Leading marines study guide 14: Team Development

WHAT IS A TEAM?

A team is a small number of people with complementary skills committed to a common purpose. A team: •Has an agreed upon approach •Holds each other mutually accountable Individual efforts support other team members in the accomplishment of the mission, making all worthwhile accomplishments the result of a team effort. Teamwork, esprit de corps, and identity with a common purpose are the key aspects which make our Marine Corps what it is today: a proud, effective military force. Each Marine must know their position and responsibilities within the team framework

BROTHERHOOD

All Marines should feel that they belong, and we must promote an atmosphere of comradeship and brotherhood throughout the Corps regardless of rank. The end result should be a Corps that benefits from good order and discipline, unit cohesion, and teamwork. This is where we form the bonds of brotherhood in the profession of arms.

CONFIDENCE IN UNIT LEADERS:

CONFIDENCE IN UNIT LEADERS: Confidence in unit leaders' abilities is earned as Marines spend time in the company of their seniors and learn to trust them. Leaders must earn the respect of their Marines, and that takes time. As Marines develop confidence in their unit's ability to accomplish their assigned missions, they also develop confidence in their leaders as they work and train together. The Marine Corps Manual addresses the moral responsibilities of leaders, such as special trust and confidence, integrity, good manners, sound judgment, discretion, duty relationships, social and business contacts, and qualities such as integrity, obedience, courage, zeal, sobriety, attention to duty, and personal relations. Marines are more willing to place trust and confidence in leaders who will to do the right thing, whether in peacetime or combat. "An Army of sheep, led by a lion, is better than an Army of lions, led by a sheep." - Alexander the Great

ESPRIT DE CORPS

Esprit de corps is the loyalty to, pride in, and enthusiasm for the unit shown by its members. Whereas morale refers to the individual Marine's attitude, esprit de corps is the unit's spirit. It is the common spirit reflected by all members of a unit, providing group solidarity. It is the unit's personality. It determines the unit's will to fight and win in spite of seemingly insurmountable odds.

PERFORMING:

Finally, the group attains the fourth stage where interpersonal structure becomes the tool of task activities. Roles become flexible and functional, allowing group energy to be channeled into the task. Structural issues have been resolved and structure can now become supportive to task performance. In performing: •The team is more strategically aware with clarity in its activities. •The team has a shared vision. •The team begins to focus on over-achieving goals. •Disagreements still occur, but they can be positively resolved within the team. •Team members begin to look after each other. •Team members begin to seek assistance in personal and professional development from the leader.

FORMING:

Groups initially concern themselves with orientation accomplished primarily through testing. Such testing serves to identify through boundaries of both interpersonal and task behaviors. Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders, other group members, or pre-existing standards. During forming: •There is a high dependence on the leader for guidance and direction as there will be little agreement on team goals outside of those established by the leader. •The relationship among team member is formal as they politely extend appropriate courtesies. •Individual roles and responsibilities are unclear. •The leaders should be prepared to answer questions about the team's purpose, objectives, and external relationships.

HORIZONTAL COHESION:

Horizontal cohesion is also known as peer bonding. It is a sense of building trust and familiarity between individuals of the same rank or position. Some of the elements of horizontal cohesion include a sense of mission, teamwork, personal stability, technical and tactical proficiency, trust, respect, and even friendships. Horizontal cohesion is just as important on the asymmetrical battlefield of today as it was in the island hopping campaigns of World War II. The relationship between members of a fire team, thrust deep into the chaotic battle space, will ultimately determine how they will fight and succeed. The best way to develop horizontal cohesion is through unit training and exercise.

INDICATORS

Idleness is the curse of military life and kills esprit. Some indicators of esprit de corps are: •Enthusiasm and pride in the unit •A good reputation among other units •A strong competitive spirit •Willing participation by members in unit activities •Pride in the history and traditions of the unit •Personal appearance and conduct •Observation of standard military courtesies •Care of equipment and weapons •Motivation toward mission accomplishment

STAGES OF GROUP DEVELOPMENT

In 1965, Bruce Tuckman published his Development Sequence in Small Groups that defines four stages of group development. Subsequently, in 1977, Tuckman and Mary Ann Jensen would add a termination stage.

MUTUAL SUPPORTING

Just as the strength of combined arms comes from the combined efforts of two or more different supporting arms, the strength of horizontal and vertical cohesion derives from the combined effects and mutual support they provide each other. Blending vertical and horizontal cohesion ensures a strong, universal sense of bonding and teamwork among various types of units resulting in units composed of Marines who trust and respect each other. A unit capable of combining vertical and horizontal cohesion is far stronger than a unit which is strong in only a single axis

PRINCIPLES

Know your Marines and look out for their welfare. This is accomplished by: •Taking an interest in each individual •Taking care of them before taking care of yourself •Treating them fairly and firmly •Providing tough, realistic training to ensure success and survival •Thrusting goals into their lives to improve themselves and our Corps You must ingrain in them a deep pride to keep their honor clean and an unconquerable, aggressive spirit.

CONFIDENCE IN UNIT COMBAT CAPABILITIES:

Marines' confidence in their unit's combat capability is gained through unit training. The longer Marines serve and train together in a unit, the more effective they become and the more confident they are in the unit's capabilities. They know what their unit can do because they have worked together before. Success in battle can be directly attributed to a unit's overall confidence in its level of performance. Of course, the opposite holds true: lack of cohesion, lack of confidence, and poor performance preordain a unit's failure. "If the history of military organizations proves anything, it is that those units that are told they are second-class will almost inevitably prove that they are second-class." - BGen. J.D. Hittle, USMC

INDIVIDUAL MORALE:

Morale is the confident, resolute, willing, often self-sacrificing, and courageous attitude of an individual to do the tasks expected of them by the organization. As our principles state, leaders must know their Marines and look out for their welfare. Morale is a fragile thing that tends to fluctuate even among the best Marine units. Leaders who understand that morale, as a foundation under training and discipline, will bring victory are more likely to keep morale high among individual Marines. Training builds morale, discipline, and esprit de corps. A high state of morale, in turn, enhances unit cohesion and combat effectiveness. It must be a constant concern because it is the foundation element of discipline. "In war, morale forces are to physical as three to one." - Napoleon Bonapa

PRINCIPLES

Our 10th leadership principle is clear: Train your Marines as a team. You must train, play, and operate as a team. To develop the techniques of this principle, you should: •Train, study and train, prepare, and train endlessly. •Avoid frequent billet changes. •Emphasize the use of the "buddy" system. •Encourage unit participation in recreational as well as military events. •Never, never publicly blame an individual for the team's failure, and don't praise one individual for the team's success. •Ensure training is meaningful and its purpose is clear. •Familiarize members with unit capabilities and limitations to include other adjacent and supporting units. •Ensure understanding of tactical control measures for the unit. •Base training on current realistic conditions. •Develop understanding of each member's functions and how the team contributes to the larger success of the unit. •Seek opportunities to train with other units. •Develop a sense of healthy competition in training.

NORMING:

Resistance is overcome in the third stage in which intergroup feeling and cohesiveness begin to develop. New standards evolve, and new roles are adapted. In this sequence, more intimate personal opinions are expressed and accepted. In norming: •Agreements form among the team. •The team responds well to facilitation by the leader. •Roles and responsibilities are clear and accepted. •Decisions are made by group consensus. •Small decisions can be delegated within the group. •Commitment and unity is strong. •There is a general respect for the leader. •The team may engage in fun social activities.

MAKING A DIFFERENCE

Sometimes it is the little things you do outside of your normal duties that make a big difference. To foster and maintain esprit de corps, leaders should: •Embody the spirit you wish to see. •Properly indoctrinate new Marines in history, traditions, and mission/activities. •Train and cross-train as a team. •Develop a winning attitude toward accomplishing every mission big or small. •Use ingenuity and initiative in developing yourself. •Attain and maintain high levels of physical fitness and proficiency in military skills. •Recognize the achievements of the unit and its members, reinforcing positive performance. •Use healthy competition wisely. Always find some way to convince others your fire team is the best. •Make use of proper awards and ceremonies. •Make your Marines feel they are invincible (and they will be).

ADJOURNING:

The fifth stage, adjourning, is the break-up of the group. As a Marine enters and leaves a unit, their purpose has been fulfilled. From an organizational perspective, recognition of and sensitivity to people's vulnerabilities is helpful, particularly if members of the group have bonded closely and now feel a sense of insecurity from the change. In adjourning: •There is a termination of roles. •Tasks are completed. •Sorrow creeps in over an impending loss. •Fear develops of the incorporation of a new replacement member (new relationships)

CHARACTERISTICS

The leader is responsible for creating a climate that allows subordinates to effectively apply Marine Corps leadership principles. As Marines join a team, they closely observe and quickly assess the actions and practices of their leaders and their peers. Whether you are part of the team or leading it, the benefits of being on a high performance team are increased morale, performance, and self-esteem. Cohesion begins to develop.

STORMING:

The second stage in the sequence is characterized by conflict and polarization around interpersonal issue with emotional responses. These behaviors serve as resistance to group influence and task requirements. You do not want to stay long in this stage. In storming: •Decisions do not come easy within the group. •Team members vie for position as they attempt to establish themselves in relation to other team members. •Clarity of purpose increases. • Uncertainty persists. •Cliques may form. •Compromises may be required to enable progress. The leader must keep the team focused on its goals to avoid becoming distracted by relationship and emotional issues.

NON-COMMISSIONED OFFICERS

The small unit leader has a tremendous role in team building, maintaining unit cohesion, and fostering esprit de corps. As technically proficient trainer/teacher, the NCO provides the necessary instruction for the skill development of subordinates and the team building for coordinated action. The NCO is in the best position to foster positive peer pressure and reinforce our core values to the point that they become dominant over self interest. As a front line supervisor, effective NCO performance provides necessary unit cohesion.

DIMENSIONS OF COHESION

There are five dimensions of cohesion. In combination, these dimensions dramatically affect the capabilities of a unit.

VERTICAL COHESION:

This dimension of cohesion involves the vertical relationship between subordinates and senior. Vertical cohesion is what draws peer groups together into a cohesive unit or organization. •Platoon •Company •Squadron/Battalion It is the building of a mutual sense of trust and respect among individuals of different rank or position. It provides a sense of belonging that the fire team maintains relative to its role in the organization. Some characteristics of vertical cohesion include unit pride and history, leaders concern for Marines, trust and respect for leaders, leadership by example, and shared discomfort and danger. "For the strength of the pack is the wolf, and the strength of the wolf is the pack." - Rudyard Kipling

INTENSE BONDING

We define cohesion as the intense bonding of Marines, strengthened over time, resulting in absolute trust. It is characterized by the subordination of self, an intuitive understanding of the collective actions of the unit, and appreciation for the importance of teamwork. The result is increased combat power on the battlefield. Historical examples include: •Derna •Belleau Wood •Chosin Reservoir Cohesion is achieved by fostering positive peer pressure and reinforced in our core values.

TWO-WAY STREET

When team spirit is evident, the most difficult tasks become much easier to accomplish. When changes occur, teams will be able to make adjustments with relative ease. Teamwork is a two-way street. Individual Marines give their best, and in return the team provides the Marine with security, recognition, and a sense of accomplishment. Marines know they can exceed their own personal limitations through teamwork and perseverance. Every waking hour Marines should be trained and schooled, challenged and tested, corrected and encouraged with perfection and teamwork as a goal. Train with a purpose and emphasize the essential element of teamwork.

characteristics of a high performance team

• interdependent • high morale •pride in team identity and organization, and the institution • individually creative • highly task-oriented and result driven • people oriented • criticism is constructive • mutual trust • cohesion