Techniques Supervision  can  range  from  almost  no  direct supervision   of   the   highly   experienced,   to   close supervision  for  the  young  and  inexperienced  JO.  Do  not oversupervise. If your workers are capable, experienced and have demonstrated their ability, it would be foolish to supervise them too closely. They may resent it, and their  work  may  suffer. Workers  who  are  young  and  inexperienced, however, need close supervision until they can develop the  skills  and  abilities  necessary  to  do  their  jobs properly. But here, it is not so much a question of super- vision as it is of training. If your workers have never done a certain type of job before, it is up to you to train them. Always  remember  that  the  thoroughness  of  a completed job depends on the petty officer in charge. If you are running an office, the responsibility for any finished product is yours regardless of who does the work. If one of your staff members writes a poor story, for example, it is up to you to edit it or have it rewritten before it goes to the PAO for approval and release. There is no excuse for giving a sloppily written story to the PAO, then blaming your JOSN or JO3 for any errors or blunders  that  are  brought  to  your  attention.  If  you continue passing the buck in this reamer, you will not only lose the respect and confidence of the PAO but that of your staff as well. Be sure that in editing and rewriting you train your juniors, as well as, improve their written work.  Unless  you  can  improve  their  skills  and  the immediate product, you will end up doing all the work yourself. Criticism  and  Praise As a senior JO, you must devote much thought as to whether a job is botched or well done. Never be too quick to criticize. Sometimes an individual may have a good reason for doing what he did in the way he did it. Avoid making unfavorable remarks just for the sake of being critical; you do not want to symbolize trouble every time you appear. Unwarranted criticism may create a feeling of hostility and even be the cause for some of the mistakes you are criticizing. Try  constructive  criticism.  This  means  not  just pointing  out  that  a  job  was  mishandled,  but  also explaining how it can be remedied. Doing this will show that you are trying to be helpful. When you criticize at all, make sure you are right! As with criticism, there is an art in giving praise and encouragement. Public commendation is an excellent aid  in  developing  a  person’s  morale,  but  do  not repeatedly pat someone on the back for doing his job. Never hesitate to thank or praise an individual in such a way that others know of the praiseworthy deed. If one of  your  subordinates  makes  a  good  suggestion  or  goes out of his or her way to do a better job, give credit where it is due. Even if the suggestion is not practical, let the individual  know  you  appreciate  the  thought  behind  it. Be courteous to juniors as well as seniors. Bear in mind that to overdo praise is to lessen its value. Passing the Word Every  good  public  affairs  program  is  based  on information and understanding. Your office relations should be based on the same principle. Keep your staff informed.  Make  sure  they  understand  the  importance of their work and the goodwill to be gained from it for the Navy and the command. If they have to work late or do something out of the ordinary, make sure they know the reason why. Yet, be careful not to overemphasize an obvious  point.  Some  things  just  do  not  require explanations. EVALUATING Learning  Objective:  Recognize  the  public  affairs  office programs  and  products  that  are  evaluated  for completeness  and  efficiency. Every office manager looks for ways to perform functions in a more efficient manner. To do this, you must take a step back and objectively evaluate every facet of the public affairs office operation. As a manager, you evaluate the effectiveness of public   affairs   programs   and   products   while   you supervise. Documentation will help your cause and can range from simple informal note-taking to more formal methods  such  as  the  memorandum  for  the  record  and after action reports. This will help jog your memory and lead to changes at the appropriate time. Another   dependable   method   of   evaluating   is soliciting input from the men and women actually doing the  work.  This  bolsters  pride  and  professionalism, encourages 100-percent effort and gives them a firm sense  of  responsibility. Programs During the evaluating process, be sure to pay close attention to your public affairs programs. Check to see 1-8