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Supervision, the twin sister o er-
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^ets done or it doesn't. Too otte - jC. iliance has to be monitored or t ® ^0jve- alar job is apt to be gaffed °t usua'15' tnent by appropriate authority means that the job gets done right ^ time around. This is the essence 0-
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supervision.
The effective leader teaches his Marines, and he also listens to them. He gives—and demands—nothing but the very best.
The challenge of exercising effective leadership within the Marine Corps is of great importance. It demands our immediate—and collective—attention. No unit is impervious to this challenge.
Effective leadership uses the arts of communication and supervision to get the job done. Sounds simple enough, doesn’t it? It should be understood, however, that effective leadership is an ongoing, growing, and learning process—not a finished product. But once competent leadership is firmly established, it is everlasting. For its continued growth and success, we need only provide it with a healthy environment and constant vigilance.
Communication, encompassing all
■ apd
kinds of interpersonal dyna®*^sbeen human understanding, has r|eV ^jsti- more important than in today s por a cated, technocratic Marine C°rPs jt task to be efficiently accornp^ both ' the
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proper persons. Most of us u^n j0es i*
■ • , he done-
heard and understood for it to the Enough said. As one advances ^||S leadership ladder, communicate^ sj,j|is become more useful than technic and expertise. That is why it >s S^liunic3' tant to become a competent com tjye tor if one hopes to become an e nication, is a 24-hour, seven and week job. Someone has to be on \1- be fully accountable for his wa^tjiank' though it is a tough and sometime less job, the effective leader has to (bll,
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I
not in charge, it also tells. Either -
Proper supervision is also an cc ment with which to positively rel0d effective leadership. It allows 3 leader to catch someone doing s0 j0jri2 right, as well as to catch someone something wrong. jgfitii'
Moving beyond the basics, my jp- tion of effective leadership w° „ce elude, but not be limited to: corn^.tjVity- or expertise in a specific field or a adherence to high standards o ^e lence, and an ability to get the j°
84
Proceedings
through
what
cause.
people by getting others to do
you want them to do, for a common
Few will argue that the Marine Corps
do We r ^and better leaders. But where them? J51 tbem or how do we create must r-lhe obvious answer is that we
ated wfthte e"vlronments that are perme- readv h effectlve leadership. We al- ave many of these environments:
the dril[aifnin8’ °fficer candidate school, eer’s fMnrfv ’ non-commissioned offi- si°ned „frJ *cbool> staff non-cor tain f ‘?CrS ^SNC°) academy, cer- speciait,, and mthtary occupational assionrJ Schools’ and certain other duty exceDtin£ntS But tbese select few are the theless It! ratber than the norm. Never- f°r tjjg’ Provide correct role models I firmfStrthe great majority—of us. lowers J believe there are no bad fol-
sPeakinpJK4 bad Baders. Generally that th,., ,r'nes will go down the path leaders^ are, ed' Therefore, it is up to the
Pable leaHCh°0Se the rigbt path' The ca" finable t ^ 'S end°wed with certain deperfect ?“ts and qualities. He is not yet learning, fCause he is still growing and Petsonip °Ut b‘mse'f and others. But he cal skin16S tde elFective leader in techni- ing j> S as Wch as in human understand- Proves exerc’ses his strengths and im- COltibinat^°n d'S weaknesses. He is a things ^ *?n manager-leader: managing e>tarrinl(>n . Jead'n8 people. He sets the To th" ”e tabes care of his people. “Marin e.fffective leader, the titles of “leade ?’ “NC0>” “SNCO,” and
fully awmean something special. He is today’ pfe tbat effective leadership in vice on ,i,0rPs caHs f°r sacrifice and ser- his [yja . e Part of the leader on behalf of rrtent ^is 's a full-time commit-
titude Th aS ^now'how and a can-do at- that th • cffective leader understands leads a att*tudes and actions of those he He ua direct reflection of his own. bueje erstands, furthermore, that the kn°Ws (C'CS’ truly, stop with him. He Marindat be owes h to himself and his es to give—and to demand—the
non-commis- cer-
vei
wbest-
priorj.- 6 dady work routines and mission n°t f0les ate realities for all of us, let us W°rk rget that everything and everybody ap envni°re smo°thly and efficiently in
lei
ade , pnment where there is effective ita_r?b'P- You must believe this, for
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fact a"18 e'Se depends on this simple is Udnd eteating the right environment leade ° ad 08 us- *f we have inefficient Si,*’ .then we are the solution. Quite aHsw d We do not become a part of the We are a part of the problem. Coa, 6 ln§redients of a competitive and Petcnt environment for our Marines
are sharing and teamwork. Among other things, this means identifying and rewarding competence and excellence. This also means identifying substandard performers who need correction, closer supervision, and—if necessary—separation from the Corps. It should always be remembered that healthy competition and demonstrated competence breed excellence in all of us. Sharing and teamwork mean giving of one’s self—one’s talents, skills, expertise, knowledge—to make the team better. This means sharing the many professional secrets, formulas, and techniques, with others. It also means helping others to develop into better professionals. Sharing and teamwork are good and right and honorable, and strengthen our beloved Corps.
Let me share some of the secrets and formulas that have worked for me over the years. I believe that effective leaders follow several basic rules:
- Know Your Marines: Get to know them on both a personal and professional basis. Try to learn what makes them tick. It is a never-ending job, an ongoing process that requires much time, practice, and patience. This is another example of one of those continuous, omnipresent responsibilities—not just an 0730-1630 job. It never has been easy; it never will be easy. It is however, the foundation upon which leadership is built.
- Talk to Your Marines: Get them together on a regular basis—all of them, no exceptions—and talk with and listen to them, sincerely and seriously. You would be surprised at what you can learn about each other and about the organization as a whole. Many of the Corps’ most difficult and pressing problems have been solved or resolved by listening to the troops. This kind of communication can take place in a formal setting (monthly leadership meetings, breakfasts, luncheons, and the like) or in an informal setting (wandering around, casual conversation, impromptu meetings, and the like).
- Establish and Maintain Standards of Excellence: Tell your Marines what you expect of them, and make it perfectly clear to everyone. Set clear procedures and standards for attaining short-range objectives and long-range goals. Everyone should be expected to—and allowed to—perform his job. Where necessary and practical, specific guidance and individual counseling should be introduced to enable a Marine to help himself become a better Marine. This is the essence of a helping relationship—helping a person to help himself. Establishing and maintaining standards of excellence are at the heart of organizational development and effective leadership. These standards
must be implemented strongly and vividly, otherwise exhibitions of neutrality, mediocrity, and/or negativity will become unpleasant realities. In terms of expectations, only three varieties are available: no expectations, low expectations, or high expectations. I prefer the last of the three as a working standard of excellence.
- Watch for Telltale Signs: Learn to recognize both the positive and negative signals of your Marines. Watch for physical, verbal, and nonverbal signs. They all tell you something. There is no neutral ground here. Either your Marines are gaining or losing ground; either they are accomplishing or not accomplishing their mission. There is no such thing as breaking even in the real world of effective leadership, and believing that there is will eventually get you into serious trouble. Also, learn to distinguish between human and technical problems. There is a difference. Again, I believe that human problems are more debilitating and vexing than most technical ones. While people are our most valuable resource, they are, unquestionably, the most complex of our assets to manage and nurture.
- Enhance the “Win” Capability for the Individual and the Organization: Appreciate the fact that most people want to be winners. Also, appreciate the fact that it takes lots of camaraderie, competence, and creativity to get the job done. Mission accomplishment and personnel productivity do not come easy. They never have and never will. A good leader owes it to his Marines to put them in situations where they will win. Furthermore, it is of paramount importance that everyone contributes to the mission. Contributing makes a person feel good about himself, about others, and about the organization as a whole. By teaching your Marines to win, they will eventually gain more confidence and achieve greater success. By creating an atmosphere of team spirit and teamwork, you can mold your Marines into a true band of brothers.
I hope that I leave no false sense of a quick solution to this complex problem of creating the right leadership environment. Words alone are empty, but one has to begin somewhere—with a plan of action. How about it? Remember, there are basically three types of people: talkers, watchers, and doers. I ask: which type are you?
Sergeant Major Horton is currently the command sergeant major of the Norfolk-based Marine Corps Security Forces Battalion.
°Cce<iings / November 1987
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