Navy Enlisted Promotion Chart

Navy Enlisted Promotion ChartNavy Enlisted Promotion ChartInstead of ranks,the U.S. Navyhas rates, which are a combination of job rating and pay grade. Only theArmy,Air Force, andMarines have ranks to debedrngnise personnel in various pay grades. For example, Senior Airmen in the Air Force have the rank of Senior Airman and are in the pay grade of E-4. They are addressed as Senior Airman regardless of what their job actually is.In the Navy, a rate of E-6 depends on the persons job. A person with the rating of Sonar Technician (SG) in the Navy, in the pay grade of E-6, would be a Sonar Technician First Class Petty Officer, or SG1. An E-5 with the rating of Mess Specialist (MS) would have the rate of Mess Specialist Second Class Petty Officer, or MS2.Navy Requirements for Increasing Pay GradesEnlisted personnel in the Navy must meet specific requirements to reach higher pay grades. New recruits can enlist at pay grades from E-1 to E-3, depending on their educational background. New rec ruits enlisting at E-2 or E-3 will be paid at that grade immediately, but they still will wear the E-1 rating until completing basic training. The highest pay grade for enlisted members is E-9. All promotions require the recommendation from a commanding officer based on a performance evaluation. Other considerations includeE-1 to E-2 Complete boot camp. Some local testing may be required.As of January 2019, E-1 pay starts $1,554 per month, and E-2 pay is $1,882 per month. E-2 to E-3 Serve nine months as E-2 and pass required Naval Education and Training Professional Development Center ( NETPDC) exams. Nonresident Career Course and Rate Training Manual (RTM) required. E-3 pay ranges from $1,981.20 to $2,233.50 per month.E-3 to E-4 Serve six months as E-3. Complete technical training through class A school. Complete Personnel Advancement Requirements (PARS) and receive Bureau of Naval Personnel (BUPERS) approval.Navy-Wide Advancement Exams are required for all Petty Officer pay grades . If not already done,Nonresident Career Course and Rate Training Manual (RTM) required. E-4 pay ranges from $2,194.50 to $2,664 per month.E-4 to E-5 Serve one year as E-4. Naval Justice School required for rating Legalman Second Class (LN2). Complete PARS. Complete Petty Officer Second Class (PO2) training course.E-5 pay ranges from $2,393.40 to $3,396.60 per month.E-5 to E-6 Serve three years as E-5. Complete PARS. Complete PO1 training course.E-6 pay ranges from $2,612.70 to $4,046.70 per month.E-6 to E-7 Serve three years as E-6. Complete appropriate technical training through class A school for ratings Aerographers Mate (AGC), Chief Musician (MUC), and Religious Program Specialist (RPC). Complete Chief Petty Officer (CPO) Indoctrination Course. Pass Navy-Wide Advancement Exam and be approved by the Navy-Wide CPO Selection Board.E-7 pay ranges from $3,020.70 to $5.429.10 per month.E-7 to E-8 Serve three years as E-7. Complete CPO Leadership Training Course. Be approved by the Na vy-Wide CPO Selection Board.E-8 pay ranges from $4,345.50 to $6,197.70 per month.E-8 to E-9 Serve three years as E-9.Be approved by the Navy-Wide CPO Selection Board.E-9 pay ranges from $5,308.20 to $8,241.90 per month.Those in the E-7 to E-9 pay grades need to serve anywhere from 26 to 38 years to reach the maximum amount allowable for their respective pay grades.

How to be a good boss (that people actually want to work for)

How to be a good boss (that people actually want to work for)How to be a good boss (that people actually want to work for)I will never forget the first time an employee told me she was resigning.Our team meeting finished and she asked for a few moments of my time. She announced she had a new job, and I was shocked. Nothing I asked or said changed her mind. Watching her walk out of my office, I realized I had failed her s of questions includeWhy do you do this job?What do you aspire to?How do you like to be recognized?What are the strengths/weaknesses of the department?What difficult questions do you have for me?Through ansicht conversations, I have learned what motivates employees, the career ambitions they may not have said out loud yet, and how we can improve our organization.The best bosses provide opportunities for growthStay conversations are vital however, theyre only the first step. You have to then provide the training and chances for your employee to develop and achieve thei r goals.This may include informational meetings with managers in other departments, formal mentoring, leadership development classes, or professional conferences. It could mean creating or re-envisioning a project that will support the organizational goals and align with the individuals strengths. It can also be as simple as a dedicated time outside of an update meeting where they can ask you questions about handling different work situations.Not every one of your staff members will know what they want to do next or what skills they need to acquire. Work together with your employees to identify areas for growth and provide engaging projects.The best bosses maintain high standardsAs leaders, its important to set high standards - as well as to be prepared to help your staff meet and exceed them. Tell your employees that you have their back and you believe in them. If you expect a lot of others and coach them, you will motivate them to achieve what they previously didnt think was poss ible. This is where the magic happens.Dont be afraid to challenge your employees. Do make sure they have the skills and environment they need to be successful.I learned the hard way that I need to specifically tell employees I want them to be their best selves - not me. Remember, high standards should not be code for do it my way. Rather, its about your employees developing their unique skills to build the efforts of the team and the organization.The best bosses champion their employees (wherever they are)Sydney Finkelstein, the author of Superbosses and Dartmouth business school professor, says that managers should focus on developing high potential employees by helping them be the best versions of themselves and leveraging their skills - without retention being the focus. He asserts that by supporting and challenging employees, you will retain them even longer, even though that isnt the primary goal.Even with this in mind, at some point, your employee may outgrow your team - no matter how much effort you both put into making their role valuable. At that time, it should not be a surprise when they say they plan to leave. Great bosses understand this and dont try to hang onto people or hold them back.I have passing thoughts about the employee who resigned unexpectedly all those years ago. I wish her success and happiness wherever she is. What I have learned since then helps me stay focused on my role as a manager and teach others what I have learned along the way. As I have continued to learn and grow as a manager, I have seen the effects of supporting employees ambitions. One more recent departing employee sent me a note, Your grace maintains even after I go through another door. Will always be grateful for that.We never know what doors will open and when we will cross paths again. We should treat employees with the same kindness and support as we did when they entered our organization.This article first appeared on Career Contessa.

Manage Stress at Work by Retraining your Brain

Manage Stress at Work by Retraining yur BrainManage Stress at Work by Retraining your BrainManage Stress at Work by Retraining your Brain Schoen, Ph.D., author of Your Survival Instinct is Killing You Retrain your Brain to Conquer Fear and Build Resilience (Hudson Street Press, 2013.)The ability to perform well under pressure including how we manage stress at work is one of the best skills we can develop. Those individuals who excel under unterstellung conditions often report having a critical business advantage.As important as managing workplace stress can be, few executives or leaders receive training in this essential ability. Instead, most learn about performing under pressure from their own childhood experiences. These may include oral reports, sports, exams or standardized tests that are often given under time constraints.Yet for a large segment of the population, these early experiences have not sufficiently prepared them to thrive under pressure. Instead, they often prepare us to unravel under pressure.A small percentage of individuals actually come into the world pre-wired to perform under pressure. In fact, for some of these individuals, they actually do their best work under these intense conditions.Unfortunately, the majority of us are ill-prepared to manage stress, leaving us to suffer a number of disappointments or frustrations related to high-pressure conditions. The good news is that it is possible to groom ourselves to flourish in these circumstances including pervasive work-related stress.The Brain Must Be RetrainedTo successfully manage stress at work and stress overall requires training two very different regions of our brain to be team players, as opposed to being at odds with each other. The higher-order processing region of the brain is called the cerebral cortex. This is the region that is responsible for problem solving, such as inductive, deductive, abstract, and logical thinking.Meanwhile, an older region of the brain, called the l imbic system, is responsible for assessing danger in the world, in other words, keeping us safe.When the limbic brain senses danger, it activates our survival instinct or the fear response in the brain and body, shutting off power to the higher-order processing region of the brain. Without sufficient fuel in this part of the brain there is little juice left to groe nachfrage the problem-solving machinery.The limbic systems fear response often misinterprets pressure as a threat. The limbic brain is particularly sensitive to this if past experiences of being under pressure have resulted in poor outcomes, such as failure, embarrassment, judgment, or rejection.The Stress Management SolutionHow can we learn to successfully manage stress? The solution lies in retraining the limbic system to experience pressure and discomfort in either a positive or a neutral manner, as opposed to a threat. Stated differently, we are interested in training ourselves to be resilient in uncomfortable conditi ons.In a course I teach at UCLA we do this by conditioning students to welcome pressure-related discomfort, rather than to fear and avoid it.Here are some strategies from this course that can make a significant difference in successfully performing under pressure and in stressful conditions.Accept that pressure-related discomfort is normal. The goal is not to banish stress-related anxiety. If we seek to exterminate it, we only increase our fear of pressure. Instead, practice being more accepting of pressure-related discomfort.Welcome and embrace pressure-related discomfort. Learn to love pressure. Use the power of relabeling, which teaches the brain to interpret pressure in a new way. You can even tell yourself that you cant wait to feel pressure and that you love how it makes you feel.Practice in pressured conditions. Too often we practice our skills in non-pressured situations. It is far better to devote some of your practice time while under pressure. Initially, the goal isnt to get it right, but instead to become acclimated and more comfortable with pressure-related discomfort.Practice under imperfect conditions. The world seldom lines up perfectly. It is far better to practice in imperfect conditions where there are distractions, annoyances, and interruptions. With practice, these imperfections are neutralized, and in many cases, become facilitative of performance.Use Your Sleep to Rewire Your Brain. It is possible to manage stress by using sleep as a tool to rewire your response to pressure and fear.Build up your discomfort muscle. Since the limbic systems fear response is related to perceiving discomfort as a threat, it is important to strengthen its reaction to discomfort.Learn to feel more at ease in other uncomfortable conditions, such as fatigue, hunger, or uncomfortable temperatures. Building your discomfort muscle in other contexts strengthens your tolerance of discomfort and your resilience under pressure conditions.Conquer Fear and Build Resili enceIts clear that there is much we can do to improve our management of stress and stress conditions. If we operate under a dated notion that discomfort is something to avoid, then pressure will continue to feel daunting. But if we learn to welcome and retrain our brains reaction to pressure, discomfort, and imperfect conditions, then we can significantly alter our fear response to pressure.I encourage you to experiment with the above strategies. In my years of working with patients, I have found that they can make a profound difference in shrinking the oversensitivity of the survival instinct and the brains response to fear.Copyright 2014 Marc Schoen, Ph.D. Author BioMarc Schoen, Ph.D., is author of Your Survival Instinct is Killing You Retrain your Brain to Conquer Fear and Build Resilience (Hudson Street Press, 2013.) He has specialized in Mind-Body Medicine for more than twenty five years. In addition to maintaining a busy private practice working with individuals, Schoen is an Assistant Clinical Professor at UCLAs Geffen School of Medicine where he teaches and conducts research on Mind-Body Medicine and Hypnosis. His work has been featured extensively on television, radio, and in magazines and newspapers, in such publications as the Los Angeles Times, Wall Street Journal, Oprah, WebMD, Fortune Magazine, Health, Natural Health, Prevention, Yoga Journal, and many others. Follow him on Twittermarcschoenphd.