Leading Marines.com

Marine Corps Leadership Principles

2012-02-05T15:28:36Z

Retired Marine Colonel and long-time test consultant Rick Craig describes the Marine Corps Leadership Principles, how they apply to Marines and how civilians can use USMC Leadership Principles to become a better leader and, as a result, a better test manager or tester.

Former Joint Chiefs Chairman recalls lessons from battlefield

2012-02-03T23:47:12Z

MCB QUANTICO, Va. (Jan. 3) -- Retired Gen. Peter Pace still remembers the Marines who were killed in battle under his command in Vietnam, and at Reasoner Hall on Jan. 23, he began rattling off their names and ranks for the students of Fox Co. at The Basic School.

Retired Gen. Peter Pace addresses the lieutenants of
Fox Co. at Reasoner Hall, days before they graduate
from The Basic School. Photographer: Mike DiCicco

Rather than live racked by guilt over those deaths, Pace said, he let those men provide him with a moral “crutch” for the rest of his life. “I made a deal with myself that I would live my life in a way that would respect their sacrifice,” he told the officers, who would graduate days later.

As a lieutenant in the battlefield, which many members of Fox Co. will soon become, Pace said it’s easier to do the dangerous work oneself than to delegate it to others knowing that they could be injured or killed. However, he warned against giving in to this temptation.

“Taking care of your Marines includes not getting yourself killed,” he said, adding that Marines wanted their commanders to lead, not do the work of a lance corporal. “If you get yourself killed, you have robbed your unit of a leader.”

Pace, who went on to eventually serve as commander in chief of the U.S. Southern Command and as the first Marine to hold the positions of vice chairman and then chairman of the Joint Chiefs of Staff, is one of three outside general officers who speak to all seven classes that graduate TBS each year. His talk on Monday was the culmination of Fox Co.’s ethics curriculum.

Capt. Roberto Scribner, protocol officer at TBS, said Pace was a favorite speaker on ethics and leadership because he had experience at all levels, from platoon leader to advisor to the president and from Vietnam to Washington, D.C., and “because he’s always been outspoken about doing the right thing, regardless of the consequences.”

Pace, however, remembered a time when he almost did the wrong thing. While he was patrolling near a village, a sniper shot his machine gunner, who died in his arms, he said. Enraged, Pace called for artillery fire on the village, drawing a look from his sergeant. “I could tell by the way he was looking at me I was doing something wrong,” he recalled. He called off the artillery and conducted a foot sweep instead.

Until that day, he said, he had thought his “moral compass” was firmly set. “That stunned me, what I was capable of doing,” he said, adding that he did not know how he could have lived with himself if he had ordered a shelling that killed innocent people. Making sound ethical decisions “is so fundamental to who you are as an officer and who you are as a human being,” he said.

Much like his situation outside that village, Pace said, the most difficult moral challenges arise when one is least prepared to deal with them, and they are never identical to some lesson studied in TBS. Rather than memorizing coursework, he said, the students need to train themselves to decide and act under pressure. He told them how he tries, at the start of each day, to work through the ethical challenges the next 24 hours might bring. Though most of those dilemmas never arise, he said, the exercise helps keep him thinking about who he is and how he makes choices.

It takes only three to five seconds to make a serious decision, Pace said, even if that short time seems like an eternity when facing one’s boss. “You’ll know whether it’s you or not, and if it’s not you, don’t do it,” he said. “You have your name and your integrity, and nobody can take either one of those from you. You can give them away, but nobody can take them from you.”

Among the most important moral and operational obligations officers have is the responsibility to take care of their Marines, Pace said. This means developing relationships with those in their command, learning about the problems they face and, when possible, helping with those problems. “Take five minutes a day and talk to one of your Marines about anything but the ongoing mission,” he advised.

“The reason to take care of your Marines is, it’s absolutely what you should do as a leader,” he said. But he added that, in addition to fulfilling a moral obligation, this kind of leadership also results in a higher-functioning unit, in which Marines will understand their commander’s intent and do their best to achieve the desired outcome. On the other hand, if a leader cares more about climbing the ranks than about his or her subordinates, those Marines will execute orders verbatim, regardless of the results, and let their commander bear the consequences, Pace said.

He advised against adopting the leadership styles of others if they don’t feel natural, recalling the time when he experimented with bawling out an errant subordinate simply because a more experienced sergeant regularly used this approach. “I felt like a complete fool,” he said. “Don’t do what you’re not comfortable doing. You’ll come across as phony.”

He reiterated this theme when a student asked how to prepare for losing Marines in the field. While leaders deal with the situation differently, Pace said commanders should let their Marines see that they care about them and that they are human too. “I’ve got a lot of Italian blood. Tears might come to my eyes quicker than yours,” he said, adding that he had never been embarrassed about letting his men see him cry for a fallen comrade. He suggested talking with the unit about the Marine who had been lost. If a commander feels some responsibility for the death, he should say so, Pace said. “I think if you just do what you’re comfortable with, you’ll be OK.”

And he urged the officers to stay calm under pressure and to have some fun with their units when possible. “The worse things are, the more you have to find a little humor,” he said.

After a long career including lofty positions, Pace told the lieutenants in the crowd that the job that had made the biggest impact on his life and character was his time as a second lieutenant on the battlefield. “If you’re sitting here wondering if you’re good enough, you’re my guy,” he said.

— Writer: mdicicco@quanticosentryonline.com

Steve Jobs by Walter Isaacson

Marine Corps Leadership Trait LOYALTY

2012-01-29T15:36:04Z

The Marine Corps Leadership Trait Loyalty means that you are devoted to your country, the Corps, and to your seniors, peers, and subordinates. The motto of our Corps is Semper Fidelis!, (Always Faithful). You owe unwavering loyalty up and down the chain of command, to seniors, subordinates, and peers.

The motto, Semper Fidelis, represents the loyalty to those on their left and right, from the Marines they fight alongside to the communities they will one day rejoin.

Resources

14 Marine Corps Traits

The Servant (A Simple Story About the True Essence of Leadership)

2012-01-28T22:16:14Z

The The Servant: A Simple Story About the True Essence of Leadership is a short story that every Marine can quickly read and, more importantly, relate to. It strikes at the heart of Marine Leadership - we serve those who we have the privilege to lead.

In this absorbing tale, you watch the timeless principles of servant leadership unfold through the story of John Daily, a businessman whose outwardly successful life is spiraling out of control. He is failing miserably in each of his leadership roles as boss, husband, father, and coach. To get his life back on track, he reluctantly attends a weeklong leadership retreat at a remote Benedictine monastery.
To John's surprise, the monk leading the seminar is a former business executive and Wall Street legend. Taking John under his wing, the monk guides him to a realization that is simple yet profound: The true foundation of leadership is not power, but authority, which is built upon relationships, love, service, and sacrifice.

Along with John, you will learn that the principles in this book are neither new nor complex. They don't demand special talents; they are simply based on strengthening the bonds of respect, responsibility, and caring with the people around you. Perhaps this is why The Servant has touched readers from all walks of life—because its message can be applied by anyone, anywhere—at home or at work.

If you are tired of books that lecture instead of teach; if you are searching for ways to improve your leadership skills; if you want to understand the timeless virtues that lead to lasting and meaningful success, then this book is one you cannot afford to miss.

Marine Corps Leadership Trait TACT

2012-01-26T01:12:32Z

TACT is defined by the Marine Corps blog as “You can deal with people in a manner that will maintain good relations and avoid problems. It means that you are polite, calm, and firm.”

You must be able to maintain your professionalism in all situations. You might lose your TACT and get the job done this time, but lose something bigger in the process. How you treat all Marines goes a long way to establishing trust and enables long term relationships that foster mission accomplishment. As a leader you must learn to work with everybody, not just who you want to.

"In the real world, TACT usually refers to theability of one Marine to approach another about a deficiency or otherwiseuncomfortable situation without the interaction devolving into an altercation.

This trait can be difficult for some Marines to acquire, especially for thosewho seem to pride themselves on being brash and abbrasive. Those Marines inparticular can find it challenging to flip the switch between “hotshotMarine” and “tactful Marine”. I’ve seen a couple ofthose Marines get charged with disrespect among other things as a result of notbeing tactful when talking to a senior Marine.

However, TACT should be a two-way street to acertain extent. A leader has an obligation to be tactful when addressing hissubordinate just as the subordinate has an obligation, but obviously, thesubordinate bears a larger burden.

I found myself in a position where I, as a leader,needed to be tactful when addressing one of my junior Marines. This particular junior Marine had a bit of a hygiene problem … and by that, I mean he smelled as though he only took a shower once a week or so despite us doingphysical training three or four times a week. Having poor physical hygiene is obviously not good for any Marine, let alone one who often talks with seniorleaders (which Marines in my job field do on a regular basis).

At first, I found it challenging to tactfully address the junior Marine in a way that would not create a sour work environment. I firmly believe it the work environment would have beennegatively impacted for all the Marines if I had right off the bat abbrasively told the Marine he stank and needed to take a shower. Instead, I pulled him aside, away from his co-workers, and tactfully offered him more time after PT to go to the base gym and take a shower.

I believe that interaction between us – me showing him I respected what could be a very embarrassing situation and tactfully addressing it away from his fellow Marines – earned me a lot ofrespect from that junior Marine who went on to be my best and hardest working writer.

TACT must be employed by senior and junior Marinesif they want to communicate effectively. It helps foster a good work environment and breeds respect among all Marines.

If you think you need to work on your TACT (and most of us do to one degree or another), I encourage you to first think before you speak … think about what you’re about to say and what you wantto accomplish with your words; think about how the other person could take it,and make sure what you want to accomplish will not be set back by how the person will most likely take what you say.

Leaders must command respect, and part of that isrespecting their subordinates. A leader helps prove that respect for theirsubordinates by tactfully and respectfully interacting with them (of course,that is unless a real Marine Corps ass-chewing is really warranted)."

Resources

14 Marine Corps Leadership Traits

LEADERSHIP AND COMMAND UPDATE FOR OIF

2012-01-20T02:16:53Z

LEADERSHIP AND COMMAND UPDATE FOR OIF 04-06.II

Attack, Attack, Attack: Be positive. Be aggressive.

Three Priorities: God, Family, and Corps. Take care of all three.

Lead by Example: If the leader will, the Marine will. Take care of and lead your Marines.

Standards and Discipline: Reward those that meet/exceed the standards of the Corps; discipline and lead those who do not. Marines want standards and discipline.

Dignity and Respect: Hazing; we all know what it is. It will not be tolerated. Equal Opportunity; every Marine is judged on his individual potential and merit.

Character and Integrity: Do the right thing. The 5 Don’ts in this battalion are; don’t lie, don’t cheat, don’t steal, don’t do drugs, and don’t disrespect NCOs.

NCOs: The NCO will be the backbone of this battalion. A unit lives and dies on the leadership of its NCOs.

Basics: Block, tackle, hit and penetrate. Execute the basics well and all else will become doable. Every Marine must be a master at field-craft and small unit tactics. Good squads/sections make a great battalion.

Focus on Combat: “Hit what you are aiming at” Marksmanship is the cornerstone of infantry skills. Every shot must be scored; in training with a range book, in combat with the blood of our enemy. Be as good in the dark as you are in the light.

Physically and Mentally Tough: We will focus on combat fitness. We must hike with heavy loads, be able to carry a wounded Marine and be proficient in close combat. A unit that is not physically fit is not mentally fit and is not combat ready.

Unit Identity: We are a team ready for combat. The battalion’s reputation is important. Protect it, have pride in it. We are the Teufelhunden. (Devil Dogs)

Winning: Winners talk and act like winners. Winning is a habit. Success breeds success. Pretty soon it becomes a self-fulfilling prophecy.

Force Potection: While our focus is on killing the enemy; we also need to focus on not killing ourselves. NCO’s will be held responsible for the safety of their Marines and their weapons handling.

J.D. Alford

Lt. Col. USMC

Passion of Command: The Moral Imperative of Leadership

The Warrior Ethos

From the Horse's Mouth: Selected Thoughts on Small-Unit Leadership

A Fifthteenth Marine Corps Leadership Trait

2012-01-16T22:37:52Z

Found this great article in the Desert Warrior, the Marine Corps Air Station Newspaper, by Sgt Maj William Wiseman. The title is "Discernment: The Fifthteenth Leadership Trait?"

The Sgt Maj brings up an excellent point. It just isn't good enough to make decisions, we must be able to comprehend the rationale behind their decision. As the Sgt Maj says, "If Marines can grasp the concept of possessing a level of discernment they will never hear their boss say, "Good initiative but poor judgment."

Marines, read The Fifthteenth Leadership Trait? online
in the Desert Warrior.

Marines-Helping-Marines at MilitaryUniformExchange.com

Books on Leadership in Organizations, and Management for Marines

2012-01-08T00:10:02Z

The following books about Leadership in Organizations, and Management are recommended for Marines by the Lejeune Leadership Institute.

The 9 Natural Laws of Leadership
The application of quantum physics-a science that describes larger patterns within seemingly chaotic systems-to the laws of leadership. Most applicable for large, headquarters organizations. This should be read with Wheatley’s Leadership and the New York Sciences.

Zapp! The Lightning of Empowerment: How to Improve Productivity, Quality, and Employee Satisfaction
The concept of empowerment of subordinates from the co-author of The One-Minute Manager. Essential reading for implementing Total Quality approaches to involving the entire organizations.

Principle-Centered Leadership
Covey’s long term, inside-out approach to developing people and organizations, based on articles that originally appeared in Executive Excellence magazine. Premise is people and organizations should center on certain “true north” principles or natural laws.

The 7 Habits of Highly Effective People
This is the best seller that brought Covey into national prominence.

Out of the Box Leadership: Transforming the Twenty-First Century Army and Other Top Performing Organizations (Monographs in Leadership and Management)
The authors provide a compilation of works from military, academic and other leadership professionals with a focus on future Strategic Leadership of Military organizations and future security environment of the information age.

The 21 Irrefutable Laws of Leadership Workbook: Revised & Updated
A study of leadership from over thirty years of leadership experience by John C. Maxwell.

Management for Quality Improvement: The 7 New QC Tools (Productivity's Shopfloor)
An insight into the original implementers of TQL: the Japanese, their methods and programs. Diagrams, charts, formulas and matrixes for implementing TQL.Recommended for TQL validation researchers.

Rules & Tools for Leaders
A practical guide to leadership effectiveness for military leaders and corporate managers.

The Deming Management Method
This is a detailed, step-by-step explanation of Deming’s leadership/management techniques. An edition was published for Dept. of the Navy personnel with an endorsement by the Under Secretary of the Navy, J. Daniel Howard. The first “required reading” submitted by the Navy’s Executive Steering Group for Total Quality Leadership.

Leadership in Organizations (7th Edition)
Gary Yukl explains the theories and practice of leadership in organizations through the use of case studies.

Marine Corps Leadership Trait DECISIVENESS

2011-12-29T21:38:42Z

"Marines use the information they have to respond quickly and decisively, because the worst decision is not making one."

The Marine Corps defines the Leadership Trait DECISIVENESS as "Being able to make good decisions without delay. Get all the facts and weight them against each other. By acting calmly and quickly, you should arrive at a sound decision. You announce your decisions in a clear, firm, professional manner."

More information on the Marine Corps Leadership Traits

Books on Theories and the Philosophies on Leadership for Marines

2011-12-24T19:52:59Z

The following books about war and leadership are recommended for Marines by the Lejeune Leadership Institute.

Taxonomy of Educational Objectives Book 1: Cognitive Domain
This is an important book for understanding the “levels” of learning-knowledge, comprehension, application, analysis, synthesis, and evaluation. The book is useful when considering how learning takes place.

An Integrative Theory of Leadership
Chemers looks to define leadership and examine different leadership theories. He then presents ways to combine various theories to fit specific situations. The book also reviews subjects such as the impact of culture and women in leadership.

The Moral Warrior: Ethics and Service in the U.S. Military (Suny Series, Ethics and the Military Profession)
Cook provides an outline of ethical issues and professional ethics in the U.S. military.

Leading Minds: An Anatomy Of Leadership
A case-study/historical narrative approach to leadership theory from author of cognitive psychology bestsellers. Interesting study of universal and enduring features of leadership.

Moral Issues in Military Decision Making
Colonel Anthony Hartle examines the complexity of military ethics in our current environment. He provides an outline for which military decisions should be made.

Evaluating Training Programs: The Four Levels (3rd Edition)
An interesting study for anyone evaluating curriculum or training programs. It identifies four levels of effectiveness for any training program: reaction, learning, behavior, and results.

Men Against Fire: The Problem of Battle Command
This is a reflection on leadership by one of the most important and respected American military theorists of the 20^th Century, S.L.A. Marshall. This book had great influence on the military culture’s view of leadership and management through the 1950’s.

Leadership: Theory and Practice
Northouse takes a look at different leadership theories in depth and the practice of leadership.

War, Morality, and the Military Profession.
This book provides the foundation on issues of military ethics.

Leadership and the New Science: Discovering Order in a Chaotic World Leadership explained through quantum physics, chaos theory, and biology. Good introduction to the concept of the new sciences. This book is most applicable to larger, complex organizations and their staffs.

Rolling Loadout Bag

Marine Corps leadership trait ENTHUSIASM

2011-12-21T00:59:19Z

SOC Gear Bugout Bag - 600 Denier Poly/Canvas - Coyote

The Official Blog of the Marine Corps defines the Marine Corps Leadership Trait ENTHUSIASM “a sincere interest and exuberance in the performance of your duties. If you are enthusiastic, you are optimistic, cheerful, and willing to accept the challenges.”

"Many who are unfamiliar with the Marine Corps often ask why Marines move around so much, and honestly, I think a large part of it is tied into this trait. It can be difficult to maintain an extremely high level of ENTHUSIASM for your job after doing the same thing in the same place with pretty much the same people for years on end.

Marines changing units and locations allows them to maintain a level of ENTHUSIASM and more importantly should ensure that level doesn’t dip way down.

ENTHUSIASM, like many traits, is contagious in both directions. A leader who is enthusiastic will inspire the same from his Marines; at the same time, one who is more apathetic will certainly infect those around him with his apathy and bring a large number of them down.

So how does someone regain their ENTHUSIASM once they’ve lost it? That can be a very difficult proposition. Most of the Marines I’ve seen who’ve lost ENTHUSIASM have done so because they lose sight of the part they play in the bigger picture.

In order to maintain or regain your ENTHUSIASM, you have to understand your role – whether it be a cook, baker, or candlestick maker – and how that role impacts the organization as a whole.

The Marine Corps is full of support roles, and every single one of us plays a role in keeping the wheels turning. Without administrators, Marines wouldn’t go on Temporary Additional Duty trips;without disbursers, Marines wouldn’t get paid; without supply, Marines wouldn’t get the gear they need; without public affairs specialists, the public would completely forget what it is the Marine Corps does which would lead to the Corps’ eventual demise.

As leaders, we must ensure those in our charge are constantly reminded of the important role they play, and we must challenge them on a regular basis not only to ensure their growth but also to keep them focused." SSgt. Greg Thomas

Books about Leadership and War for Marines

2011-12-14T23:09:11Z

The following books about war and leadership are recommended for Marines by the Lejeune Leadership Institute.

Morale: A Study of Men and Courage
A study of how to create and maintain morale in combat that helps to analyze professional leadership issues.

Foundations of moral obligation: The Stockdale course
A compilation of lectures the author gave while at the Naval War College drawing mostly on Admiral Stockdale’s experiences as a POW in Vietnam.

The Fifteen Decisive Battles of The World From Marathon to Waterloo This book reflects on major battles dating back over 2,000 years ago that altered the course of history.

Yanks : The Epic Story of the American Army in World War I
A look at how General John Pershing fought WWI with his senior officers George C. Marshall, Douglas MacArthur, and George Patton.

Women in the Military: An Unfinished Revolution
The author takes a look at the history of women in the military and how they have influenced current military operations.

Leadership: The Warrior's Art
Kolenda has compiled a collection of military papers focusing on the history of combat leadership, combat leader development and future combat challenges for leaders.

Small Unit Leadership: A Commonsense Approach
This book can be used as a basic guide to help junior leaders develop basic theory, techniques and an understanding of effective leadership.

Passion of Command: The Moral Imperative of Leadership
This is a book by Colonel Bryan McCoy about preparing for war and a personal account of the first push into Iraq.

Follow Me II: More on the Human Element in Leadership (v. 2)
This is a collection of stories that help to explain the human side of leading men in battle and the lessons learned from the leaders that tell the stories.

Follow Me: The Human Element in Leadership
This work is comprised of stories and experiences of leadership the author had through out his military career.

Challenge of Command (West Point Military History Series)
A collection of insights into different aspects of command and recommends future readings to continue a leader's education of command.

Making the Corps: 10th Anniversary Edition with a New Afterword by the Author
This book takes a look at the making of enlisted Marines in Parris Island, South Carolina.

The Fifth Discipline: The Art & Practice of The Learning Organization
A book on leadership and organizational theory that shares much common ground with Covey’s Principle-Centered Leadership. Focuses on learning organizations and systems thinking-a programmatic orientation that fuses shared vision, mental models, team learning, and personal mastery.

Military Leadership: In Pursuit Of Excellence
A collection of articles on values of traditional military leadership and an introduction to affective management theories by officers serving with the Department of Behavioral Science and Leadership, U.S. Air Force Academy.

Military Leadership: In Pursuit Of Excellence

This book is a guide on developing subordinate leaders and the practice of direct leadership.

Assistant Commandant Sets the Record Straight

2011-12-10T02:43:43Z

Article By Maj. Kelly Frushour

The Assistant Commandant of the Marine Corps, Gen. Joseph F. Dunford Jr., spoke to the Center for Strategic and International Studies Dec. 7. Highlights of his presentation include:

An historical perspective of draw downs

Notably he spoke about how our nation has gotten it wrong in the past (i.e. post World War II) and how the effects of that draw down had serious repercussions during the Korean War. He noted that there is a human cost to not getting draw downs correct as was demonstrated by the fate of Task Force Smith – the Army battalion initially sent to respond to the advance of the North Korean People’s Army.

Task Force Smith suffered tremendous casualties of killed, wounded or missing. He used that example to illustrate the consequences of not getting it right. They were not properly manned, trained, or equipped. He summed it up by stating, “When we talk about getting it right or getting it wrong. What we’re talking about is our ability to send Americans in harm’s way with the wherewithal to accomplish the mission, with minimal loss of life and equipment.”

The Role of the Marine Corps

Dunford explained that the WWII draw down was crafted by the day’s best strategists, and they got it wrong. Their predictions about the future were wrong. And historically, we don’t have a good track record of making accurate predictions about what the future holds. The one thing we can safely say is that the future security environment is complex, dynamic and most importantly, uncertain.

This is why the mission of the Marine Corps as it was crafted in the early 1950’s by the 82^nd Congress makes sense. In 1951 and 1952, Congress held hearings about what had happened in early days of the Korean War. They were horrified that we as a nation had sent men into harm’s way so unprepared. After hearing from witnesses and influenced by the actions of Marines on the Korean Peninsula, they determined that the nation needed a crisis response force and that that force should be the United States Marine Corps.

A little more than a year ago, then Secretary of Defense Gates challenged the Marine Corps to define its unique role in a post-Operation Enduring Freedom world. The Marine Corps convened a group of senior leaders called the Force Structure Review Group. That group looked at what the Marines’ mission was as described by the 82^nd Congress, they looked at what the Marines had done in the recent past (to include 130 amphibious operations since 1990), and assumptions about the future security environment. They concluded that the mission of the Marine Corps was unchanged and that America still need a crisis response force in readiness, a force that could deter potential adversaries, demonstrate commitment, buy time for decision makers, respond to crises and enable joint/interagency operations.

Armed with the mission of the Marine Corps, the group determined what size the Marine Corps needed to be. They came up with 186,800.

In response to a question about how much smaller he thought the Marine Corps might get, Dunford said: “After the first round of recommendations we made to the Secretary of Defense, we thought the Marine Corps should be about 186,800. That where we’re at right now. There have been no decisions to go below that. In order to get there (the Marine Corps is currently about 202,000) we’re going to have a deliberate drawdown over the next several years, we think we can draw down about 4-5 thousand a year without breaking faith with our Marines. In other words we can do that through the normal course of events just by adjusting the meter of how many Marines we enlist and reenlist. We will not break contracts with Marines. Staff sergeants with 14-15 years will still be allowed to retire; majors will still be allowed to retire…”

With regard to speculation about the future, he said, “Whatever size Marie Corps we have … what we’re not going to do is have more structure than we can properly man. We’re going to man our units 99% enlisted and 95% officers.”

Read the entire article Assistant Commandant Sets the Record Straight in Marines Blog

Long live the United States. And success to the Marine Corps

2011-12-08T17:54:53Z

U.S. Cavalry

The following are the remarks of Col. Mike Lowe, then the Commander of Marine Corps Base Quantico. Col. Lowe was invited to be a guest speaker at a formal "Mess Night" at the Basic School at Quantico These remarks are very much to the point and the Colonel held the absolute attention of everyone at the mess.

Colonel James M. Lowe

Commander, Marine Corps Base Quantico.

"From that elegant introduction, you may or not have picked up on the fact that I have had 5 tours in Marine divisions, serving in all 4 divisions and 3d MarDiv twice. I have made 8 Marine expeditionary unit deployments, served with the special operations command and have been to every level of PME possible in order to hone my war fighting skills.

Utilizing your great deductive abilities, intellect and experience as Lieutenants, you should have questioned the Corps' collective judgment when they decided to make me a Base Commander! I sure as hell did and I still do!

Look up "base" in the dictionary.

According to Mr. Webster: "lowest part or bottom. Having or showing little or no honor, courage or decency; mean; ignoble; contemptible; menial or degrading; inferior in quality; of comparative low worth".

So... After 28 years of focusing on locating, closing with and destroying, I've got that going for me!

That's ok! Go ahead and laugh! There is at least one future base commander sitting among you right now!

Seriously, I am honored to return to the Basic School as your guest, at this, one of our most time honored traditions. I have been asked to speak on my insights and experiences as a leader of Marines.

Basically, I was told to talk about what I have learned over the last 28 years of leading Marines. Well, I have only learned eight things, and it will only take me about 60 seconds to share them with you. Now that I think of it, if I had been invited to speak to you the day Charlie Company formed up, I could have probably saved you six months of TBS training.

I thought I would get this structured portion out of the way up front so I could talk about anything I want to, so here goes.

1. Seek brilliance in the basics, always do the right thing, and have a plan to kill everyone you meet.

2. If you are riding at the head of the herd, look back every now and then and make sure it is still there.

3. Never enter an hour-long firefight with 5 minutes of ammo.

4. This one is really important for all of you born North of Washington, DC. Never, never kick a cow chip on a hot day.

5. If you're not shooting, and I can see by your marksmanship badges that some of you are challenged in this area, you better be communicating or reloading for another Marine.

6. There are three types of leaders. Those who learn from reading, those who learn from observation, and those who still have to touch the electric fence to get the message.

7. Anything worth shooting is worth shooting twice. Ammo is cheap.

8. And finally, you might want to write this one down: Never slap a grown man who has a mouth full of chewing tobacco

Now that I've put that check in "proper military instruction" block, are there any questions? Of course not! What a stupid question to ask a bunch of Lieutenants so close to graduation! Now that I think of it, my TBS class stopped asking questions after the first two weeks.

I have a few minutes left; so let's talk about something I like, Marines. Up front, let me tell you how much I admire you. Why is that? Unlike the vast majority of your fellow citizens, you stepped forward and committed yourself to a greater cause without concern for your personal safety or comfort. And you did it knowing that you would gain nothing in return. Except the honor and cherished privilege of earning the title of "Marine Officer".

Individually, you are as different as apples and oranges, but you are linked for eternity by the title "Marine" and the fact that you are part of the finest fighting force that has ever existed in history.

If you haven't picked up on it, I like being a Marine and I like being around Marines. Like most of you are probably thinking, I came into the Corps to do four years and four years only. But a strange happened. I was having so much fun that I simply forgot to get out. Hell, at this point, I am thinking seriously about making the Corps a career!

So what is it that I like about Marines? This is the easy part!

I like the fact that you always know where you stand with a Marine! With Marines, there is no middle ground or gray area. There are only missions, objectives and facts. I like the fact that if you are a self-declared enemy of America, that running into a Marine outfit in combat is your worst nightmare, and that your health record is about to get a lot thicker or be closed out entirely!

I like the fact that Marines are steadfast and consistent in everything they do. Regardless of whether you agree with them or not; that Marines hold the term "politically correct" with nothing but pure disdain; that Marines stand tall and rigid in their actions, thoughts and deeds when others bend with the direction of the wind and are as confused as a dog looking at a ceiling fan!

I like the fact that each and every Marine considers the honor and legacy of the Corps as his personal and sacred trust to protect and defend.

I like the fact that most civilians don't have a clue what makes us tick! And that's not a bad thing. Because if they did, it would scare the hell out of them!

I like the fact that others say they want to be like us, but don't have what it takes in the "pain-gain-pride" department to make it happen.

I like the fact that the Marines came into being in a bar, Tun Tavern, and that Marines still gather in pubs, bars and slop chutes to share sea stories and hot scoop.

I like our motto: Semper Fidelis, and the fact that we don't shed it when the going gets tough, the battlefield gets deadly or when we hang up our uniform for the last time.

I like the fact that Marines take care of each other. In combat and in time of peace.

I like the fact that Marines consider the term "Marines take care of their own" as meaning we will give up our very life for our fellow Marines, if necessary.

I like the fact that Marines know the difference between "chicken salad" and "chicken shit" and aren't afraid to call either for what it is!

I like the fact that Marines have never failed the people of America and that we don't use the words "can't", "retreat", or "lose".

I like the fact that the people of America hold Marines in the highest esteem and that they know that they can count of us to locate, close with and destroy those who would harm them! I like Marines. And being around Marines.

I like the fact that a couple of years ago an elected member of congress felt compelled to publicly accuse the Marine Corps of being "radical and extreme". I like the fact that our Commandant informed that member of congress that he was absolutely correct and that he passed on his thanks for the compliment.

I like the fact that Marine leaders --- of every rank--- know that issuing every man and woman a black beret --- or polka-dotted boxer shorts for that matter--- does absolutely nothing to promote morale, fighting spirit or combat effectiveness.

I like the fact that Marines are Marines first. Regardless of age, race, creed, color, sex, national origin or how long they served or what goals they achieve in life!

Let me give you one example: a young man enlists in the Navy in WWI. When the war is over, he ships over and joins the Army. He next enlisted in the Marine Corps and served from 1920-1922. There was no Air Force back then, so I guess he felt he had put all the checks in the block! When he served out his time in the Corps, he went after an education: receiving various degrees in engineering, history and political science from UCLA and Montana State University. He entered politics and served for 11 years in the House of Representatives. Next, he tackled the Senate where he served for 24 years, as both the Democratic whip and later as the Senate majority leader. He was then appointed as the ambassador to Japan where he served for 11 years.

This gentleman went from snuffy to national and international prominence. And when he passed away in 2001, he was rightly buried in Arlington. If you want to visit his grave, don't look for him near the Kennedy Eternal Flame where so many politicians are laid to rest. Look for a small, common marker shared by the majority of our heroes. Look for the marker that says "Michael J. Mansfield, PFC, U.S. Marine Corps.

You see, Senator Mike Mansfield, like each of us gathered here tonight was prouder of being a Marine than anything else in his incredible life of national service.

There is one thing I have learned for sure over the last 28 years. The years fly by, names change, the weapons and the gear change, political leaders and agendas change, national priorities and budgets change, the threats to our nation change. But through it all, there is one abiding constant ---- the basic issue, do-or-die Marine.

He or she will do damn near anything asked, under terrible conditions, with better results and fewer complaints than any civilized human being should have reason to expect. And we, who have the privilege of serving them and leading them, make our plans and execute crucial missions based primarily on one fact of life. That the basic Marine will not fail his country, his Corps and his fellow Marines. That they will overcome any threat. If allowed to do so.

Think about that and remember that for 228 years it has worked and it has kept the wolf away from America's door. I like Marines, because being a Marine is serious business. We're not a social club or a fraternal organization and we don't pretend to be. We're a brotherhood of "warriors" -- nothing more, nothing less, pure and simple.

We are in the ass-kicking business, and unfortunately, these days business is good. But don't worry about that. What you need to remember is that the mere association of the word "Marine" with a crisis is an automatic source of confidence to America, and encouragement to all nations who stand with us. As Marines, our message to our foes has always been essentially the same. "We own this side of the street! Threaten my country or our allies and we will come over to your side of the street, burn your hut down, and whisper in your ear "can you hear me now?" And then secure your heartbeat.

Now I must tell you that I had an opportunity to review your MOS assignments. I remember that time in my life well as a real group tightener! Regardless of what MOS you now have, if you don't already know it, being a leader of Marines is about as much fun as you can legally have with your clothes on! And that's true regardless if you are a grunt, datadink, sparkchaser, stewburner, wiredog, buttplate, remington raider, rotorhead, legal beagle, fast stick, cannon cocker, track head, skivvie stacker, dual fool or a boxkicker. And if you don't believe it you will! Trust me!

Why is that? Because each us fought to gain the coveted title "Marine", it wasn't given to us. We earned it. And on the day we finally became Marines, an eternal flame of devotion and fierce pride was ignited in our souls.

Charlie Company, let's not fool ourselves. You know it and I know it. You have some challenging times and emotional events ahead of you. I am not talking about tomorrow morning's headache. I am talking about the fact that the world is a dangerous place and as leaders of Marines, you will be walking point on world events.

Make sure you keep that flame that I mentioned earlier burning brightly. It will keep you warm when times are hard. It will provide light in the darkest of nights. Use it and draw strength from it, as generations of leathernecks have done since our beginning.

Before PCS'ing to Quantico, I completed a 24-month tour with the 31st MEU aboard the USS Essex. Some of the Marines here tonight were with me. The Essex is a great ship and one of six to bear that name in defense of our nation.

In 1813, the first Essex was commanded by a tough skipper named Capt. David Porter. By all accounts, Capt Porter was the type man you did not want to see at Captain's Mast. He was tough, but he was a true warrior. On one particular mission, the Essex was ordered to sail alone to the Pacific and attack Great Britain's Pacific whaling fleet.

Obviously, Captain Porter knew the fleet was well-guarded by British men-of-war and he knew his job would be a tough one and that he would be severely out gunned in his task.

Prior to sailing, Capt Porter addressed the assembled crew of sailors and Marines on the deck and explained the task at hand. He asked for volunteers only and told his men to "take seven steps forward" if they would willingly go in harm's way with him. He then turned his back and waited.

After a few moments, he turned to face his crew and noticed no holes in the ranks. The ranks looked just as they had and not a single Marine or sailor stood to the front of the formation. It is reported that he went on a tirade and screamed, "What is this? Not a single volunteer among you?" With this, an aide leaned over and whispered in Porter's ear, "Sir, the whole line has stepped forward 7 paces."

I think of this story often. And when I do, I think of Marines like you. Charlie Company, on behalf of the generations of Marine lieutenants who have gone before you, thank you for taking the "7 steps forward", thank you for your love of country, thank you for your life-long commitment as a United States Marine.

For those of you who are wondering, "Am I up to it?" forget it. You will be magnificent, just as Marine officers always have been. I realize that many of your young Marines are going to be "been there, done that" warriors and that they will wear the decorations to prove it. But you need to know, that they respect you and admire you. You need to know that they want and need your leadership. All you have to do is never fail them in this regard and everything will turn out great. Hold up your end of the bargain and they will not fail.

I am pretty sure I can speak for the entire group of distinguished guests here tonight when I say, "We admire you and would trade places with you in a minute to do it all over again." Sooooo, if you're interested in giving up a platoon in order to be a base commander, see me at the bar!

One last thing. When you check into your first unit and start the fantastic voyage that only Marines will ever know, kick some serious ass. Because it is a full time job and there is a lot of that activity that must occur for America and her allies to survive.

"Long live the United States. And success to the Marine Corps!""

Marine Corps Leadership Trait INTEGRITY

2011-12-04T13:18:23Z

The Marine Corps blog defines integrity as “You are honest and truthful in what you say or do. You put honesty, sense of duty, and sound moral principles above all else.”

In order to earn the trust of your Marines it is essential that your integrity be beyond reproach. What you do when no one is watching is as important as the example you set in front of your Marines.

INTEGRITY is the foundation upon which your character is built on. Of all the Marine Corps Leadership Traits - Integrity is a cornerstone.

"This trait is strongly emphasized from day one of the enlistment process throughout the entirety of a Marine’s career. A recruit who lies, cheats, or steals will quickly be labeled an integrity violator.

When I was in recruit training, we had an integrity violator in my platoon.Part of recruit training is what we call “fire watch”, which is where two recruits stand post for an hour at a time, and they watch foranything that could pose a danger to their platoon.

While my platoon was on the rifle range, we had a recruit who fell asleep on fire watch (the second time committing that violation) and then lie about it to the senior drill instructor the next morning. Not only did that recruit endanger every one of us, but he also lied about it in order to try and save his own skin! That is a textbook example of an integrity violator, and no Marine wants to where that label. Marines arenothing if not honest, and we expect all Marines to take responsibility for their actions.

Once a Marine’s integrity is called intoquestion, it is a very long and very hard path to rebuilding the lost trust and confidence. Right or wrong, I’ve seen Marines who wear the“integrity violator” label through their entire career by way of negative counselings and/or nonjudicial punishment as documented in their service record book.

Marine leaders can and often do “forgive” their junior Marines of many things, but a junior Marine who is willing to violate his own integrity will most likely not be forgiven or trusted for a very long time."

Marines-helping-Marines at MilitaryUniformExchange.com

Ten Commandments of the German Fallschirmjäger (Paratroopers)

2011-12-02T01:39:22Z

The German Fallschirmjäger participated in numerous battles during World War II. They saw action in Norway, Denmark, Belgium, Holland and France in 1940. Additionally they participated in major actions in the Balkans, Crete, Italy and on both the Eastern and Western Fronts.

On of their most famous actions was the airborne seizure of Fort Eben-Emael in Belgium. They conducted Major Airborne Operations in Norway and Denmark. Their entire 7th Air Division conducted a large scale drop on Crete in 1941.

During the Battle of Monte Cassino a Fallschirmjäger division held the Monastery of Monte Cassino for months against repeated heavy assaults by allied forces. Nicknamed "Green Devils" for their distinctive jackets and tenacious spirit, they inflicted huge losses on the allies before finally withdrawing.

1. You are the chosen ones of the German Army. You will seek combat and train yourselves to endure any manner of test.To you, the battle shall be fulfillment.

2. Cultivate true comradeship, for by the aid of your comrades you will conquer or die.

3. Beware of talking. Be not corruptible. Men act while women chatter. Chatter may bring you to the grave.

4. Be calm and prudent, strong and resolute. Valour and enthusiasm of an offensive spirit will cause you to prevail in the attack.

5. The most precious thing in the presence of the foe is ammunition. He who shoots uselessly, merely to comfort himself, is a man of straw who merits not the title of Parachutist.

6. Never surrender, to you death or victory must be a point of honour.

7. You can triumph only if your weapons are good. See to it that you submit yourself to this law - first my weapon and then myself.

8. You must grasp the full purpose of every enterprise, so that if your leader is killed you can fullfil it.

9. Against an open foe, fight with chivalry, but to a guerilla, extend no quarter.

10. Keep your eyes wide open. Tune yourself to the top most pitch. Be nimble as a greyhound, as tough as leather, as hard as Krupp steel and so you shall be the German warrior incarnate.

Coach Mike Krzyzewski on Leadership

2011-11-29T01:46:13Z

We ran across a great article by Jena McGregor on Duke basketball Coach Mike Krzyzewski and leadership. Having just surpassed Coach Knight as for all time wins, it is safe to assume Coach K knows a thing or two about leadership. Ms. McGregor outlines four of his leadership tenants - all applicable to Marines.

-Adjust your strategy to your team. If you take the time to recognize what you have, you might find it easier to adjust your leadership style to the talents of your Marines, instead of having them adjust to you. Focus and leverage your Marines strengths, instead of forcing them to adjust to you. Most of the time you've got a limited amount of time to mold your team, learn who your key subordinate leaders are, what their strengths and leadership weaknesses are and use their strengths to help you lead your organization.

-Be your best players best friend. Find the Marine or Marines who have the most influence in your unit and get to really know them. Make sure they know that they have your 100% backing. Having a sincere connection with them will make your message easier to pass and their job will be easier knowing that they have your full support.

-It's the leader's job to get rid of distractions. Self induced friction is never good. Do everything you can do to make sure your unit stays focused. This may mean running interference from above. It also means that you must communicate with, and know your Marines so you can address their concerns and solve small problems before them become big distractions. Really good leaders see and solve problems before they occur.

-Don't have rules, have standards. Is your command philosophy a laundry list of rules? Or is it truly a philosophy that everyone understands and contributes to the success of the unit?

Read the full article, Coach K’s leadership ABCs, by Jena McGregor.

Books on Historical Leaders for Marines

2011-11-26T03:29:14Z

The following books about historical leaders list is recommended for Marines by the Lejeune Leadership Institute.

Undaunted Courage: Meriwether Lewis, Thomas Jefferson, and the Opening of the American West
A biography of Lewis and Clark, and it covers in great detail their expedition west. This historical book explains the skills and leadership that was necessary to lead a group of individuals into unknown territory.

Alexander the Great: Power As Destiny

This book takes a look at the tactics used by Alexander the Great as he expanded his empire.

Hannibal's March: Alps and Elephants
This book reflects on Hannibal’s struggle at the Battle of Carthage

The Military Maxims of Napoleon

An assortment of Bonaparte’s own thoughts and ideas on waging war and leading men.

Uncommon Men: The Sergeants Major of the Marine Corps
A look at the Sergeant Majors of the Marine Corps, their lives, personalities and qualities.

Lives of Moral Leadership: Men and Women Who Have Made a Difference

Coles gives you a portrait of moral leadership through examples of the life and times of people who where great moral leaders.

Son of the Morning Star: Custer and The Little Bighorn
This work is a description of George Armstrong Custer’s military career.

Boyd: The Fighter Pilot Who Changed the Art of War
Takes a look at John Boyd’s career as a strategist who created the basis for current fighter jet tactics.

Napoleon Bonaparte: An Intimate Biography
A detailed look at the life of Napoleon and the battles he waged.

Lee by Douglas Southhall Freeman
This book provides the biography of General Lee’s life and his outstanding leadership during the Civil War.

The Complete Personal Memoirs of Ulysses S. Grant
An autobiography completed by Grant just before his death going into great detail of his life from his childhood through the end of the Civil War.

Masters of War: Classical Strategic Thought

A review of histories most famous strategist and military leaders. Handel takes a look at what they had in common and how they operated.

Washington by Douglas Southall Freeman

A Biography on George Washington’s life and times.

Nelson: A Personal History
The author reflects on the life of one of the Royal Navy’s greatest leaders.

The Years of Macarthur 1941-1945
A very detailed three volume biography that shapes the life and leadership skills of Douglas MacArthur.

Churchill
A biography of Winston Churchill’s life.

The Book of War: 25 Centuries of Great War Writing

The author compiles the reflections on war from some of histories most well known leaders from Caesar to Hemingway.

Douglas Southall Freeman on Leadership (Great Historians of the Civil War)

This is a compilation of speeches Douglas Southhall Freeman gave on leadership. These speeches touch on the leadership characteristics of some of the major military leaders in history.

Tecumseh: A Life

This Native American leader attempted to unit a Native American Confederacy to combat the westward expansion of settlers.