to become efficient on the job.  This situation may be  fueled  by  jealousy  on  the  part  of  the  super- visor who reasons that I had to learn it the hard way,  so  they  can  too.”  This  type  of  supervisor needs to learn that subordinates who are taught to be effective on the job can only serve to make the  supervisor’s  job  easier. HIGH   TASK/HIGH   PERSONNEL Many of the following characteristics are ap- parent   in   HIGH   TASK/HIGH   PERSONNEL managers. Loyalty A  senior  RP  who  is  a  HIGH  TASK/HIGH PERSONNEL   maaager   is   loyal   to   both   the command  and  subordinates  in  that  the  assign- ment,  mission,  and  goal  are  always  kept  before all concerned. This manager never loses sight of his  or  her  responsibility  for  the  well-being  of subordinates.  Subordinates  of  this  manager  will always have the opportunity to seek guidance or advice  when  it  is  needed. Attention to Detail The   HIGH   TASK/HIGH   PERSONNEL manager studies each assignment thoroughly by breaking it down into component parts and then studying each detail. In this way, assignments can be  properlly  delegated  if  necessary,  difficulties  can be dealt with before they become real problems, and  operations  can  be  made  to  run  smoothly— all because this manager has a keen eye for detail. Teamwork The   HIGH   TASKIHIGH   PERSONNEL manager is always a strong advocate of teamwork. Through  teamwork,  the  workers  can  see  how  their efforts, regardless of how small or seemingly in- significant,  contribute  to  the  accomplishment  of the  overall  mission. Rapport with Subordinates The  HIGH  TASK/HIGH  PERSONNEL manager  usually  has  good  rapport  with  subor- dinates  and  is  usually  fair  and  impartial  to  all assigned  personnel;  consequently,  the  morale  of the subordinates is high and they are more pro- ductive.  This  is  an  area,  however,  that  must  be monitored  closely  by  managers.  Senior  RPs  can place  themselves  in  an  awkward  and  compro- mising position through overt fraternization with subordinates.  Fraternization  and  rapport  with subordinates are two entirely different things. As a consequence of fraternization, the subordinate may become a close friend of the senior member and in the process lose respect for the authority position of that person. Then, if a situation arises where  a  reprimand  must  be  given  or  strict authority needs to be imposed, the effectiveness of  the  senior’s  authority  maybe  diminished,  and the   subordinate   may   feel   confused   and   be- trayed—” I thought the chief was my friend; now he  is  putting  me  on  report  for  being  UA  for  2 hours!” Respect., consideration, and fairness are the basis of good rapport with subordinates and can be extended and exercised by the supervisor even while the supervisor remains in firm control of  the  operation. The Confidence of Others An RPC or RP1 who is an effective manager and has the respect and admiration of others will be  a  welcome  asset  in  any  command.  If  the chaplain. and commanding officer know that the chief or first class RP can be relied upon for timely completion  of  any  assignment,  then  this  person will  be  viewed  as  a  valuable  team  member  who will  contribute  to  the  success  of  the  Command Religious  Program  and  the  command  mission. Efficiency Whenever the RPC or RP1 manager possesses all the characteristics mentioned abovee, the result will usually be a highly competent and effective chief  or  first  calss  petty  officer.  Commanding officers will note superior performance and make appropriate  recognition.  Also,  such  efficiency  is likely  to  be  reflected  in  the  amount  and  caliber of  work  produced  personnel  assigned  to  the HIGH  TASK/HIGH  PERSONNEL  manager. Commanding  officers  and  chaplains  will  realize that  not  only  can  the  chief  or  first  class  RP  be expected  to  do  a  good  job,  but  so  can  the  RPs supervised  by  this  individual. CONSISTENCY  OF  STYLE As  noted  above,  most  managers  devebp  one of  these  four  managerial  styles.  Although  slight deviations may occur from time to time, generally the managerial style adopted when a member is first  advanced  to  petty  officer  will  be  the  style 5-7