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I believe that any new commanding officer (CO) who blasts away at his subordinates, “Be technically and tactically proficient,” is covering a lot of ground but telling his men nothing. They have heard those buzzwords before. A good commander explains his intent to his men and equips them with clear graphics prior to starting the mission. I think that you deserve plain and precise guidance about what I want from you before we reach the line of departure.
Above all, I want you to learn to lead Marines. Without this facility, the most technically and tactically proficient officer is worthless. At the platoon level, the lieutenant’s ability to guide, inspire, develop, and direct his Marines will determine the difference between success and failure in garrison, in the field, and in combat.
You already possess some of the basic skills necessary to be a military leader or you wouldn't be wearing those bars. You’ve had the benefit of about 12 months of professional schools. So start with a measure of self-confidence. A leadership billet in a combat command is a great responsibility, but you are equal to the task. Now you must increase and refine your ability to get Marines to follow you.
Begin by listening to and observing those around you: field and company grade officers, warrant officers, staff noncommissioned officers (SNCOs), NCOs, and even your junior Marines. Good ideas don’t always come from those with a lot of rank and experience. And read about history’s successful leaders, not all of whom were in the Marine Corps, or even in the military.
Have a reason for everything you do and make that reason support your overall plan. Where possible, I recommend that you explain the “why” of things to your men, but what’s more important is that your action result from deliberate, precise thought. Remember that emotion subverts reason, and as such it will generally be your enemy in decision making. Emotion has a place in our profession, but it
must be carefully controlled.
Remember, too, why you are here in the first place—to lead Marines in combat. Focus your efforts as a platoon leader on this point and you won’t waste two of your most important resources: time and energy. You will have many demands placed on you, but if you prioritize them you can be organized and efficient—two adjectives I hope to include in your fitness reports.
Let’s pause for a moment and put fitness reports in perspective. You’ve probably heard of something nefarious called the “zero-defect mentality” that plagues our officer corps. This vacuous idea centers around the concept of perfect officers with perfect fitness reports punching all the right buttons and making no mistakes.
But the perfect officer is a myth. If you ^ worried about getting all “outstandings in section B, just give me your comrnb" sion and ID card right now. Keep y°ur mind off the “truth teller” box and 0,1 your Marines. .
1 don’t expect you to be flawless, expect you to make mistakes. In fact, want you to make mistakes and taKe risks. (Of course, I don’t want you to b® foolish, which is something else en' tirely.) Otherwise you will never learn- and you will never grow. I don’t belief anyone can mature by simply avoiding mistakes. Expect to take some hits, b11 be sure that you learn from them. Uni01' tunately, the drive for “zero defects” ,r1 the peacetime military will result in a 1°* of recognition and promotions for th°se
78
Proceedings / November
ho choose to be “safe.” Forget them. ney aren’t the kind of people who make °Ur Corps great. Do and give your best, j^ays, and don’t be afraid of failure. Be 0|d, creative, and imaginative. It’s my resP°nsibility to ensure that your fitness P?d jibes with conventional wisdom.
livi
’eadi
There will be times when you won’t e UP to one or more of the well-known
"tsist
ership traits. But there are two that I
I - you never set aside: integrity and yalty. Taking responsibility for your
actions
s and those of your platoon is a part ei Ie integrity. Don’t try to assign blame Sevvhere, especially to your men. The ncept that a leader is responsible for U^g his unit does is an easy one to fu] Crstanth hut the reminder can be pain- „ ,^eeP integrity and responsibility to- riCr’ and you’ll survive the experience. ry this: when accepting criticism for
°fth,
s°meth
y°Ur t
mg your platoon has done, begin Celrresponse with, “I . . . when ac- Ptlng praise, begin with “They . . . ”)
demand loyalty; we earn respect. p/0|d confusing the two. The Marine ,00rPs could not exist without requiring ya!ty up and down the chain of com- larn°' ^ loyalty were optional, unpopu-
c°urse
and
Avi
decisions would lead to mutiny. Of loyalty and respect are related tiv '>0U can strengthen the former by cul- I at>ng the latter. With specific regard to tl^'hy, go to bat for your Marines, and |e ? h do the same for you. And finally, s keep company problems inside the
comi
Pany. Gratuitous discussion of our
°hlerns outside the unit is disloyal. q ack to time and energy. The Coast ^J*arh’s motto is “Semper Paratus,” t0;ays Prepared. Make sure you are, c ' Don’t waste your platoon’s time bey Se you haven’t .properly managed I n fS'. This gets back to having a plan, as ^Previously mentioned. Next, you’ve all ,, rd the phrase “a sense of urgency.”
Th •
>s of great importance to me, and
‘ *
little patience for those who don’t re my drive. The seriousness of our
w° ]Cssion is a given, so let’s attack our rk with energy and enthusiasm.
0r°u also need a sense of humor. With-
v rhe ability to laugh, especially at yOUf- ’ ~ - ' "
mak
rself, from time to time, you will be
y lng things unnecessarily hard on y rself, your Marines, and those around p • No matter how grim a situation aprs, maintain perspective and find ^thing to smile about. c0 not allow violations of military JuUrtesy or the Uniform Code of Military yShce to go unnoticed or unpunished. rj'JU wiU not gain favor with your Ma- thjeS ^ letting them get away with 'n8s. In fact, you will lose respect 1 e undermining discipline. Discretion
enters as you decide what corrective action to apply. The first sergeant and your platoon sergeant will be good advisers while you gain experience.
Do not be afraid to delegate authority to your senior NCOs and NCOs. Of course you must supervise, but do not smother. If they deserve it (and most will), trust them. You will certainly kill initiative by trying to do everything and be everywhere simultaneously. Challenge your subordinate leaders, and they will grow and develop. You lead, they execute. Leadership by example is an indispensable trait for Marine officers, so I’m not worried about your becoming lethargic dictators. However, do not engage in activities or make decisions that properly reside with your platoon sergeant or your NCOs. You will have plenty of your own work to do. Consider the fact that your NCOs will spend a great deal more time in the company than you or I will. In many ways, “your” platoon and “my” company belong much more to the senior NCOs and NCOs than to us. When you appreciate this, you will be in a better position to work with these Marines to make that platoon the best in the battalion.
Keeping your Marines informed includes counseling them on their performance, good or bad. (For my part, I will try to avoid unpleasantly surprising you on your fitness report.) If a problem arises with one of your subordinates, confront him. Don’t shy away from those man-to-man talks that are often difficult to initiate but are always for the good of the unit. Resolve problems as they arise. Do not let them accumulate until they are unbearable.
By every measure, professional and personal, you will be the example for your platoon. Those things you consider important or inconsequential will receive similar treatment by your Marines. In fact, your platoon will begin to assume elements of your personality. Do not try to become something or someone you are not, but be aware that your men will be taking notes, if not imitating you.
Initiative will be a combat multiplier for the Corps, and it’s a leader’s responsibility to encourage that trait in his men. One way to develop initiative in your Marines is to let them know why they are doing something so that they can adopt the plan as their own. They will thus be likely to contribute rather than just be dragged along for the ride. The importance of the commander’s intent is not limited to tactics.
Here are a few considerations:
► The first sergeant is an ally, not an adversary. Although you may come into
conflict with him, you will both have the interests of the platoon and Marines at heart, albeit from different perspectives. Remember that you both work for me. Tap the first sergeant’s knowledge and experience. Learn from him.
►Competition among the platoons is healthy and benefits the company. Compete, but don’t undercut each other. Cooperate, too. Put the needs of the company first.
►Trust among leaders is a hallmark of successful combat units. That the officers trust each other is one of my primary goals as CO. Establishing trust within your platoon should be one of your chief aims as well.
►Keep me advised. Let me know what you’re doing; don’t make me guess. Don’t make me ask you twice. Don’t make me tell you twice.
►Know and understand as much about your Marines as you can. In a manner of speaking, their parents have entrusted their sons to your care. Don’t let them down.
►The family is of vital importance to the Marine Corps. I’ve never been a believer in the “If the Marine Corps wanted you to have a wife ...” theory. I’m suspicious of Marines who say the Corps is on equal footing with or even comes before their families. Something must be wrong at home, or upstairs. Take an interest in your Marine families.
► I subscribe to the great man theory of history: one man often makes the vital difference. Don’t be stymied by “the system” or “doctrine.” If you have an idea that will work, especially one that benefits your Marines or will make the company a tougher combat unit, pursue it with vigor.
►Periodically, ask yourself the following questions: Am I worthy of these Marines who are America’s finest? Have I given them my best? Do I deserve the “special trust and confidence” inscribed in my commission?
Gentlemen, I hope this discussion has given you some insight into my style and philosophy of leadership. I am confident that together we will establish this company as a well-trained unit that looks after its Marines. I look forward to working with you.
Captain Check was commissioned in the Marine Corps in 1981. lie was a platoon leader, executive officer, and commanding officer of Company B. 3rd Tank Battalion, Twenty-nine Palms, California, 1982-1984. He was then assigned to Marine Barracks, London, England, 1984-1987, serving as guard officer and later executive officer. Captain Check assumed command of Company B, 1st Tank Battalion, Camp Pendleton, California, in 1988.
breedings / November 1989
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