Not Done Leadership Tools

indirect method

directed

true

to develop the leadership qualities of marines to enable them to assume progressively greater responsibilities in the Marine Corps and society

1)Counseling 2)coaching 3)mentoring

leaders is not dependent upon authority and Marines are expected to exert proper influence upon their comrades

is a directed task that is led by the senior Marine in a relationship which requires two way communication -Establishes goals and expectation fof performance -Focuses on the past performance of the junior marine and how to maintain or improve it in the future -Transmits guidance and direction -Helps the junior marine achieve the highest possible level of performance

Informal and Formal

Monthly Counseling are considered formal: -Regularly scheduled and conducted -Occur with each marine for which the leader is directly responsible -Support communication and understanding between senior and junior -Establish standard of performance expected to improve unit readiness and individual development

generally an informal process by which the coach provides the coached with assistance in learning how to better accomplish a task. -daily effort -Designed to improve a marine's ability to accomplish a task or complete an event part of daily operations -the most common from of leadership interaction as it occurs at every level and in every condition where an individual Marine provides another, or group of others, with the benefit of his or her experience

transferring technical knowledge of operational skills

is a less formal process than coaching and counseling and provides the Marine with a greater depth of knowledge, experience, or maturity as a result of the guidance of a mentor. •Is a voluntary, developmental relationship between an experienced person and one of lesser experience •Is characterized by mutual trust and respect •Often occurs outside the chain of command •Can be Initiated by either the senior or the junior •Typically endures beyond a single tour of duty -Mentoring is the cornerstone of -General LeJeune's "teacher/scholar" - model of interaction between senior - and junior Marines.

provides advice based on experience, training and military education •Helps or guides in developing a subordinate Marine's maturity and can be viewed as a career advisor •Provides shared experiences to help younger Marines frame their perception of their chosen profession •Provides Marines with insight from experiences beyond their own

A directed task that establishes expectations of performance. which is conducted on both a formal and informal basis

•Counseling is typically the most formal. •Coaching is less structured and occurs daily. •Mentoring is voluntary and less formal.

•Is a voluntary and informal relationship •Often occurs outside the chain of command •May be initiated by either senior or subordinate •Endures beyond a tour of duty •Is an important source of encouragement and perspective

lance corporals and below are to be counseled every 30 days all other marines are to be counseled a second time within 90dyas and subsequently counseled every 6 moths or every 180 days

•Strengthening unit cohesion •Cultivating each Marines potential •Instilling the core values •Establishing mutual understanding, implicit communications, and climates of trust

The backbone of the Marine Corps is the individual Marine. It is a leadership responsibility to enable Marines to assume progressively greater responsibilities in the Marine Corps and society. The primary tools to accomplish this are: •Counseling, which ensures Marines are on track for success to be both technically and professionally competent. •Coaching, which ensures Marines continue toward increasing their personal development and that of their subordinate Marines. •Mentoring, which is an important source of encouragement and perspective, providing depth to the experiences of being a Marine. These leadership interactions serve to perpetuate values and ethos of the Marine Corps. Consistent counseling, coaching, and mentoring provide the foundation upon which honor, courage, and commitment are instilled throughout a Marine's leadership development.

"When we 'make Marines,' we make Marines for life, we provide our nation with a legacy of productive citizens, transformed by their experiences...and enriched by their internalization of our ethos, ideals, and values."

True

Encouraged, Perspective

True

Counseling

Coaching

Mentoring

• It is integral within daily operations. • Feedback is continuously provided on an informal basis. • Developmental goals are set, documented, and communicated. • With the focus on development vice performance, coaching is not part of a Marine's evaluation

•Coaching on-the-job performance prepares and equips leaders to perform the leadership tasks associated with developing subordinates. •Marines learn significantly by observing a technically proficient leader.

A valuable part of MOJT is instruction through the use of role models. Marines can learn significantly by observing a technically proficient leader.

Coaching is the most powerful tool a leader has to improve performance. It permits immediate correction of a mistake and prevents negative learning. Coaches/leaders watch every action performed by Marines and provide tips to ensure that Marines, crews, and units learn correctly. As an evaluation tool used during performance, coaching: •Corrects errors on the spot •Provides help when needed •Focuses on critical details •Prevents negative learning •Improves speed of comprehension •Provides immediate feedback

Leaders must develop solid, effective coaching skills. To coach effectively, leaders must: •Be able to perform the tasks themselves •Coach the way they would want to be coached During initial practices, leaders should be understanding and patient. They should assume that every Marine can improve

1) prevents negative learning 2) Improves speed 3) provides immediate feedback

know yourself and seek-improvement

The Marine Corps fosters an environment that promotes personal and professional growth through the exchange of information, skills, attitudes, and behaviors. These developmental relationships improve your performance and are grounded in trust. Relationships: •Occur at every level •Occur in any circumstance •Benefit all parties involved •Augment the transformation of followers into leaders Remember, every Marine is simultaneously a leader and a follower, and you must be an active participant in all of your relationships. Coaching is a one-on-one relationship where the coach helps a Marine move to a desired state of performance. It provides flexible guidance that focuses on a Marine's strengths and opportunities to succeed. Throughout the coaching process, the Marine continually communicates, elicits feedback, and self reflects to improve upon or develop new behaviors. The coach identifies strengths and developmental needs, and provides insight or suggestions on how to build knowledge and skills. Coaching provides Marines with the opportunity to create and sustain their own development opportunities; accept responsibility for their performance; and build stronger skills, abilities, and unit cohesion. Marine Corps leaders use coaching to develop their subordinates so that they may assume greater leadership roles.

•Collaboration - Both members are partners in the junior Marine's development. •Respect - Mutual appreciation of the coach's knowledge and the Marine's investment of time and energy is required. •Responsiveness - Be sensitive and responsive to the goals, needs, and perspectives of each member. •Confidentiality - Support the ability to be forthcoming in difficult conversations. •Free and Honest Expression - Share your strengths and weaknesses; your dreams and goals; and your past, present, and anticipated experiences. This feedback builds on competencies and strengthens areas of weakness.

1) collaboration 2) respect

ESTABLISHING TRUST "trust is a product of confidence and familiarity"

•Confidence, which is demonstrated through a leader's professional skill, reliability, knowledge level, and judgment. It is an essential leadership responsibility to provide guidance to your Marine based on their learning needs and development areas. A leader is responsible for being the expert in this relationship or helping the Marine find the appropriate expert. •Familiarity, which is gained through shared experience and a common professional philosophy: training as a team, keeping your Marines informed, and developing a sense of responsibility to one another. Familiarity will come with spending time getting to know your Marines discussing your interests, struggles, histories, passions, and aspirations. The process of getting to know your Marines will help you gain a better understanding of what each person in the group wants to accomplish through the relationship and determine how you might work together to accomplish this.

listening, questioning, providing feedback, passing on what you know

•Elicit details, clarifications, or examples •Challenge assumptions •Stimulate individuals to think in new ways •Build clear and direct communication •Reinforce information presented •Hold the listener's attention When used by the Marine being coached, questioning is useful to gain insight into an individual's developmental needs.

Active listening includes repeating back what you've heard to confirm a common understanding

On-the-job performance

True

Corrects errors on the spot,Provides help when needed,Focuses on critical details

Collaboration,Respect

Gain insight's into their individual developmental needs

Every Marine has expectations, and those expectations are framed by their experiences in the Marine Corps as well as the standards that fellow Marines and leaders set. Counseling is imperative to manage the expectations of the Marine. Every Marine wants to know where they stand and what is expected of them. Counseling is the tool that establishes these expectations and articulates how well the individual Marine meets them. Counseling: •Establishes the seniors expectations •Establishes the billets within the unit assigned to the Marine •Establishes goals to be met before next scheduled counseling •Prevents against surprises on performance evaluations

Counseling focuses on improving performance, which increases unit readiness and effectiveness. Counseling: •Is used to develop Marines to their highest potential •Involves two-way communication •Merges personal and organizational values •Supports and reinforces good performance •Identifies and corrects deficiencies

guide on Counseling

should be documented by the senior Marine, and the junior Marine should leave the counseling session with a full and complete understanding of what is expected of them. Frequent, consistent, and relevant counseling provided to Marines will ensure that they do not deviate radically from their professional and technical expectations. Infrequent and inconsistent counseling, however, do not provide the proper grounding most Marines desire, and some Marines need, to stay on course. The result of a poor counseling program usually manifests itself in a significant number of leadership problems and Marines who get into various forms of trouble. The cumulative effect of a group of Marines who know their jobs, understand what is expected of them, and receive feedback that improves their performance will produce results that far outweigh a similar group of Marines who lack such a foundation of expectation.

Informal counseling is a performance-based interaction between the senior and junior Marine, which occurs outside the formal counseling environment. The simplest and most common form of informal counseling occurs every day, and in every place Marines live, train, and operate. It is the simple, on-the-spot praise for a job well done or correction of a deficiency. Informal counseling is not only for remediation of errant performance or behavior, nor is it intended solely for reinforcing positive performance through praise. It serves as the continuous reinforcement of the established standards. It reinforces the intent and message presented in formal counseling sessions by serving as a reminder of what the standard is, and by applying small course changes that preclude the need to jam the rudder hard over in one direction to correct any errant behavior or performance.

While equally important, counseling and performance evaluations have their differences. The critical element of counseling is that it is a formalized (although often informal) process that utilizes the comparison of performance to distinct standards. Counseling: •Occurs as needed (formal and informal). •Is conducted by the senior Marine to correct deficiencies, transmit guidance, and shape future performance. •Considers the past, but only as a means of directing attention to improving performance. Performance evaluation: •Is always formal in nature. •Conducted at set periodic timelines by the chain of command to document performance and uncorrected deficiencies. •Focuses primarily on observed past performance.

•Negative counseling does not automatically constitute an impact on a performance evaluation, unless the deficiency remains uncorrected and the desired standard is not maintained. •Counseling sessions and performance evaluations, although similar, should be separate and clearly distinguished from one another.

To develop a Marine to their highest potential

Initial counseling is required to be conducted within 30 days of a new senior/junior relationship, with follow-on counseling occurring every 30 days for private through lance corporal, and for corporal through general the second session will be 90 days following the initial counseling and every 180 days afterwards.

Informal counseling sessions can occur at any time and are most frequently used to address specific immediate problems or needs, commonly referred to as "on-the- spot" counseling or corrections. These unrehearsed and unplanned encounters happen at any given time, place, and environment. Although unrehearsed, informal counseling should give current and frequent feedback with specific, detailed, and concrete guidance given by the senior Marine.

Counseling, if it is carried out well, benefits the senior, the junior, and the unit as a whole. The senior benefits by knowing that the expectations are understood, that guidance has been provided toward meeting those expectations, and that there has been a significant contribution made to the development of the individual Marine: one of the most important responsibilities of the leader. The junior benefits by knowing where the senior stands, what the senior thinks of the junior's performance, good or bad, and what must be done to reach full potential as a Marine. The unit benefits when all of its members give continuous attention to the effectiveness of their performance and work to improve performance wherever it can be improved, thus increasing overall unit effectiveness and readiness.

30, 30

Marine Corps policy establishes three types of counseling: directive, non-directive, and collaborative. Of the three types of counseling, the directive type is driven by senior-directed solutions; in the non-directive type, the senior allows two-way analysis to develop solutions; and in the collaborative-combination approach, the senior uses non-direct collaboration before directing the solution.

With the directive approach, the senior carries the ball, analyzing the situation, developing a solution or a plan for improvement, and telling the junior what to do. This approach is "senior centered." The senior is open and frank about influencing the junior to be one kind of person rather than another. When questioning is used with directive counseling, closed-ended questions will be asked to elicit yes or no responses

With the nondirective counseling approach, the senior asks open-ended questions, listens, and draws the junior out. The senior helps the junior to analyze the situation and to develop the solution or plan for improvement. This approach is "junior centered." The junior is encouraged to talk, to be trouble free, and to have a clear mind while the senior helps the junior, mostly by listening. The goal of the nondirective approach is to help the junior become more mature and to develop personal resources. The junior "owns" the problem and the solution

A third option, a collaborative counseling approach, draws on both the directive and nondirective techniques. It offers the senior greater flexibility. It promotes joint diagnosis. The junior and the senior work as a team to diagnose and solve the junior's problem. This approach can succeed if the junior accepts the senior and is eager to solve the problem. With the collaborative counseling approach, the senior may emphasize directive or nondirective approaches, depending on the subject of the discussion, the purpose in mind, and the sense of how well the discussion is going

A negative counseling can occur after a standard is taught, understood, and subsequently ignored. Seniors have little tolerance for non-compliance, and if a junior is non-compliant, negative counseling will ensue. Examples include the following: not being at your appointed place of duty at the appointed time, failing to get a haircut, not shaving, or failing to render appropriate courtesies. A negative counseling is normally the result of a failed expectation. A failed expectation requires immediate correction and compliance. Negative counseling is usually informal and directive in nature, but can be formal. Negative counseling does not always result in an adverse performance evaluation, unless the failed expectation remains uncorrected.

•Acknowledges good performance and/or adherence to expected standards •Can be formal during 30 day counseling or informal verbal accolade •Example: Marine receives praise for outstanding inspection results

Nondirective; positive

All of the above

Reinforcing; correcting

30; 30

Negative; positive

Negative

Cultivating each Marine's potential

Coaching normally begisn within 30 days after check-in to ensure an assessment period is afforded the leader

Familiarity

Mutual trust and respect

Mentoring typically endures beyohnd a single toru of duty mentoring is a voluntary developmental relationship between an experienced person and one of lesser experience. mentoring is characterized by mutual trust and respect

one on one

separate and clearly distinghied from one another

Role modeling

their fellow marines

The non-directive type

ensure coordination is completed with unit readiness planners to provide opportunity for continuous process improvement