NJROTC NS-4 Leadership and Ethics 1

Lesson Criticism and the Naval Officer 2

This lesson will present the leadership skills that enable an officer to cope with and offer constructive criticism. 3 Lesson Goal

Learning Objectives 4 Explain the types of criticism, the importance of delivering criticism smoothly, and the receiving of criticism with equanimity. Define the following key terms: constructive criticism, equanimity, performance review, and pernicious habit. State the responsibility of leaders to pass criticism down the chain of command. State the responsibility of officers to pay attention to criticism and to seek in-depth reviews of performance. Lesson 05.01

Learning Objectives 5 Identify the techniques and factors to consider when offering constructive criticism to subordinates. Identify the techniques for leaders to encourage constructive criticism up the chain of command. Identify the techniques for officers to offer constructive criticism up the chain of command. Explain the characteristics of destructive criticism and the leader’s role in averting it. Lesson 05.01

Accepting Constructive Criticism Perfect leaders and perfect followers do not exist. Constructive criticism is a vital element of a leader’s work. Constructive criticism is a judgment or evaluation delivered to an individual with the purpose of improving that individual or his or her performance. 6 Lesson 05.01

Accepting Constructive Criticism The ability to deliver criticism smoothly, receive with equanimity, and elicit criticism is an essential skill. Equanimity is the quality or characteristic of being even- tempered or well composed. 7 Lesson 05.01

Major General Wesley H. Rice, USMC Some young officers put off making decisions. It is far better that they do something, even if it is wrong. If they use all available information, and use judgement and knowledge, seniors will almost always back them. 8 Lesson 05.01

Making Decisions 9 Do not make a decision just to do something. Address the facts before making a decision. Seniors will back them up, allowing them to gain experience. Lesson 05.01

Seniors 10 Selected to the rank they hold Judgment and experience to provide advice Listen to subordinates who have common sense and good judgment Lesson 05.01

Passing Criticism 11 Lesson Everyone in military service has a boss. Critical comments are the mechanism to exercise responsibility and help subordinates.

Course Corrections Officers must pay attention to their boss. Pleasant civility in delivery can still be course correction. Screamers, nitpickers and micro-managers must also be listened to; know your boss. 12 Lesson 05.01

Fitness Reports Officer should not rely solely on fitness reports. The debrief is far more important than the fitness report. During the debrief, ask what areas need work, and then work on those areas. 13 Lesson 05.01

Constructive Criticism to Subordinates 14 Naval leaders set the standard. Readiness, appearance, training, and safety standards Leaders must hold to these standards and pass critical corrections. Lesson 05.01

Implement Standards Some subordinates have neither the ability or dedication to perform. Poor listeners are usually good bluffers. Outcome must be to achieve the goal, not just exercise authority. 15 Lesson 05.01

Criticizing Enlisted Personnel Navy Chiefs and staff NCOs Criticizing the Chief or NCO Courage, confidence, a strong sense of responsibility and sensitivity to all 16 Lesson 05.01

Reviewing Performance Regularly review performance of individuals. Good leaders try to improve individual contributions. Sub-par promoted without proper counseling nor regular performance reviews. 17 Lesson 05.01

Performance Reviews Thorough reviews can be challenging for a leader. Many “unfixables” respond to early, fair and firm counseling. Leaders regularly review individuals performance. 18 Lesson 05.01

Criticism up the Chain of Command Admiral Kazuomi Uchida, former Japanese CNO: An officer should welcome any suggestion. There are occasions the leader cannot adopt the suggestion(s). Others come to believe the leader is a superb decision maker. 19 Lesson 05.01

Accepting Subordinate Criticism Leaders solicit from subordinates: Whose opinion they value. A sample of the organization. Openness to criticism from below can be very helpful. 20 Lesson 05.01

Offering up the Chain of Command Junior officer should speak forthrightly and confidently. “May I make a suggestion?” Put suggestion(s) in writing. 21 Lesson General Robert H. Barrow, USMC

Communication Tools Leaders must do two things: Realize comments may have a low validity factor Maintain an even composure Telling the boss they are mistaken takes courage. 22 Lesson 05.01

ADM McDonald Advice to seniors 23 Lesson 05.01

Critical Comments to Superiors Young officers: Must make appropriate critical comments. Owe the senior their best advice. “Good followers give their best judgment and good leaders listen.” 24 Lesson 05.01

Making Decisions Gen Theodore Roosevelt, Jr.: During WWII, they discovered they landed on wrong beach. “We’ll start fighting the war right here.” Their success contributed greatly to the Allied cause. 25 Lesson 05.01

Destructive Criticism Junior officers occupy powerful positions. Irresponsible criticism destroys unit integrity and effectiveness. Dampens negative wardroom criticism 26 Lesson 05.01

Corrective Improvement 27 Lesson Criticism must be pointed towards corrective improvement. Constant, idle complaint is a pernicious habit. Pernicious habit is a repeated behavior causing moral injury or harm.

Application of the Classic Rule 28 Lesson Safety and operational urgency require immediate corrective action. All others, apply the classic rule “Praise in public, censure (punish) in private.” Regard this rule as sacred.

Success through Cooperation ADM Arleigh Burke, CNO Spent only 2 years at high school and needed academic help at USNA “No man can do very much by himself… 90 percent of what he’s credited for is done by someone else.” 29 Lesson 05.01

Success through Cooperation Any job is done by a group. Happen to have a good chief boatswain’s mate, a good first class, and a well trained crew 30 Lesson 05.01

Understand People Moving a plant in England example British people do not move. That factor was not considered. 31 Lesson 05.01

Understand People Superior plan by a brilliant man He doesn’t know people Not dealing with Americans about moving 32 Lesson 05.01

Education verses Experience Officer showing resentment Senior enlisted speak from experience. Listen to them and recognize comments were given in good faith. 33 Lesson 05.01

Lesson Summary In this lesson you have learned: The various types of criticism, the importance of delivering criticism smoothly, and the receiving of criticism with equanimity. The following key terms: constructive criticism, equanimity, performance review, and pernicious habit. The responsibility of leaders to pass criticism down the chain of command. 34 Lesson 05.01

Lesson Summary In this lesson you have learned: The responsibility of officers to pay attention to criticism and to seek in-depth reviews of performance. How to identify the techniques and factors to consider when offering constructive criticism to subordinates. How to identify the techniques for leaders to encourage constructive criticism up the chain of command. 35 Lesson 05.01

Lesson Summary Lesson In this lesson you have learned: How to identify the techniques for officers to offer constructive criticism up the chain of command. The characteristics of destructive criticism and the leader’s role in averting it. 36