navy bpme

To establish policy and assign responsibilities for Navy-wide Enlisted Leader Development Continuum training and education. The instruction establishes policy and assigns responsibilities for ELDC training and education in support of references (a) through (c).

All Navy personnel, both active duty and reserve. The instruction addresses enlisted leadership development across the continuum.

Strong leadership. Strong leadership at all levels is required for mission readiness and accomplishment.

Personal and professional development. Leaders and the Sailors in their charge must embrace their responsibilities and ensure personal and professional development is a top priority.

By building upon existing skills and knowledge. The ELDC is designed to build upon existing skills and knowledge, preparing Sailors for increasing levels of responsibility throughout their careers.

Completion is mandatory and, where applicable, a prerequisite for advancement to the next pay grade. Completion of the identified courses in enclosure (2) is mandatory.

Throughout Navy training and education. Leadership development will be integrated throughout Navy training and education.

Resources and opportunities. Commands shall provide the resources and opportunities for Sailors to comply with ELDC requirements.

Sailors. Sailors are responsible for completing the courses within the prescribed timelines.

The applicable Fleet Master Chief, via the chain of command. Any deviation from enclosure (3) must be reported via the chain of command to the applicable Fleet Master Chief.

E-3 and E-4 Sailors. The Foundational Leadership Development Course supports E-3 and E-4 Sailors.

E-5 and E-6 Sailors. Enlisted Joint Professional Military Education I supports E-5 and E-6 Sailors per reference (c).

Corporate Enterprise Training Activity Resource Systems, or CeTARS. CeTARS is to be utilized as the ELDC program of record for each Sailor attending leader development courses.

Individual study and daily leadership practice. Sailors should be encouraged to perform individual study as well as practice and exercise leadership daily.

E-7 through E-9. Personnel selected to deliver ELDC must be in the pay grades E-7 to E-9.

No; it is a formalized and mandatory ELDC component. Chief Petty Officer Initiation is mandatory for first class petty officers selected for advancement to chief petty officer.

No; it is optional but highly desired. FLDC is an optional, but highly desired, course for E-3 to E-4 Sailors.

Six months as an E-5. Six months time-in-grade as an E-5 is required before ILDC eligibility.

E-7. ALDC completion is mandatory for E-7 advancement eligibility.

At least one year. Minimum of one year after the completion of CPOI is required prior to attendance.

EJPME II and ALDC, respectively. Mandatory for E5- E6 Sailors and is a prerequisite for completion of EJPME II and enrollment in ALDC.

Define, Measure, Analyze, Improve, and Control (DMAIC). The curriculum guides participants through a structured, five-phase problem-solving methodology to identify root causes, develop viable solutions, and create actionable plans.

Before frocking or promotion to CPO. Chief Petty Officer Selectee: Prior to frocking/promotion to CPO, CPOI.

Preparation for responsibility. The purpose of CPOI is not tradition for its own sake, nor endurance as proof of worth. The purpose is preparation for responsibility.

By confronting unsafe, unethical, or toxic behavior. Demonstrate moral courage by confronting unsafe, unethical, or toxic behavior.

The Commanding Officer. The Commanding Officer retains stop authority at all times.

Only when directly tied to leadership, teamwork, and warfighting readiness, with risk management, supervision, and dignity. Physical or demanding events may be used only when directly tied to leadership, teamwork, and warfighting readiness, and must be risk-managed, supervised, and dignified.

Acceptance. The capstone event of CPO Initiation (CPOI) is Acceptance.

The Command Senior Enlisted Leader. Command Senior Enlisted Leaders serve as the primary manager and senior enlisted advisor for CPOI.

Alcohol is strictly prohibited during all CPOI training events. Alcohol is strictly prohibited during all CPOI training events, including interactions with CPO selectees in the classroom, during physical training, or team-building events.

No. Fundraising by CPO selectees is strictly prohibited.

No. Additionally, CPO selectees will not be charged money to participate in any CPOI events.

Integrity, accountability, initiative, and toughness. We pursue excellence in accordance with our core attributes of integrity, accountability, initiative, and toughness.

Nurture both compliance and creativity. Compliance and creativity must both be nurtured in a top-performing team.

The fundamental, even physical elements of their trade. We must know the fundamental, even physical elements of the trade in order to improvise safely and effectively.

Command training, coaching, encouragement, and self-motivation. On-the-job training, to include achieving qualifications, is a blend of command training, coaching, encouragement, and self-motivation.

Opportunities to gain additional qualifications. Once they have achieved the qualifications expected for a tour, they should look for opportunities to gain additional qualifications.

Formal lectures, small group discussions, and coaching. Within the enlisted community, each successive promotion includes local classes that consist of formal lectures, small group discussions, and coaching.

The Naval War College. The Naval War College supports our Navy’s character education and training; they help integrate the competence, character, and connections lanes into a coherent path of leader development.

At pre-execution briefs, during execution, and during debriefs. Character applies in an operational setting—it’s not just for the classroom. The best leaders mention it at pre-execution briefs, during execution, and during debriefs.

Their personal examples. The strongest messages come through our personal examples.

By enabling honest assessment and feedback. Connections enable honest assessment and feedback, promoting rapid learning.

They provide a common frame of reference. The mental models taught in formal schools allow team members to approach new challenges with a common frame of reference.

Plan, Practice, Perform, Progress, and Promulgate. The connections promoted by on-the-job training allow teams to best execute the Plan, Practice, Perform, Progress, and Promulgate (P5) cycle through an open and supportive climate.

Feelings of isolation. Social media and other technologies provide easier means to connect over long distances, but taken too far, they can also foster feelings of isolation.

It produces more effective competence decisions and more ethical character decisions. Diverse groups make more effective decisions in matters of competence and more ethical decisions in matters of character.

To challenge them to become more well-rounded and better. Mentors probe deeply into their protégés’ strengths and weaknesses, challenging them to be more well-rounded and ever better.

Contact the decision-makers and recommend the protégé for the position. We then contact the decision-makers for that opportunity—make a phone call, send an email, have a conversation—and recommend our protégé for the position.

No. Illegal or improper behavior or even the appearance of such behavior will not be tolerated.

No; they are accountable for both professional and personal behavior. We are accountable for our professional and personal behavior.

Courage. Courage is the value that gives us the moral and mental strength to do what is right, even in the face of personal or professional adversity.

The privilege of serving their fellow Americans. We will be mindful of the privilege to serve our fellow Americans.

Work together as a team to improve the work, the people and themselves. The day-to-day duty of every Navy Sailor is to work together as a team to improve the quality of our work, our people and ourselves.

Commander’s intent. One clear implication of the current environment is the need for the Navy to prepare for decentralized operations, guided by commander’s intent.

Both in public and when nobody is looking. As individuals, as teams, and as a Navy, our conduct must always be upright and honorable both in public and when nobody’s looking.

They should take ownership and act to the limit of their authorities. Our leaders take ownership and act to the limit of their authorities.

Be open to capturing it because it may be the best idea. Our most junior teammate may have the best idea; we must be open to capturing that idea.

Rigorous training, the fighting spirit of Navy personnel and steadfast family support. We can take a hit and keep going, tapping all sources of strength and resilience: rigorous training for operations and combat, the fighting spirit of our people, and the steadfast support of our families.

Flexibility, innovation and confidence. Our Navy requires enlisted leaders who are flexible, innovative and confident.

The indoctrination courses previously required upon selection for advancement. The Enlisted Leader Development (ELD) continuum will ultimately replace the indoctrination courses previously required when selected for advancement.

The Naval Leadership and Ethics Center. Courses are intensely interactive and are facilitated by a cadre of instructors trained and certified by the Naval Leadership and Ethics Center.

Twenty-five percent, through NLEC San Diego and NLEC Dam Neck. NLEC is responsible to conduct 25% of the Navy’s needs for ELD via NLEC San Diego and NLEC Dam Neck schoolhouses.

Self-directed study and reflection. Effective leader development includes both formal training and self-directed study and reflection.

The Sailor’s leadership responsibility, including roles and billets, and seniority. Learning events are tailored at each stage in the continuum to the level of a Sailor’s leadership responsibility (roles and billets) and seniority.