This famous playwright Shakespeare once said, “By your entrances and exits shall ye be known.” General Amos became the Marine Corps’ 35th Commandant in 2010, taking the helm as fiscal storm clouds darkened the horizon. His leadership, always attentive to the welfare of the Corps and his Marines, focused keenly on the future: budget cuts, force structure reductions, the balance of operational and family readiness in the shadow of intense operational tempo, and the pending drawdown from the wartime footing of a service more than a decade at war. General Amos faced an additional challenge: one not previously addressed on the scale required to be useful as a historical reference. The challenge is that of sexual assault: a challenge that threatens to tear at the very soul of the Marine Corps. “Sexual assault is an ugly mark on our proud reputation; it goes against everything we claim to be as United States Marines… It is a crime… and we will eradicate it from the Corps.” The key to success lies in effective messaging and the “buy in” of the young Marines. The infamous 1991 Tailhook convention prompted congressional inquiry and investigation into the occurrence of sexual harassment throughout the armed services. The findings of the investigating body opined that the scale of sexual harassment and assault that took place at the Tailhook convention was so large that it constituted a “one of the kind of event.” Of greater concern, was the question of leadership and culture. “The attitudes that permitted it to occur are not isolated. Rather, they are so widespread in the services that basic, cultural change will be necessary to limit the harassment.” To achieve cultural change, the committee proposed the following tools: 1) lea... ... middle of paper ... ... suicide prevention. Vitally, the NCOs Council could provide insight to bridge the communication gap between senior leaders and the millennials, thus, building the road towards the cultural change needed to eradicate sex crimes from the Marine Corps. Nothing replaces the role of the commander to champion the purpose of the SAPR program and create a command climate that fosters trust and confidence in the leadership. The Commanding Officer’s charge is to ensure good order and discipline within the ranks, to create a command climate of trust and respect, to be the engaged leader that will drive the cultural change required to eradicate sex crimes from the military. However, the NCOs will spark the “buy in” of the young Marines: the “buy in” that will be the difference between cultural change and an annual training requirement. Seek their input.
As Marines, we have a well-known motto “One Team, One Fight” that creates an image of strong unity that everyone regardless of rank or size plays an important role. Everyone is necessary to complete the mission. In this book, one particular Marine, (then) Captain Bill Barber, has a story that since has become a crucial tool used as teaching material today for multi-level Marines everywhere. This book serves as a testimony to Captain Barber’s will in the midst of extreme opposition and sets the example of the for mentioned mindset
In 1996, Captain Derrick Robinson, Sergeant Delmar Simpson, and Sergeant Nathanael Beech were arraigned for their suspected involvement in one of the biggest sex scandals the United States Military had seen. According to CNN, between these three men, charges of rape and adultery were pending in a huge case of sexual misconduct against female soldiers at Aberdeen Proving Ground in Maryland (CNN, 2996). Following this incident, the United States Military took it upon themselves to open a telephone hotline to encourage the reporting of similar harsh crimes. Furthermore, the spike in reporting influenced extensive research to examine the prevalence of rape against women soldiers in the U.S. Military (Titunik, 2000). This paper will explore the dynamics of rape against women soldiers in the military and the research done on its prevalence.
...at it means to be an NCO. These are our new instruments of war as we face this new, and often intangible enemy. However, it is important that we do not pick and choose which to heed. In our modern Marine Corps we, too often, become impersonal when dealing with those under our charge. We write on our standardized counseling sheets once a month, and are ever ready to serve up a negative counseling or a charge sheet. While these things have their place, we must make sure they do not replace the idea that we, as NCOs, are here to serve those Marines under our charge. No matter what the battlefield. No matter what the fight. NCOs will continue to be the backbone of the Marine Corps. As we press forward, let us never forget the leadership traits that guide us. And let us never forget the NCOs that came before us that taught us what being an NCO is truly all about.
While many of these changes include the advancements in technology and ingenuity, nothing can replace the rich history, proud culture, and bright future of the NCO Corps. Though several additional factors doubtlessly play roles in the strength and continuity of the corps, I do not believe any have contributed to the extent of the solid rank structure, efficient training network, and passionate NCO Creed. These elements have worked together in continuously strengthening and molding the NCO Corps, and they will remain building blocks that will project the Army into the
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
military members who share harsh, traumatic, or even funny events obviously become closer through the bond of a mutual experience. This is particularly true for Marine infantry; many Marine are brought up in different areas of the US, with different values, ages, religious and political beliefs. However different we all might look on the outside, the fact that we’ve all been through good times and bad with each other makes us closer than any civilian could understand. After being a Marine, I find that I’m close to, and always will be, than my civilian friends who I’ve known for years. Along with this, Pressfield talks about how, under all the glory and allure of fighting for one’s country exists the real reason that warriors fight; for our brothers in arms. Political beliefs, government stances, and flags go out the window, only to be replaced by concern for the safety and well-being of the men to our left and right. All of these things are reasons why it is difficult for civilians to understand what it’s like to be a warrior. This is perhaps embodied best in our motto, Semper Fidelis; Always Faithful, to our brothers and those who depend on
Kitfield, James. “The Enemy Within”. The National Journal. 13 September 2012. Web. 4 November 2013 http://www.nationaljournal.com/magazine/the-military-s-rape-problem-20120913
Service members Legal Defense Network, ""Conduct Unbecoming: Sixth annual report on Don't ask, don't tell, don't pursue, don't harass.” (2000): 1. Print.
From the mothers and fathers of the daughters and sons in the military to the friends that are left back home when someone enlists and prepares on their journey, this film provides a starting point to influence conversation’s about the sexual violence and injustice prevalent across the DOD. The film speaks out to the audience’s emotions by delivering jaw-dropping statistics all while providing a strong ethical basis of trustworthy resources, interviews, and statistics. This documentary is a great example of how using pathos, ethos and logos to implore an audience to question how the DOD reacts to MST. By combining all these rhetoric appeals, Kirby is able to convince the audience that there is sexual misconduct in the military and there is no evidence to prove that they are doing anything about
As a Marine, it is imperative to have leadership skills along with being capable of working with others. This book was written to enhance the reader’s mentality of how the Marines operate. It informs those who are looking into the service, and provides an in depth look into the trials and tribulations it has been through—as well as conquered. This book substantially explains the vigorous training platoon 3086 went through in order to earn the title of being a Marine.
The NCO Creed states, “I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army” (‘The NCO Creed’). That verse alone should be the most inspiring part that all Noncommissioned Officers should love to hear because it’s true in many aspects. The question to ask is, are we driving it in the right direction. There has never been a time in our history when Soldiers needed competent and strong leaders more than today. The social complications that our young Soldiers face are beyond what any generation before them has had to endure and learn and navigate. The military are looking for leaders who can be role models for these Soldiers. Anyone can tell a soldier what to do, but a good leader can show, direct and motiva...
In the United States Army, there are two categories of rank structure, the enlisted corps and the commissioned corps. The enlisted corps within itself contains leaders, who are referred to as Noncommissioned Officers, or NCOs. These individuals, whose ranks range from Sergeant to Sergeant Major, are responsible implementing the guidance and command policies provided by the Commissioned Officers and commanders in their units. NCOs are also responsible for the welfare and training of junior personnel. The US Army provides regulations and manuals with step by step guidance for the most trivial of tasks, but it fails to spell out specific and concrete information on how to be an NCO. There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction for how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right even if the two seem to contradict one another.
The history of Lieutenant General Lewis B. “Chesty” Puller is not well known outside of the U.S. Marine Corps, but as the most decorated marine in history his legend will live on and continue to inspire the marines of tomorrow. The enlisted corps has idolized him, frequently encouraging one another to do that last push up when motivated by fellow marines saying “Do one for Chesty!” The purpose of this essay is to demonstrate that Chesty, using current day leadership theories, was a visionary and ethical leader who exemplified the characteristics that our nation’s military needed during World War II and still needs today. I will explain how he embodied some principles of Full Range Leadership Development that are taught today. Then I will describe how he demonstrated his ethical leadership through combat actions when faced with general military ethics situations. Finally, I will examine how my own leadership abilities, though noncombat focused, compare to how Chesty led his marines. Let’s begin by exploring the visionary leadership that Lt Gen Puller exhibited.
The purpose of this essay is to discuss the issue of rape and sexual assault in the military. The number of attacks for rape and sexual assault in the military are at an all-time high. Women have recently been allowed to fight on the front line. While this may be a huge achievement for women-kind, for this woman, it is a very scary thought. I am a junior at Texas Academy of Biomedical Sciences; a school geared towards students wishing to enter the medical field. I may be forced to join the military one day if a war breaks out and women are needed to protect the country. I would be happy to serve my country if I did not have to be scared of my fellow soldiers. Rape and sexual assault are major issues in the military and have been for many years without much effort to decrease the attacks. I am suggesting that unless the rape and sexual assault issue is fixed, the amount of people joining the military, specifically the women, will decrease greatly.
The term “accountability” means the fact or condition of being accountable; responsibility. Perhaps the most important result of accountability is trust, which is an essential in any type of relationship. Being accountable to something means that you’re willing to make commitments and be responsible for your own actions. This promotes trust between you and the people around you. Whether you are in the battlefield or not you could always rely on the marine to your left or right. In the Marine Corps, the average age of a marine ranges from 18-21 years old. For some they treat the ages from 18-21 years old differently because how irresponsible they can be, but if you are willing to hold yourself accountable to this trust, you’re telling the people around you that going to admit it and make amends. Without accountability, you may only catch these habits when mistakes have already been made and your team has already suffered the loss. NCO’s are like mentors or leaders in our lives. They will come to you when they need a task to get done and if things get done correctly and efficiently and in return they will reward you with putting in some good words. This increases exposure that will lead to more broad opportunities in the Marine Corps.