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Fundamentals of Marine Corps Leadership PDF
Fundamentals of Marine Corps Leadership PDF
The Fundamentals of Marine Corps Leadership
Jesse A. Bean, Financial Advisor
Morgan Stanley Wealth Management
370 17th Street Suite 2800 Denver, CO 80202
303‐572‐4024
jesse.bean@morganstanley.com
www.morganstanleyfa.com/jesse.bean
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REFERENCES
MCRP 6-11B w/CH 1, Marine Corps Values: A User’s Guide for Discussion
Leaders, Chapter 15. Appendix B
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“Leadership is intangible, hard to measure, and
difficult to describe. Its quality would seem to
stem from many factors. But certainly they must
include a measure of inherent ability to control and
direct, self‐confidence based on expert knowledge,
initiative, loyalty, pride, and a sense of
responsibility. Inherent ability cannot be instilled,
but that which is latent or dormant can be
developed. Other ingredients can be acquired.
They are not easily learned. But leaders can be
and are made.”
‐ Clifton B. Cates, General
19th Commandant of the Marine Corps
Part One: The Most Important Principle
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Part One: The Most Important Principle
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1. Know Yourself and Seek Self Improvement
1. Know Yourself and Seek Self Improvement
I. Recall the meaningful experiences you have had
– Reflect on the things you learned
– Determine how these lessons can improve your effectiveness in your current
environment
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1. Know Yourself and Seek Self Improvement
I. Recall the meaningful experiences you have had
– Reflect on the things you learned
– Determine how these lessons can improve your effectiveness in your current
environment
II. Additional Resources
– Make an honest evaluation of yourself to determine your strong and weak
personal qualities
– Seek the honest opinions of your family, friends, superiors, and subordinates
– Learn by studying others and determining the causes for their success and
failures
1. Know Yourself and Seek Self Improvement
I. Recall the meaningful experiences you have had
– Reflect on the things you learned
– Determine how these lessons can improve your effectiveness in your current
environment
II. Additional Resources
– Make an honest evaluation of yourself to determine your strong and weak
personal qualities
– Seek the honest opinions of your family, friends, superiors, and subordinates
– Learn by studying others and determining the causes for their success and
failures
III. Set goals along the way and have a definite plan to achieve them
IV. Commit to making self improvement a lifelong journey!
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Part Two: What Leaders Do
Leadership Principles 2‐7
2. Be Technically and Tactically Proficient
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2. Be Technically and Tactically Proficient
• Know what is expected of you then expend time and energy
on becoming proficient at those things
• Form an attitude early on of seeking to learn more than is
necessary
• Prepare yourself for the job of the leader at the next highest
position
• Observe and study the actions of capable leaders
• Seek feedback from superiors, peers and subordinates
3. Make Sound and Timely Decisions
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3. Make Sound and Timely Decisions
• Develop a logical and orderly thought process by practicing
objective estimates of the situation
• Consider the advice and suggestions of your subordinates
before making decisions
• When time and situation permit, plan for every possible event
that can reasonably be foreseen
• Consider the effects of your decision on all members of your
organization (whenever possible, consider those outside your
organization as well)
4. Ensure the Task is Understood, Supervised,
and Accomplished
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4. Ensure the Task is Understood, Supervised,
and Accomplished
4.1 Ensure the Task is Understood
4.2 Ensure the Task is Supervised
4.3 Ensure the Task is Accomplished
4.1 Ensure the Task is Understood
Before you can expect anyone to perform, they
must know what is expected of them
• Be clear and concise
• Encourage subordinates to ask questions concerning any point
in your orders or directives they do not understand
• Question subordinates to determine if there is any doubt or
misunderstanding in regard to the task to be accomplished
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4.2 Ensure the Task is Supervised
Exercise care and thought in supervision; over
supervision will hurt initiative and create
resentment, while under supervision will
create inefficiencies and lower morale.
4.3 Ensure the Task is Accomplished
• Develop a systematic method of ensuring the
accomplishment of tasks
• Accomplishment does not mean tasks are simply
finished, but rather that tasks are completed in the
timeframe required and to the standard of quality
expected
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5. Employ Your Unit in Accordance with its
Capabilities
5. Employ Your Unit in Accordance with its
Capabilities
• Successful accomplishment of a task depends upon how well
you know your unit’s capabilities
• 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
• Avoid volunteering your unit for tasks that are beyond their
capabilities
• Assign tasks appropriately and consistently among
subordinates
• Use the full capabilities of your unit before requesting
assistance
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6. Set the Example
6. Set the Example
A leader who shows professional competence in both
courage and integrity will set a high personal
standard for themself before they can rightfully
expect it from others. Your appearance, attitude,
physical fitness, and professional competence are all
on display daily before the members of your unit.
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6. Set the Example
• Show your subordinates that you are willing to do
the same things you ask of them
• Conduct yourself so that your personal habits are not
open to criticism
– Be “objective” both in fact and appearance
– Use the standards for reasonability and prudence
• Avoid showing favoritism to subordinates
• Leadership is taught by example
7. Seek Responsibility and Take Responsibility
for Your Actions
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7. Seek Responsibility and Take Responsibility
for Your Actions
7.1 Seeking Responsibility
7.2 Taking Responsibility for Your Actions
7.1 Seeking Responsibility
• For professional development, you must actively
seek out challenging assignments. You must use
initiative and sound judgment when trying to
accomplish jobs that are required of you
• Regardless of the actions of your subordinates, the
responsibility for decisions and their applications
falls on you
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7.2 Take Responsibility for Your Actions
• Perform every task, no matter whether it is
obviously mission critical or seemingly trivial, to the
best of your ability
• Live your life as if there is no such thing as a secret
• Have courage in your convictions
• Stand up for what you believe is right
Part Three: Who Leaders Are
Leadership Principles 8‐11
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Who are your Marines?
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8. Know Your Marines and Look Out For
Their Welfare
8. Know Your Marines and Look Out For
Their Welfare
A leader must make a conscious effort to observe their
Marines and how they react to different situations.
Effective leadership does not seek to replicate its
attributes in others, but rather to discover and enable
the abilities of others in a way that maximizes their
contribution to the mission.
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8. Know Your Marines and Look Out For
Their Welfare
• Be approachable
• Encourage individual development
• Provide sufficient recreational time
• Ensure just and appropriate distribution of rewards
• Disseminate reprimand appropriately and
consistently
• Put your Marines’ welfare before your own
9. Train Your Marines as a Team
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9. Train Your Marines as a Team
Teamwork is key to the successful operations of any
organization. Be sure that each Marine knows their
position and responsibilities within the team
framework. As a leader, you must insist on
teamwork from your Marines.
9. Train Your Marines as a Team
• Develop a team structure on all levels of your organization
• Do not publicly blame an individual for the team’s failure or
praise a single individual for the team’s success
• Ensure that training is meaningful, and that the purpose is
clear to all members of the command
• Insist that every person understands the functions of the
other members of the team and the functions of the team as
part of the unit
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10. Keep Your Marines Informed
10. Keep Your Marines Informed
To promote efficiency and morale, a leader should
inform the Marines in their unit of the reasons why
things are to be done and why they are important for
the overall accomplishment of the mission.
Informing your Marines of the situation makes them
feel that they are a part of the team and not just a
cog in the wheel. Informed Marines perform better.
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10. Keep Your Marines Informed
To promote efficiency and morale, a leader should
inform the Marines in their unit of the reasons why
things are to be done and why they are important for
the overall accomplishment of the mission.
Informing your Marines of the situation makes them
feel that they are a part of the team and not just a
cog in the wheel. Informed Marines perform better.
• The key to giving out information is to be sure that your
Marines have enough information to do their job
intelligently, and to inspire their initiative, enthusiasm,
loyalty, and convictions.
11. Develop a Sense of Responsibility in Your
Marines
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11. Develop a Sense of Responsibility in Your
Marines
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11. Develop a Sense of Responsibility in Your
Marines
• True responsibility is developed through a sense of purpose
• Take time to develop the purpose you wish to instill in your
Marines
• Inspire other by living out this purpose in your own life
– Remind yourself of this purpose as often as possible
– Leadership is a journey; continually seek self‐improvement
• Encourage your Marines to seek improvement by challenging
them
• Accept responsibility willingly and insist that your Marines
live by the same standards
Questions & Closing Remarks
Jesse A. Bean, Financial Advisor
Morgan Stanley Wealth Management
370 17th Street Suite 2800 Denver, CO 80202
303‐572‐4024
jesse.bean@morganstanley.com
www.morganstanleyfa.com/jesse.bean
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