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Leadership culture of the marine corps
Leadership culture of the marine corps
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Sergeants of Marines are considered the backbone of the Corps, but a steady rise of fearful NCO’s, is now a common trend. Not ones that fear the terrors of war, violence, or bloodshed, but Marines that fear the pen on a piece of paper, both in combat as well as in Garrison. These are Sergeants that wait for the answer and accept what their being told without debate as opposed to taking split second moves that could be the lifesaving moments needed for their team in a real world scenario. The first step to correcting this problem is at the NCO level. Decisiveness is a leadership trait that is detrimental to the noncommissioned officers reputation within the Marine Corps. By encouraging outside the box thinking and making decisions with full confidence, Marines gain what is needed to ultimately decide when it matters, and most importantly influence junior marines by reinforcing this leadership trait. “Corporal Dunham covered the grenade with his helmet and body, bearing the brunt of the explosion and shielding his Marines from the blast. In an ultimate and selfless act of bravery in which he was mortally wounded, he saved the lives of at least two fellow Marines.” This is an expert from CPL Jason Dunham’s Medal of Honor Citation awarded to him posthumously. The moving words written in this citation merely scratch the surface of CPL Dunham’s courageous actions were that day and how his decisiveness saved the lives of his squad and junior Marines. His acts were not only influential, but also motivational to the Marines underneath him. This is a moment in our history that has been spread throughout the Marine Corps as a prime example of quick decision-making amongst unit leaders. Sgt. Dakota Meyers is another supreme example ... ... middle of paper ... ...e reasoning behind how we lead should not change no matter what environment we are in. Troops listen and absorb our demeanor no matter what disposition we display. When Leaders fail to take initiative as problems present themselves in the rear, junior marines observe this complacent attitude and accept indecisive attitudes that decrease the unit’s ability to problem solve and act as issues arise. Breaking down our role as Marines we are expected and known by the outside world as hard charging, fearless men who ruthlessly wage and win wars by crushing our opponents with relentless force. However, with the ever evolving Marine Corps and the vast differences in MOS and job training we have to hold these Marines accountable, and in order to do so we must continue our long tradition of confident men, who trust their own skills and who make decisions without hesitation.
We all know that from the beginning, Marines are engrained with the mindset to “never back down” regardless of circumstances and regardless of all odds. This is one of the many reasons Marines have become known as the most elite fighting force today. However, imagine this: in your unit there are eighty-nine wounded, twenty-six dead and three are missing. Everywhere you turn there are the bodies of Chinese casualties; later you find out it was over two-thousand confirmed casualties to be exact. To any normal person, this would probably be quite a shocking sight, but as the book “The Last Stand of Fox Company” by Bob Drury and Tom Clavin expresses, to the 10,000 Marines in Fox Company, 2nd Battalion, Seventh Marine Regiment, this grew to be the usual for them.
In order to better understand my leadership philosophy, you must first understand who I am. I spent 8 years active duty in the Marine Corps. Afterwards, I did a multitude of different civilian jobs while pursuing my Bachelor of Science Degree in Organizational Management and Leadership from Friends University. I have been married for almost 20 years and have two awesome boys, ages 1 and 5. I think family is imperative in keeping Soldiers grounded and in a good state of mental health.
...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.
This book contains a powerful dramatization of current Marine Corps doctrine, but it also holds a hidden vision for many Generals. There are lessons in training methodology, leadership, and ethics as well. Because of this, it has made Card’s book, an often read title for many years; Ender’s Game has been a stalwart item on the Marine Corps Reading List since its inception. Then Captain John Schmitt, author of Warfighting (a foundational book on Marine maneuver warfare doctrine) used it to teach. Schmitt said, "Winning wars depends on the quality of the people you put into battle. Start with smart people, train them in imaginative and challenging ways, and ensure you force decisionmaking authority down to the person with a superior awareness of the tactical situation." Ender’s Game was published at the same time Marines started reading The Maneuver Warfare Handbook. We have since institutionalized maneuver warfare into the Marine Corps. The challenge to every generation of Marines is to continue to live up to what Maneuver Warfare philosophy demands of
Jocko Willink writes of his experiences as a Navy Seal Commander, sharing the lessons he learned as a leader in intense battle situations. Jocko’s leadership has zero room for error and must be extremely decisive; lives are at stake. For this reason, Jocko must make the
We cannot possess the courage to be unselfish, be decisive, and be tactful without knowledge, we cannot give loyalty without enthusiasm and endurance, and there is no integrity without courage. Equal devotion to the development of each trait is essential if our ambition is to successfully lead Marines. But, could this same uniqueness require staff noncommissioned officers to utilize fewer of the leadership traits more intensely?
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
Congressional Medal of Honor Recipient Sergeant Dakota Meyers is an inspiration to not only marines like myself but to service members of all branches. Sergeant Meyer not only showed heroic actions in the Kunar Province, Afghanistan but, by answering the nations call when we needed service members to protect our borders from terrorism. Sergeant Meyers showed unwavering devotion to his country in the face of almost certain death by his courage and bravery, and upheld the highest traditions of the Marine Corps and the United States Naval Service. As a nation if we come together to face the problems at hand through bravery and courage we could conquer any problem we face.
Simon Sinek’s idea and concepts of leadership are very similar to ones used by the Marine Corps. The Marines are one of the most successful military organizations around the world. They have achieved success by accomplishing missions and winning battles. Battles fought in difficult terrains, climates and circumstances. They have thrived in times when other military branches are better funded and equipped and never lost sight of their purpose and goal. Marines always seem to defy assumptions. They appear to have something special and different when compared to the other military branches. Extract young man and woman from a broad society filled with different cultural backgrounds and make them a Marine. Furthermore, they prepare these young individuals to fight for this country and give their life if necessary defending it. Marines have no problem standing out. The Marine Corps and Simon Sinek’s ideas and concepts for successful leadership are related because both know “why” they do what they do,
All soldiers, especially leaders, are highly recommended to keep a certain set of values that radiate throughout the entire U.S. Army. They are challenged to keep them near and dear to their hearts and to define and live them every day. A leader is one who takes these challenges serious and abides by
The purpose of this memorandum is to outline my view point on leadership. As a Drill Sergeant, it is my responsibility to transform civilians into well discipline, physically fit, and competent scouts. I am entrusted to uphold the Army standards, live the Army Values and Warrior Ethos, and instill Esprit de corps.
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
...played an excellent model of military ethics. Finally, I showed how my leadership decisions, although not combat related, bear some similarity in vision and ethics to Chesty’s standard, as set seven decades earlier. I can think of no better leader for today’s officers, both commissioned and noncommissioned, to emulate than the most decorated and idolized marine in history.
I was brought up in the Marine Corps with this philosophy and have adopted it as my own. Leading from the front is often times one of the leadership principles that is easier said by some than actually done. Those so called leaders that would tell their Marines to do something that ‘they’ would never really do themselves. Coming in font of your Marines on a Monday morning without a fresh haircut or pressed uniform and actually having the nerve to address them on how ‘unsatisfactory’ they appear. I have actually had the unpleasant experience of witnessing this, from a receiving perspective. Is this what anyone would call Setting the Example?
As an officer in the United States Army, it has been imperative for me to understand every facet of leadership and why it remains important to be an effective leader. During this course, I have learned some valuable lessons about myself as a leader and how I can improve on my leadership ability in the future. The journal entries along with the understanding of available leadership theories have been an integral part of my learning during this course. For all of the journals and assessments that I completed, I feel it has given me a good understanding of my current leadership status and my future potential as a leader. All of the specific assessments looked at several areas in regards to leadership; these assessments covered several separate focus areas and identified my overall strengths and weaknesses as a leader. Over the course of this paper I will briefly discuss each one of these assessments and journal entries as they pertained to me and my leadership.