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/ ^ Vincent ^ •7 ^ Astor
Astor :: ^ ( Memorial C : Leadership Contest ;'
V 81 i
>3^
30 October
Dear Brother,
I know that you have just gradual from our basic training course for off[I]' cers, and that you have studied hard- graduating at the top of your class- Now I am sure that you are eaged) awaiting the chance to take command of your first group of men. Because 1 have traveled this road before you. ^ thought perhaps I could give y011 some practical tips on how to cofl1' mand successfully on a day-to-d3)' basis.
You know how strongly I belief that we officers should exhibit ^ leadership traits presented in our f°r' mal schools. However, those traits aie meaningless terms unless they havf become a part of our personalities. I® the same way, the following tips not make you successful just by doM! them. They must be an outgrowth your life. Leadership must be a part 0 us, not just a role we play. I kno" that you have learned leadership theory, and that is a good basis f°r your practice; but I’d like to sh»re some of the practical things I belief are important because I know that y°u will evaluate and perhaps emulat£ them on the basis of the theory tha1 you know and your desire to serve as an officer.
I look at practical leadership as if11 were a cake. Effectiveness in combat >* our goal; that’s the eating. A fie*“ exercise is the icing, because it’s ful1 and highly visible. But the icin^ won’t hold its shape unless there’s 3 solid cake underneath. Much of y°ut leadership labor will go into makiff this cake and will be unappreciated
and undetected by all except y°ut men; but if you do it well, you’ll have a cake to eat when the time comes.
The main ingredient in your cake will be your standards. That is wha1 holds everything else together.
Make your standards known earl)'1 especially in the areas of personal ap' pearance and conduct. You don’t haVe to be a “Theory X” man to realize thaf for some of your men, the minimi*111 that you will accept will be the maximum that they will deliver- Make your standards high, and the11 keep them consistent. In your efl'
thusiasm to be the best don’t be drawn into a competition with your Peers on having the highest standards. ^member that what is desired is the highest performance derived from reasonable standards. Standards that are neither realistic nor enforceable are unforgivable.
Accounting for a man’s clothing and equipment is as fundamental as accounting for the man himself. Hold clothing, equipment, and weapons inspections frequently. A formal "'capons and combat equipment inspection following each field exercise and before sounding liberty call is an excellent way to prepare for the next "'eek’s training. Don’t allow combat Gaining priorities to blind you to your responsibilities in this area. Your sub- °rdinate leaders should assist in iden- rifying those men who need to purchase clothing, or have it tailored. If you will make this an area of routine concern, you will be able to avoid a crisis prior to commanding general’s 0r inspector general’s inspections.
Your moral and spiritual standards should serve you well. Our responsibilities do not end when the working hay does. So, if you can assist one of y°ur men in these areas, it could have eternal significance. A personal rela- bonship with Jesus Christ does not 8lve you license to take the chaplain’s Place, but sharing your faith in private "’hen a man is seeking help is both r‘ght and appropriate. I personally do n°r believe that good Marines can be folded in a moral and spiritual void.
I hope to find the time to write you °n other areas as well.
Semper Fi,
Your Brother [2] I
punishments, and accountability for our men. Accountability is much more than a morning report, and here are some tips in that area.
Make your subordinate leaders responsible for their men. Require formal musters and accurate reports at formations, but give your subordinates the authority to exempt their men when they deem it necessary. In this way, they really are responsible, and you can evaluate their judgment. This practice may cause you some embarrassment with some of your seniors who may feel that you should be the only one to excuse a man, and that you must know where each man is at all times. If the policy permits, however, make your subordinates responsible to you for their men and don’t attempt to do their job for them—even if you do think you can do it better.
Review your men s record books and explain what they contain to your men. Make your men conscious of the fact that their record books will reflect their performance, and that all rewards and punishments they receive will follow them throughout their enlistments. Ensure that record books are accurate and use them to acquaint yourself with the backgrounds of your men. The knowledge you gain will be valuable when counseling on the personal level. Don’t waste your time figuring out minority percentages, average general classification test scores, average years of schooling, or any other arbitrary criteria. Not one of your men will be that “average” individual, and you must deal with each one man-to-man. Show your men how to read their record books, pay vouchers, etc. Locating problems early is the key. You normally can solve them then, instead of simply reacting at the last minute later.
Make the reward system as visible as the punishment system. Don t cheapen the rewards to accomplish this; but, extra liberty, meritorious masts, and advanced promotions should all be within reach of a deserving subordinate.
Push for prompt punishment. I don’t punish my children tomorrow for yesterday’s offenses, and you wouldn’t either. Regardless of the offense, your man deserves his day in court as quickly as you can arrange it. He’ll respect you for that, and will despise you if you leave the matter unresolved and hanging over his head. I know that I don’t have to mention the importance of being fair, but evenhanded justice is absolutely essential. If your squad leader comes in late, will he only get a warning? If so, perhaps your other men deserve that first chance also. There is no pat answer to this; just remember not to confuse justice and mercy. Both serve an important function. Use the one that will be most effective in the long run.
Education is important. Challenge your men to learn. Our profession is extremely complex, and your subordinates should share in the challenges. Schooling—high school, college, or professional courses—will broaden a man and give him a sense of achievement when he completes it.
Visit your men who are hospitalized, every day if possible. It may take an extra hour at the end of a long day, but all your men will know you care, and they won’t forget it.
Remember birthdays, anniversaries, promotions, and transfers if you can do it in an appropriate fashion. I have habitually written the wives or parents of my good men when they were promoted or transferred. Some of the responses would really warm your heart. They were truly thankful for a 15- minute effort on my part. That really isn’t a steep price to pay in return for several years of dedicated service.
I’m sure I could ramble on like this indefinitely, but I must stop. I was glad to get your letter and hear how things were going. The operation in Alaska sounds like it’s going to be a good one. Have fun!
Semper Fi,
Your brother [3]
would be criminal. I’m sure that on many occasions when you feel the heat from your superiors because of mistakes that have been made you may want to revert to this—but resist the impulse. It may temporarily alleviate a crisis, but it’s deadly in the long run.
Even if your superiors expect you to be faultless, don’t press perfection on your men. As your subordinates learn, and gain confidence, they will improve. All the good ideas haven’t yet been thought. Give your subordinates their heads. Encourage innovation.
Each of your principal subordinates must know precisely what tasks and responsibilities are his to fulfill. If you don’t know what you want him to do, he certainly won’t either. I suggest that you draw up a list for each man in duplicate. Discuss these tasks and get his feedback, then give him the freedom to do it while you supervise. Many of the routine things that frustrate you and eat up your time properly belong to your NCOs. Give them a chance to be “stockholders” in your organization.
Have you been keeping up with your PT program lately? Consider trying to work in some variety. Crosscountry runs with some obstacles thrown in are good. (Don’t forget your corpsman. On second thought, include yours in the program, and borrow one for safety purposes.) Get in some soccer and tackle football, etc., occasionally. Familiarity may breed contempt, but men hate officers who are too good to get dirty, or “hide behind their bars.” They appreciate an officer who can give some licks, and take some, too.
I haven’t heard any tactical comments from you lately. To keep you on your toes, answer this one. If you were ordered to link up with another unit and then conduct a coordinated attack, what control measures would you use?
Looking forward to seeing y°u soon.
Semper Fi,
Your brother
I believe these letters speak to and of leadership. Why? Because they d*5' cuss life, real challenges, and real s°' lutions. As long as we approach lead' ership as if it were an academic disc1' pline, or an intellectual research top11’ our leadership will continue to suf' fer. Leadership is not an academic d<5' cipline; it is a function of personality'
Remember the Bible story of David and Goliath? Prior to their battk’ King Saul offered David his armor t0 wear. David refused. Why? Becatdl Saul's armor didn’t fit David. David5 strengths lay in his skill with the sling, not in armored close combat- David applied his own strengths f0 the challenge, and was successful- Giant killers provide their own solU' tions.
We need that tolerance, that fresh' ness of approach in our thinking °n leadership. “Researching” leadership is not the answer. We are allowing our leadership discussions to drift int° theoretical areas having little relation' ship to daily service. We need anothe1 approach. We need to share practical solutions to real problems, evaluate them to see if they “fit” our individual personalities, and make a decision. 1* they apply to us, we must combine them with the strengths of personality already present, incorporate them int0 our lives, and then practice them- That is the only road to successful leadership.
_________________________ A Higher Authority?
The commanding officer of a cruiser combined a hair-trigger temper with a greatly >n' dated ego. When the word was passed one day, “Now the chaplain please dial 2 14 (captain5 cabin),” the voices of two sailors in the passageway came clearly through the door of m) office: “Hey, do you suppose the Old Man’s got religion?” “Not a chance,” the othef replied. “My guess is, God fouled up somehow, and the captain wants to know why.”
Commander R. E. Perry, USN (Retired)
(The Naval Institute will pay $25.00 for each anecdote published in the Proceedings.)
[I] have been thinking about my last letter to you, and I realize I only Sctatched the surface of what could be Said about practical leadership. One area which I failed to mention that concerns us all is administration. Administration too often is defined as endless paperwork and unnecessary forms, instead of our responsibility for rhe pay, health, advancement in education and promotion, rewards,
17 November
hfoar Brother,
[3] December
Dear Brother,
Thank you for your last letter. I was very interested in the problem that you discussed. You know, you don’t have to use your subordinates in order to be judged a good officer. You may have enough talent and time to do it all yourself, but such an approach