Training Train  at  least  one  person  to  handle  your  position, and  do  not  be  afraid  that  whomever  you  train  will surpass   you.   Supervisors   who   train   and   develop subordinates make possible their own advancement, because higher level managers want good people in every  slot. Good  supervisors  provide  for  each  person  in  their unit. They encourage their people to take advantage of educational opportunities. When the individuals in the group feel that a supervisor is interested in their welfare and that the job offers more than just pay, they develop a strong sense of cooperation and loyalty. Setting the Example An important part of your job is to set an example. Supervisors who are enthusiastic about their jobs, who are friendly and good humored, and who foster harmony among  their  associates,  do  much  to  create  a  cooperative attitude in their group by their own example. Giving Credit Do not fail to give credit where credit is due, and do not forget to pass on any credit given to you. Good supervisors  give  full  credit  to  the  team.  Frequent  and sincere praise is a wonderful incentive to individuals and to the group as a whole. Tactful Handling of Personal Problems Personal problems arise almost daily in any group of people. You must tactfully handle each problem. Rumors about any of your personnel, disputes between personnel,  family  troubles,  and  similar  situations  can disrupt the efficiency of the group. Usually, positive action from you is required. Try to solve problems that arise in your shop or between crew members, if solving those problems is within your capability. This does not mean that you should  act  as  a  chaplain,  marriage  counselor,  or psychiatrist. It emphasizes the need for you to be able to recognize the symptoms of problems that require special help, so that you may arrange to have those problems placed in proper hands as soon as possible. In each case, first listen and get all the facts; then tactfully bring about a solution so that all concerned can go back to the job and work in harmony. The best course of action is usually to face problems squarely and honestly, bringing them out into the open on a one-to-one basis, and solving them before they become major  situations. BREAKING IN NEW PERSONNEL Suppose you are in the middle of a rush job. You are behind in your paper work. You have been called to the phone  unceasingly.  You  are  considering  going  on “special liberty” because nothing has gone right. Then, right in the middle of it all, a new crew member, now assigned to your shop or crew, arrives. The most important thing at the moment is to get this  person  off  to  the  right  start.  Remember,  the impressions this individual receives during the first days on the new assignment will carryover for a long time to come. The future attitude of this person concerning the outfit is being molded, good or bad, during this period. Below are some suggestions for properly handling new members of your crew. Put people at ease. Give them a cordial greeting. Make them feel that you are glad to have them. Be tactful. Get their names straight and remember them. Show personal interest. Seek out topics of mutual interest. Ask about their previous work, their families, and  if  they  have  been  properly  berthed. Give them the right point of view. Let them know you  have  confidence  in  them  and  that  you  expect  and demand good work. Now is the time to build proper attitudes  and  loyalty. Tell them about the work. They are eager to know what they will be doing. Show them how their jobs will fit in with the whole picture and help them feel that their jobs  are  important. Give them essential information. Do not confuse them  with  endless  details.  Write  down  for  them  some  of the essential information, since at this time they have so much other information to remember. Introduce the new people to each member of the crew they will work with and to any others whom they need  to  know. See them again at the end of the day. Ask them how  they  are  doing  and  give  them  a  few  words  of encouragement. If  you  cannot  personally  carry  out  the  foregoing suggestions, put new personnel in the hands of a trusted subordinate who is well qualified to handle the situation. Explain the reason for your unavailability and tell the 3-10