SH1 SH E1-E5/ ‘A’ & ‘C’ SCHOOL DETAILER 882-3744405SK SK E8-E9 DETAILER 882-3724405SK3 SK E5 SHORE DETAILER 882-3723405SK4 SK E7 SEA/SHORE DETAILER 882-3746405SK5 SK E5 SEA DETAILER 882-3721405SK6 SK E6 SEA/SHORE DETAILER 882-3745405SK7 SK E4/ ‘A’ SCHOOL DETAILER 882-3722Medical/Dental (PERS 407)FAx 882-2645407 HEAD, MEDICAL DENTAL ASSIGN 882-4965407A ADMIN SUPP, MEDICAL/DENTAL ASSIGN 882-XXXX407A2 HR ASSISTANT (MIL/OA) 882-2397407C ASST BR HEAD, RAO HM 882-3816407CD LEAD DETAILER E8-E9 882-4573407CD2 HM 8701/02/08/52/53/65 882-2408407CG HM 8410/52/82/85 DETAILER 882-3807407CH HM 8425/32 DETAILER 882-3800407CJ HM 8403/27/93/94/ ‘C’ SCHOOL DETAILER 882-3813407CKR HM ‘C’ SCHOOL DETAILER 882-3322407CM HM E1-E4 0000/8404 SEA DETAILER 882-2343407CM1 HM E1-E4 0000/8404 SEA DETAILER 882-3799407CM2 HM E1-E4 0000/8404 SEA DETAILER 882-2462407CM3 HM DETAILER 882-3819407CN HM E1-E4 0000/8404 SHORE DETAILER 882-3812407CP HM E5 0000/8404 DETAILER 882-3798407CQ HM 8401/06/08/09/66/72/82 882-3802407CR HM8454/83/86/89/96 ADMIN SEC LEAD 882-3814407CT HM 8403/16/27/66/67/93/94/8541 882-3820407CS HM E-4 DETAILER 8506/05/03 8404 000 882-3797CT/IS/EW (PERS 408)FAx 882-2650408 HEAD, CT/IS ASSIGN 882-3821408A2 ADMIN ASST CT/IS/EW 882-3842408A3 ADMIN ASST CT/IS/EW 882-4903408C RATING ASSIGN OFFICER 882-3841408CD IS E6-E9 DETAILER RATING LEAD 882-6490408CD1 IS E1-E5 DETAILER 882-4462408CE CTI E6-E9 DETAILER 882-3835408CE1 CTI E1-E5 DETAILER 882-3830408CF CTM E1-E9 DETAILER RATING LEAD 882-3826408CH CTR E7-E9 DETAILER RATING LEAD 882-3843408CH1 CTR E1-E6 DETAILER 882-3823408CJ CTN E1-E9 DETAILER 882-3882408CL CTT E7-E9 DETAILER 882-3825408CL1 CTT E1-E5/ ‘A’ SCHOOL DETAILER 882-3834408CM IT E-7/E-9 DETAILER 882-3792408CM1 IT E6 LANT/ ‘C’ SCHOOL DETAILER 882-3793408CM3 IT E6-E9 (PAC) DETAILER 882-3736408CM4 IT E6 DETAILER 882-2365408CM5 IT E1-E5 (PAC) DETAILER 882-3785408CM7 IT E1-E6 (LANT) DETAILER 882-2365Shore Special Programs (PERS 4010)FAx 882-26464010 HEAD, SHORE SPECIAL PROGRAMS ASSIGN 882-34514010B ASST BR HEAD/RAO SHORE SPEC PROG 882-38644010A1 HR ASST 882-38604010D2 HR ASST 882-38824010C CAREER RECRUITER FORCE DETAILER 882-38684010C1 RECRUITING LEAD DETAILER (E7/E8) 882-23524010C2 E6 RECRUITING DETAILER 882-38614010C3 E4-E5 RECRUITING DETAILER 882-3879 60
    • CODE/TITLE DSN4010CA RECRUITING ADMIN ASST 882-23354010D RDC/MEPS/USS CONSTITUTION 882-38554010D1 EOA/NAVLEAD/CAAC DETAILER 882-38624010D2 RDC/MEPS/USS CONSTITUTION 882-38784010F MAJOR WASH/MEMPHIS STAFF DTLR 882-38804010F1 HEADQUARTERS ACTIVITY DETAILER 882-38864010E3 BRIG, NACU, SERE, 9999 882-38694010G PEP/MAAGS/MISSION/NATO/JOINT AREA 882-25134010K SHORE DISTAB/ENL TO OFFICER ACCESS 882-38734010K1 SHORE DISTAB/STA 21 882-38724010S2 LEAD ‘A’ SCHOOL ASSIGN/GENDET 882-23804010S3 ‘A’ SCHOOL ASSIGNMENT (LPO) 882-22874010S4 ‘A’ SCHOOL ASSIGNMENT 882-38664010S9 ‘A’ SCHOOL ASSIGNMENT 882-3883E471 GENDET DETAILER (LPO) 882-4449E472 GENDET DETAILER 882-4583Full Time Support (PERS 4012)FAx 882-25954012 DIRECTOR, FTS ENL DISTRIBUTION 882-24734012S FTS ADMIN SUPV 882-31124012B RATING ASSIGNMENT OFFICER 882-31004012C FTS CMC/MCPO/SCPO DETAILER 882-32574012C1 FTS ENL AD/AO/AZ DETAILER 882-40274012C2 FTS ENL AM/AME/AS/PS DETAILER 882-32764012C3 FTS ENL AE/AT DETAILER 882-31974012C4 FTS ENL NC/PS 882-32734012C5 FTS ENL YN DETAILER 882-32714012C6 FTS ENL LS/CS DETAILER 882-32694012C7 FTS ENL HM DETAILER 882-32744012C8 FTS ENL AIRCREW/CEFIP MGR DET./GSA 882-22574012C9 FTS ENL EN/HT/MR/DC/EM/SPEC PROG 882-27674012CC FTS ENL BM/IC/ET/SN DETAILER 882-32374012CE FTS CAREER RECRUITING 882-23804012D1 FTS NAT-NCS LPO 882-33264012D2 FTS NAT-NCS ORDER WRITER 882-XXXX4012D3 FTS NAT-NCS ORDER WRITER 882-36744012D4 FTS NAT-NCS ORDER WRITER/DETAILER 882-34994012D6 NAT/NCS ORDER WRITER 882-3685Enlisted Personnel Readiness and Support (PERS 4013)FAx 882-20664013 HEAD, ENL PERS READINESS & SUPPORT 882-41264013A ASST HEAD, ENL PERS READINESS 882-41844013A2 RATING SPEC NECE/SEC FORCES/BRIG 882-44014013A3 ADMIN ASST/CCC 882-45194013A4 HR ASSISTANT (MIL) 882-4461Submarine/Nuclear Readiness (PERS 4013)FAx 882-20064013B SUB PLACEMENT OFCR/FDNF & SUB SHORE 882-xxxx4013BB PLACEMENT COORDINATOR 882-41434013BC SUB ET(NAV)/(COMM), MT, 3MC RATING 882-XXXX4013BD RATING SPEC FT/STS/MT/ET(2781)/3M 882-41944013BE SUB LANTFLT PLACEMENT COORD 882-43484013BF PACFLT PLACEMENT COORD 882-42424013BG RATING SPEC MM(A/W)/SK/CS/YN 882-44074013BH SUB/NUC READINESS ADMIN ASST 882-XXXX4013BI RATING SPEC NUC POWER 882-4409 61
    • CODE/TITLE DSNStrike Group Readiness (PERS 4013)FAx 882-20664013B1 SURFACE/SHORE PLACEMENT OFFICER 882-45484013B1AA AVIATION PLACEMENT COORD 882-41954013B1BB AVIATION PLACEMENT COORD 882-43504013B1C RATING SPEC YN/LN/NC 882-45344013B1CC AVIATION PLACEMENT COORD 882-45844013B1F PLACEMENT COORD SHORE 882-41634013B1FF AVIATION SHORE PLACEMENT COORD 882-XXXX4013B1G SURFACE PLACEMENT COORD 882-XXXX4013B1GG PLACEMENT COORD SHORE 882-41794013B1H RATING SPEC FC/GM/MN LANT CG/FFG 882-45484013B1HH RATING SPEC ET 882-XXXX4013B1II RATING SPEC/PLCMNT COORD 882-XXXX4013B1I RATING SPEC IT 882-43494013B1B RATING SPEC BM/QM 882-45394013B1II RATING SPEC PS/RP/MC/PC 882-45424013B1J RATING SPEC OS/STG 882-XXXX4013B1JJ RATING SPECIALIST CS/MU/SK/SH 882-45704013B1K PACFLT SURFACE PLACEMENT COORD 882-45864013B1K FDNF/USNS SURFACCT PLACEMENT COORD 882-XXXX4013B1KK RATING SPEC GS/GSE/GSM/MM/EN/IC 882-42844013B1L PACFLT SURFACE PLACEMENT COORD 882-45454013B1LL PLACEMENT COORD GULFCOAST 882-XXXX4013B1M PACFLT SURFACE PLACEMENT COORD 882-45784013B1MM GS ASSIGNMENTS 882-45654013B1O AVIATION/CARRIER PLACEMENT OFFICER 882-XXXX4013B11 HR SPEC SHORE PLACMNT OFFICER 882-45664013B1OO PERSONNEL READINESS ANALYST 882-44284013B1P LCPO, AVIATION PLACEMENT COORD 882-XXXX4013B1PP HAWAII SURFACE PLACEMENT COORD 882-45724013B1Q AVIATION RATING SPEC AO/AZ/AG 882-XXXX4013B1R AVIATION PLACEMENT 882-45994013B1S AVIATION RATING SPEC/AIRCREW/AB 882-XXXX4013B1T RATING SPEC AD/AM/AME/PR/AW 882-36754013B1U RATING SPEC AT/AE/AC/AS 882-XXXX4013B1V CARRIER PLACEMENT COORD 882-45824013B1W CARRIER PLACEMENT COORD 882-45284013B1X CARRIER PLACEMENT COORD 882-45764013B1Y CARRIER PLACEMENT COORD 882-4381SEABEE/SPECWAR/SPECOPS/MED/ATFP Readiness Unit (PERS 4013)FAx 882-20664013B2 HEAD FOR PERSONNEL READINESS 882-43604013B2C PLACEMENT COORD SEABEES 882-41834013B2D PLACEMENT COORD/RATNG SPEC SEABEES 882-43454013B2E DIVER/SPECWAR/EOD PLACEMENT COORD 882-42524013B2F FORCE PROTECTION/CORRECTION PLCMNT 882-XXXX4013B2G RATING SPEC HM 882-45804013B2H RATING SPEC PC 882-42884013B2I MEDICAL PLACEMENT OVERSEAS 882-43544013B2K MEDICAL PLACEMENT LANTFLT 882-4389 882-45054013B2L MEDICAL PLACEMENT PACFLT 882-45044013B2M HR SPEC (O/A) READINESS 882-44714013B2N SPECIALIZED PLACEMENT COORD 882-41434013B2O SPECIALIZED PLACEMENT COORD 882-42344013B2P SPECIALIZED PLACEMENT COORD 882-4455Personnel Support Section (PERS 4013)FAx 882-25954013C SUPV, HR SPEC/TPPH PRGM MGMT 882-4386 62
    • CODE/TITLE DSNTPPH Unit/TMU (PERS 4013)FAx 882-25954013C1C LIMDU/PREGNANCY PLACEMENT LCPO 882-43584013C1D TRANSIENT ANALYST (EXPIRED GAINS) 882-41344013C2D SUPV HR SPECIALIST (MIL) 882-44034013C2D1 HR ASSISTANT MIL/OA 882-44964013C1F LIMDU/PREGNANCY PLACEMENT 882-43924013C1G LIMDU/PREGNANCY PLACEMENT 882-41384013C1H LIMDU/PREGNANCY PLACEMENT 882-41814013C1L HR ASSISTANT MIL/OA 882-45184013C1N TPPH PROGRAM MANAGEMENT ASST 882-45274013C1O TPPH PROGRAM MANAGEMENT ASST 882-45684013C1P LIMDU PREGNANCY PLACEMENT 882-XXXX4013C1Q HR ASSISTANT MIL/OA 882-41114013C1R PROGRAM MANAGEMENT ANALYST 882-4574NMP & REQUISITIONS (PERS 4013)FAx 882-20274013C3C CRITICAL ANALYST LCPO 882-44084013C3D REQUISITION SUPERVISOR 882-44974013C3E KNOWLEDGE MANAGEMENT 882-45854013C3F KNOWLEDGE MANAGEMENT 882-44254013C3G KNOWLEDGE MANAGEMENT 882-42754013C3H ACTIVITY STATUS LPO 882-43664013C3I KNOWLEDGE MANAGEMENT/LPO 882-44794013C3J NMP CLERK 882-41694013C3L PC/EDVR ANALYST 882-44504013C3K REQUISITION ANALYST 882-43934013C3M REQUISITION ANALYST 882-XXXX4013C3N NMP ANALYST 882-45794013C3O PROGRAM SUPPORT ASST 882-45944013C3P SUPV HR SPEC (MIL)/NMP 882-44054013C3Q DMRS ANALYST 882-44234013C3R PROGRAM ANALYST 882-45634013C3S MANAGEMENT ASST (OA) 882-XXXXNEC MANAGEMENT (PERS 4013)FAx 882-20274013D2 HR ASST (MIL/OA) 882-43534013D3 SUPV HR SPECIALIST, NEC MANAGEMENT 882-45714013D3A IT SPEC/SYS ANALYST/DATA MANAGEMENT 882-23404013D4 NEC ANALYST 882-44654013D5 NEC ANALYST 882-45694013D6 NEC ANALYST 882-4406Navy Music Program Management Division (PERS 4014)FAx 882-26144014 HEAD, NAVY MUSIC PROG 882-43124014B RAO, DEPUTY DIR, NAVY MUSIC PROG 882-XXXX4014C ASST FINANCIAL MGR, NAVY MUSIC 882-43134014D MU DETAILER 882-43144014E MATERIAL MGR, NAVY MUSIC 882-43154014F AUDITIONS COORD, NAVY MUSIC 882-4316Surface Warfare Officer Assign Division (PERS 41)FAx 882-275741 DIR, SURFACE WARFARE OFFICER ASSIGN 882-392741B DEPUTY, SURFACE WARFARE OFFICER 882-XXXX41B1 ASST SWO OCM 882-370541A CAPT DETAILER 882-332541A2 ADMIN ASST, SURF WAR OFCE ASSIGN 882-284341N HEAD,SURFACE NUC POWER 882-394041S ADMIN SUPPORT/DTS, NUC ASSIGN 882-39024811E7/BCNR CASE WORKER 882-3147 63
    • CODE/TITLE DSNLCDR/CDR Detaining (PERS 411)411A A-E LCDR/CDR DETAILER 882-2208411A1 ADMIN SUPPORT 882-3900411B F-K LCDR/CDR DETAILER 882-3888411C L-Q LCDR/CDR DETAILER 882-3900411D R-Z LCDR/CDR DETAILER 882-3900411E BOARD SUPP/SURFACE MAJ COMM BOARD 882-XXXX411F SWO DETAILER 882-3891411M ADMIN SUPPORT, LCDR/CDR DETAINING 882-3888Junior Officer Detailing (PERS 412)FAx 882-2614412 HEAD, JR. OFFICER ASSIGN 882-3912412A SHORE DUTY COORD 882-3899412B JO SPECIAL PROGRAMS 882-3705412F DIV OFFICER DETAILER T-B 882-3909412H DIV OFFICER DETAILER C-H 882-2358412J DIV OFFICER DETAILER O-S 882-3898412K DIV OFFICER DETAILER I-N 882-3916412M FIRST TOUR DEPT HEAD 882-3899412N SWO (N) DETAILER 882-3896412S SECOND TOUR DEPT HEAD DETAILER 882-3485412T HR SPECIALIST 882-3913412Y HR ASST (MIL/OA) JO OFCR DETAILING 882-3914Surface Placement (PERS 413)FAx 882-2757413 HEAD, SURFACE PLACEMENT 882-3897413A LANTFLT CRU/DES PLACEMENT OFFICER 882-3917413A1 HR ASST (MIL/OA) PLCMNT SCHEDULER 882-4699413B AMPH/MIW/PC/MSC/ATG PLCMNT OFFICER 882-3901413C PHIBRON/LHA/LHD PLCMNT OFFICER 882-3923413E SURFACE SHIP PLACEMENT OFFICER 882-3921412F SURFACE SHIP AMPH PLACEMENT 882-3923413G SURFACE SHIP PLACEMENT OFFICER 882-3923LDO/CWO Detailing (PERS 414)FAx 882-2757414 HEAD, LDO/CWO DETAILING 882-3885414A SECURITY/ADMIN DETAILER 882-2329414B OPS/DECK LDO/CWO DETAILER 882-3906414C ENGINEER/REPAIR LDO/CWO DETAILER 882-3887414D ELECTRONICS/WEAPONS LDO/CWO DTLR 882-3907414S HR MIL (MIL/OA) LDO/CWO STAFF 882-3905Special Warfare Detailing (PERS 415)FAx 882-2658415 HEAD, SPECIAL WARFARE 882-2259Explosive Ordnance Disposal (PERS 416)FAx 882-2759416 HEAD, ExPLOSIVE ORDNANCE DISPOSAL 882-3094416A HR ASST (MIL/OA), EOD 882-3911Submarine Officer Career Management (PERS 42)FAx 882-268442 DIR, SUB OFFICER DISTRIBUTION 882-394142B DEPUTY DIR, SUB CO-CAPT DETAILER 882-392942C/423 ASST CAPT DET/SUB/NUC PLCMNT OFCR 882-393742D1 ASST SURFACE NUC COMMUNITY MANAGER 882-314542P HR ASSIST (MIL/OA) 882-394242N SUPV MGMNT ANALST/SUB NUC OFFCR LIA 882-237942S HR ASSIST (MIL/OA) 882-3930 64
    • CODE/TITLE DSNNuclear Submarine Assignment (PERS 421/2)FAx 882-2648421 HEAD NUC SUB/xO CDR DETAILER 882-3944421A POST DEPT HEAD SHORE DETAILER 882-3931421B DEPT HEAD DETAILER 882-3932421C JR OFFICER/SEA/NOIP COORD 882-3934421D JR OFFICER SHORE DETAILER 882-3943421E ACCESSIONS/RESIGNATIONS 882-3748422 HEAD, NUC SUB LDO/CWO ASSIGN 882-3935422A LDO/CWO DETAILER, NUC SUB 882-3945422S HR ASST (MIL/OA) LDO/CWO 882-3936Aviation Officer Career Management (PERS 43)FAx 882-275643 DIR, AVIATION OFFICER ASSIGN 882-397443A ASST CAPT DETAILER ASSIGNMENTS 882-395543A1 ASST CAPT ASSIGNMENTS 882-397643B DEPUTY DIR 882-228843B1 HR ASST (MIL/OA) 882-397843C HR ASST (MIL/OA) 882-3958Aviation Commander Assignment (PERS 431)FAx 882-2721431 HEAD, AVIATION CDR DETAILER 882-3957431A AVIATION CDR DETAILER 882-3963431B AVIATION CDR DETAILER 882-3972431C HR ASST (MIL/OA) ORDER WRITER 882-3975Aviation LCDR/Junior Officer Assignment (PERS 432)FAx 882-2721432 HEAD, LCDR/JO ASSIGNMENTS 882-3973432C SHORE COORD ASSIGNMENTS 882-3967432D INIT HSL SHORE/NAEB 882-3969432E VAW ASSIGNMENTS 882-3965432F VFA JO (O3 & BELOW) ASSIGNMENTS 882-3966432G VFA DH (O4 & ABOVE) ASSIGNMENTS 882-3986432H HELICOPTER SEA ASSIGNMENTS 882-3950432I VP SHORE ASSIGNMENTS 882-3951432J RESIGNATION/SCHOOL/SUBSPECIALTIES 882-3484432K VAQ ASSIGNMENTS 882-3967432O HR SPECIALIST (MIL) 882-3947432P VP SEA ASSIGNMENT 882-3951432Q HELICOPTER SHORE ASSIGNMENT 882-3970432R SEA COORDINATOR 882-3967432S VS/FORCE SUPPORT JETS ASSIGNMENTS 882-3967432T GENERAL AVIATION/ACCP/ACIP MGR 882-3954432U VQ ASSIGNMENTS 882-3985432V HR ASST (MIL/OA) LDO/CWO ASSIGN 882-3964Air Combat Units Placement (PERS 433)FAx 882-2721433 HEAD, AIR COMBAT/CCSG STAFF PLCMT 882-3973433A AIR COMBAT/CCSG STAFF PLCMT 882-4944433A1 VFA/VX-9/LSO SCOL PLCMT 882-3959433B VS/CVW WEST PLCMT 882-3979433C VAW/VRC/CVW EAST/VT PILOT PLCMT 882-3960433D VP/VX-1/VC-6/TSC PLCMT 882-3989433E FLT STUDENTS/VP/VQ PLCMNT/LAT TRF 882-3984433F VAQ/NSAWC PLCMT 882-3961433G CV/CVN PLCMT 882-3981433H VS/TRACOM/SCOL COMD/SWATSPC PLCMNT 882-3967433I HS/CNAF PLCMT 882-3982433J HC/HM/TYCOM/FASO/TACRON PLCMT 882-3962433Q HR ASST (MIL/OA) CV/CVN/CCSG/SERE 882-3988433R HR ASST (MIL/OA) FLT STUDENT PLCMT 882-3983433U VQ/VT MARITIME PLCMT 882-3949 65
    • CODE/TITLE DSNAEDO/AMDO Assignments/Placement (PERS 434)FAx 882-2721434 HEAD, AEDO/AMDO (PAx RIVER) 757-8483434B AEDO ASSIGNMENT 882-4106434B1 AED/AMD ASSIGNMENTS 882-2437434C AMDO ASSIGNMENT 882-4107434D AVIATION LDO/CWO ASSIGNMENTS 882-3968434E AVIATION LDO/CWO ASSIGNMENTS 882-3948Staff/RL Officer Careeer Management (PERS 44)FAx 882-267644 DIR, RL/STAFF OFCR DIST & SPEC PLCMT 882-407044A ADMINISTRATIVE OFFICER 882-407144B DEP, RL/STF CORPS OFCR DISTR/PLCMT 882-XXXX44D SPE ASST RL/STF CORPS OFCR DISTR 882-XXXX44S1 ADMIN ASST RL/STF OFCR DIST 882-4055Executive Services (PERS 44)FAx 882-286544ES BR HEAD, ExECUTIVE SERVICES 882-213544ESB ASST BR HEAD FOR EXECUTIVE SERVICES 882-419044ES1 ENL FLAG WRITER PLCMNT/DETAILER 882-373244ES2 ENL FLAG MESS/AIDE DISTRIBUTION 882-387144ES3 HR SPEC EXEC SVCS 882-3458Special Placement (PERS 440)FAx 882-2676440 HEAD, SPECIAL PLACEMENT 882-4100440B GRAD EDUCATION PLCMT 882-4056440C SERVICE COLLEGE & FELLOWSHIP PLCMT 882-XXXX440F SHORE STATION PLCMT 882-XXXX440A EDUC & TRNG/DISA/TELCOM PLCMT 882-4040Washington Placement (PERS 441)FAx 882-2767441 HEAD, WASHINGTON PLACEMENT BR 882-4105441A ASST WASH PLACEMENT (JCS/NPC) 882-4074441B ASST WASH PLACEMENT (OSD/BUPERS) 882-4104441S HR ASSISTANT (MIL/OA) 882-4075Major Staff Placement (PERS 442)FAx 882-2676442 HEAD, MAJOR STAFF PLACEMENT 882-2676442B ASST HEAD, NATO/ENE/#FLTS/AACRIM 882-2676442C ASST HEAD, PEP/MAAG/MILGRP/FAO 882-2676Shore Placement (PERS 444)FAx 882-2676444C SURFACE MATERIAL PLACEMENT OFFICER 882-4101444D HR RESOURCE ASST (MIL/OA) 882-4060444E SURF MATERIAL/AVIATION ACQ PLCMT 882-4061Engineering Duty Officer (PERS 445)FAx 882-2676445 HEAD, ENGINEERING DUTY OFFICER 882-4090445B EDO ASSIGNMENTS 882-3994445D NEW ACCESSIONS EDO DETAILER 882-3085Acquisition Workforce Management (PERS 447)FAx 882-2676447 HEAD, ACQUISITION WORKFORCE MGMT 882-3837Public Affairs Officer (PERS 448)FAx 882-2681448 HEAD, PAO ASSIGN/PLCMT 882-4091448B PUBLIC AFFAIRS DETAILER 882-4025448D PHOTO LDO OFFICERS DETAILER 882-3397448E HR MGMT SPEC 882-4023 66
    • CODE/TITLE DSNOceanography (PERS 449)FAx 882-2711HEAD, OCEANOGRAPHY 882-xxxx449 DETAILER/PLACEMENT 882-4109449B OCEANOGRAPHY DETAILER/PLACEMENT 882-4110Supply Assignments/Placement (PERS 4412)FAx 882-26844412 HEAD, SUPPLY CORPS PERSONNEL 882-46004412A SPECIAL ASST, SUPPLY ASSIGN/PLCMT 882-XXXX4412B HEAD, SHORE/LCDR DETAILER 882-XXXX4412C ENLISTED AIDE SUPPLY CORP 882-30084412F LTJG/LT SEA/OVERSEAS DETAILER 882-46164412I LT/OVERSEAS DETAILER 882-29364412J LT OP/ENS/LDO/CWO DETAILER 882-46134412O DIR, DETAILING DIV, SUPPLY 882-46074412O1 IA COORD, SUPPLY ASSIGN/PLCMT 882-XXXX4412R SPECIAL ASSISTANT/OFFICE MANAGER 882-46094412R1 MGMT ANALYST, SUPPLY ASSIGN/PLCMT 882-46024412S1 ADMIN ASST PLACEMENT ASST 882-46114412S2 ADMIN ASST SUPPLY ASSGN/PLCMT 882-35834412XC MGMT ANALYST, SUPPLY ASSIGN/PLCMT 882-46104412XA INFO SYSTEMS PROGRAM MGR/WEBMASTER 882-4612Officer Plans (PERS 4412)FAx 882-26844412OP32 DIRECTOR, OFFICER PLANS 882-46234412OP32 VAHD/MANPOWER PLAN/PROJ OFF 882-46234412OP32 MANPOWER REQMNTS/PROJ OFF 882-2914Supply Reserve Management (PERS 4412)FAx 882-26844412E DIRECTOR, RESERVE DIV 882-xxxx4412ES SUPPLY RESERVE MGMT ANAYLST 882-46224412W HEAD, SELRES COMMUNITY MGNT 882-46214412Y HEAD, FTS COMMUNITY MGMT 882-4620Supply Officer Planning (PERS 4412)FAx 882-26844412Q HD, CAREER DEV & TRNG, SC OFFICERS 882-46244412QA SUPPLY OFCR PLANNING ANALYST 882-46294412QB SUPPLY OFCR PLNING PROGRAM ANALYST 882-21934412X ACCESSIONS OFFICER 882-XXXXCivil Engineering Corps (PERS 4413).FAx 882-26814413 HEAD, CEC ASSIGN/PLCMT 882-40324413C ASST HEAD, SST/CEC LCDR DETAILER 882-40304413E CEC LT/LDO/CWO DETAILER 882-40354413F CEC LTJG/ENS DETAILER 882-40334413G HR ASST (MIL/OA), CEC 882-43834413J HR SPEC (MIL), CEC 882-39984413K COMMUNITY ANALYST, CEC 882-4131Chaplain Assignment/Placement (PERS 4414).FAx 882-27554414 HEAD, CHC DETAILER 882-40924414B ASST HEAD, CHAPLAIN ASSIGN/PLCMNT 882-39954414S CHAPLAIN ORDER WRITER 882-3996Medical Assignment/Placement (PERS 4415)FAx 882-26804415 HEAD, MEDICAL ASSIGN/PLCMT 882-40964415A ASST HEAD, MEDICAL ASSIGN/PLCMT 882-40534415A2 MED ASSIGN LCPO/ADMINISTRATION 882-48934415A1 LPO/ORDER WRITER 882-40434415A3 OA ASST 882-4097 67
    • CODE/TITLE DSNMedical Placement Section (PERS 4415)FAx 882-26804415B HEAD, MEDICAL PLCMNT OVERSEAS/NCA 882-44644415C MEDICAL PLACEMENT EAST COAST 882-22414415T MEDICAL PLCMNT WEST COAST/ADAK/USMC 882-4112Dental Assignment/PlacementFAx 882-26804415D HEAD, DENTAL CORPS ASSIGN 882-40444415D1 ORDER WRITER/ADMIN ASST 882-XXXX4415H DENTAL CORPS ASSIGN 882-4093Medical Service Corps Assignment/PlacementFAx 882-26804415I HEAD, MSC/HCA ASSIGN 882-41204415IA HCA LT AND BELOW ASSIGN 882-40504415J HEAD,MSC/SCIENCES 882-37564415J1 L/HCS ASSIGN 882-41154415G1 HCS/MSC ORDERWRITER/ADMIN ASST 882-41194415G2 HCS/MSC ORDERWRITER/ADMIN ASST 882-40514415H2 HCS/MSC ORDERWRITER/ADMIN ASST 882-4052Nurse Corps Assignment (PERS 4415)FAx 882-26804415K HEAD, NC ASSIGN 882-40384415KB NC ORDERWRITER/ADMIN ASST 882-XXXX4415L LT AND BELOW/WEST COAST ASSIGN 882-40424415M HEAD, MC SURG SPEC ASSIGN 882-40944415R NC OPS MEDICINE 882-40464415S LT AND BELOW/EAST COAST ASSIGN 882-40414415T MEDICAL PLCMT SOUTHEAST 882-40454415U GMO/FAMILY PRACTICE ASSIGN 882-40374415UA1 ORDERWRITER/ADMIN ASST, NC ASSIGN 882-41214415V LCDR/GENERALIST/PERI OPERATIVE 882-4039JAG Corps Assignment/Placement (PERS 4416)FAx 882-26794416 HEAD, JAG CORPS ASSIGN/PLCMNT 882-40814416B JAG LCDR ASSIGN/PLCMT 882-40834416C JAG LT/LTJG/LDO ASSIGN 882-40824416E JAG ASSESSIONS/RECRUITING 882-40844416I JAG ASSESSIONS/RECRUITING ASST 882-4087Full-Time Support Assignment/Placement (PERS 4417)FAx 882-27754417 HEAD, OFFICER DETAIL 882-41024417B ASST HEAD, FTS OFFICER DETAIL 882-41034417C AVIATION LCDR & BELOW DETAILER 882-41464417D SURFACE LCDR & BELOW DETAILER 882-41584417E FTS PLACEMENT OFFICER 882-41174417F FTS ADMIN SUPERVISOR/ORDER WRITER 882-40634417J FTS ADMIN ASST/ORDER WRITER 882-40644417G AMDO/OCM DETAILER 882-40764417I FSO FTS OFCR RCRT/DETAILER 882-3026HR Community Management/Assignment (PERS 4421)FAx 882-26764421 HEAD, HR COMM MGR/ASSIGN 882-40544421A HR DETAILER 882-40544421B HR ASSIST DETAILER 882-30264421C HR ASSIST (MIL) 882-40574421D HR COMM MGMT RC HR DETAILER 882-3434 68
    • CODE/TITLE DSNDistribution Management (PERS 45)FAx 882-269345 DIRECTOR, DISTRIBUTION MGMT DIV 882-412445B DEP DIR, DISTRIBUTION MGMT DIV 882-419145S ADMIN ASST, DISTRIBUTION MGMT DIV 882-4730Special Assistant for Subspeciality Management (PERS 45)FAx 882-269645E HEAD, SUBSPECIALTY MANAGEMENT 882-405845E1 ASST BR HEAD, SUBSPECIALTY MGMT 882-XXXX45E2 SUBSPECIALTY MANAGEMENT 882-499245E3 OPERATIONS ANALYSIS OFFICER 882-246645E4 PERS DIST/SUBSPEC MANAGEMENT 882-3256Special Assistant for Joint Officer Management (PERS 45)FAx 882-269645J HEAD, SPEC ASST FOR JOINT MATTERS 882-421745J1 MANPOWER ANALYST 882-420945J2 PERS PLAN/JOINT DUTY ALLOCATION 882-345945J3 MGMT ANALYST, JOINT OFCR MATTERS 882-292545J5 JQS ACTION OFFICER 882-4682Distribution Management and Procedures (PERS 451)FAx 882-2693451 HEAD, DIST MGMT & PROCEDURES 882-2117451A ADMIN SUPPORT ASSISTANT 882-3015451B ASST HEAD, DIST MGMT & PROCEDURES 882-3141451E HR ASST 882-3025451F HR SPECIALIST (INFO SYSTEM) 882-4730451G PROGRAM ANALYST, DIST MGMT 882-4142451H SUPV, HR SPECIALIST (MIL) 882-4198451H1 HR SPEC (MIL) DISTRIBUTION MGMT 882-4200451H2 HR SPEC (MIL) POLICY ANAL 882-4186451O HR SPEC(MIL) OFCR DIST PROCEDURES 882-3516451O1 HR ASST 882-4187451X EFM PROGRAM MANAGER 882-2435451X1 EFM SENIOR PROGRAM ANALYST 882-4390451X2 EFM PROGRAM ANALYST 882-XXXX451X3 EFM DATABASE MGE/PROGRAM ANALYST 882-XXXX451X4 HR ASST (MIL) 882-4391Allocation and Statistics (PERS 452)FAx 882-2696452 HEAD, ALLOCATION & STATISTICS 882-xxxx452D ALLOC & STAT OFFICER 882-XXXX452F ALLOC & STAT SR MANPOWER ANALYST 882-4130452F1 ALLOC & STAT HR ASST (MIL) 882-4956452F2 ALLOC & STAT, OFCR MANPOWER ANALYST 882-4137452F3 ALLOC & STAT MPWR ANALYST 882-4730452F4 ALLOC & STAT HR ASST MPWR ANAL 882-4125452F5 ALLOC & STAT MPWR ANALYST 882-4946Manning Control Authority BUPERS (PERS 453)FAx 882-2696453 HEAD, MANNING CONTROL AUTH BUPERS 882-4219453A ASST MANNING CONTROL AUTH BUPERS 882-4132453B HR SPECIALIST (MIL) 882-3664453C HR SPECIALIST (MIL) 882-2341453D MCA SHORE MANNING ANALYST 882-4171Distribution Operations Management (PERS 455)FAx 882-2697455 HEAD, DISTRIBUTION OPS MGMT BR 882-4869455A DEPUTY, DISTRIBUTION OPS MGMT BR 882-4210455A1 LEAD, OP ANALYST/TFMMS/SCR 882-4140455A2 OP ANALYST/TFMMS/SCR/CMS-ID 882-2503 69
    • CODE/TITLE DSN455A11 OP ANALYST/TFMMS 882-3101455A12 OP ANALYST/CMS-ID 882-4157455A13 OP ANALYST/CMS-ID 882-4140455B HEAD, OP SUPP SECT/INFO ASSUR MNGR 882-3928455B1 LEAD, HR SPECIALIST INFO ASSUR 882-3481455B2 OP SUPP ANALYST/SECURITY/IAM 882-3114455B11 OP SUPP ANALYST/OAIS ERRORS RSRCH 882-3310455B12 OP SUPP ANALYST/EAIS ERRORS RSRCH 882-3248455C HEAD, PCS ORDER WRITING SUPP SEC 882-4148455C1 PCS ORDER SUPPORT 882-4151455C2 PCS ORDER SUPPORT 882-41494734 FOREIGN AREA OFFICER DETAILER 882-39934741 PEP/SAO 882-4086Information and Intelligence Operations (PERS 47)FAx 882-274447 DIRECTOR, INFORMATION & INTEL OPS 882-2846Information Professionals (IP) (PERS 471)FAx 882-2744471 HEAD, SR DETAILER 882-2846471B IP ASST HEAD, INFO PROFESSIONALS 882-3020471A IP JUNIOR OFFICER IP DETAILER 882-2494471D IP LDO/CWO DETAILER/C4I PLACEMENT 882-4208471S IP PROGRAM SUPPORT ASST 882-XXXX471C HR ASST (MIL) 882-XXXXInformation Warfare (IW) (PERS 472)FAx 882-2739472 HEAD, SR DETAILER INFO WARFARE 882-4078472B IW JUNIOR OFFICER DETAILER 882-3993472C IW LDO/CSO/NEW ACCESSIONS DTLR 882-4113472S IW ADMIN SUPPORT 882-4080472S1 IW ADMIN SUPPORT 882-4079Intelligence (PERS 473)FAx 882-2744473 HEAD, INTELLIGENCE ASSIGN/PLCMT 882-4088473C INTEL JO DETAILER 882-3991473D INTEL PLCMT OFCR AND ACCESSIONS 882-3993473D INTEL ATTACHEPLCMNT/RESERVE ACCESS 882-4089473S1 INTEL ADMIN SUPPORT 882-4460473S2 INTEL ADMIN SUPPORT 882-3980NPC Customer Service CenterThe Navy Personnel Command Customer Service Center is the one-stop place to get all your questionsanswered if you are unsure who to contact or where to go. Call 1-866-U-ASK-NPC (1-866-827-5672) and letthe Navy Personnel Command Customer Service Center help you get the answers! Leadership Core Continuum (LCC) is designed to provide additional leadership topics for commands to use in mentoring and developing their leaders. Scenarios are used in the six lessons to facilitate group discussion on the five components of the Navy Leadership Competency Model (NLCM): • Accomplishing Mission • Leading People • Leading Change • Working with People • Resource Stewardship LCC should be part of you Training program. If not, download the topics from the NKO Leadership tab and schedule the lessons!! 70
    • Center for Personal and Professional Development (CPPD)COMMERCIAL PHONE NUMBERS USE: (757) 492-XXXXCOMMANDING OFFICER, CPPD 492-5600EXECUTIVE DIRECTOR 492-5600COMMAND MASTER CHIEF 492-5604VOLUNTARY EDUCATION EXECUTIVE DIRECTOR 492-0802DIRECTOR OF TRAINING 492-5661Learning CentersCENTER FOR SECURITY FORCES (CENSECFOR), NORFOLK, VA(FOR COMMERCIAL CALLS USE AREA CODE 757)COMMANDING OFFICER 253-5234EXECUTIVE DIRECTOR 253-5236CENTER FOR SEAL AND SWCC (CENSEALSWCC), SAN DIEGO, CA(FOR COMMERCIAL CALLS USE AREA CODE 619)COMMANDING OFFICER 577-3016EXECUTIVE DIRECTOR 577-5999CENTER FOR NAVAL INTELLIGENCE (CENNAVINTEL), VIRGINIA BEACH, VA(FOR COMMERCIAL CALLS USE AREA CODE 757)COMMANDING OFFICER 492-0005EXECUTIVE DIRECTOR 492-0115CENTER FOR EOD AND DIVING (CEODD), PANAMA CITY, FL(FOR COMMERCIAL CALLS USE AREA CODE 850-235-xxxx)COMMANDING OFFICER 436-5274EXECUTIVE DIRECTOR 436-5254CENTER FOR INFORMATION DOMINANCE (CID), PENSACOLA, FL(FOR COMMERCIAL CALLS USE AREA CODE 850-452-xxxx)COMMANDING OFFICER 922-6516EXECUTIVE DIRECTOR 922-6518CENTER FOR NAVAL ENGINEERING (CNE), NORFOLK, VA(FOR COMMERCIAL CALLS USE AREA CODE 757)COMMANDING OFFICER 564-5332 X3100EXECUTIVE DIRECTOR 564-5332 X3101CENTER FOR SURFACE COMBAT SYSTEMS (CSCS), DAHLGREEN, VA(FOR COMMERCIAL CALLS USE AREA CODE 540)COMMANDING OFFICER 249-1023EXECUTIVE DIRECTOR 249-XXXXCENTER FOR SEABEES AND FACILITIES ENGINEERING (CSFE), PORT HUENEME, CA(FOR COMMERCIAL CALLS USE AREA CODE 805)COMMANDING OFFICER 551-3300EXECUTIVE DIRECTOR 551-5040CENTER FOR SERVICE SUPPORT (CSS), NEWPORT, RI(FOR COMMERCIAL CALLS USE AREA CODE 401)COMMANDING OFFICER 841-1268EXECUTIVE DIRECTOR 841-1268SUBMARINE LEARNING CENTER (SLC), GROTON, CT(FOR COMMERCIAL CALLS USE AREA CODE 860)COMMANDING OFFICER 694-1701EXECUTIVE DIRECTOR 322-2676CENTER FOR NAVAL AVIATION TECHNICAL TRAINING (CNATT), PENSACOLA, FL(FOR COMMERCIAL CALLS USE AREA CODE 850)COMMANDING OFFICER 922-7163/64EXECUTIVE DIRECTOR 922-7163/64NAVY CHAPLAINCY SCHOOL AND CENTER, COLUMBIA, SC(FOR COMMERCIAL CALLS USE AREA CODE 803)COMMANDING OFFICER 734-9079EXECUTIVE DIRECTOR 734-8946 71
    • COMMAND LEADERSHIP SCHOOL CMC/COB (CLS), NEWPORT, RI(FOR COMMERCIAL CALLS USE AREA CODE 401)COMMANDING OFFICER 841-7422EXECUTIVE DIRECTOR 841-6383Training Support Centers and Direct ReportsTSC: GREAT LAKES (TSCGL)COMMANDING OFFICER 792-4870EXECUTIVE DIRECTOR 792-4870TSC: HAMPTON ROADS (TSCHR)COMMANDING OFFICER 492-6542EXECUTIVE DIRECTOR 492-7703TSC: SAN DIEGO (TSCSD)COMMANDING OFFICER 526-8328EXECUTIVE DIRECTOR 526-8327ENGINEERING DUTY OFFICER SCHOOL (EDOS)COMMANDING OFFICER 551-6265EXECUTIVE DIRECTOR 551-6166SURFACE WARFARE OFFICER SCHOOL (SWOS)COMMANDING OFFICER 948-3596 Every command needs a Navy Counselor and every department should have a Career Counselor to ensure your Sailor’s success. If your people need training to perform this critical job, send them to CPPD’s Command Career Counselor Course (A-501-0011). Delivered in both San Diego and Norfolk, this four-week course provides instruction in the techniques and scope of the Career Development Program Management in accordance with the guidelines and policies established in the Navy Retention Programs; active duty and post-retirement incentives, opportunities and benefits; counseling, administrative, and written communications skills. Give your Sailors ALL the tools they need to succeed! 72
    • Leadership Tutor Personal and Subordinate DevelopmentThe goal of personal and subordinate development is multifaceted. Outcomes of developing subordinatesinclude: • Increasing an individual’s knowledge and skill. • Increasing the organization’s total knowledge and skills. • Creating synergy within and between departments for a positive impact on mission effectiveness. • Increasing the availability of redundant personnel for enhanced mission effectiveness.One way superior commands promote training and development is by having all levels participate in trainingand development. In addition, commands realize that the more proficient each person is, the better the overallperformance of the command will be. The common denominator of success is a strong, empowering, guiding,inspiring, uplifting purpose. Consider career development from recruit to retirement. There is more you can doto improve both personally and professionally.Continuing your personal development as well as your professional development is important because, as aleader, your guidance to your subordinates is vital to their career success. An important part of guidance is theexample you set, or “walking the talk.”Education and training are vital aspects of personal and professional development. They provide knowledgeand skills, which, in turn, help build confidence, and self-esteem. Both general and Fleet training have a singlepurpose -- to “Provide the Fleet trained personnel capable of maintaining, operating, and employing effectivelythe ships, aircraft, and weapons systems with which the Fleet has been equipped, and also to provide trainedpersonnel for logistic and other essential support.” Plan DevelopmentThe key to effective planning involves following a systematic process that will increase your chances ofsuccess.Establish Goals and Objectives – Focus on the same targets as the mission or vision, but in more detail.Goals: “What to do” level of detail.Objectives: “How to do it” level of detail including an “as measured by” component so that you will have asense of when the objective has been met, and to what level or standard of quality. Most importantly, goalsand objectives should be realistic, attainable, challenging, and measurable.Assess Factors Influencing Goals and Objectives – Plans are usually constructed based on less than perfectdata. The more data and variables considered, the better the plan.Examine/Evaluate Alternative Courses of Action – Examining the operations requires that criteria for selectionbe defined.Select a Course of Action – Involves a determination of what is to be done, who will do it, when it must bedone, and what are the criteria for effectiveness.Implement and Monitor the Plan – Planning, like process improvement, is a continuous activity. 73
    • Leadership Tutor (continued) Characteristics of Effective PlanningPlanning is a Regularly Scheduled Activity – “Plan for Planning” to ensure that it actually happens.Planning may be scheduled weekly for tracking progress toward the completion long term goals.Planning Occurs at all Levels – A work center supervisor typically develops a Maintenance Schedule.A Leading Petty Officer and the subordinate typically develop a Qualification Plan. A division training pettyofficer develops a Training Plan.Planning is Long Range – A department should have monthly long-range planning meetings in addition toweekly short-range operational planning sessions.Plans are Publicized – Plans may be publicized as a Plan of the Day (POD) and posted in various places.The idea is to get them out to the troops as soon as possible so that everyone will know the daily prioritiesand how those relate to the priorities of the week or month. This timeliness also promotes usable feedback.Implementation Systems are put into Place – Each command will develop an implementation strategy thatworks best for that command and its unique situation. Capture whatever seems to work. Supervisors give alist of their work goals for the next week to their superior, moving through the chain of command. Departmentheads turn in summaries of their weekly goals to the XO. All of these goals support the CO’s mission andvision.Plans are Adhered to – There is little point in developing a plan if you have no intention of sticking to it. Makeevery effort to carry out your plan as stated.Plans are Flexible – Except for routine tasks and operations, plans must address the likelihood of change.One approach is to identify which elements of any given plan are most likely to change before or duringimplementation and which are least likely to change. Ensure new or revised data is distributed to all relevantparties. Assessing Subordinate’s CapabilitiesDirect Observation takes place both in the work environment and in off duty situations. It involves, amongother things, monitoring individuals during the performance of their duties, observing their interactions withseniors and peers, and discussing the individual’s goals and objectives in both formal (counseling) andinformal (conversational) settings. The downside of direct observation is that it is limited to the presentsituation and reflects only the opinion of the observer.Indirect Observation can include a review of service records, evaluations, inspection results, third partyopinions and any other data that has been compiled about a subordinate. While indirect observation hasgreater scope than direct observation, its limitations are that the data may be out of date or flawed insome other way and that it does not involve active discussion with the subordinate. It is sensible to use acombination of the two methods for identifying individual capabilities. Selecting the Right PersonAs a leader, your natural tendency probably is to try to complete a task rapidly and accurately. You wantresults, and to get results you may choose your star performer. However, the star performer is not alwaysthe right choice. Remember that subordinate development is future oriented; it takes time and thoughtfulconsideration to build subordinates. Before selecting an individual for delegation, consider three possiblegoals or outcomes from the delegation process: 1. To get direct results, the job gets done. 2. To enhance professional development in a subordinate. 3. To provide an opportunity to evaluate a subordinate’s development or commitment. 74
    • Leadership Tutor (continued) MonitoringSimply assigning tasks is not delegation. Leaders must determine how well personnel are meeting agreedupon standards and communicate this to the subordinates. As junior officers develop, leadership style andmonitoring will change when situational leadership is applied. As appropriate, you must let go and give yoursubordinates breathing room when you delegate; it demonstrates your confidence in them. Confidence,however, is developed over time and as a result of careful monitoring. Effective delegation entails follow-upto make certain that the delegated task stays on track. The following guidelines will help you successfullyimplement the delegation process: • State the desired results. • Commit the goals to paper. • Establish a time line. • Grant the necessary authority. • Assign responsibility and authority. • Get acceptance of the project from subordinates. Developing Relationships with Seniors and JuniorsOne of the most important elements of Navy organization is the chain of command. In simple terms the chainis the pyramid structure of communications, authority, and responsibilities which allows every individual in anorganization to know what is going on with those below and what is expected by those above. It is the conduitfor orderly direction of command activities and provides a two-way communication flow. It is only as good asthe people in it, all of whom are key links. Relationships with SeniorsA fundamental assumption every leader must make, regardless of his station in the chain of command, is thatevery leader above him is morally motivated to carry out the mission and, whenever and wherever possible,to carry it out in a manner that serves the best interests of the officers and enlisted who make up the NavalService. No matter how good you are at building relationships with your peers and subordinates, your overalleffectiveness will be greatly reduced if you cannot build a strong relationship with your superiors. It is criticalthat you adhere to military protocol and the chain of command at all times. Relationships with JuniorsEffectiveness as a Navy leader relies heavily on the relationships you establish with subordinate personnel.Situations vary from seeking information from an experienced subordinate, to encouraging and rewarding asolid performing subordinate, to handling the difficult subordinate. To be successful, a leader must have thesupport of and be able to use the knowledge of his experienced subordinates.Faith in subordinates is often found lacking in those who miss the mark of being a highly successful leader.Subordinates want to succeed, they want to be “winners” and they need leadership and sufficient resourcesto do so. Only an unsuccessful leader treats subordinates with disdain and a lack of trust, or fails to create aclimate in which they feel free to express their feelings and ideas to him.Setting standards is an integral part of the Naval leader’s job. Standards of readiness, standards ofappearance, standards of training, standards of safety — standards, standards, standards — that meanseffectively passing critical corrections to subordinates. 75
    • Introduction to Personal PlanningThe Individual Development Plan (IDP) employs a concept that emphasizes discussion and joint decisions bythe Sailor and the supervisor, with input from mentor(s), on the specific developmental experiences necessaryto fulfill the mutual goals of individual career development and organizational enhancement.An IDP is uniquely tailored to the needs of the individual and the organization. An IDP is a personal actionplan, jointly agreed to by you and your supervisor, that identifies your short and long-term career goals.An IDP also identifies the training and other developmental experiences needed to achieve those goals forthe benefit of the individual and organization within a specified time frame. Your Individual Development Plan (IDP)To the extent that any of your career goals involve acquiring some new skills or expertise, an IDP is veryhelpful. Create your own IDP to begin drafting your current and future goals with the help of a supervisor ormentor.Throughout this publication are tables and small worksheets. You can incorporate the goals you will formulateon these worksheets to keep you focused while also measuring your progress.When selecting developmental activities, try to achieve a balance between formal training activities (e.g.,courses, classes, e-learning) and other kinds of learning experiences (e.g., work assignments, reading books,research). Also, include realistic time frames for completing your actions. Spending time with your supervisoror mentor will help you to achieve your goals. Your Supervisor’s RoleYour supervisor is in an excellent position to support your personal and professional development by: • Providing feedback on your performance in your current job and identifying your strengths and areas for improvement. • Acting as a mentor and coach. • Representing the organization’s needs, goals and opportunities. • Communicating what is happening around your command and the Navy. • Helping assess your advancement potential and your qualifications for other positions. • Acting as a resource and referral for exploring your career development options. • Supporting your training and development, and providing training opportunities and personal educational goals. The Individual Development Plan WorksheetStep 1. This guide includes worksheets that can be used as tools to assist you in gathering information to achieve a solid understanding of your current and future developmental goals.Step 2. Once you have completed the worksheets, you are ready to gather all your information and prepare a draft IDP that states your developmental goals. Your IDP will state how your developmental goals align with organizational goals.Step 3. Schedule an appointment to meet with your supervisor or mentor and review your proposed IDP. After receiving supervisory input, finalize your plan.Step 4. Remember that your IDP is a living document. This guide is designed to help you review your progress monthly. 76
    • Individual Development Planning / Short Range Short Term Goals (next 1 - 4 months)Goal 1: ________________________________________________________________________________________________________________________________________________________________Goal 2: ________________________________________________________________________________________________________________________________________________________________Goal 3: ________________________________________________________________________________________________________________________________________________________________Goal 4: ________________________________________________________________________________________________________________________________________________________________Goal 5: ________________________________________________________________________________________________________________________________________________________________1. My goals involve developing the following knowledge and skills: _________________________________________________________________________________________________________________2. Activities and learning I will pursue to achieve my goals: __________________________________________________________________________________________________________________________________________________________________________________________________________3. Target dates / Milestone dates: ___________________________________________________________________________________________________________________________________________4. How will I measure my progress:__________________________________________________________________________________________________________________________________________5. I will meet with my supervisor/mentor:______________________________________________________________________________________________________________________________________ Worksheets are available at https://wwwa.nko.navy.mil 77
    • Individual Development Planning / Short Range Short Term Goals (next 1 - 4 months)Goal 1: ________________________________________________________________________________________________________________________________________________________________Goal 2: ________________________________________________________________________________________________________________________________________________________________Goal 3: ________________________________________________________________________________________________________________________________________________________________Goal 4: ________________________________________________________________________________________________________________________________________________________________Goal 5: ________________________________________________________________________________________________________________________________________________________________1. My goals involve developing the following knowledge and skills: _________________________________________________________________________________________________________________2. Activities and learning I will pursue to achieve my goals: _______________________________________________________________________________________________________________________3. Target dates / Milestone dates: ___________________________________________________________________________________________________________________________________________4. How will I measure my progress:_______________________________________________________5. I will meet with my supervisor/mentor:___________________________________________________ Worksheets are available at https://wwwa.nko.navy.mil 78
    • Individual Development Planning / Long RangeName: _____________________________________________________________________________Supervisor/Mentor: ___________________________________________________________________ Long Term Goals (next 12 months)Goal 1: ________________________________________________________________________________________________________________________________________________________________Goal 2: ________________________________________________________________________________________________________________________________________________________________1. My goals have personal and organizational relevance because:______________________________________________________________________________________________________________________________________________________________________2. My goals involve developing the following competencies: _________________________________________________________________________________________________________________________________________________________________________________________________________3. Activities and learning I will pursue to achieve my goals: _______________________________________________________________________________________________________________________4. Target dates / Milestone dates: ___________________________________________________________________________________________________________________________________________5. How will I measure my progress:_____________________________________________________________________________________________________________________________________________________________________________________________________________________________6. I will meet with my supervisor/mentor:_________________________________________________________________________________________________________________________________________________________________________________________________________________________ 79
    • Goal Development WorksheetA development goal is a statement of a desired outcome or accomplishment that is specific, observable andrealistic.Based on the goals you have generated about yourself on the previous worksheets and your specific careerissues, write some career goals for the next one and two years and answer the following questions.1. What I want to accomplish and the knowledge/skills I want to acquire or improve by this time next year are:______________________________________________________________________________________________________________________________________________________________________2. What I want to accomplish and the knowledge/skills I want to acquire or improve by the end of the secondyear are: ______________________________________________________________________________________________________________________________________________________________3. What barriers or obstacles might prevent me from accomplishing my goals on time (e.g., time, money, andother commitments)? _____________________________________________________________________________________________________________________________________________________4. What can I do to overcome these barriers or obstacles? What resources are available to help me? _________________________________________________________________________________________________________________________________________________________________________5. Review these with your supervisor or mentor. ________________________________________________________________________________________________________________________________ 80
    • Mentoring Compass Sample Mentoring AgreementEntering into a mentoring agreement will help mutually clarify expectations. This is a sample agreement thatyour command can use to get started.Mentor: ____________________________________________________________________________Phone / E-Mail: ______________________________________________________________________ Frequency of MeetingsHow often will we meet? _______________________________________________________________Day(s) of the week: ___________________________________________________________________Where will we meet? __________________________________________________________________What should I bring to each meeting? _____________________________________________________ Specific Role of the Mentor(Model, guide, observe and give feedback, recommend developmental activities, facilitate learning, suggest/provide resources, etc.)______________________________________________________________________________________________________________________________________________________________________As a participant in the mentoring program, I commit to working with my mentor throughout the program,attending all scheduled meetings, and communicating with my mentor weekly. I will develop personal goalsand be open to coaching and feedback from my mentor. ________________________ ________________________ Student / Protege Mentor 81
    • Mentoring Compass (continued) Mentoring: Getting StartedThe first meeting, whether it’s face to face, on the phone, instant messenger, or e-mail, should be a time forgetting to know each other, building rapport, sharing your career histories, and setting up guidelines. • Talk about any expectations you may have. • Talk about confidentiality. • Discuss how often and for how long you will meet. • Decide how you will communicate. If you will be meeting in person, decide on location – preferably a neutral spot away from work spaces. • Decide how long you expect your formal partnership to last. • Set up a checkpoint six months down the road when you will determine if goals are being reached. • Create a path for new short term goals and discuss achievement. • Prepare an Individual Development Plan. Your mentor can help to ensure that your goals are realistic and attainable. • Plan for “Wins along the Way.” Many goals require several small steps to achieve them. Plan activities to celebrate completion of the small steps. Mentoring Partnerships Supervisory MentoringAll supervisors mentor their subordinates to a degree, but usually in regard only to their current job. Due to timeconstraints, it is increasingly difficult for supervisors to devote the time needed to mentor all their subordinates,and if they can’t spend equal time and dedication with each subordinate, perceptions of favoritism can occurand morale can deteriorate. It can also be difficult or awkward for people to talk openly and honestly with theirboss if the issue is difficulty on the job or the desire to explore other career opportunities. The most importantthing to remember is that all good supervisors do mentor their subordinates – to a degree. We recommend thatas leaders, you encourage outside mentoring partnerships and allow your Sailors the time to cultivate thoserelationships. Situational MentoringSituational mentoring is the right help at the right time provided by someone when a mentee needs guidanceand advice. It is usually short term, addressing an immediate situation, but can transition to a more long termconnection. Formal MentoringFormal mentoring has four characteristics: 1) It has a beginning and an end. 2) It has a method for no-fault termination. 3) It has some type of formal matching process. 4) It has one or more checkpoints, such as meeting at mid-point in a one year period, at which the partners can discuss goals and progress toward goal achievement. 82
    • Mentoring Compass (continued) Informal MentoringInformal mentoring usually occurs when one person (the mentee) seeks another for career advice. It canalso occur when a person (the mentor) reaches out to someone he or she knows can benefit from his or herexperience. These relationships tend to grow over time and are extremely effective and rewarding.1. What I would like to accomplish in the next year: _____________________________________________________________________________________________________________________________2. My educational interests are:_____________________________________________________________________________________________________________________________________________3. My Navy career intentions include: ________________________________________________________________________________________________________________________________________4. My personal interests are: _______________________________________________________________________________________________________________________________________________ 83
    • The Navy Professional Reading Program Complete information on the Navy Professional Reading Program can be found at: www.navyreading.navy.milThe following list of 60 books recommended for the Navy Professional Reading Program was chosen bya cross section of Naval and civilian leaders and scholars to help Sailors garner a better understanding ofwar, culture, history, leadership, critical thinking and management. The books have been loosely groupedby experience level, however, these levels are simply a guide. You should read any book on the list thatinterests you and also feel free to read books that are not on the list. The purpose of this program is to helpyou develop a lifelong habit of reading. These books are proven selections that, with a broad consensus, theAdvisory Group agrees will benefit today’s Naval professional. Give them a try, but by all means, branch outfrom here when you find a topic you want to learn more about. Again, the goal of this program is to fostera culture of reading within the Navy. Remember, this program is designed to enhance your professionalknowledge through reading, but it should be fun. The way to participate is simply to read. As you browsethrough the selections you will surely find something that sparks your interest, then just visit your unit library,log onto www.navyreading.navy.mil, or just look for the Navy Reading logo in your local Navy Exchange andgive a book a try. It’s time to Accelerate Your Mind! Junior Enlisted CollectionD-Day, June 6, 1944: The Climactic Battle of World War II, by Stephen E. AmbroseThe Declaration of Independence and Other Great Documents of American History, 1775-1865Ender’s Game, by Orson Scott CardFlags of Our Fathers, by James BradleyThe Kite Runner, by Khaled HosseiniLife in Mr. Lincoln’s Navy, by Dennis J. RingleLincoln on Leadership, by Donald T. PhillipsA Passage to India, by E.M. ForsterA Sailor’s History of the U.S. Navy, by Thomas J. CutlerThe 7 Habits of Highly Effective People, by Stephen R. CoveyStarship Troopers, by Robert A. HeinleinTime Management From the Inside Out: The Foolproof Plan for Taking Control of Your Schedule and YourLife, by Julie Morgenstern 84
    • The Navy Professional Reading Program (continued) Leading Petty Officers CollectionAmerican Government, by Robert A. Heineman, Steven A. Peterson, and Thomas H. RasmussenBilly Budd and Other Stories, by Herman MelvilleThe Caine Mutiny, by Herman WoukThe Crisis of Islam: Holy War and Unholy Terror, by Bernard LewisThe Last Stand of the Tin Can Sailors: The Extraordinary World War II Story of the U.S. Navy’s Finest Hour,by James D. HornfischerNot a Good Day to Die: The Untold Story of Operation Anaconda, by Sean NaylorThe Sand Pebbles, by Richard McKennaShackleton’s Way: Leadership Lessons From the Great Antarctic Explorer, by Margot Morrell and StephanieCapparellThe Sheriff: America’s Defense of the New World Order, by Colin S. GrayThe Tipping Point: How Little Things Can Make a Big Difference, by Malcolm GladwellTo the Shores of Tripoli: The Birth of the U.S. Navy and Marines, by A.B.C. WhippleVictory at Yorktown: The Campaign That Won the American Revolution, by Richard M. Ketchum Division Leaders CollectionFreakonomics: A Rogue Economist Explores the Hidden Side of Everything, by Steven D. Levitt andStephen J. DubnerThe Golden Thirteen: Recollections of the First Black Naval Officers, edited by Paul Stillwell; forewordby Colin L. PowellThe Good Shepherd, by C.S. ForesterThe Innovator’s Dilemma: The Revolutionary Book That Will Change the Way You Do Business,by Clayton M. ChristensenLongitude: The True Story of a Lone Genius Who Solved the Greatest Scientific Problem of His Time,by Dava SobelOn the Origins of War: And the Preservation of Peace, by Donald KaganRecognizing Islam: Religion and Society in the Modern Middle East, by Michael GilsenanThe Savage Wars of Peace: Small Wars and the Rise of American Power, by Max BootShield and Sword: The United States Navy in the Persian Gulf War, by Edward J. Marolda andRobert J. Schneller Jr.Two Souls Indivisible: The Friendship That Saved Two POWs in Vietnam, by James S. HirschWhite-Jacket: or, The World in a Man-of-War, by Herman MelvilleThe World is Flat: A Brief History of the Twenty-first Century, by Thomas L. Friedman 85
    • The Navy Professional Reading Program (continued) Department/Command Leaders CollectionThe Cruel Sea, by Nicholas MonsarratEagle Against the Sun: The American War With Japan, by Ronald SpectorExecution: The Discipline of Getting Things Done, by Larry Bossidy and Ram CharanThe Fate of Africa: From the Hopes of Freedom to the Heart of Despair, by Martin MeredithFrom Beirut to Jerusalem, by Thomas L. FriedmanImperial Grunts: The American Military on the Ground, by Robert D. KaplanImplementing Diversity: Best Practices for Making Diversity Work in Your Organization, by Marilyn LodenJefferson’s War: America’s First War on Terror, 1801-1805, by Joseph WheelanLeadership: The Warrior’s Art, edited by Christopher Kolenda; foreword by General Barry R. McCaffrey, USA (Ret.)Master and Commander, by Patrick O’BrianOne Hundred Years of Sea Power: The U.S. Navy, 1890-1990, by George W. BaerThinking in Time: The Uses of History for Decision Makers, by Richard E. Neustadt and Ernest R. May Senior Leaders CollectionThe Art of the Long View: Planning for the Future in an Uncertain World, by Peter SchwartzDying to Win: The Strategic Logic of Suicide Terrorism, by Robert PapeGoodbye, Darkness: A Memoir of the Pacific War, by William ManchesterThe Great Wall at Sea: China’s Navy Enters the Twenty-first Century, by Bernard D. ColeLeadership, by Rudolph W. GiulianiMoneyball: The Art of Winning an Unfair Game, by Michael LewisThe Pursuit of Victory: The Life and Achievement of Horatio Nelson, by Roger KnightRethinking the Principles of War, edited by Anthony D. McIvorThe Rise and Fall of Strategic Planning, by Henry MintzbergScenarios: The Art of Strategic Conversation, by Kees van der HeijdenThe Second World War, Volume 1: The Gathering Storm, by Winston S. Churchill 1776, by David McCullough 86
    • United States Marine Corps Professional Reading Program Reading ListThe Marine Corps Professional Reading Program began as the Commandant’s Reading List in 1988,although recommended reading lists have been generated for Marines since the 19th century. EachCommandant since 1988 has placed his personal stamp on the program, but many of the books haveremained constant. Great books will always remain a staple of informal, self-paced professional development,but technology promises greater convenience and flexibility for today’s Marine. MCU is exploring books ontape, CD, and downloadable audio files for portable devices.The list is heavily weighted towards “classics,” and has been streamlined to five titles and one capstonedoctrinal publication per grade, and is only one part of a larger professional reading program for Marines.There are hundreds of books published annually that are important to Marines. The Marine CorpsProfessional Reading Program website offers an opportunity to recommend numerous readings acrossa variety of subjects. Lists have been or will be created by function (combat arms, intelligence, logistics),world region/culture (Middle East, Asia, Africa), and topic (irregular warfare, leadership, biography). TheCommandant of the Marine Corps Reading List should be limited to those titles that reflect his planningguidance. A smaller list is more manageable and has a realistic expectation of actually being attempted bybusy Marines. All Marines First to Fight: An Inside View of the U.S. Marine Corps by LtGen KrulakPrivate • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • The Last Stand of Fox Company by B. Drury and T. Clavin • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • The Soldier’s Load by S.L.A. Marshall • The Ugly American by W. Burdick • A Message to Garcia by E. Hubbard • Ender’s Game by O. S. Card • MDDP 1 Warfighting • Rifleman Dodd by C. S. ForesterPrivate First Class • A Message to Garcia by E. Hubbard • Ender’s Game by O. S. Card • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • MDDP 1 Warfighting • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • Rifleman Dodd by C. S. Forester • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • The Soldier’s Load by S.L.A. Marshall • The Ugly American by W. Burdick 87
    • United States Marine Corps Professional Reading Program (continued)Lance Corporal • A Message to Garcia by E. Hubbard • Ender’s Game by O. S. Card • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • MDDP 1 Warfighting • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • Rifleman Dodd by C. S. Forester • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • The Soldier’s Load by S.L.A. Marshall • The Ugly American by W. BurdickCorporal • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • MCWP 6-11 Leading Marines • Small Unit Leaders’ Guide to Counterinsurgency by U. S. Marine Corps • Baghdad at Sunrise: A Brigade Commander’s War in Iraq by P. Mansoor • Battle Exhortation, The Rhetoric of Combat Leadership by K. Yellin • Battle Leadership by A. Von Schell • Flags of our Fathers by J. Bradley • Gates of Fire by S. Pressfield • Imperial Grunts by R.D. Kaplan • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Coldest Winter: America and the Korean War by D. Halberstam • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. WeissSergeant • Attacks! by E. Rommel • Baghdad at Sunrise: A Brigade Commander’s War in Iraq by P. Mansoor • Battle Exhortation, The Rhetoric of Combat Leadership by K. Yellin • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • The Village by B. West • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • MCDP 1-3 Tactics • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Art of War by Sun Tzu • The Coldest Winter: America and the Korean War by D. Halberstam • The Last Stand of Fox Company by B. Drury and T. Clavin 88
    • United States Marine Corps Professional Reading Program (continued)Sergeant - continued • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tip of the Spear by G.J. Michaels • With the Old Breed at Pelelieu and Okinawa by E.B. SledgeStaff Sergeant • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • MCDP 1-2 Campaigning by U. S. Marine Corps • This Kind of War: The Classic Korean War History by Fehrenbach, T. R. • Band of Brothers: E Company, 506th Regiment, 101st Airborne from Normandy to Hitler’s Eagle’s Nest by Ambrose, Stephen • The Face of Battle by Keegan, John • A Bell for Adano by Hersey, John • Utmost Savagery: The Three Days of Tarawa by Alexander, Joseph H. • The Coldest Winter: America and the Korean War by D. Halberstam • The Last Stand of Fox Company by B. Drury and T. Clavin • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. WeissGunnery Sergeant • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • MCDP 5 Planning by U. S. Marine Corps • The Village by B. West • The Savage Wars of Peace: Small Wars and the Rise of American Power by Boot, Max • We Were Soldiers Once... and Young: Ia Drang, The Battle That Changed the War in Vietnam by Moore, Harold G., Galloway, Joseph L. • The Last Stand of Fox Company by B. Drury and T. Clavin • On Combat by Grossman, Dave • Breakout: The Chosin Reservoir Campaign, Korea 1950 by Russ, Martin • Victory at High Tide: The Inchon-Seoul Campaign by Heinl Jr., Robert Debs • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Coldest Winter: America and the Korean War by D. Halberstam • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. WarrenMaster Gunnery Sergeant • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • The Coldest Winter: America and the Korean War by D. Halberstam • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • Achilles in Vietnam by J. Shay 89
    • United States Marine Corps Professional Reading Program (continued)Master Gunnery Sergeant - continued • Decoding Clausewitz: A New Approach to On War by J. Sumida • No Bended Knee by M. B. Twining • The Arab Mind by R. Tatai • The General by C. S. Forester • The Culture of War by M. Van Creveld • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. WeissSergeant Major • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • Decoding Clausewitz: A New Approach to On War by J. Sumida • The Culture of War by M. Van Creveld • The General by C. S. Forester • No Bended Knee by M. B. Twining • The Arab Mind by R. Tatai • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Coldest Winter: America and the Korean War by D. Halberstam • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • Achilles in Vietnam by J. Shay • The Mask of Command by J. KeeganOfficer Candidate • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • A Message to Garcia by E. Hubbard • The Coldest Winter: America and the Korean War by D. Halberstam • Ender’s Game by O. S. Card • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • MCDP 1 Warfighting • Rifleman Dodd by S. S. Forester • The Armed Forces Officer, DoD 2006 • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • The Soldier’s Load by S.L.A. Marshall 90
    • United States Marine Corps Professional Reading Program (continued)Midshipman • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • MCDP 1 Warfighting • A Message to Garcia by E. Hubbard • Ender’s Game by O. S. Card • Rifleman Dodd by S. S. Forester • The Armed Forces Officer, DoD 2006 • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Coldest Winter: America and the Korean War by D. Halberstam • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • The Soldier’s Load by S.L.A. MarshallWarrant Officer • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • Baghdad at Sunrise: A Brigade Commander’s War in Iraq by P. Mansoor • The Coldest Winter: America and the Korean War by D. Halberstam • Battle Exhortation, The Rhetoric of Combat Leadership by K. Yellin • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • Fields of Fire by J. Webb • MCWP 6-11 Leading Marines • On Infantry by J. A. English • Small Unit Leaders Guide to Counterinsurgency • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • The Anatomy of Courage by L. Moran • The Art of War by Sun Tzu • The Soldier’s Load by S.L.A. Marshall • The Art of War by Sun TzuChief Warrant Officer 2 • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • Baghdad at Sunrise: A Brigade Commander’s War in Iraq by P. Mansoor • Battle Exhortation, The Rhetoric of Combat Leadership by K. Yellin • Battle Cry of Freedom by M. M. McPherson • Counterinsurgency Warfare by D. Galula • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Coldest Winter: America and the Korean War by D. Halberstam 91
    • United States Marine Corps Professional Reading Program (continued)Chief Warrant Officer 2 - continued • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Reminiscences of a Marine by J. A. Lejeune • The Bridge at Dong Ha by J. G. Miller • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • The Face of Battle by J. KeeganChief Warrant Officer 3 • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • Baghdad at Sunrise: A Brigade Commander’s War in Iraq by P. Mansoor • The Coldest Winter: America and the Korean War by D. Halberstam • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • For the Common Defense by A. R. Millet • On Combat by D. Grossman • Savage Wars of Peace by M. Boot • The Arab Mind by R. Patai • The Mask of Command by J. Keegan • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. WeissChief Warrant Officer 4 • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • Decoding Clausewitz: A New Approach to On War by J. Sumida • Grant Takes Command by B. Catton • Once an Eagle by A. Myrer • The Culture of War by M. Van Creveld • The Guns of August by B. W. Tuchman • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Coldest Winter: America and the Korean War by D. Halberstam • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • The Landmark Thucydides: A Comprehensive guide to The Peloponnesian War by Thucydides ed. by R. Strassler, trasl by R. Crawley • The World is Flat 3.0 by T. L. Friedman 92
    • United States Marine Corps Professional Reading Program (continued)Chief Warrant Officer 5 • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • Masters of War: Classical Strategic Thought by Handel, Michael I. • Supplying War: Logistics from Wallenstein to Patton by Creveld, Martin Van • The Coldest Winter: America and the Korean War by D. Halberstam • Carnage and Culture by Hanson, Victor Davis • Defeat into Victory by Slim, Field-Marshal Sir William • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • Triumph Forsaken by M. Moyar2nd Lieutenant • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • Baghdad at Sunrise: A Brigade Commander’s War in Iraq by P. Mansoor • Battle Exhortation, The Rhetoric of Combat Leadership by K. Yellin • Fields of Fire by J. Webb • The Art of War by Sun Tzu • MCWP 6-11 Leading Marines • On Infantry by J.A. English • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Coldest Winter: America and the Korean War by D. Halberstam • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • The Soldier’s Load by S.L.A. Marshall • Small Unit Leaders Guide to Counterinsurgency • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • The Anatomy of Courage by L. Moran1st Lieutenant • First to Fight: An Inside View of the U. S. Marine Corps, by Krulak, Victor H. LtGen • The Coldest Winter: America and the Korean War by D. Halberstam • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • Baghdad at Sunrise: A Brigade Commander’s War in Iraq by P. Mansoor • Battle Cry of Freedom by M. McPherson • Battle Exhortation, The Rhetoric of Combat Leadership by K. Yellin • Counterinsurgency Warfare by D. Galula • Reminiscences of a Marine by J. A. Lejeune • The Bridge at Dong Ha by J. G. Miller 93
    • United States Marine Corps Professional Reading Program (continued)1st Lieutenant - continued • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • The Face of Battle by J. KeeganCaptain • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • Baghdad at Sunrise: A Brigade Commander’s War in Iraq by P. Mansoor • For the Common Defense by A. R. Millet • On Combat by D. Grossman • Savage Wars of Peace by M. Boot • The Arab Mind by R. Tatai • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Coldest Winter: America and the Korean War by D. Halberstam • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • The Mask of Command by J. KeeganMajor • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • The Coldest Winter: America and the Korean War by D. Halberstam • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • Decoding Clausewitz: A New Approach to On War by J. Sumida • Grant Takes Command by B. Catton • Once An Eagle by A. Myrer • The Culture of War by M. Van Creveld • The Guns of August by B. W. Tuchman • The Landmark Thucydides: A Comprehensive Guide to the Peloponnesian War by Thucydides ed. by R. Strassler, transl. by R. Crawley • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • The World is Flat 3.0 by T. L. Friedman 94
    • United States Marine Corps Professional Reading Program (continued)Lieutenant Colonel • First to Fight: An Inside View of the U. S. Marine Corps by Krulak, Victor H. LtGen • Carnage and Culture by V. Hanson • Decoding Clausewitz: A New Approach to On War by J. Sumida • Defeat into Victory by W. Slim • Descent into Chaos by Ahmed Rashid • Masters of War by M. Handel • Once a Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • The Coldest Winter: America and the Korean War by D. Halberstam • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • Supplying War by M. Van Creveld • The Culture of War by M. Van Creveld • Triumph Forsaken by M. MoyarColonel to General • Decoding Clausewitz: A New Approach to On War by J. Sumida • Dereliction of Duty by H. R. McMaster • Diplomacy by H. Kissinger • Feeding Mars by J. A. Lynn • First to Fight: An Inside View of the U.S. Marine Corps by LtGen Krulak • Once A Marine: An Iraq War Tank Commander’s Inspirational Memoir of Combat, Courage, and Recovery by Nick Popaditch and Mike Steere • Supreme Command by E. A. Cohen • The Coldest Winter: America and the Korean War by D. Halberstam • The Crisis of Islam • The Culture of War by M. Van Creveld • The Last Stand of Fox Company by B. Drury and T. Clavin • The Lions of Iwo Jima by Maj Gen (ret) F. Haynes and J. Warren • Tiger Force: A True Story of Men and War by M. Sallah and M. Weiss • Tried by War by J. McPherson*Current, topical titles provided by Marine Corps University at each Executive Off-Site. 95
    • Miscellaneous Navy DirectoryNPC HOMEPAGEwww.npc.navy.mil/channelsBUPERS ACCESShttps://www.bupersaccess.navy.mil/login.aspDEFENSE ENROLLMENT ELIGIBILITY REPORTING SYSTEM (DEERS)http://www.tricare.mil/mybenefit/home/overview/Eligibility/DEERS (800) 538-9552DEFENSE FINANCE AND ACCOUNTING SERVICE (411)http://www.dfas.mil/ Ask Military Pay https://corpweb1.dfas.mil/askDFAS/askDFAS.jsp Active Duty Pay, Reserve Pay, Garnishment (888) 332-7411 Debt Management Customer Service Section (800) 962-0648DIVERSITY/EQUAL OPPORTUNITY ADVICE LINEwww.npc.navy.mil/commandsupport/equalopportunity (800) 253-0931 Comm: (901) 874-2507 DSN 882 (Overseas call collect ) E-Mail: mill_navyeoadvice@navy.milFLEET RESERVE ASSOCIATION (FRA)www.fra.org (703) 683-1400MARINE CORPS HISTORICAL DIVISIONhqinet001.hqmc.usmc.mil/HD Archives Section: (202) 433-3439MARINE CORPS RESERVE ASSOCIATION FOUNDATION www.usmcra.org (703) 289-1204MILITARY ONESOURCEwww.militaryonesource.com Stateside: CONUS: 1-800-342-9647 Overseas: *OCONUS Universal Free Phone: 800-342-9467 Collect from Overseas: OCONUS Collect: 484-530-5908 En espanol llame al: 1-877-888-0727 TTY/TDD: 1-866-607-6794 Korea DSN: 550-ARMY (2769)*Use applicable access code before dialing toll free number.NATIONAL DOMESTIC VIOLENCE HOTLINEwww.ndvh.org (800) 799-SAFE (7233) (800) 787-3224 (TTY)NATIONAL SUICIDE PREVENTION LIFELINE (800) 273-TALK (8255)NATIONAL SEXUAL ASSAULT HOTLINEwww.rainn.org (800) 656-HOPE (4673) Free. Confidential. 24/7 96
    • Miscellaneous Navy Directory (continued)NATIONAL MILITARY FAMILY ASSOCIATION, INC.www.nmfa.org (703) 931-NMFA (6632) (703) 931-4600 FAX E-mail: families@nmfa.org info@militaryfamily.orgNAVAL ENLISTED RESERVE ASSOCIATION (NERA)www.nera.org 1-800-776-9020 or (703) 534-1329 Fax: 703-534-3617 E-mail: members@nera.orgNAVAL HISTORY AND HERITAGE CENTERwww.history.navy.mil Navy Museum (202) 433-4882 DSN 288 Navy Department Library (202) 433-4132 DSN 288 Other Information (202) 433-7830 DSN 288NAVAL INSPECTOR GENERAL HOTLINEwww.ig.navy.mil 1-800-522-3451 Mon. - Fri, 0800 - 1600 EST FAX (202) 433-2613, DSN 288 E-mail: NAVIGHotlines@navy.milASSOCIATION OF THE UNITED STATES NAVYwww.ausn.org Toll-free Numbers: (866) 672-4968 (866) 683-3647 (Fax)NAVAL WAR COLLEGEwww.nwc.navy.mil (Quarterdeck) Command Duty Office (401) 841-3089/1310 DSN 841NAVY ADVANCEMENT CENTERhttps://wwwa.nko.navy.mil/portal/careermanagement/navyadvancementcenter To e-mail questions, suggestions, or problems to Navy Advancement Center: Advancement Exam Development and Content SFLY_NAVY_ADVANCEMENT@navy.mil Advancement Exam Discrepancies SFLY_N321_DISCREPANC@navy.mil Advancement Exam Ordering and Shipping SFLY_N321_EXAM_ORDER@navy.mil Advancement Exam general Questions SFLY_EXAM_QUESTIONS@navy.mil Non-Resident Training Course (NRTC) (Central Enrollment Mangement and Help Desk) Helpdesk: nrtc@navy.mil Website: https://courses.netc.navy.milNAVY LODGE (24 hours a day, 7 days a week)www.navy-lodge.com 1-800-NAVY INN (628-9466) DSN 942-5173 97
    • Miscellaneous Navy Directory (continued)NAVY-MARINE CORPS RELIEF SOCIETY www.nmcrs.org (703) 696-4904 DSN 426 (703) 696-0144 (Fax)NAVY PROFESSIONAL READING PROGRAMwww.navyreading.navy.milSTANDARD AUTOMATED LOGISTICS TOOL SET - (SALTS) US NAVY SALTS PROJECT: https://www.navsup.navy.mil/ SALTS Help Desk: Click on “Tools and Applications”; scroll down to WinSALTS link (215) 697-1112, DSN 442 E-mail: SALTSHELP@navy.milTRICAREhttp://www.tricare.mil/mybenefit/home Contact information: http://www.tricare.mil/contactus Beneficiary Counseling and Assistance Coordinators Debt Collection Assistance Officer Directory http://www.tricare.mil/bcacdcaoUNIFORM SUPPORT CENTER (CONUS/Guam/HI/V.I./Puerto Rico) https://www.nexnet.nexweb.org/pls/nexauth/wg_select_speed (Customer Service) E-mail: customerservice@nexweb.org 1-800-628-3924 (Mon. - Fri.) From US: 1-877-810-9030 (757) 631-3906 From Overseas: 001-877-432-1736USMC HOMEPAGEhttp://www.marines.milU.S. NAVAL INSTITUTEwww.usni.org General Information - (410) 268-6110 Orders - (800) 233-8764 FAX - (410) 571-1703 FAXUSO WORLD HEADQUARTERSwww.uso.org To make donations: (800) USO-SHOW (876-7469) To contact USO: 1-888-484-3876VIRTUAL EDUCATION CENTER (VEC) (877) 838-1659/492-4684 DSN FAX - (757) 492-5095/DSN 0600 - 2100 CST / 7 days a week (except Christmas, New Year’s, Thanksgiving, and July 4th)FEDERAL VOTING ASSISTANCE INFORMATIONwww.fvap.gov DOD Voting Information Center (VIC) 24 hour recorded service information E-mail: vote@fvap.gov 1-800-438-VOTE (8683), DSN 425-1584* Messsage can be left 24 hours a day, 7 days a week 98
    • Virtual Education CenterCharter The Virtual Education Center is a state-of-the- art call center that provides comprehensive Voluntary Education support to Naval Personnel worldwideServicesContact Information Center for Personal and Professional Development 99
    • Center for Personal and Professional Development Naval Leader Planning Guide (NLPG) Feedback Questionnaire Privacy Act StatementAuthority to request this information is granted under Title 5, U.S. Code 301 and Department of the NavyRegulations Executive Order 9397.Purpose: The purpose of this questionnaire is to collect and compile data to evaluate the effectiveness of theNaval Leader Planning Guide.Routine Uses: The information provided will be used by the Center for Personal and Professional Developmentto evaluate the NLPG and make improvements. Personal data is requested to perform demographic analysis.Information you provide will be considered only when statistically combined with the responses of others andwill not be identified with any individual.Disclosure: The information you provide will NOT become part of your permanent record and will NOT be usedto make decisions about you, which will affect your career in any way. Failure to respond to any questionswill NOT result in any penalties except possible lack of representation of your views in the final results andoutcomes. Your Opinion Matters: Please fill out and send Feedback Questionnaire located on next page 100
    • Demographics 12. How useful is the NLPG to you Name : ____________________________________________ in your leadership role? (Optional) O Very useful Telephone: _________________________________________ O Useful (Optional) O Neutral E-Mail: ____________________________________________ O Not useful (Optional) O Not at all useful1. What is your rank? 6. What is your primary 13. Which of the following areO E-1/2/3 community? most useful you? (check all thatO E-4 O Aviation apply)O E-5 O Surface O Monthly Calendar PagesO E-6 O Submarine O FITREP/EVAL/COUNSELING CalO E-7/8/9 O Medical/Dental O Information for Advancement ChartO O-1 O Seabee O Community Mgrs/Tech Adv ListO O-2 O SEAL/SWCC O Miscellaneous WebsitesO O-3 O EOD/Diver O Personnel Admin Reference IndexO O-4 O CT/IS O Individual Devel Planning PagesO O-5> O Other O Notes Pages O Leadership Tutors2. What is your job title? 7. Other community personnel O Mentoring SectionO Work Center Supervisor only. Please specify community. O Reading ListsO LPO ________________________O CPO 14. Which of the following are leastO Dept. LCPO 8. How often do you use the useful to you?O Division Officer NLPG? O Things To Do PagesO Department Head O Several times a day O Monthly Calendar PagesO Executive Officer O About once a day O FITREP/EVAL/COUNSELING CalO Commanding Officer O About 3 times a week O Information for Advancement ChartO Other O About once a month O Community Mgrs/Tech Adv List O Less than once a month O Miscellaneous Websites3. Other job title only. O Never use O Personnel Admin Reference Index ________________________ O Individual Devel Planning Pages 9. If you selected “never use” in O Notes Pages4. What is your service status? the previous question please O Leadership TutorsO USN explain why. O Mentoring SectionO USNR-FTS ________________________ O Reading ListsO USNR-SELRESO USMC 10. If the NLPG was accessible 15. If the NLPG were revised toO USMC-RESERVE only on NKO, would you use it include only the leadershipO USMC-ACTIVE RESERVE on a regular basis? reference material,without the O Definitely would calendar feature, how likely is it5. How many years of military O Very likely that you would use it? service? O Possibly O Definitely wouldO<1 O Very unlikely O Very likelyO 1-4 O Definitely would not O PossiblyO 5-8 O Not sure O Very unlikelyO 9-12 O Definitely would notO 13-16 11. If you selected “definitelyO 17-20 would not” please explain why.O 20 + ________________________ 101
    • (Fold and tape to seal)DEPARTMENT OF THE NAVYCENTER FOR PERSONAL AND PROFESSIONAL DEVELOPMENTATTN CODE N6 EDITOR NLPG 20111905 REGULUS AVE, BLDG 199VIRGINIA BEACH VA 23461-2009—————————————OFFICIAL BUSINESS CENTER FOR PERSONAL AND PROFESSIONAL DEVELOPMENT ATTN CODE N6 EDITOR NLPG 2011 1905 REGULUS AVE, BLDG 199 VIRGINIA BEACH VA 23461-2009 ............................................................................................................................................................... FOLD ALONG DOTTED LINE ............................................................................................................................................................... FOLD ALONG DOTTED LINE 102
    • Department of the Navy CORE VALUES CHARTERAs in our past, we are dedicated to the Core Values of Honor, Courage and Commitment to build thefoundation of trust and leadership upon which our strength is based and victory is achieved. These principleson which the U.S. Navy and the U.S. Marine Corps were founded continue to guide us today. Every memberof the Naval Service - active, reserve and civilian, must understand and live by our Core Values. For morethan two hundred years, members of the Naval Service have stood ready to protect our nation and ourfreedom. We are ready today to carry out any mission; deter any conflict around the globe, and if calledupon to fight, be victorious. We will be faithful to our Core Values of Honor, Courage and Commitment as ourabiding duty and privilege. “HONOR”I am accountable for my professional and personal behavior. I will be mindful of the privilege I have to servemy fellow Americans.I will: • Abide by an uncompromising code of integrity, taking full responsibility for my actions and keeping myword. • Conduct myself in the highest ethical manner in relationships with seniors, peers and subordinates. Be honest and truthful in my dealings within and outside the Department of the Navy. • Make honest recommendations to my seniors and peers and seek honest recommendations from junior personnel. • Encourage new ideas and deliver bad news forthrightly. • Fulfill my legal and ethical responsibilities in my public and personal life. “COURAGE”Courage is the value that gives me the moral and mental strength to do what is right, with confidence andresolution, even in the face of temptation or adversity.I will: • Have the courage to meet the demands of my profession. • Make decisions and act in the best interest of the Department of the Navy and the nation, without regard to personal consequences. • Overcome all challenges while adhering to the highest standards of personal conduct and decency. • Be loyal to my nation by ensuring the resources entrusted to me are used in an honest, careful and efficient way. “COMMITMENT”The day-to-day duty of every man and woman in the Department of the Navy is to join together as a team toimprove the quality of our work, our people and ourselves.I will: • Foster respect up and down the chain of command. • Care for the personal and spiritual well-being of my people. • Show respect toward all people without regard to race, religion or gender. • Always strive for positive change and personal improvement. • Exhibit the highest degree of moral character, professional excellence, quality, and competence in all that I do. 103
    • Center for Personal and Professional Development “Our mission is to develop the Navy’s workforce by providing education and training opportunities that build personal, professional and leadership competencies in support of mission readiness.” 2011 Naval Leader Planning Guide Please Recycle IF FOUND, PLEASE RETURN TO:___________________________________________________________________________________________________________________________________________________ 104