influence  others,  so  you  must  always  exhibit  a strong sense of personal integrity and dedication to  your  work  and  to  the  Navy. The  most  challenging  task  you  will  have  is adjusting to your role as a supervisor. Now is the time  to  start  preparing  yourself  for  the  job ahead. Prior knowledge of both professional and administrative duties will put you ahead. Proper training  and  diligent  study  will  prove  itself beneficial when you are called upon to lead others. To  help  you  prepare  for  the  job  ahead,  we will   acquaint   you   with   some   of   the   common administrative   and   professional   duties   and responsibilities of an EA3. We will not attempt, however,  to  discuss  the  basic  techniques  of leadership; they are adequately covered in  Military Requirements   for   Petty   Officer   Third   Class, NAVEDTRA  10044,  and  Military   Requirements for   Petty   Officer   Second   Class,   NAVEDTRA 10045  (latest  revisions).  You  need  to  carefully review those basic leadership techniques and apply them, where applicable, in all phases of your job. Also,  in  this  section,  you  will  learn  to  recognize the  scope  of  other  general  duties  and  responsi- bilities  associated  with  an  EA3  in  a  typical SEABEE  billet  or  assignment. Several   other   administrative   duties   and responsibilities  that  you,  as  an  EA3,  may  be exposed   to   or   tasked   with   in   your   current assignment may be that of an EA2 or higher. You will  notice  that  this  section,  for  the  most part,  will  discuss  only  your  duties  as  outlined in  the  current  EA3  occupational  standards. ASSIGNMENT  AS  TEAM  LEADER Normally, assignment as team, party, or crew leader  is  awarded  to  you  at  the  EA2  level. However,  in  some  cases  in  which  you  hold seniority  in  years  over  the  rest  of  the  junior personnel assigned to your team or section, you will  be  called  upon  to  perform  EA2  duties  and occupy  a  position  of  higher  responsibility.  EA3 supervisory  roles  have  been,  at  most  times, assignments as party chief of a survey crew or a drafting  room  supervisor. In   general,   your   duties   as   a   crew   leader or  party  chief  will  involve  planning  work assignments,   supervising,   coordinating   your work  with  the  work  of  other  teams,  initiating requisitions,  and  keeping  time  cards.  Information that will aid you in carrying out these duties is given  below. Planning  Work  Assignments Proper  planning  saves  time,  effort,  and  money for  the  Navy  and  makes  the  job  easier  for  all concerned  parties.  The  following  pointers  will  help you  in  planning  day-to-day  work  assignments. UNDERSTAND  THE  TASK  CLEARLY.— When  you  are  assigned  a  task,  whether  in  writing or  orally,  the  first  thing  you  should  do  is  make sure  you  fully  understand  just  what  is  to  be accomplished.  Don’t  be  afraid  to  ask  questions. Find out the answers from those in a position to supply the information you need. Make sure you know  the  priority  of  the  project,  required  time of completion, and any special instructions that must  be  followed.  When  the  task  is  assigned orally, take detailed notes. Don’t leave anything to memory; you might forget important informa- tion or instructions. A good supervisor carries a notebook  at  all  times. KNOW   THE   CAPABILITY   OF   YOUR CREW.—   You   should   always   consider   the capability  of  your  crew  when  planning  for  the accomplishment of each assigned task. With this in mind, you can determine who is to do what and how long it should take to finish the job. Realizing that  idleness  tends  to  breed  boredom  and discontent, plan to have another job ready to start as  soon  as  the  first  one  is  finished. ESTABLISH DAILY GOALS.— Each work- day, encourage your crew to work together as a team  to  accomplish  these  goals.  You  want  your goals to be such that your crew will be kept busy, but make sure they are “realistic” goals. During a  contingency,  people  will  make  a  tremendous effort to meet the deadline. But these people are not  machines.  When  there  is  no  anticipated urgency, they cannot be expected to continuously achieve an excessively high rate of production. In your  planning,  you  should  allow  for  those things  that  do  not  contribute  directly  to  the accomplishment  of  the  assigned  task,  such  as in-house technical training, safety stand-down and other administrative matters. SELECT   PROPER   METHODS,   EQUIP- MENT, AND SUPPLIES.— When you are plan- ning an assigned task, you should consider every possible method that could be used to accomplish 16-6