Developing Leaders

Parents, teachers, and peers

True

•Political values •Social values •Personal values •Economic values •Religious values

Political values are a set of attitudes with regard to the purpose and scope of government.

Social values are learned and involve one's relationship to society and to other people. Examples: •Social responsibility •Healthy interpersonal relationships •Equality •Justice •Liberty •Freedom •Patriotism

Personal values are traits that are representative of a person's moral character. Examples: •Honesty •Responsibility •Loyalty •Friendliness •Moral courage

Economic value is the worth of a good or service determined by preferences and the tradeoffs a person chooses, given their resources. Examples: •Employment •Stable finances •Balance of supply and demand •Money •Private property •Pride of ownership •Taxes

A personal or institutionalized system of attitudes toward ethical practices based on observances of a particular faith. Examples: •Life •Human dignity •Zeal •Faithfulness •Freedom to worship

is defined by a commitment to an admirable set of values, and the courage to manifest those values in one's life, no matter the cost in terms of personal success or popularity.

•Adversely affect mission accomplishment •Become disciplinary problems •Require a great deal of the leader's time •Undermine unit cohesion

•Identifying with peers vice unit •Impact on unit success •Insufficient challenges •Ineffective mentors •Lack of Marine Corps standards •Insufficient discipline

Ideas about the worth or importance of people, concepts, or things

Personal values

Set the example.,Reward behavior supporting military values.,Plan and conduct realistic training.

True

bond all Marines cohesively into one team that is ready to meet any challenge. •Provide a common set of values for acceptable behavior as a Marine. •Provide a foundation for teams to function more effectively. •Provide a foundation of trust and confidence in leaders and teams who uphold core values.

In such instances, adherence to our professional values must take precedence.

Core values

Foundation for teams to function more effectively

is the bedrock of our character. Honor is a personal characteristic consciously maintained, such as might deserve or expect esteem. It is the quality that guides Marines to exemplify the ultimate in ethical and moral behavior: never to lie, cheat, or steal.

Dedication, trust, and dependability

is the state of mind and spirit that enables Marines to face the fears of combat with the utmost confidence, and the resolution to fight unreserved for what is right. is in the heart and soul of every Marine. It is the inner strength that enables Marines to do what is right in every situation, adhere to higher standards of personal conduct, to lead by example, and to make tough decisions under pressure.

Mental, moral, and physical strength

is the promise or pledge to complete a worthy goal by worthy means requiring identification with and actions toward the support of that goal. It is the spirit of determination and dedication in Marines that leads to professionalism and mastery of the art of war.

is to develop the leadership qualities of Marines, enabling them to assume progressively greater responsibilities in the Marine Corps and in society.

is the behavior pattern of a leader as perceived by the Marines they are attempting to influence, guide, or direct.

Telling Participating Selling Delegating

One-Way communication characterized by the leader making a decision and announcing it without input from subordinates Effective style of leadership when there is an experience or trust shortfall in the subordinate, or when time is critical to the success of the mission

When a leader present a decision and invites questions and comments allows subordinates to know why and what went into the decision-making process effective in developing a degree of trust and respect both ways

When a leader presents a problem, gets suggestions, and makes a decision promotes good two-way communication when leader discuss alternate solutions, but ultimately make the decision themselves fosters initiative and ingenuity amog subordinates

When a leader defines limits and allows subordinates to make decision within those limits important that the leader's goals, objectives, and restrictions are clear hinges on the trust and confidence that leader places in subordinates subordinates proficiency in smaller task required to gain trust

Participatingfo

True

Give rewards and punishments according to the merits of the situation. The quality of displaying fairness and impartiality is critical to gaining trust and respect. Rewards and punishments can be as simple as verbal acknowledgement or reprimand of one's efforts or results. Justice can also be settling a dispute between two team members in an unbiased manner. Once justice has been served, move past the incident and continue to enforce a team mentality.

This is the ability to deal with others without creating hostility. Tact allows guidance and opinions to be expressed in a constructive manner that is beneficial to the Marine and command. It is a sign of maturity in the treatment of others that must be extended under all conditions, regardless of personal feelings. It leads to the ability to handle difficult situations with decorum.

This is the mental quality that helps Marines recognize fear and danger, but enables them to proceed forward with a degree of calmness and resolve.

This involves the ability to weigh facts and possible courses of action to make sound decisions. Good judgment is achieved by weighing the pros and cons accordingly to arrive at an appropriate decision/take appropriate action. Without this critical thinking aspect of decision-making, poor decisions are made and often have to be reversed or changed during the execution of the decision. Sound and timely judgment is a prerequisite at all levels for decentralized authority to be successful.

This involves taking action in the absence of orders. Part of demonstrating dependability, initiative must be assumed by the subordinate to handle small details not covered by the initial order. It is a founding principle of Marine Corps warfighting. While a lack of supervision will result in the job not getting done, over-supervision hurts initiative and creates resentment. Be quick to recognize subordinates that demonstrate initiative and resourcefulness. Your position can always be improved.

This is the ability to make decisions promptly and to announce them in a clear, forceful manner. It is often better that a decision be made promptly than a potentially better one be made at the expense of more time. Sound judgment must be applied to the situation; however, timely decisions are required of leaders, especially in times of combat. For this reason, judgment and decision-making are essential training requirements that necessitate consistent leader feedback.

This is the mental and physical stamina measured by the ability to withstand pain, fatigue, stress, and hardship.

This is the quality of faithfulness to country, Corps, and unit.

is our most important leadership trait. It is the uprightness of character and soundness of moral principles. It includes the qualities of truthfulness and honesty. It is the key in developing two-way trust within a unit. Nothing less than complete honesty in all of your dealings with subordinates, peers, and superiors is acceptable. Integrity must be unquestionable. Your honor depends on it.

This means maintaining a favorable impression in carriage, appearance, and personal conduct at all times. It involves having the ability to look, act, and speak like a leader whether or not these manifestations indicate your true feelings. Some signs of bearing are clear: plain speech, an upright posture, and impeccable personal appearance. Avoiding profane and vulgar language and maintaining a fit appearance are ways to develop and maintain this trait.

his is the display of sincere interest and exuberance in the performance of duty. Displaying interest in a task, and an optimism that it can be successfully completed, greatly enhances the likelihood that the task will be successfully completed. The leader's enthusiasm and interest can light the spark for Marines. To be recommended for promotion, a Marine should display desire to advance and show enthusiasm and potential for increased responsibility.

This is the certainty of your performance of duty. This quality permits a senior to assign a task with the understanding that it will be accomplished with minimum supervision. This is also a key ingredient to a decentralized command. There is an assumption that initiative will be taken on small matters not covered by instruction. A Marine who is dependable can carry out any assigned task and often exceeds the supervisor's expectations.

This means to avoid providing for one's own personal comfort and personal advancement at the expense of others. It is the essence of leadership. This is the quality of looking out for your subordinates before your own. True esprit de corps in a unit is founded on unselfishness. It has a direct impact on the satisfaction Marines get from belonging to a unit, their attitudes toward other members of the unit, and the confidence in the unit's leadership.

Dependability

Bearing

•Know yourself and seek self-improvement. •Be technically and tactically proficient. •Develop a sense of responsibility among your subordinates. •Make sound and timely decisions. •Set the example. •Know your Marines and look out for their welfare. •Keep your Marines informed. •Seek and take responsibility for your actions. •Ensure assigned tasks are understood, supervised, and accomplished. •Train your Marines as a team. •Employ your command in accordance with its capabilities.

•Make an honest evaluation of yourself. •Seek constructive criticism from peers and superiors. •Learn from other leaders and what made them successes or failures. •Develop a genuine interest in human nature. •Master the art of effective communication. •Have a definite goal and plan to attain your goal. •The only way to self-improvement is through critical self analysis.

•Seek well-rounded military education through service schools. •Read and research independently. •Attend college courses aligned with the area of proficiency. •Observe capable leaders in your field. •Broaden associations with other members of the profession of arms (joint/combined forces). •Seek opportunities to exercise knowledge through the exercise of leadership. •Prepare yourself for the job requirements of the leader at the next higher rank.

Assigning tasks and delegating the authority to accomplish tasks promotes mutual confidence and respect between the leader and subordinates. •Operate through the chain of command. •Provide clear, well-thought directions, and hold them responsible for results. •Give opportunities to perform the duties of the next higher rank. •Be quick to recognize accomplishments involving initiative and resourcefulness. •Correct errors in judgment and initiative in a way which will encourage Marines to try harder. •Give advice and assistance when requested. •Teach from mistakes using constructive guidance. •Assign Marines according to demonstrated potential. •Be prompt and fair in backing subordinates. •Accept responsibility willingly.

Knowledge and judgment are required to produce a sound decision. Initiative makes it timely. •Develop a logical and orderly thought process by practicing objective estimates. •When time and situation permit, plan for every possibility that can reasonably be foreseen. •Consider the advice and suggestions of your subordinates. •Announce decisions in time to allow subordinates to make plans. •Encourage subordinates to estimate and make plans at the same time you do. •Make sure Marines are familiar with your plans and policies. •Consider how your decisions affect others.

As a Marine progresses through the ranks by promotion, all too often an attitude forms that says "do as I say, not as I do." Nothing turns Marines away from leadership faster. As a leader of Marines, your duty is to set the standard by personal example. If your personal standards are not high, you are setting a double standard for Marines, and you will rapidly lose respect. •Show Marines you are willing to do the same tasks they are assigned. •Be physically fit, well groomed, and correctly dressed. •Maintain an optimistic outlook. Develop the will to win. •Conduct yourself so that personal habits are not open for criticism. •Exercise initiative and promote it in others. •Avoid showing favoritism. Be just. •Share danger and hardship. •Develop, by performance, confidence among your subordinates. •Delegate authority and avoid micro-managing while supervising.

his is one of the most important leadership principles. A leader must know his Marines and how they will react to different situations. This knowledge can save lives. •Put your Marines' welfare before your own. •Correct grievances and remove discontent. •Be visible. Be approachable. •Get to know and understand each of your Marines. •Give them confidence that you will ensure they are prepared for battle. •Concern yourself with their living conditions. •Help Marines get needed support. •Enforce good hygiene and sanitation. •Keep in touch with your Marines' thoughts. •Ensure fair and equal awards distribution. •Encourage individual development. •Provide sufficient recreational time, and participate. •Share hardships.

To promote efficiency and morale, a leader should inform the Marines in his unit of all happenings and give reasons why things are to be done. This is done when time and security permit. •When possible, explain why tasks must be done and your intent to do them. •Ensure, by frequent inspection, that subordinates are passing-on necessary information. •Be alert to detect the spread of rumors. Replace rumors with truth. •Publicize information concerning unit success. •Keep your unit informed about current events and regulations affecting their pay, promotion, education, privileges, and other benefits.

•Learn the duties and responsibilities of your immediate senior and be prepared to step up in their absence. •Seek different leadership billets that will give you experience in accepting responsibility in different fields. •Take every opportunity that offers increased responsibility. •Perform every task, large or small, to the best of your ability. The reward will be opportunity for more important responsibility. •Stand up for what you think is right. •Carefully evaluate a subordinate's failure before taking action. •Take action in the absence of orders.

Supervision is essential! Without supervision you cannot know if the assigned task is being properly accomplished. The most important part of this principle is mission accomplishment. All the leadership, supervision, and directions are worthless if the mission fails. •Ensure the need for an order exists before issuing one. •Use the established chain of command. •Practice issuing clear, concise, and positive orders. •Encourage Marines to ask questions. •Supervise the execution of all orders. •Ensure Marines have resources needed. •Vary your supervisory routine and inspections. •Exercise balance in supervision.

Every waking hour Marines should be trained and schooled, challenged and tested, corrected and encouraged with perfection and teamwork as a goal. No excuse can be made for the failure of leaders to train their Marines to the highest state of physical condition and to instruct them to be the very best in the profession of arms. Train with a purpose. •Prepare and train. Study and train again. Train thoroughly and endlessly. •Strive to maintain unit integrity. •Emphasize the use of the "buddy" system. •Encourage unit participation in recreational events. •Never publicly blame an individual for the team's failure nor praise one for the team's success. •Provide best available areas for training. •Ensure training is meaningful and realistic. •Indoctrinate each Marine with the capabilities and limitations of other supporting units.

Ensure your unit is trained for all primary and possible secondary missions it may receive. •Do not volunteer your unit for tasks it is not capable of completing. •Keep yourself informed as to the command's operational readiness. •Be sure tasks assigned to subordinates are reasonable. •Analyze all assigned tasks. If additional support is needed, ask your immediate supervisor. •Assign tasks equally among Marines. •Use the full capabilities of your unit before requesting assistance.

Be visible and approachable.,Enforce good hygiene and sanitation.,Correct grievances and remove discontent.

Train your Marines as a team.

A set of standards or a value system by which free, human actions are ultimately determined as right or wrong, good or evil

The rules of conduct generally recognized within a particular class of human actions such as medical, legal, or military

Refers to additional ideals and practices that grow out of one's professional privileges and responsibilities

A socially enforced rule that may be accepted in one society or culture and prohibited in another

The emphatic do's and don'ts of a particular society

Customs that people regard as extremely important, resulting in extreme punishments if violated

Customs people accept out of habit such as eating habits, attire, and game play

is a complex environment on multiple levels that supports our national strategy. Training Marines for combat is designed to enable them to fight, survive, and win. It is not to instill a mode of thinking that entails barbaric acts of killing or violence. Marines are expected to be disciplined and responsible enough to distinguish when they should employ such violence, and when not to.

•A Marine's word is their bond. •Marine leaders do not eat before subordinates. •Marines take care of their own. •Marines maintain grooming standards even while on leave. •Marines refrain from public displays of affection (PDA) while in uniform. •Marines do not let a fellow Marine down. •Marines never leave a Marine behind on the battlefield.

Leaders can set themselves and their subordinates up for success by following these guidelines. •Inform subordinates of expected standards. •Reinforce institutional standards through organizational standards. •Enforce both institutional and organizational standards. •Issue clear orders. •Reward ethical behavior and punish the unethical. •Use the chain of command.

Morals

Honesty

Code of conduct,UCMJ

Ensure your unit is trained for all primary and secondary missions it may receive

cohesion

Selling

True

Leaders do not eat before their subordinates. Marines take care of their own.

Personal values

Use the chain of command Develop unique unit standards

Develops a sense of responsibility among subordinates

Be technically and tactically proficient

Behavior

Individual values differ from those of the leader or organization to the extent that it affects performance

Keep your Marines informed

Personal appearance and conduct Pride in the history and traditions of the unit

Set the example.

Honor

True

Attitudes and behaviors

Participating

Seek constructive criticism.

Give strength, influence attitudes, and regulate behaviors

A-high performance team

Marine Corps core values

the belief that leadership qualities can be developed within the individual Marine by Marine leaders

Personal values

An individual's feelings or opinions toward something or someone generally expressed in terms of likes and dislikes

Ethical warriors

orientation primary through testing Involves conflicts around interpersonal issues with emotional responses Where new standards evolve and cohesion begins to develop Where disagreements still occur but can be positively resolved within the team

Right

Common thread among great leaders

Courage

Leadership abilities

True

Telling Delegating

Wrong

The individual Marine

Moral responsibility Technical proficiency

Laws

moral

Telling, selling, participating, and delegating

Develop the leadership qualities of Marines to enable them to assume progressively greater responsibilities to the Marine Corps and society

Ineffective mentors Insufficient challenges

Know yourself and seek self improvement.

Setting the example

a small number of people with complementary skills committed to a common purpose. A team: •Has an agreed upon approach •Holds each other mutually accountable Individual efforts support other team members in the accomplishment of the mission, making all worthwhile accomplishments the result of a team effort. Teamwork, esprit de corps, and identity with a common purpose are the key aspects which make our Marine Corps what it is today: a proud, effective military force.

a two-way street. Individual Marines give their best, and in return the team provides the Marine with security, recognition, and a sense of accomplishment. Marines know they can exceed their own personal limitations through teamwork and perseverance. Every waking hour Marines should be trained and schooled, challenged and tested, corrected and encouraged with perfection and teamwork as a goal. Train with a purpose and emphasize the essential element of teamwork.

To develop the techniques of this principle, you should: •Train, study and train, prepare, and train endlessly. •Avoid frequent billet changes. •Emphasize the use of the "buddy" system. •Encourage unit participation in recreational as well as military events. •Never, never publicly blame an individual for the team's failure, and don't praise one individual for the team's success. •Ensure training is meaningful and its purpose is clear. •Familiarize members with unit capabilities and limitations to include other adjacent and supporting units. •Ensure understanding of tactical control measures for the unit. •Base training on current realistic conditions. •Develop understanding of each member's functions and how the team contributes to the larger success of the unit. •Seek opportunities to train with other units. •Develop a sense of healthy competition in training.

Groups initially concern themselves with orientation accomplished primarily through testing. Such testing serves to identify through boundaries of both interpersonal and task behaviors. Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders, other group members, or pre-existing standards. 4 During forming: •There is a high dependence on the leader for guidance and direction as there will be little agreement on team goals outside of those established by the leader. •The relationship among team member is formal as they politely extend appropriate courtesies. •Individual roles and responsibilities are unclear. •The leaders should be prepared to answer questions about the team's purpose, objectives, and external relationships.

The second stage in the sequence is characterized by conflict and polarization around interpersonal issue with emotional responses. These behaviors serve as resistance to group influence and task requirements. You do not want to stay long in this stage. In storming: •Decisions do not come easy within the group. •Team members vie for position as they attempt to establish themselves in relation to other team members. •Clarity of purpose increases. •Uncertainty persists. •Cliques may form. •Compromises may be required to enable progress. The leader must keep the team focused on its goals to avoid becoming distracted by relationship and emotional issues.

Resistance is overcome in the third stage in which intergroup feeling and cohesiveness begin to develop. New standards evolve, and new roles are adapted. In this sequence, more intimate personal opinions are expressed and accepted. In norming: •Agreements form among the team. •The team responds well to facilitation by the leader. •Roles and responsibilities are clear and accepted. •Decisions are made by group consensus. •Small decisions can be delegated within the group. •Commitment and unity is strong. •There is a general respect for the leader. •The team may engage in fun social activities.

Finally, the group attains the fourth stage where interpersonal structure becomes the tool of task activities. Roles become flexible and functional, allowing group energy to be channeled into the task. Structural issues have been resolved and structure can now become supportive to task performance. In performing: •The team is more strategically aware with clarity in its activities. •The team has a shared vision. •The team begins to focus on over-achieving goals. •Disagreements still occur, but they can be positively resolved within the team. •Team members begin to look after each other. •Team members begin to seek assistance in personal and professional development from the leader.

performing

as the intense bonding of Marines, strengthened over time, resulting in absolute trust. It is characterized by the subordination of self, an intuitive understanding of the collective actions of the unit, and appreciation for the importance of teamwork. The result is increased combat power on the battlefield. Historical examples include: •Derna •Belleau Wood •Chosin Reservoir Cohesion is achieved by fostering positive peer pressure and reinforced in our core values.

INDIVIDUAL MORALE: CONFIDENCE IN UNIT COMBAT CAPABILITIES: CONFIDENCE IN UNIT LEADERS: HORIZONTAL COHESION: VERTICAL COHESION:

the confident, resolute, willing, often self-sacrificing, and courageous attitude of an individual to do the tasks expected of them by the organization.

Marines' confidence in their unit's combat capability is gained through unit training.

Confidence in unit leaders' abilities is earned as Marines spend time in the company of their seniors and learn to trust them. Leaders must earn the respect of their Marines, and that takes time.

Horizontal cohesion is also known as peer bonding. It is a sense of building trust and familiarity between individuals of the same rank or position. Some of the elements of horizontal cohesion include a sense of mission, teamwork, personal stability, technical and tactical proficiency, trust, respect, and even friendships.

This dimension of cohesion involves the vertical relationship between subordinates and senior. Vertical cohesion is what draws peer groups together into a cohesive unit or organization. •Platoon •Company •Squadron/Battalion It is the building of a mutual sense of trust and respect among individuals of different rank or position. It provides a sense of belonging that the fire team maintains relative to its role in the organization.

is the loyalty to, pride in, and enthusiasm for the unit shown by its members. Whereas morale refers to the individual Marine's attitude, esprit de corps is the unit's spirit. It is the common spirit reflected by all members of a unit, providing group solidarity. It is the unit's personality. It determines the unit's will to fight and win in spite of seemingly insurmountable odds.

•Enthusiasm and pride in the unit •A good reputation among other units •A strong competitive spirit •Willing participation by members in unit activities •Pride in the history and traditions of the unit •Personal appearance and conduct •Observation of standard military courtesies •Care of equipment and weapons •Motivation toward mission accomplishment

As technically proficient trainer/teacher, the NCO provides the necessary instruction for the skill development of subordinates and the team building for coordinated action. The NCO is in the best position to foster positive peer pressure and reinforce our core values to the point that they become dominant over self interest. As a front line supervisor, effective NCO performance provides necessary unit cohesion.

•Embody the spirit you wish to see. •Properly indoctrinate new Marines in history, traditions, and mission/activities. •Train and cross-train as a team. •Develop a winning attitude toward accomplishing every mission big or small. •Use ingenuity and initiative in developing yourself. •Attain and maintain high levels of physical fitness and proficiency in military skills. •Recognize the achievements of the unit and its members, reinforcing positive performance. •Use healthy competition wisely. Always find some way to convince others your fire team is the best. •Make use of proper awards and ceremonies. •Make your Marines feel they are invincible (and they will be).

The NCO

forming

Constructive criticism and mutual trust

Horizontal cohesion

Esprit de corps