These are all maxims, mottos, slogans, or “sayings” that paraphrase some fundamental truth about the Marine Corps and they affect the way we think and lead. For example, because we believe “Every Marine is a Rifleman,” all Marines receive basic combat skills training (MCT and TBS) and qualify on the rifle range, etc.
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The Transformation
An ongoing, life-long, dynamic process Collective soul of the organization Benefit the Nation through a legacy of productive citizens
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A successful transformation within the Marine Corps can be a process that takes place over a duration of as short as four years to as long as thirty-five. MCRP 6-11D describes how the Marine Corps selects citizens, trains them into being Marines, makes the transformation hold, and delivers a better citizen back to the civilian population. The transformation seeks to imbue a strong sense of identity in the individual as a Marine. Each Marine becomes a part of the collective soul of the organization that is passed from generation to generation. BL, the purpose of the Transformation is create a better American citizen.
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Phase I: Recruitment Impact of the Recruiter Screen for “empty vessels” Lead a healthy pool
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The action officer for Phase I is the Recruiter. He is tasked with finding capable young men and women who are undamaged by their life experiences and are trainable. Search for “empty vessels” to fill with ideals and values Evaluate on risk v. potential Lead a healthy pool: One of the primary tools available to a recruiter is the pool. The pool is a mechanism to improve the skill sets poolees will need for recruit training. By improving the mental, physical, spiritual, and social skills of candidates, the recruiter also builds proficiency and confidence in the poolees. This increases the success of poolees when they go through recruit training.
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Phase II: Recruit Training
Impact of the Drill Instructor Boot Camp and Crucible Builds Endurance Expands Skill Sets of Recruits
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The action officer for this phase is the drill instructor. The drill instructor is the embodiment of Marine physical and mental strength, spirit, and character and sets the example for Marine recruits. Once a recruit has arrived on the yellow footprints at MCRD Parris Island or San Diego, they will go through 12 weeks of training that will break them down, wash away many of their bad habits and individuality. The Crucible is a 54 hour continuous culminating event/test where recruits will experience extreme sleep deprivation and a shortage of food. Most recruits will reach new limits of mental, physical, and emotional endurance through this, and other, training events. Recruit training teaches recruits valuable skills like teamwork, perseverance, and courage.
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Phase III: Cohesion
Impact of Operational Force Leaders
Understand “Big Picture”
Esprit de corps
5 Dimensions of Cohesion:1. Individual Morale2. Confidence in Unit’s Combat Capability3. Confidence in Unit Leaders4. Horizontal Cohesion5. Vertical Cohesion
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This phase is driven by the directions and actions of leaders at every level. The four pillars of transformation are education NCO development, ownership and acceptance, and establishment and maintenance of standards. Turning to NCO development, 70% of Marines get out after one tour, so their primary leaders are from the NCO corps. When a Marine arrives at a new unit, they should be educated to understand how they fit into the “big picture.” The goal in this phase is unit cohesion and esprit de corps. Esprit de corps is a common spirit of comradeship, enthusiasm, and devotion. Esprit de corps leads to greater combat power and success. Examples of this from our history include Presley O’Bannon and a few Marines marching 600 miles across a scorching desert to triumph at the shores of Derna and the Marine division that fought its way across frozen Korea through six communist divisions to the sea. More recent examples of this legacy of heroism are places like Fallujah, Ramadi, and Helmand province.
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Phase IV: Sustainment
Impact of All Leaders Contact new members ASAP Inform and Educate the Marine The Marine Corps is a family
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If possible, units should try to sponsor and coalesce new members as early as their entry into MOS school. To integrate new Marines there are many forms of unit reception. One way is to have an actual unit reception where Marines and their families welcomed through a command-sponsored meal at the chow hall, tour unit facilities, and view static displays of weaponry. Also useful, are unit information packets, hometown news releases, command letters to families, and the assignment of a mentor or sponsor. This phase also looks to make sure that all Marines at a unit are socializing and staying sharp. This can be done with unit events like field meets, the birthday ball, mess nights, recognition of individual birthdays, and the use of unit symbols, mascots, and mottos to create a sense of belonging. Unit training and exercises are normally the best way to improve horizontal unit cohesion, as Marines are in close quarters enduring shared hardships. While the publication calls the Marine Corps a family, I believe human beings to be tribal in nature, so, for me, the Marine Corps is a tribe to which we all belong. When Marines have coalesced into a high performing unit, Marines will do everything for each other to include making the ultimate sacrifice in combat to save their brothers and sisters in arms. Family readiness is also a big part of this phase
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Phase V: Citizenship
Impact on the Citizen MC Legacy of productive citizens Sgt Jake Wood, Scout Sniper, example
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The fifth phase builds on the Marine Corps legacy of producing productive citizens. These individuals return to civilian life transformed by their experiences in service and are enriched by their internalization of MC ethos, ideals, and values. They are confident, self-reliant, stable, and able to rise above self-interest and lead. Again, 70% of Marines leave active duty after one term of service. They are ambassadors for the organization, imbued with time-tested values of honor, courage, and commitment. If the transformation is successful, being a Marine will remain central to the individual’s identitiy. Jake Wood is cofounder and CEO of Team Rubicon, the only nonprofit disaster response organization that utilizes the skills of military veterans to rapidly deploy emergency response teams. In repurposing the skills gained during service – like emergency medicine, risk assessment and mitigation, logistics, teamwork and decisive leadership – Team Rubicon provides veterans with a sense of purpose, community and identity created by joining a new mission. Since the organization’s founding in 2010 following the devastating Haiti earthquake, Team Rubicon has responded to over 100 disasters and grown from eight to 35,000 volunteer members. Under Wood’s leadership, the organization has responded following the 2011 tornado in Joplin, Missouri, Hurricane Sandy, the 2013 tornado in Moore, Oklahoma, Typhoon Haiyan in the Philippines, the 2014 wildfire in Pateros, Washington, and the 2015 earthquakes in Nepal, among many more. Prior to Team Rubicon, Wood served four years in the United States Marine Corps where he graduated at the top of his class at Boot Camp, the School of Infantry, and the Marine Scout Sniper School. During his service he deployed to both Iraq and Afghanistan, and earned numerous commendations, including the Navy-Marine Corps Commendation Medal with Valor distinguishing device. Wood left the Marine Corps a Sergeant.
For example, the Marine Corps established and standardized entry level training and made it mandatory for all Marines. This is where all recruits and officer candidates are indoctrinated into Marine Corps culture and inculcated with the Corps’ leadership traits and principles. Next, the USMC established and standardized PME and career progression courses to sustain the transformation that occurs in ELT and to further develop our leaders. Significantly, we made these courses prerequisites for promotion. The USMC has also captured various aspects of leadership development in certain programs and publications to ensure that it is foundational not only within the formal T&E continuum, but also in the operating forces. ****************************************************************************************************** Training: Entry-level training (Boot Camp, MCT, OCS, TBS, MOS Schools) Education: PME (Cpls/Sgts, Career/Adv Course, EWS, C&S, SAW, MCWAR) Career Progression Schools (MOS) Programs Marine Corps Mentoring Program, Counseling Program Force Preservation Councils Commandant’s Professional Reading Program Doctrinal/Reference Publications MCWP 6-11: Leading Marines; MCRP 6-11D: Sustaining the Transformation; MCDP-1: Warfighting
• Substance Abuse (Alcohol and Spice)• Lack of Good Order & Discipline in Barracks• Disregarding Orders and Standards• Fraternization• Sexual Harassment• Sexual Assault• Hazing• Physical Fitness, Personal Appearance• Lack of Accountability
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Developmental Approach
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Leadership development is important but often times not urgent; must become an institutional priority.
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-Universally Marines agree that leadership development is important (we should be doing this already). Our lack of an effective institutional approach is the problem. We have identified the Mentoring Program as broken but we have not taken any formal steps to fixing the problem. Moving forward with MCLD as the Marine Corps approach could be the answer. -The Reactive/Preventive approach has proven ineffective and led to “just another program” mindset. Marines realize that another program is not the answer but have not been provided an alternative.
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Concept of Operations Main Effort (LtCol and Colonel Commands)
Focus on supporting Command Leader Development Program
LLI provides resources to incorporate Six Functional Areas of Leader Development into Unit Activities
Emphasis on teaching, coaching, counseling, mentoring o Terms defined
o Combination of event-driven and regular intervals
Supporting Efforts DC CD&I
Ensure this Order aligned with other leadership initiatives
DC M&RAo Provide resources to support unit LD programs
Focus on Unit-level Leader Development; Teaching, Coaching, Counseling and Mentoring 13
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FUTURE
FIGHTER
FIDELITY
FITNESSFAMILY
FINANCE
Fidelity: Marine Corps ManualLeadership Traits and PrinciplesLeadership PubsMarine Corps History Division
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Fighter: CMC Professional Reading ProgramUnit PME websiteMOS Road MapsUser’s Guide to Counseling
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FitnessForce FitnessHigh Intensity Tactical TrainingMCMAPSingle Marine Program
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Family:Exceptional Family Member ProgramUnit, Personal and Family Readiness ProgramMarine Corps Family Advocacy and Counseling ProgramSchool Liaison Program
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Finance:Personal Financial Management ProgramCommand Financial Specialist ProgramFinancial literacy classesNavy Marine Corps Relief Society
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Future:Transition Assistance Management ProgramMarine for LifeEnlisted to Officer Commissioning ProgramMilitary Tuition Assistance Program
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6 Functional Areas
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-Changed the title of the slide from “Organizing the Rucksack” to Components of MCLD. + MCLD points commander and leaders towards quality leadership resources --- those that exist today and those that will be developed in the future. All of these resources highlighted, and more, can be found on the MCLD website. The website is designed for One Stop Shopping. The structure also provides a framework for unit commanders to integrate existing programs around the singular theme of Developing Leaders vice individual issues.
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End State
Leaders have set conditions for all Marines to succeed, personally and professionally. Leaders have established a culture where ongoing and regular interaction and feedback assist Marines in their individual development. Marines understand, embrace, and live our core values both on-duty and off-duty and are prepared to assume progressively greater leadership responsibilities.
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MLD Website
•Best Leadership Resources From Across the Marine Corps in Six Critical Areas
•Resources Include: “How To Establish Unit Program” and Sample Orders
