“Join or Die”- Benjamin Franklin 1
This quote relates to commander’s intent more than you might think; it has had a huge impact on the upcoming of our country as we know it today. This statement was used to allow the American colonists to make their own decision on how to unite together and achieve the same end goal. Commanders intent allows Marines to do the same; it helps provide consistency and unity on the battlefield. Decentralized leadership and commander’s intent fall hand in hand with each other. Without decentralized leadership, the commander’s intent will fail. Every unit in the United States Marine Corps has a commander’s intent published and readily accessible to all ranks. It can be found posted on an information board around
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This type of leadership consists of three key elements authority, responsibility, and accountability. Authority is very well outlined in all promotion warrants “I do strictly direct and require all personnel of lesser grade to render obedience to appropriate orders.”3 This statement directly reflects how your authority is viewed by all junior Marines. When you give a lawful order, it is now the junior Marines responsibility to get it done. Responsibility is important in this situation because everyone is responsible for the task at hand and how it affects others. Everyone should have obedience and sobriety when carrying out a mission or during everyday task. Neatness and attention to detail should also be considered during this time, so that it will be done to the best of you or your junior Marines ability. If the mission at hand has failed or has been accomplished superbly the Marines and the unit will be held …show more content…
Positive accountability can highly raise unit or individual moral and motivation. If a Marine never gets recognized for his or her outstanding work or attention to detail then they may never feel correct, and possibly lose their drive and motivation in their job. Negative feedback is also a good thing in some cases, it allows that Marine or group to know the weaknesses and seek self-improvement. If an individual is to fail or not withstand the Marine Corps standards they should be held accountable for their actions and proper justice should be made. All feedback will benefit the unit and individual Marines. As a leader, it is your job to manage your subordinates. Supervision is a key factor in leadership but it is also important not to micromanage. As NCO’s it is your responsibility to train and help your Marines without doing their job. The Marines designated to the task should be confident and competent in the job but if needed they should look to their peers for help by utilizing teamwork. If these factors are followed, then you will have smooth flowing mission with unit cohesion and highly motivated individuals ready to move up and take on the next rank and
...at it means to be an NCO. These are our new instruments of war as we face this new, and often intangible enemy. However, it is important that we do not pick and choose which to heed. In our modern Marine Corps we, too often, become impersonal when dealing with those under our charge. We write on our standardized counseling sheets once a month, and are ever ready to serve up a negative counseling or a charge sheet. While these things have their place, we must make sure they do not replace the idea that we, as NCOs, are here to serve those Marines under our charge. No matter what the battlefield. No matter what the fight. NCOs will continue to be the backbone of the Marine Corps. As we press forward, let us never forget the leadership traits that guide us. And let us never forget the NCOs that came before us that taught us what being an NCO is truly all about.
The purpose of this memorandum is to outline my view point on leadership. As a Drill Sergeant, it is my responsibility to transform civilians into well discipline, physically fit, and competent scouts. I am entrusted to uphold the Army standards, live the Army Values and Warrior Ethos, and instill Esprit de corps.
Natural born leaders are almost nonexistent in today’s military. Military members have to complete numerous leadership classes as you progress through the military ranks whether you are an enlisted or as an officer. There are many attributes that people would have to possess to be considered a great leader. Some of those attributes include honesty, respect, trustworthy, and enthusiasm just to name a few. There have been many leaders I have worked with or for over my past 19 years in the Army. One of the most important one would have to be honesty. Honesty is important because if the people that work for you cannot believe what you tell them, they will never trust you or support you. Employees can make or break their supervisor. If they do not like or trust the manager they will not respect them and they will only do the least amount possible. When your employees believe that, you value their opinion and their work ethic. Like you and trust, you they will do anything you ask of them. Whether the decision is right or wrong it is a decision, a leader never want to leave their subordinat...
Drill Instructors strip all your old values and Marine Corps values are formed. “There is no ‘I’, ‘I’ is gone” (p.60). To be a marine you must shed all thinking as “I” and “me”, and think as “we” and “recruit”. In American society, striving for independence is a goal for most people, and instead of working as a group we tend to compete with each other to get what we want. As a Marine you must think as a group, learn how to move as a group and you are drilled until not a single action is left to individual improvisation (p.64).
As a Marine, it is imperative to have leadership skills along with being capable of working with others. This book was written to enhance the reader’s mentality of how the Marines operate. It informs those who are looking into the service, and provides an in depth look into the trials and tribulations it has been through—as well as conquered. This book substantially explains the vigorous training platoon 3086 went through in order to earn the title of being a Marine.
The circumstance of immoral orders is understandable, but a soldier should still meet his or her given instructions. The keys to a soldier's system are the policy letters and army regulations that dictate every given bit of information on the army and its moral history. Within each article and sub-article, the information is pertinent to the success of a soldier and shares the history as well. This can provide lessons to those who instruct other soldiers.
Customs, courtesies, and traditions mean the way marines uphold themselves, while at the same time showing respect among different ranks and keeping traditions celebrated as time goes on. The United States Marine Corps was founded on November 10th, 1775 in Philadelphia, Pennsylvania, and consists of many customs, courtesies, and traditions. Like so many things in life, the Marine Corps have a set of strict and firm rules and regulations that are made to uphold by each and every person enlisted in the military. These rules and regulations have been enforced to established and maintain good order and discipline in every marine to avoid having orderly conduct while on and off duty. Customs and courtesies were created based off of traditions
You must be able to reach them in a timely manner, in case the plan of the day has changed. The Marine Corps cannot function without its most important tool, the MARINES. One of the smallest and most important aspects of being Marines, being where you are supposed to be and doing what you are supposed to be doing. If your leadership is unaware that you are doing these things then they are to assume you are not completing the task assigned or never made it to the required event. As Marines we are designed to be a force in readiness, able to deploy and execute missions within a limited time frame. Getting an entire unit up and ready to deploy requires a lot of moving parts which make communication and accountability on all levels important. Formations and gear inspections have become so ingrained in the USMC culture because you need to have the proper personal and equipment to complete the mission. Without the proper personnel in the proper place at the proper time the Marine Corps as a whole cannot
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
Wars have many battles. However, battles do not always lead to war. Marines courageously serve in our nations wars. Their ability to win battles allows our nations to deal with threats quickly without making the situation more dangerous than it already is. Since the year of 1775 the Marines have been the number one branch of the military called upon first. Their ability to execute the most rapid, effective, and efficient military response to disputes anywhere in the world, makes them one of the most respected branches of the military. The Marines Corps are deployed to respond swiftly and aggressively to threats around the world. What distinguishes the Marines Corps from any other branch is the bond formed by their motto “Semper Fidelis.” It was a motto adopted in 1883. “Semper Fidelis” in Latin means “always faithful.” It reminds marines to always be faithful to their mission, to one another, and to the Corps and our beloved nation, no matter the cost. However, we will discuss the history and background of the career, the requirements to obtain the career, the job position and description, and the job reflection and outlook.
The commander’s intent is a critical part of mission command. The commander, through the commander’s intent, must blend the art of command and the science of control that integrates all joint warfighting functions. ADM Wesley McDonald, Commander US Atlantic Command (LANTCOM), failed to convey the commander’s intent to the joint force for Operation Urgent Fury. This failure promoted misunderstanding and mutual trust issues among the joint force that affected the integration of joint functions such as intelligence and sustainment.
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed writing by SFC Earle Brigham and Jimmie Jakes Sr”). These words to Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend a NCO’s school. For most of us this is what our creed has become because we learn to narrate or recite. The military from the Army, Navy, Air Force, and Coast Guard has an overabundance of NCOs who fall under their pay grade of E-5, E-6 and etc. Yet somehow there still not enough leaders. I believe that the largest problem afflicting the military today is our lack of competent leaders, ineffective leader development, and how we influence our subordinates under us who are becoming leaders.
As a Non-commissioned Officer you can expect me to be a professional leader dedicated to taking care of soldiers, the mission, and the army way of life. You can expect me to use Army Regulations, Technical Manuals, and direct orders from my superiors as my guidance on what actions to take in each situation faced whether tactical or technical. I will not be afraid to make sound and timely decisions in the absence of my leadership’s orders. When left in charge I will take charge.
When then leader measures what was supposed to happen with what actually happened, the leader and involved personnel will then find out if the job was completed to standard. Also the leader needs to know from the personnel involved, what to keep doing and what can be done different to get those same or better results. All feedback should be honest and factual. This is the information that the leader will use to makes thing better; to make the operation run more smoothly. All of this defines the most successful and impactful Army leaders.
There are publications, such as “The Creed of the Noncommissioned Officer” and regulations on leadership, but they lack specificity and objective instruction on how to accomplish the aforementioned responsibilities of an NCO. The knowledge and skills of an NCO are instead acquired through training and experience, the products of which are NCOs of varying quality. A good NCO is one who knows and fulfills the written laws and regulations of Army doctrine, has the character of a good soldier and leader, and is able to strike a balance between written law and doing what is right, even if the two seem to contradict one another. Since the Army puts everything down on paper, from how to perform maintenance on an M4 weapon (“Rifle.”, 2003, para. 1). 1.4) How to write a letter to your commander (“Preparing.”, 2001, p. 30).