Enlisted Essay Contest Winner 2nd Prize
When the word "chief" is used by our Navy and Marine Corps team, people stop, look, and listen, whether officer, enlisted, or civilian. Nowhere else is a word so diversified yet still so pure in meaning. In a nautical context, the word "chief" is given to the top three enlisted ranks: chief petty officer, senior chief petty officer, and master chief petty officer. These prestigious ranks mark the journey into the realm of "passing the tribal knowledge." It is a very special time for a sailor who is chosen to be a member of this distinct group of naval elders. Its initiations, secret logbooks, and the metamorphosis from dungarees to khakis are welcomed with joy and anticipation. Likewise, an immediate deep sense of camaraderie with the U.S. Navy is expected. With these emotions also comes a burden of responsibility.
Although the Marine Corps does not use the word in its enlisted ranks, "chief" does hold a profound place in the hearts of Leathernecks and places an equally heavy load on those who hold the designation. The alias is attached to countless technical billet descriptions the Corps uses—supply chief, operations chief, communications chief, administrative chief. The word is not taken lightly, but is accorded a sense of respect and admiration due the senior enlisted member in his or her respective arena of expertise. All the sea services equate the title of chief with leadership.
Anyone who holds the title chief is a leader, and anyone who has the opportunity to lead can influence, in either a positive or negative manner. By Navy and Marine Corps standards, every leader has the responsibility to stand as a positive influence for all those with whom he or she comes in contact. Influencing sailors and Marines can be done three ways—by word, deed, or a combination of the two.
A combination of exemplary words and actions from enlisted leaders will strengthen our institutions and all who walk through their uprights, but these methods are not of equal value. Young sailors and Marines desire less lip service and more of setting the example. Enlisted leaders of the Navy and Marine Corps should read daily the words of Albert Einstein: "Example isn't another way to teach, it is the only way to teach."
The personal example each leader sets can have extraordinary effects on young sailors and Marines. For this reason, our example must be a total package-not just in uniform, but 24 hours a day and 7 days a week. This is a hard pill to swallow for some, but we must remain vigilant and aware we are constantly on display for all Marines and sailors to emulate. Although we are not perfect, we must strive for perfection in every area of our lives.
Being a leader is not a part-time assignment. The total package involves setting the example all the time. Most enlisted leaders, however, split their lives into two sections: on and off duty. I do not concur with this viewpoint. Senior enlisted leaders must lead the pack physically, professionally, technically, and personally. Setting the example will ensure success and make sure the professional standards the nation expects from the Navy and Marine Corps are upheld.
On arrival at boot camp, the first transformation that takes place is physical. From the first training day until graduation morning, young sailors and Marines are held accountable for their fitness levels and personal appearance. Their company commanders and drill instructors are the epitome of how sailors and Marines live up to these standards. These men and women are observed daily leading physical training and upholding height, weight, and uniform standards to the highest degree. On arriving in the fleet, however, many young sailors and Marines discover the dismal truth that many enlisted leaders are overweight, look like stuffed sausages in uniforms, and can barely pass physical fitness tests. They find some of their senior enlisted members wearing unserviceable uniforms and paying little attention to personal appearance. As chiefs, we cannot rest in this area. Our appearance should be an example for all to emulate. There should be no question that we are in shape. Leading physical training must be second nature, not a second thought. By being in shape and looking great in our uniforms, we will feel like leaders and soon will be ready to move on to our professional demeanor.
The foremost attribute of a professional leader must be command presence. This is the ability to stand among your Marines and sailors with a certain aura, an attitude that personifies every aspect of a stalwart and concerned leader. The attributes that most commonly contribute to strong command presence and a sense of professionalism are a leader's appearance, confidence, knowledge, mannerisms, speech, decision-making skills, military bearing, discipline, charisma, firmness, situational awareness, expertise, and personal character. A professional leader with a strong command presence will draw sailors and Marines to him naturally. They want to follow these types of enlisted leaders. Professionalism will be a by-product of command presence. Anything else displayed by senior leaders disrupts morale and hampers the growth of our future leaders. From professionalism comes technical proficiency, which leads to personal credibility, and finally to trust, unit proficiency, and the ability to train our subordinates effectively.
Knowing one's military occupational specialty is paramount in achieving operational commitments and goals set by commanders and gaining the confidence of our subordinates. As leaders, we must know our jobs to the fullest extent possible. If we are not proficient in our specialties, how can we manage, supervise, and lead our sailors and Marines technically? As technical experts we must stay involved at the ground levels of our platoons, sections, shops, divisions, and departments. When a question is asked, we must know the answer, or, more important, where to find it. Your young enlisted members and officers cannot be fooled. Lack of technical proficiency causes a lack of faith and confidence in your ability as a leader. Expect from yourself what you expect from your Marines and sailors: constant improvement. Be technically and tactically proficient by knowing yourself and seeking self-improvement. If you find yourself physically, professionally, and technically on track, take a moment to examine the personal standards required of Navy and Marine Corps leaders.
If any area is disregarded by enlisted leaders, it is often personal behavior. Many senior enlisted members believe that what they do when they are out of uniform remains their own business. The reality is that most of the problems senior enlisted members deal with while they are in uniform are the personal problems of their young sailors and Marines. I believe the most basic thing you can do to make those around you better people is to hold tight to the creed of honor, courage, and commitment. Our personal behavior, mannerisms, and lifestyles are the most influential leadership tools. If we question anything we are doing while on leave or liberty, it is questionable behavior. Each of us holds the title of role model, whether we want it or know it.
The biggest leadership problem in the Navy and Marine Corps is the failure of enlisted leaders to set a consistent and solid example physically, professionally, technically, and personally. Developing junior enlisted members may seem like a huge undertaking. It is. The most important thing leaders can do for their Marines and sailors is to set the proper example in all areas of their lives. This will ensure that juniors will have confidence in our character and ability to lead them. If we fail to set the example, we fail as leaders and erode our traditions a little further. Upholding standards and mentoring is not an option for leaders. If you are the chief, be the chief, and give your sailors and Marines someone to look up to.
Master Gunnery Sergeant Stewart is the aviation supply chief for Marine Aviation Logistics Squadron 13 in Yuma, Arizona. He also has served as a drill instructor, assistant Marine officer instructor at Iowa State University, and as a platoon sergeant at Officer Candidate School. He has more than 20 years of service.