maintained   throughout   that   member’s   Navy career. The RP3s and RP2s who see themselves as  having  adopted  the  second  managerial  style listed  above  may  contend,  “Yes,  I’ll  admit  that I’m  LOW  TASK/HIGH  PERSONNEL  manager now;  but  when  I  make  chief,  I’ll  change  to  the HIGH   TASK/HIGH   PERSONNEL   style.”   This is a commendable line of reasoning, but in reality it seldom occurs. A manager usually continues to operate in the same managerial style that he or she  adopted  initially. FLEXIBILITY  OF  THE  MANAGER Flexibility in management may be viewed by some  as  inconsistency,  but  personnel  managers should  prepare  themselves  to  serve  in  quite different  situations  by  taking  advantage  of  the good  points  of  all  the  above  managerial  styles. For  example,  if  the  HIGH  TASK/LOW  PER- SONNEL  manager  is  given  an  assignment  that calls   for   an   inordinate   amount   of   interaction between manager and subordinates, the manager should  consider  a  reevaluation  of  the  LOW PERSONNEL  style  of  personnel  management. Or,  if  the  HIGH  TASK/HIGH  PERSONNEL manager is confronted with a situation in which assigned personnel are not performing properly, a further tightening of disciplinary controls may be required to correct the situation. In any case, flexibility is the key. LEADERSHIP  AND  GUIDANCE OF PERSONNEL Navy organizational structure (in essence, the chain of command) sets the stage for leadership and  guidance  of  personnel  within  the  Department of  the  Navy.  The  chain  of  command,  when  used properly, is the most effective leadership tool in today’s  Navy.  Lower  echelon  personnel  should seek  and  receive  guidance  from,  and  make  reports to,  those  in  higher  positions  of  authority  in  the chain of command. And higher echelon personnel should guide and communicate with personnel at lower  echelons  by  using  the  chain  of  command in reverse order. DISCIPLINE,  GOOD  MORAL CONDUCT,  AND  SELF-CONTROL Discipline,  good  moral  conduct,  and  self- control must be maintained by all members of the military  in  order  to  accomplish  the  command mission and goals. At basic training, recruits are taught basic elements of military discipline and learn  basically  what  is  expected  of  them  in  regard to military behavior. The leading chief and leading petty officer are to expand this learning experience through  close  supervision  of  subordinates.  The subordinates  who  respect  authority  and  whose military behavior is beyond reproach can usually advance  quickly  in  the  Navy. ENLISTED  PERFORMANCE EVALUATION   SYSTEM The enlisted performance evaluation report is the most significant personnel management tool in  the  enlisted  service  record.  This  tool  is  used primarily   by   the   Commander   Naval   Military Personnel  Command  in  making  advancement  and assignment decisions. It is also used to determine eligibility for the Good Conduct Medal, reenlist- ment,  character  of  service  at  time  of  discharge, continuation on active duty, and appointment to warrant  or  commissioned  status.  The  performance appraisal process cannot be overemphasized and demands  command  attention. Input to the Evaluation Report by the RPC or RP1 Senior petty officers should be tasked by the command  chaplain  to  provide  input  to  the  evalua- tion  report  of  assigned  personnel.  Because  LCPOs and LPOs are the first-line personnel managers, they   come   in   contact   more   frequently   with subordinates  than  does  the  chaplain,  division officer, department head, or commanding officer and  can,  therefore,  provide  a  more  detailed  report of  daily  performance. Documentation Leading  RPs  should  maintain  either  a  file folder   or   notebook   in   which   performance highlights can be documented as they occur. Thus, the  RPC  or  RP1  will  not  be  forced  to  rely  on memory at evaluation reporting time. The subor- dinate must be informed that such a record exists and is being maintained. The leading RP must also permit the subordinate to see the documentation if  the  subordinate  so  desires. AWARDS   AND   COMMENDATIONS Incidents  of  outstanding  or  exceptional  per- formance  and  award  recommendations  should 5-8