Considerations

Survey	Item	Considerations
HHQ	1	SOPs and safety rules are clearly defined in my headquarters. Establish, communicate (make visible), and enforce performance standards in your headquarters. When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps. COs /Supervisors at all levels must periodically reinforce emphasis on procedures. Review the list/matrix of relevant Issue Papers on this website.
HHQ	2	SOPs and safety rules are enforced in my headquarters. The CO should enforce a "by the book" philosophy. Establish, communicate (make visible), and enforce performance standards in your command. Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fail Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps. Check to see if your junior officers are leading at their level. Involve the officers and senior NCOs on appropriate issues. Monitor aggressive personnel who think rules aren't necessary. Monitor supervisors who think it's okay to cut corners. Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility. Review the list/matrix of relevant Issue Papers on this website.
HHQ	3	Personnel must possess the appropriate experience/skills to earn qualifications in my headquarters. Ensure the qualification process remains robust and honest. There is a tendency to relax standards to obtain a minimum level of qualified personnel when “doing more with less.” Conduct a complete review of each qualification to ensure there are no immediate headquarters shortfalls. Then review the process for qualification to make sure you are teaching the right skills. Develop a weekly qualification tracker to maximize training and eliminate "gun decking." Establish, communicate (make visible), and enforce performance standards in your headquarters. Set the bar extremely high. Personnel only reach as high as the headquarters' stated goals. Officers/Senior NCO leadership personally monitors training sessions to ensure quality. Address (via mentorship, feedback, etc.) supervisors who think it is okay to cut corners and discipline accordingly. Monitor turnover in personnel; conduct 6 month forecast/track personnel moves. Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility. Review the list/matrix of relevant Issue Papers on this website.
HHQ	4	Effective communication exists within my headquarters. Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel. CO sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc. More frequent CO's Calls to ensure the CO is personally getting the word to the troops. I have scheduled CO's Calls for each pay grade in order to emphasize and enhance communication flow. I have engaged the Officer/SNCO leadership and shared the information in the survey. We have discussed command culture, communication, and standardization required to sustain long term production. The leaders of the headquarters are now speaking with one voice. Having an open door policy on safety related issues has greatly improved communication within the headquarters. Attend more meetings and show by example how leadership needs to provide opportunities for juniors to voice their concerns/comments. Leaders sometimes need to "pull" information from juniors, and some command leaders have not yet developed the skill to "pull" information. COs/Department leaders can conduct a quarterly breakfast with the SNCOs to open up lines of communication between each other. Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions. Share all relevant information. Playing "I've got a secret" hurts productivity and morale. All large organizations have communication challenges. Find solutions for the bottlenecks and shortfalls. CO concludes formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me?" . . . . Gets better results. Communication is key across all pay grades. Ensure it happens. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. Effective communication requires feedback. Ensure feedback mechanisms are in place and used. No matter how much technology you throw at a problem, communication still requires face-to-face interaction. Do not allow poor communication due to too much reliance on one-way emails. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Provide a "state of the headquarters" address. It will help you find out where you are and communicate it to your subordinates. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds. Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in." If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns). Ensure intervention options are clearly communicated. Establish a tiger team to look at how to improve communication across the organization. Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas. Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution. Incorporate SNCO and Enlisted meetings with Senior Enlisted in order to improve communication. Review the list/matrix of relevant Issue Papers on this website.
HHQ	5	Effective communication flow exists with external commands. Plan ahead and share plans/timelines with counterparts to improve productivity and morale. Reach out to counterparts in other commands for lessons learned and common concerns. Share all relevant information. Playing "I've got a secret" hurts productivity and morale No matter how much technology you throw at a problem, communication still requires face-to-face interaction. Do not allow poor communication due to too much reliance on one-way emails. Ensure your headquarters solicits and values honest feedback. Establish a tiger team to look at how to improve communication across the organization. Review the list/matrix of relevant Issue Papers on this website. Review the list/matrix of relevant Issue Papers on this website.
HHQ	6	My department provides adequate oversight of similar departments in subordinate commands. Plan ahead and share plans/timelines with counterparts to improve productivity and morale. Reach out to counterparts in similar organizations for lessons learned and common concerns. Share all relevant information. Playing "I've got a secret" hurts productivity and morale If survey results are a "bad surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns). Establish, communicate (make visible), and enforce performance standards in your command. Leadership should establish organizational priorities (at all levels) and live by them. No matter how much technology you throw at a problem, communication still requires face-to-face interaction. Involve the officers and senior NCOs on appropriate issues. Communication is key across all pay grades. Ensure it happens. Do not allow poor communication due to too much reliance on one-way emails. Review the list/matrix of relevant Issue Papers on this website. Review the list/matrix of relevant Issue Papers on this website.
HHQ	7	My headquarters keeps me well informed regarding important safety information. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. Maintain relevant hazard reports, notices, etc. in common use areas to increase awareness/discussion. Ensure the chain of command is engaged. Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Involve the officers and SNCOs on appropriate issues. I now have each officer to focus their efforts on mentoring and Force Preservation Program. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Ensure your headquarters has a safety climate that encourages reporting safety issues. Ensure your headquarters' Safety Officer and Safety NCO are visible members of your command. Regularly publicize (through multiple venues) the names of the command safety representatives. Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas. Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution. Review the list/matrix of relevant Issue Papers on this website.
HHQ	8	Our headquarters safety representatives effectively promote safety. Assign the strongest and most effective personnel you can afford as safety representatives. Their levels of influence and respect amongst their peers will greatly improve safety programs, teamwork, and communication. Encouraging safety reps to use every morning meeting and evening pass down to address trends and "stay on message." Getting out and visiting the extremely diverse work centers and production divisions. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. Don’t be the “Safety Guy.” Motivate and inspire peers towards safer habits through example and timely information, not inspections and policing of individual actions. Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization. Safety training/interventions are not equally effective with all personnel. Tailor safety programs to reach personnel at all levels. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. I now have each officer to focus their efforts on mentoring and Force Preservation Program. Don’t beat a dead horse. Spammed safety emails, repetitive drive safe briefs, etc. are less effective or ignored compared with more targeted safety training efforts. Reach out to counterparts in similar organizations for lessons learned and common concerns. There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions. Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Routinely encourage your subordinate leaders to work with your Safety Officer /NCO. Ensure your headquarters Safety Officer and Safety NCO are visible members of your command. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. Ensure your headquarters has a safety climate that encourages reporting safety issues. Use safety surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our headquarters. Regularly publicize (through multiple venues) the names of the command safety representatives. Review the list/matrix of relevant Issue Papers on this website.
HHQ	9	My headquarters provides adequate recognition for exceptional safety acts. Ensure your headquarters has an effective safety awards program. Direct more command attention at those who do right than those who do wrong. We have invigorated our internal Safety Award process and we are much more attuned to giving individuals time off from work when we can afford it. Reinvigorated the safety award process to "catch personnel in the act of using solid ORM. Publish a Safety Gram with recognition for personnel accomplishments/acts. Submit a hometown news release and/or letter to family for significant safety acts. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Recognize a Safety–Pro of the Month with a parking spot as a reward. Ensure safety recognition programs (e.g., safety pro, individual/group actions/etc.) are utilized and advertised. Recognize government civilian and contract employee safety achievements, if warranted. Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems. Ensure your headquarters has a safety climate that encourages reporting safety issues. Review the list/matrix of relevant Issue Papers on this website.
HHQ	10	Headquarters members, from the top down, incorporate risk management into daily activities. Integrate the ORM process into planning and executing operations. Assign, educate, and employ ORM instructors in your headquarters. Train personnel to properly use ORM for their high-risk activities. Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Use real life, practical examples of CRM and ORM for training, vice repetitive overviews of the seven skills and ORM steps. The goal is safe operations, not memorization. We reinvigorated the safety award process to "catch personnel in the act of using solid ORM and CRM. We did some small group discussions on how to keep safety briefs impactful and have relooked headquarters processes to ensure the entire audience receives the benefit of ORM training. Do not push personnel beyond their own perception of acceptable risk. Instead, train them accordingly to expand their skill and confidence levels for similar future tasks. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Complacency does kill. Periodically highlight concerns, challenge personnel, question practices, etc. to raise awareness . . . instead of waiting for a mishap to wake up the organization. Are ORM Worksheets in your command being "gamed" by personnel to keep go/no-go decisions at their level? Review the list/matrix of relevant Issue Papers on this website.
HHQ	11	My headquarters makes good use of special staff (e.g., legal, chaplain, medical, etc.) to assist high-risk personnel. Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation). Review personnel jackets for drug/alcohol histories. Ensure your headquarters Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk personnel. Integrate the ORM process into identifying/managing high risk personnel. Monitor aggressive personnel who think rules aren't necessary. Ensure your junior officers are leading at their level. Involve the officers and senior NCOs on appropriate issues. Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel. Beware of and monitor fatigue levels of your personnel. Ensure your headquarters Safety Officer and Safety NCO are visible members of your command. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Review the list/matrix of relevant Issue Papers on this website.
HHQ	12	My headquarters' privately owned vehicle (POV) / private motor vehicle (PMV) program is working well to reduce POV/PMV incidents. Review the CMC Safety Division PMV Safety Program Resources at https://www.safety.marines.mil/Branches/Ground/PMV/ Review the National Highway Traffic Safety Administration Traffic Safety resources at http://www.nhtsa.gov/ Review the National Highway Traffic Safety Administration AADD and Designated Driver resources at https://www.nhtsa.gov/campaign/drive-sober We conducted a free safety vehicle inspection throughout 2 days to enable our folks to get their car(s) inspected, before driving extended distances. Implement additional rest and driving restriction measures, especially during periods of inclement weather and extended work days. We revamped the pre-holiday vehicle inspection checklist and personal ORM plans. Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers. Incorporate mentorship at every level. Ensure your headquarters safety council/committee programs are effective. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Despite laws/regulations, personnel continue to use cell phones. Emphasize the benefits of calling before driving, using a hands-free device, or asking passengers take important calls. Do not text and drive. Hazards are too easily missed, vehicle control is hindered, and reaction time is severely impaired. COs/Safety Officers should conduct periodic seatbelt and cell phone checks of personnel arriving/departing headquarters parking areas to emphasize commands' commitment to standards and safety of personnel. Promptly notify personnel of impending hazardous weather conditions to reduce commuting mishaps. Adjust base working hours to avoid highest levels of local commuter traffic. Review the list/matrix of relevant Issue Papers on this website.
HHQ	13	My headquarters' motorcycle safety program is working well to reduce motorcycle incidents. Review the Army Combat Readiness/Safety Center Motorcycle Mentorship Program information on https://safety.army.mil/OFF-DUTY/PMV-2-Motorcycles/MOTORCYCLE/tabid/365/Default.aspx Review the Motorcycle Safety Foundation resources at http://www.msf-usa.org/ Review the National Highway Traffic Safety Administration motorcycle resources at http://www.nhtsa.gov/Safety/Motorcycles We are spending more time getting to know the riding habits of our riders through very interactive senior rider and motorcycle mentors. We have a dedicated motorcycle safety officer who is a motorcycle rider. This collateral duty is separate from the formal ground safety officer to allow him to be a true SME on the subject. I have mandated a mentorship program for riders in my command. I have a written order on our motorcycle club membership and who must be in it. We have recently conducted PPE training and its use off base and repercussions of getting caught without it. The base has agreed to conduct a one day sport bike class training day just for my headquarters so that I can get the rest of my sport bike riders trained. We are now screening our Marines better as they check in to ensure they are attending the basic riders and sports bike course as required. We have better included our ATVs and Dirt bikes into our motorcycle club and have also upgraded our documentation of training. We have scheduled rides on the company TEEP to ensure more active and transparent participation in the program. Compare our riding program with other headquarters’ riding programs. Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support. Learn your motorcyclists' habits, concerns, and equipment shortfalls through active mentorship. Integrate the ORM process into identifying/managing high risk personnel. Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Communication/Marketing of base motorcycle programs is essential. Many motorcyclists are unaware of courses, mentorship programs, regulations, etc. Encourage prospective motorcyclists to take the base courses BEFORE purchasing a motorcycle. They will be a safer rider from the moment they leave the showroom (or they may even forego the purchase altogether based upon their course experience). All motorcyclists are NOT the same. Older, more experienced touring motorcycle riders have significantly different habits and risks than young, inexperienced sport bike or dirt bike riders. Tailor motorcycle training and safety programs accordingly. Work with base safety to improve courses and offer your most experienced riders as mentors/instructors. Base motorcycle courses are often insufficiently held or overbooked. Allow your riders to attend when they obtain a quota. Schedule course quotas for your personnel and/or arrange a special class with the base to ensure all of your riders are trained. Assist "motorcycle-only" owners in finding car pools/alternative transportation during inclement weather. Less threats for those who haven't taken the basic rider's course, more positive influence to take them on their own. Have an actual motorcycle rider (preferably senior) be in charge of the program. Carefully plan group rides to prevent excessive separations at traffic lights. Trailing riders often speed to catch up with group, greatly increasing their risk. Group rides, though beneficial for morale, may increase the risk of injury/accident to motorcyclists riding in close proximity to each other. Use ORM to evaluate the benefits and risks associated with the skill level of your riders. Have headquarters or base safety rep follow behind group rides with duty truck to act as a safety observer, carry a first aid kit, and assist motorcyclists with any equipment failures. Have motorcyclists share incident and accident stories during training and club meetings. This form of "ready room" discussion promotes mentorship, camaraderie, and risk management to avoid similar events. Concentrate your motorcycle safety program efforts on new and inexperienced riders who have never had accidents because they are more likely to take risks. Purchase a headquarters first aid kit that can be carried in a motorcycle saddle bag during group rides. Programs that are supportive of motorcyclists (e.g., clubs, track days, group rides, specialized courses) will bring your motorcyclists "out of hiding" and improve operator safety. Expert stunt shows, etc. are a mixed blessing. Without a strong message, they may encourage rather than discourage risk-taking behavior. Have a guest speaker with a bad motorcycle accident story, preferably one in which PPE saved their life. Encourage Navy Exchange/PX/local stores to offer high quality/low cost PPE. Ensure riders have recent first aid training. Invite contractors and government civilians to attend headquarters motorcycle activities. Add a training segment for headquarters automobile drivers on motorcycle visibility, separation distances, and safely sharing the road. Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not. Review the list/matrix of relevant Issue Papers on this website.
HHQ	14	My headquarters' drinking and driving policies are working well to reduce DUI events. As the CO, I talk about DUI awareness more. After the survey I shared some key statistics with our unit, openly clarified a policy change that occurred over the course of several DUIs...and had our DUI Marines share some of their stories. I honestly believe that DUIs occur mostly because many are unsure about how bad (intoxicated) they are...and we can't stop talking about how the decision to not drive under the influence must occur before the drinking. Began a peer alcohol awareness group to target at risk Marines. I reissued all new Arrive Alive cards and held a formation for every Marine to hold up and show - to include myself. The message was that is non-attribution to use and enables me to help the Marine vice being forced into a purely reactive situation if something bad happens. We are trying to create a sense of family where every Marine looks out for the safety of their brother. We implemented a program for free rides with a duty vehicle. Too many Marines are at risk of drinking and driving. Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Advise all personnel to have a plan (e.g., designated driver, taxi numbers, bus schedule, etc.) before a night on the town. Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk. Have medical, law enforcement, or safety reps clear the confusion. Eliminate alcohol at headquarters functions. It sends a mixed message on Drinking and Driving program efforts. Offer incentives for DUI incident reduction (e.g., time off for three months without a DUI incident). Punish the individual, not the command, for DUI offences. Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, etc.). Too often, vehicles to communicate are overlooked. I don't expect people to remember what I said two weeks ago. If it's important, publish it or restate it often. Incorporate mentorship at every level. Ensure your headquarters safety council/committee programs are effective. Establish, communicate (make visible), and enforce performance standards in your command. Officers and SNCOs set the standard for alcohol use at home and deployed. Establish a volunteer designated driver program, they are often more effective that Arrive Alive and other options. Review the list/matrix of relevant Issue Papers on this website.
HHQ	15	My headquarters' off duty and recreational activity safety program is working well to reduce injuries. Do not use scare tactics. Educate your personnel on the hazards and ORM. Train personnel to properly use ORM for their high-risk activities. Locate mentors and training opportunities for your personnel who are involved in high risk activities. Use OD&R survey results to tailor safety programs to match the activities of your own personnel (i.e., don't have a lecture on boating safety if no one owns/operates a boat in your unit). Page 13 entries, Line of Duty briefs, etc. are not just for motorcycle riders. Personnel who conduct any high risk activity should be aware of the consequences of their actions. Develop base-sponsored activities/training on various recreational activities to preclude accident-driven learning curves by novices. Support your personnel in conducting their OD&R activities safely . . . labeling and ridiculing particular activities does not reduce those activities, it only builds resentment. Encourage alcohol-free activities. Similar to port call efforts, work with the base special services to offer tours, classes, special events, etc., along with transportation, so junior personnel have a variety of low-cost, non-alcohol related activities. Continue to place flyers, bulletins, notices, etc. concerning OD&R activities on bulletin boards and information racks for easy access near lounges or other gathering spots. Emails and Web pages are too often ignored or ineffective. Have field meet PME's by rank (i.e., NCO's, SNCO's, officers) and have personnel participate in the activities with SME's observing and teaching the rights/wrongs. Review the list/matrix of relevant Issue Papers on this website.
HHQ	16	My headquarters' Substance Abuse Control Program is working well to address the risks of drug and alcohol abuse. The first step in fixing problems is to identify them (e.g., surveys, communication, process reviews, supervision, etc.) Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being. Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems. Review personnel jackets for drug/alcohol histories. Incorporate mentorship at every level. Integrate the ORM process into identifying/managing high risk personnel. Reach out to counterparts in similar units for lessons learned and common concerns. Don't reinvent the wheel. Make needed adjustments to shortfalls, leave the processes that work alone (and reinforce them). If the same problems areas continue to arise, your prior interventions are not working. Try more focused interventions and track their effectiveness. Establish, communicate (make visible), and enforce performance standards in your command. Review the list/matrix of relevant Issue Papers on this website.
HHQ	17	Members of my headquarters work well together. Plan ahead and share plans/timelines with personnel to improve productivity and morale. Assign teams/tasks across organizational boundaries to reduce rivalries and build camaraderie. Communication is key across all pay grades. Ensure it happens. Do not allow poor communication due to too much reliance on one-way emails. Recognition, teamwork, and empowerment are often more effective in increasing operational effectiveness than threats, micromanagement, and over-emphasis on problems. Be aware of improper perceptions by your personnel. Leaders set the example. Outstanding command leadership teams are "brilliant on the basics." Direct more command attention at those who do right than those who do wrong. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Involve the officers and senior NCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
HHQ	18	Headquarters members do not cut corners to accomplish their job/mission. Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work. Carefully communicate all task requirements to prevent these and other misperceptions. Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale. When standards and rules invite "workarounds" due to their complexity, lack of clarity, or ineffectiveness, submit changes to the standards and rules! A "we've always done it that way" mentality will only lead to further complacency, rule-bending, and potential incidents/mishaps. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situation where they feel pressure to cut corners, or discuss anything else on their minds. Monitor supervisors who think it's okay to cut corners. COs/Supervisors at all levels must periodically reinforce emphasis on procedures. Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility. Beware of and monitor fatigue levels of your personnel. Monitor and be aware of perceived mission creep. Establish, communicate (make visible), and enforce performance standards in your command. Involve the officers and senior NCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
HHQ	19	My headquarters employs a fatigue management plan (i.e., work-rest policy) to ensure personnel have sufficient rest to perform their work safely. Beware of and monitor fatigue levels of your personnel. Implemented new rules on shift work going to duty in order to avoid excessively tired folks driving home. We are now tracking days off for each Marine in the headquarters to ensure that each person receives adequate time away from work. Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks. Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals. We have looked in-depth at reducing extraneous tasking and learning to say no to requests. Educate your personnel to recognize fatigue "red-flags" (e.g., heavy eyelids, increased yawning, wandering thoughts, head-nodding, etc.) Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel. Review the OPTEMPO of your headquarters and its effect on safety and headquarters performance. Encourage personnel to live near their place of work. Long work days combined with excessive commutes leads to fatigued workers and drivers. Commuting/road travel highlighted as an area of concern? Evaluate policies on rest and travel, ensuring accommodation available for extended and/or late-night events. Review the list/matrix of relevant Issue Papers on this website.
HHQ	20	Training is conducted as scheduled. Hard schedule training. Leadership should establish headquarters priorities (at all levels) and live by them. Set priorities; don't try to do it all every day. Revisit lower priority tasks at the appropriate time. Ensure that scheduled training is provided per the weekly training schedule, or rescheduled immediately if events require a slide. The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks. Maintain proper perspective on operational excellence and safety. Specialized training on rarely used tasks should not take priority over basic skills/proficiency training. Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule. Invest the time (in training) now. It'll cost you, but less than later. Review the list/matrix of relevant Issue Papers on this website. Conduct training to optimize hands on evolutions during the week, vice last event before Friday liberty.
HHQ	21	Individuals in my headquarters are comfortable reporting safety violations, unsafe behaviors, or hazardous conditions. Ensure your headquarters has a safety climate that encourages reporting safety issues. Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel. Direct more command attention at those who do right than those who do wrong. Don't shoot the messenger. Personnel should not fear retribution for raising concerns or pointing out problems. Publish a Safety Gram with recognition for personnel accomplishments/acts. If survey results are a "bad surprise", suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons (e.g., fear of repercussions, complacency/apathy, or the lack of command response/feedback on prior raised concerns). Empower ALL personnel to halt unsafe activities until hazards/risks are resolved. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Be aware of improper perceptions by your personnel. Ensure your headquarters Safety Officer/ NCO are visible members of your command. Routinely encourage your subordinate leaders to work with your Safety Officer/ NCO. A strong "Anymouse" program includes: strategic box location with forms easily accessible, a chain of command routing form, feedback during verbal forums, and public posting of action results. Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds. Ensure your headquarters has an effective safety awards program. Regularly publicize (through multiple venues) the names of the command safety representatives. Review the list/matrix of relevant Issue Papers on this website.
HHQ	22	All members of my unit have the authority to halt unsafe activities until the hazards/risks are addressed. Empower ALL personnel to halt unsafe activities until hazards/risks are addressed. Ensure your unit has a safety climate that encourages reporting safety issues. Direct more command attention at those who do right than those who do wrong. The CO praises even the most junior enlisted member for stopping an action if it is deemed unsafe, even if he's wrong. We will reinforce the concept of "every Marine is a safety officer" as there were a few in the unit that did not feel they could stop an unsafe event. This is unusual in an artillery unit, and the concept will be briefed and included in orders, frag O's, formations, and commander's intent. Ensure your unit has an effective safety awards program. Reinvigorated the safety award process to "catch personnel in the act of using solid ORM. Involve the officers and senior NCOs on appropriate issues. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. Integrate the ORM process into planning and executing operations. Ensure unit members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety PO/NCO. Review the list/matrix of relevant Issue Papers on this website.
HHQ	23	Morale in my headquarters is high. Ensure that the balance between mission accomplishment and quality of life does not result in overworked and over-stressed personnel. Stick to the schedule as much as possible. Rest, morale, and efficiency are improved if unexpected changes, add-on tasks, etc. are moved to the next day's schedule. Survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life. Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being. We've incorporated feedback from the survey into NCO mentor training, linking their efforts with the larger command effort of creating the conditions that enable the success of each Marine and Sailor. The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale. Beware of and monitor fatigue levels of your personnel. COs who prioritize the betterment of their command over the betterment of their careers have the most "operationally excellent" units. Plan ahead and share plans/timelines with personnel to improve productivity and morale. Focus on what you are doing correctly. Show me a headquarters with a strong Sponsor Program, and I'll show you a headquarters that is "Operationally Excellent." Incorporate mentorship at every level. Share all relevant information. Playing “I’ve got a secret” hurts productivity and morale. Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation). Involve the officers and senior NCOs on appropriate issues. Review the list/matrix of relevant Issue Papers on this website.
HHQ	24	My headquarters has enough experienced personnel to perform its current tasks. Although we often “do more with less,” always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals. We have looked in-depth at reducing extraneous tasking and learning to say no to requests. Higher headquarters provides periodic "manpower assessments" to ensure optimum distribution of military occupational specialties (MOSs). Use safety climate surveys to identify weaknesses in personnel placement, then shift personnel as needed to maximize their abilities on the most important issues to our headquarters. Review the OPTEMPO of your headquarters and its effect on safety and headquarters performance. Be aware of collateral mission creep. Monitor turnover in personnel. Beware of and monitor fatigue levels of your personnel. Leadership should establish headquarters priorities (at all levels) and live by them. Conduct a complete review of each qualification to ensure there are no immediate headquarters shortfalls. Then review the process for qualification to make sure you are teaching the right skills. Review the list/matrix of relevant Issue Papers on this website.
HHQ	25	My headquarters has adequate resources (e.g., tools, equipment, publications, etc.) to perform its current tasks. Many hardships are outside your headquarters' control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues, while focusing your attention on the issues you can change. We identified several shops that did not have adequate tools to do their job. We implemented a way for supervisors to identify tool deficiencies and were able to use end of the FY money to get them the correct tools. Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale. Beware of an environment where "work-arounds" are "the way we do things here." Integrate the ORM process into planning and executing operations. Ensure headquarters members are educated in the ORM process to the point that it becomes an automatic or intuitive part of decision making. Involve the officers and senior NCOs on appropriate issues. Implement a push-logistics model for supplying companies/departments with necessary consumable supplies based upon average usage rates. Seek out the agencies responsible for providing support, equipment, and consumables to have sufficient replacements on hand prior to needing them. Review the list/matrix of relevant Issue Papers on this website.
HHQ	26	Leaders/Supervisors in my headquarters set a good example by following standards. COs/Supervisors at all levels must periodically reinforce emphasis on procedures. Establish, communicate (make visible), and enforce performance standards in your command. Outstanding command leadership teams are "brilliant on the basics." Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Check to see if your junior officers are leading at their level. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support. Direct more command attention at those who do right than those who do wrong. Monitor supervisors who think it's okay to cut corners. Review the list/matrix of relevant Issue Papers on this website.
HHQ	27	Leaders/Supervisors routinely monitor operations in my headquarters. Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"? Leaders set the example. Direct more command attention at those who do right than those who do wrong. The SgtMaj and I have implemented policies to improve accountability of leaders and individuals, and renew focus on our mission and the part individuals play in the big picture. COs/Supervisors at all levels must periodically reinforce emphasis on procedures. Beware of an environment where "work-arounds" are "the way we do things here. Monitor supervisors who think it's okay to cut corners. Hold non-performers accountable and counsel those who demonstrate unsatisfactory performance. When accountability is not enforced, the command and control structure, which is held together by trust, falls apart and the command eventually fails. Involve the officers and senior NCOs on appropriate issues. Ensure your subordinate leaders make on-the-spot corrections when they discover unsafe actions. Encourage/Reward subordinate leaders for doing so. Review the list/matrix of relevant Issue Papers on this website.
HHQ	28	Leaders/Supervisors in my headquarters are actively engaged in the safety program. Outstanding command leadership teams are "brilliant on the basics." Organizations with the longest running safety records are likely to become complacent. Maintain awareness through process reviews, mock drills, training, and sharing of incident/mishap information from other organizations. Challenge the SNCOs/NCOs to be more proactive with the troops and ensure the importance of doing things safely is very clear to them. Ensure closer supervision at the NCO level by empowering the NCOs to make decisions regarding safety practices. We have now assigned and advertised the names of safety reps at the company and shop floor level. We have an active safety council that meets regularly to address safety issues. We now try, to the maximum extent possible, to recognize individual Marines for either recognizing and correcting unsafe activities or setting an example of high safety standards. Bolster safety councils by having more ranks represented. Implement a grass roots safety campaign to give junior Marines the opportunity to shape the safety messages vice the usual safety "stand-arounds." Get Safety Standdowns out of the classroom/auditorium. Supervisor facilitated activities, hands-on training, small group discussions, etc. may be more beneficial. There is nothing new under the sun. Seek assistance from those who are familiar with similar situations (e.g., higher headquarters, peers, CMC Safety Division, base services, etc.) instead of wasting time and effort creating "new" solutions. Despite strong initial efforts, do not miss opportunities to reinforce the behaviors you are trying to strengthen. Have NCOs discuss survey results within their work centers to obtain additional clarification of issues and suggestions for interventions. Ensure intervention options are clearly communicated. Maximize safety program "buy-in" by quickly responding to individuals' concerns/ suggestions/ recommendations and by using group-developed solutions (e.g., by work center or "tiger team"). Leaders set the example. Leadership by Walking Around remains the #1 leadership tool as seen through the eyes of junior personnel. Is your command's leadership/supervisors staring at their computer screens or getting "out and about"? Offer a monthly "Retribution Free" discussion period for personnel to allow discussions with leadership and peers about situations where they feel pressure to cut corners, or discuss anything else on their minds. Ensure your headquarters has an effective "anymouse" program. Ensure your headquarters has an effective safety awards program. Unit routinely conducts officer safety council and enlisted safety committee meetings (in accordance with applicable directives) to review SOPs and operating procedures. Periodically invite the Motorcycle Program manager to staff meetings to brief who has completed all the necessary training and who has not. Hold "Town Hall" meetings (Officers/SNCOs, NCOs, and junior Marines) to address positive and negative survey results to allow the Marines to become part of the solution to weak areas. Brief survey specifics at an All Hands Call and discuss root causes and possible solutions. Then conduct a detailed review with an Assessments Working Group to generate a comprehensive long-term plan of resolution. Review the list/matrix of relevant Issue Papers on this website.
HHQ	29	Leaders/Supervisors know who the high-risk members are in my headquarters. Review personnel jackets for drug/alcohol histories. Ensure your headquarters Human Factors Councils (HFCs) and Force Preservation Councils (FPCs) are effective at identifying (and possibly) providing intervention strategies for at-risk Marines. Monitor aggressive personnel who think rules aren't necessary. Be aware of improper perceptions by your personnel. Beware of and monitor fatigue levels of your personnel. Integrate the ORM process into identifying/managing high risk personnel. Establish, communicate (make visible), and enforce performance standards in your command. Incorporate mentorship at every level. Routinely encourage your subordinate leaders to work with your Safety Officer and Safety NCO. Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation). Review the list/matrix of relevant Issue Papers on this website.
HHQ	30	Leaders/Supervisors in my headquarters care about my quality of life. Safety climate survey results show that morale is more strongly affected by leader/supervisor actions than externally driven factors of OPTEMPO, resource constraints, etc. Leaders can improve morale through more effective communications, mentorship, enforcement of standards, and caring for members' quality of life. The foundation for operational success is our ability to lead our personnel, gain and hold their trust, deliver opportunities for personal/professional development, and provide the tools/training/time to perform their assigned tasks. Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals. Ensure personnel and mission readiness are not weakened by an over-emphasis on collateral duties/tasks. Personnel often want to be more involved and/or become mentors. These personnel are a "solution" to a myriad of problems and should be sought out, encouraged, and recognized for their support. Be aware of improper perceptions by your personnel. Use special staff (e.g., chaplain, medical, etc.) to monitor your headquarters' "health" (e.g., morale and motivation). Involve the officers and senior NCOs on appropriate issues. Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel. Beware of and monitor fatigue levels of your personnel. Request station personnel and environmental hygienist’s assistance to inspect and ensure spaces are in good working order. Review the list/matrix of relevant Issue Papers on this website.