Leadership Principals

SET THE EXAMPLE.

As a leader your duty is to set the personal and professional standards for the organization by your personal example. You must be a good example of integrity, courage, knowledge, professional competence, personal appearance, positive attitude and personal conduct for your team because THEY ARE WATCHING YOU! If your personal standards are high, then you can rightfully demand the same of your subordinates. Unfortunately, as people progress through the ranks by promotion they often take on the attitude of "do as I say, not as I do." If your personal standards are not high, you are setting a double standard for your subordinates. Nothing will cause them to lose respect and confidence for you faster! Remember that leadership is taught by example, and your subordinates WILL reflect your image! **This is the catchall principle of the Marine Corps Leadership Principles** To develop this principle you should: - By your performance, develop the thought within your subordinates that you are the best person for the position you hold. - Show your team that you are willing to do the same things you ask them to do. - Share danger and hardships with your subordinates to demonstrate your willingness to assume your share of the difficulties. - Maintain an optimistic outlook. Develop the will to win by capitalizing on your units' abilities in difficult situations. - Exercise initiative and promote the spirit of initiative in your Marines. - Delegate authority and avoid over-supervision in order to develop leadership among subordinates. - Conduct yourself so that your personal habits are not open to criticism. - Be physically fit, well-groomed and correctly dressed. - Avoid showing favoritism to any subordinates. - Be loyal to seniors and juniors. Barriers: - Fatigue - Lack of knowledge - Lack of discipline - Injuries - Lack of respect for leadership

SEEK RESPONSIBILITY AND TAKE RESPONSIBILITY FOR YOUR ACTIONS AND THE ACTIONS OF YOUR UNIT.

For professional development, you must actively seek out challenging assignments. You must use initiative and sound judgment when trying to accomplish jobs above your position. You must be quick to seize the initiative in the absence of instructions from superiors. This develops you professionally, increases your potential ability, and shows that you have confidence in yourself. You must also take responsibility. You are responsible for what the unit does, or fails to do; and will be held strictly responsible for results. Regardless of the actions of your subordinates, the responsibility for decisions and their application falls on you. You must issue all orders in your name. Stick by your convictions and do what you think is right. You must recognize and acknowledge this responsibility on all occasions. Any effort to evade this responsibility destroys the bond of loyalty and respect that must exist between the leader and subordinates. Rarely are you held responsible for methods or procedures, as long as they are legal. Leaders will carefully evaluate subordinates' failures, and never be afraid to offer or receive constructive criticism. Such action by the leader engenders trust, faith, and confidence. It also develops initiative and wholehearted cooperation. You must also be willing to accept justified and constructive criticism because it only serves to help you and your unit. Never remove or demote a subordinate for a failure that is the result of your own mistake! Admitting your own mistakes demonstrates integrity and maturity. The opposite is FATAL. To develop this principle you should: - Learn the duties of your immediate superior and be prepared to accept the responsibilities of those duties. - Take every opportunity that offers increased responsibility. Seek different leadership positions to broaden your experience. - Perform every act to the best of your ability. - Stand up for what you think is right; have the courage of your convictions. - Carefully evaluate a subordinate's failure before taking action. Make sure that the apparent shortcomings are not due to an error on your part. Consider available personnel, salvage when possible, replace when necessary. - In the absence of orders, take the initiative to perform the actions you believe your senior would direct if he/she were present. Barriers: - Lack of maturity - Lack of knowledge/experience - Lack of confidence (technical and tactical proficiency)

TRAIN YOUR SUBORDINATES AS A TEAM.

Every waking hour subordinates should be trained and schooled, challenged and tested, corrected and encouraged with perfection and teamwork as a goal. No excuse can be made for the failure of leaders to train their teams to the highest state and to instruct them to be the very best in their profession. Train with a purpose and emphasize the essential element of teamwork, regardless of team size. This requires from each member a high degree of morale, cooperation, and proficiency. Leaders who fail to foster teamwork while training their commands will not obtain the desired degree of unit efficiency. Insist that subordinate leaders understand the strengths and weaknesses of their personnel. Be realistic in your approach to training. Ensure that your personnel know their job before you attempt an operation that may cause embarrassment to you and your unit. Never overlook an individual. A team that is effective requires that each person in the team do their own job. Therefore, each member of the team should be considered and all members should train and work together as a team. The sharing of hardships, dangers, and hard work strengthens a unit and reduces problems; it develops teamwork, improves morale and esprit and molds a feeling of unbounded loyalty. Subordinates don't complain of tough training; they seek it and brag about it. When team spirit is in evidence, the most difficult tasks become much easier to accomplish. Teamwork is a two-way street. Individuals give their best, and in return the team provides the individual with recognition and a sense of accomplishment. Techniques to apply this principle are: - Never publicly blame an individual for the team's failure, nor praise an individual for the team's success. - Strive to maintain individual stability and unit integrity. (Transfers disrupt) - Train, study, and prepare as a team; thoroughly and endlessly. - Emphasize use of the buddy system at all times. - Encourage unit participation in recreational and military events. - Insist that every Marine understands the functions of the other members of the team and how the team functions as a part of the unit. - Acquaint each Marine of your unit with the capabilities and limitations of all other units, thereby developing mutual trust and understanding. - Provide the best available facilities for unit training and make maximum use of teamwork. - Ensure that all training is meaningful and its purpose is understood by all members. Base team training on realistic, current, and probable conditions. - Seek opportunities to train with other units. - Whenever possible, train competitively. Barriers: - Conflict among team members - Poor communication between team members/teams - Lack of training areas/facilities/equipment - Scheduling conflicts

BE TECHNICALLY AND TACTICALLY PROFICIENT.

Know your job! Before you can lead, you must demonstrate the ability to accomplish the mission. This means being able to do your job extremely well, knowing how to effectively teach tasks to subordinates and answer their questions, and possessing a wide field of knowledge. You must understand the technical aspects of the operation of the company and the methods and procedures of organization, administration, instruction, and personnel management. You should also possess a sound understanding of human behavior and human relations. Furthermore, you must have a working knowledge of the duties, responsibilities, and problems of subordinates. A thorough knowledge of the job gives the leader confidence, which is reflected in the actions of subordinates. The confidence, trust, and respect of subordinates are the reward of the leader who displays competence. The leader must know his stuff. You may fool your superiors on occasion, but you CANNOT fool your personnel. Technical proficiency: Demonstrating knowledge of a subject verbally, by explanation, etc. Tactical proficiency: Demonstrating knowledge of how the information can and should be used in conjunction with other knowledge to accomplish a mission. Barriers: - Dislike of subordinates - Insufficient training on your part - Failure to keep up with new procedures and/or policies To develop this principle you should: - Seek a well-rounded professional education by using company training service schools and manuals, college courses, independent reading, and study. - Broaden your knowledge through relationships with members of businesses associated with your profession. - Seek out and associate with capable leaders. Observe and study their actions. - Seek opportunities to apply knowledge through exercise of command. Good leadership is only acquired through practice. - Train subordinates in career progression and job performance requirements in order to ensure their success. This will also assist in your skills development. - Prepare yourself for the job of the leader at the next higher rank.

ENSURE THAT THE TASK IS UNDERSTOOD, SUPERVISED, AND ACCOMPLISHED.

Leaders must give clear, concise orders that cannot be misunderstood; and then by close supervision, ensure that these orders are properly executed. Before you can expect your team to perform, they must know what is expected of them. Be sure that they understand. Talk at a level that your Marines are sure to understand, but not at a level so low that would insult their intelligence. The issuance of an order is the initial, and relatively small part, of the leader's responsibility. The principle responsibility; however, lies in supervision; ensuring that the order is properly executed. It is this responsibility that is most difficult to carry out. There are two extremes of supervision to avoid, under supervision and over supervision. Under supervision will not get the job done. Showing a lack of interest on your part will develop into a lack of interest by your subordinates. On the other hand, over supervision halts initiative and creates resentment. Allow subordinates to use their own techniques, and then periodically check their progress. Offer them guidance, but then allow them to use their own initiative to get the job done before you jump in to "save the day." After subordinates have completed the job, offer suggestions that might make their work easier. The "how" of the task should get pushed as far down the chain of command as possible. This allows for a great deal of flexibility at the small unit level. Remember, all the leadership, supervision and guidance are wasted if the mission is not accomplished. To develop this principle you should: - Ensure that the need for an order exists before issuing the order. - Use the established chain of command. - Through study and practice issue clear, concise, and positive orders. - Encourage subordinates to ask questions concerning any part of your orders they do not understand. At the same time, question them to determine if there is any doubt or misunderstanding in regard to the task to be accomplished. - Make sure that your unit has the resources to accomplish its mission. - Exercise care and thought in supervising the execution of your orders. Over supervision hurts initiative and creates resentment; under supervision will not get the job done. Vary your supervisory routine and the points which you emphasize during inspections. Barriers: - Poor communication skills - Ego - Poor relationship with subordinates

KNOW YOURSELF AND SEEK SELF-IMPROVEMENT.

Leaders must know themselves thoroughly. By comparing themselves against the leadership traits leaders can recognize their own strengths and weaknesses. A good leader continually strives to increase their leadership ability as well as their technical knowledge. Leaders believe completely that there is always room for improvement. Regardless of what they have already achieved, leaders strive to live a lifestyle of continual growth. To develop this principle you should: - Make an honest evaluation of yourself to find your strong and weak personal qualities. Strive to overcome the weak ones and further strengthen those in which you are already strong. - Solicit the honest opinions and ideas of friends or superiors to show how to improve yourself and your leadership ability. - Study the causes for the success or failure of other leaders, either by watching them or by reading. - Develop a genuine interest in people; acquire an understanding of human nature. - Master the art of effective writing and speech. - Have a definite goal and a definite plan to attain your goal. Barriers: - Not truthful with yourself; feeling you have "nothing to improve on." (Integrity) - Lack of trust in others to give honest feedback, or to provide constructive criticism. (Dependability) - Fear of receiving constructive criticism. (Mental courage) - Too lazy to do the work to improve in weak areas. (Physical courage) Not knowing how to improve (Knowledge)

DEVELOP A SENSE OF RESPONSIBILITY AMONG SUBORDINATES.

No one can be everywhere all the time. By developing responsibility among its entire organization, an individual leader doesn't have to be. Another way to show your subordinates that you are interested in their welfare is to give them the opportunity for professional development. Assigning tasks and delegating the authority to accomplish tasks promotes mutual confidence and respect between the leader and subordinates. It also encourages the subordinates to exercise initiative and to give wholehearted cooperation in the accomplishment of unit tasks. Yet another benefit is that it allows you to concentrate on other things that may be more urgent, important, or require your direct attention. When you properly delegate authority, you demonstrate faith in your subordinates and increase their desire for greater responsibilities. If you fail to delegate authority, you indicate a lack of leadership, and your subordinates may take it to be a lack of trust in their abilities. Even in the smallest unit, subordinates should be assigned tasks or responsibilities whenever possible. The majority of subordinates are willing to accept any task or responsibility you might give them. They take pride in the trust and confidence you give them. Techniques to apply this principle are: - Be quick to give credit to the men that perform their tasks well; do not selfishly retain the credit for yourself. - Operate through the chain of command. Assign personnel to positions based on demonstrated or potential ability. Give them frequent opportunities to perform duties associated with the next higher rank. - Resist the urge to micro-manage. Don't give restrictive guidance that destroys initiative, drive, and enthusiasm in subordinates. Provide clear, well thought-out directions. Tell subordinates what to do, not how to do it. Give advice and assistance freely when asked. - Delegate enough authority to subordinates to enable them to accomplish the task. Hold them responsible for results, remembering that the overall responsibility is yours. - Correct errors in initiative and judgment as they occur, in a way that will encourage subordinates to try harder. Avoid public criticism. Accept honest mistakes without punishment, and teach from these mistakes by honest critique and constructive guidance. - Be prompt and fair in backing subordinates. Until convinced otherwise, have faith in each subordinate. - Accept responsibility willingly; insist that your subordinates live by the same standard. Barriers: - Ego (I'm the only one) - Lack of teaching experience - Lack of leadership experience - Unit "too small"

KEEP YOUR PERSONNEL INFORMED.

People are inquisitive by nature. Informing your subordinates of the situation makes them feel that they are a part of the team and not just a cog in a wheel. Individuals who are well informed about the mission, situation, and purpose of a particular task are considerably more effective than those who are not informed. Additionally, if they are knowledgeable of the situation, they can carry on without your personal supervision. The key to giving out information is to be sure that the Marines have enough information to do their job intelligently and to inspire their initiative, enthusiasm, loyalty, and convictions. Far too often, leaders tend to give orders without explaining "why" the job must be done. Granted, you will not always have time to explain. You should; however, explain as long as time and security permit. This will eliminate a lot of their "fear of the unknown." An understanding person is a willing person. "Ours is not to reason why, ours is to but do or die." This popular maxim repeated in a scene in "Saving Private Ryan," perpetuates the idea that Marines blindly follow orders. Blind obedience to orders can sometimes be just as bad as a person who disobeys orders. The job might get accomplished, but the morale of your unit will drop, and in the long run, your unit will falter. The best policy is to explain situations to your team whenever possible. Techniques to apply this principle are: - Be alert to rumors. Stop them and replace them with the truth. - Keep your unit informed about current legislation and regulations affecting their pay, promotion, privileges, and other benefits. - Ensure that all subordinates understand the goals of the organization, as well as how they fit into the overall scheme. - Build morale and camaraderie by publicizing the successes of your unit. - Whenever possible, explain the "why" and "how" of tasks. - Assure yourself, through supervision and inspections that your subordinates are passing on necessary information. - Talk to your team, even if it's just to say that everything is going according to plan. Barriers: - Fog of War - Poor communication skills - Mission/situation - Endurance (Mental/physical)

MAKE SOUND AND TIMELY DECISIONS.

The ability to couple decisiveness with judgment in order to make a rapid estimate of the situation and arrive at a sound decision based on that estimation is essential to leaders. A good leader must be able to reason logically under the most trying conditions. Hesitation or reluctance to make a decision leads subordinates to lose confidence in your abilities, and creates confusion and hesitation within the unit. Once you make a decision and discover it is the wrong one, don't hesitate to revise your decision. People respect the leader who corrects mistakes immediately instead of trying to bluff through a poor decision. Be honest and explain why the change is necessary. To develop this principle you should: - Develop a logical and orderly thought process by practicing objective estimates of a variety of situations. (Tactical Decision Games) - When time and circumstances permit, plan for every reasonably possible event that can be foreseen. - Consider the advice and suggestions from subordinates whenever possible before making decisions. - Announce decisions in time to allow subordinates to make necessary plans. Encourage them to make plans at the same time that you do. - Make sure that all personnel are familiar with your plans and policies. - Consider the effects of your decisions on all members of the unit. - Know the abilities (strengths and weaknesses) of your employees. By knowing whom best to delegate tasks to, you will accomplish missions more efficiently. Barriers: - Fatigue (Lack of endurance, poor sleep, etc.) - Lack of experience - Lack of information (Situation, mission requirements, personnel, etc) - Ego - Paralysis by analysis

KNOW YOUR PERSONNEL AND LOOK OUT FOR THEIR WELFARE.

This is one of the most important of the leadership principles. A leader must make a conscientious effort to observe the members of the command as often as possible. He/she should become personally acquainted with each subordinate, know how they react and function under different conditions, and be able to determine how to best supervise each member. Knowledge of their problems, recognizing their individual differences, and sharing in their joys and sorrows, will enable the leader to do exactly that. Being responsible for your subordinates involves more than just lip service. Be concerned about each individual problem of each person. Know their education background. Find out about their home life, hobbies or any problems they might have. Do not attempt to act like a psychiatrist trying to solve a problem. Share the problem, offer suggestions, and try to direct subordinates in the right direction. To develop this principle you should: - Put your personnel's welfare above your own. (Actions speak loudest) - Get to know and understand all of the personnel in your team personally and professionally. Let subordinates know that you are interested in them and what they are doing. - Be visible and approachable. Show them that you are determined for them to succeed, and encourage individual development. - Correct their grievances and remove discontent. Allow them to express concerns and help them get support for their personal problems. - Share the hardships of your team so you can better understand their reactions. - Determine the team's mental attitude; keep in touch with their thoughts. - Ensure fair and equal distribution of rewards. - Provide sufficient recreational time and insist on participation. Barriers: - Ego (Superiority complex) - Lack of experience - Personality (Values) conflict

EMPLOY YOUR TEAM IN ACCORDANCE WITH ITS CAPABILITIES.

To employ a team properly and to ensure successful completion of tasks, the leader must have a thorough knowledge of the unit's capabilities. The leader must assign objectives or tasks to a unit that they are trained to do, properly evaluate time and space factors, and employ the command with sound judgment. Seek out challenging tasks for your unit, but be sure that your unit is prepared for, and has the ability to successfully complete the mission. If the task assigned is one that your unit has not been trained to do, failure is very likely to result. Failures lower your unit's morale and self-esteem. You wouldn't send a cook to repair a vehicle, nor would you send three subordinates to do the job of ten. Always remember though; if the situation demands, subordinates must be pushed without hesitation, sometimes beyond their known capabilities. Techniques to apply this principle are: - Do not volunteer a unit for an impossible or needless task. (Glory seeking) - Know the operational effectiveness, and training status of the unit. - Be sure that tasks assigned to subordinates are reasonable. Do not hesitate to demand their utmost in an emergency. - Analyze all assigned tasks. Use the full capabilities of the unit before requesting outside assistance. If the means at your disposal are inadequate, inform your supervisor and request the necessary support. - Assign tasks equally among all personnel. - Be realistic about the personnel, time and resources you need to accomplish your objective. Barriers: - Lack of experience (New to leader position or the team) - Ego (Seeking personal glory) - Lack of knowledge (abilities/capabilities of team)