Marine Corps Leadership

	Picture yourself in a race, let's say a relay.  The runner before
you passes you the baton.  Now you're in the spotlight.
	Sometimes it seems as though you're in the spotlight as soon as you
pin on those corporal chevrons.  And why not?  You're a noncommissioned
officer now.  
	It's more than just switching the waist plate on your dress blues
and slapping a blood stripe on your trousers.  It's about the Marine Corps
putting the faith in you to act responsibly, loyally and diligently.  
	To understand what it takes to be a good Marine NCO,  examine the
NCO creed.
	The creed begins with, "I am an NCO dedicated to training new
Marines and influencing the old. I am forever conscious of each Marine under
my charge, and, by example, will inspire him to the highest standards
possible."  
	Influence is the strongest tool an NCO has.  But it only works with
a "talk-the-talk, walk- the-walk" approach.  
	"I'd rather see a sermon than hear one any day;  I'd rather have one
walk beside me than merely point the way," former president of the Mormon
Church, David O. McKay, said.
	This means Marine NCOs must be living testaments of everything the
Marine Corps holds in high esteem.  They must live the Corps' "core values."
These core values include honor, courage and commitment.
	The baton has been handed to you.  Run with it.  What do you have to
do to win?
	The creed goes on with, "I will strive to be patient, understanding,
just and firm."
  	I think this statement includes the most important characteristics
of Marine NCOs, four ideals one must strive to achieve to live up to the
creed.  "The history of the world is full of men who rose to leadership, by
sheer force of self-confidence, bravery, and tenacity," Mahatma Gandhi,
leader of Indian freedom movement said. 
	Patience is a requirement for anyone's day-to-day life.  As a
leader, and as a former subordinate, NCOs should have the benefit of
understanding.  This makes dealing with one of your Marine's latest mistakes
a little easier.  Chances are you've made the same mistake yourself.  
	Here's also where justice comes in.  Think back to when you were a
private or private first class.  What was your punishment?  How did it make
you feel?  Did it seem fair?  If you can look back and say yes to the last
question, you've got a good idea about how to handle the situation.  Just
remember no one is the same when it comes to feelings.  
	Being firm doesn't mean to slam someone the first chance you get.
After you've come up with what you deem an appropriate reprimand, whether a
slap on the wrist a counseling session or something more severe, stick with
it.  
	If the punishment is fair, you have no reason to falter in your
judgment.  If you do, you probably shouldn't have decided on that punishment
in the first place.  
	The thing to remember is this: you learn from bad leaders just as much as from good leaders -- and so do your subordinates.
	With baton in hand, you race down the track. There is nothing on your mind except the finish line. Will you throw an elbow or trip someone just to win? Or will you run the race fairly and to the best of your ability?
The creed continues with, "I will commend the deserving and encourage the wayward."
	All too often I see Marine leaders yelling at their Marines in front of others. Remember the words of Army Gen. George C. Marshall: "The soldier is a man; he expects to be treated as an adult, not a schoolboy." 
	Is it belittling to berate a Marine because of a mistake? I think it is when you make a public showing of it. As 18th Century Russian Empress Catherine the Great said, "I praise loudly; I blame softly." 
	The key to "encourage the wayward" is to not single-out the Marine who made the mistake. Even without specifics or pointing fingers, the entire team can learn from one Marine's mistake.
	You're coming around the bend and the finish line is in sight. Your heart is pounding and the crowd is yelling for you to win. They're all depending on you now.
	The creed concludes with, "I will never forget that I am responsible to my Commanding Officer for the morale, discipline and efficiency of my men, and their performance will reflect an image of me."
	The concluding sentence charges NCOs with the most responsibility. The notion that your subordinates mirror yourself is a powerful image, one that summons the most basic ideals of pride and accountability. 
	Good Marine NCOs have a duty to all Marines. That duty is to constantly set an example for others to follow. 
The ribbon snaps as you cross the finish line. Whether that finish line is a promotion or a transition to the civilian world, you've left your mark on the track. It's time to pass the baton.

 



 

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