Marine Leadership Principle of the Day: Be Technically and Tactically Proficient

Not how you want your people to view you.

As I discussed in some of the discussions on the Marine Corps Leadership Traits, two major parts of leadership are instilling confidence in your people and setting the example of how you want them to act.  Hypocrisy is poison, and, if you cannot meet the standards you expect your people to meet, you are a hypocrite. 

That is what this Leadership Principle is all about – you need to know your job and be good at it.  You need to demonstrate your ability to accomplish your mission.  Many of you are going to see “tactically proficient” and think “I don’t carry a pack and a rifle, so tactics isn’t really my thing.”  That thought is reading this principle too narrowly – if you have a job, there are “tactical” requirements of your job that you need to master. 

If you manage a McDonald’s, you better know how to make a Big Mac, if you run a mechanics shop, you better know your way around an engine block, and, if you are a project manager for a IT systems company, you better know how your software and routers work.  Those are examples of the “tactics” of your job. 

As a leader, you have to know what you are doing.  You need to not only understand the big picture; you have to be proficient and able to execute all of your team’s daily tasks.  This is where many leaders lose the bubble.  It is not good enough to master your job – you need to at least know the basics of your subordinates’ task.  How can you coach and train your people if you don’t know what they are supposed to do?  How can you hold them to a standard if you do not know what the standard is?   

This is where your credibility begins to come into play.  You instill confidence in your people when you are good at your job.  You also build your credibility when you set and hold a standard.  In the Marine Corps, physical fitness is a big deal – if you get over weight and cannot get a good score on your physical fitness test, your credibility is gone.  You will hold the junior Marines to a standard, and you better work hard to match it.  Now, no one expects me at the old age of 42 to outrun the 20 year-olds, but I better turn out a respectable three mile run time (I just did it in 22:07 last weekend, not bad for an old man!). 

How I felt on my run!

While no one is timing your three mile run time at most jobs, your credibility is just as tied to your job performance.  Do you do what you expect your people to do?  Things like, enter your accounting time or expenses on time, dress appropriately, show up on time, file reports timely etc.  Those are all part of being technically proficient by matching (or exceeding) the standards. 

Your people watch your every move (just like kids do). They imitate your actions and behaviors. They talk about you at the water cooler when you violate this principle. The good news is that by setting and holding the standard, the conversation will be positive and will instill the trust of your people. 

Click through for some suggestions on how you can be more technically and tactically proficient. 

Check out my Guest Post ....

Hey all,

Check out my Guest posting on the fantastic Lead With Giants blog.

And, if you haven't found the Lead With Giants community yet, you need to start following them - some great thoughts generated by some great people over there.  

Marine Leadership Principle of the Day: KNOW YOURSELF

           There are actually two parts to to this Leadership Principle: 1) Know Yourself and 2) Seek Self Improvement.  As a Leader, it is your responsibility to know and better your people – this process begins with yourself.

            The importance of self knowledge is not a new concept.  Socrates and Aristole both stressed that you had to “Know Thyself.”  Lao Tzo said that while it is wisdom to know others, it “is enlightenment to know one’s self.”  Unfortunately, over the past 2500 years, many of us have forgotten the importance of knowing ourselves before we begin to learn and do other things.

              The first step in becoming a truly great leader is to truly know yourself.  Knowing yourself means you know your strengths and weaknesses – this allows you play to your strengths and to improve your weaknesses.  We all have flaws and weaknesses, and, if you don’t know what they are, guess who does?  Your people.  No one will know a leader’s shortcomings better than the people who work for him.  

            This means that if you do not know your weaknesses, you cannot improve them, and they will continually be exposed to your people.  Having demonstrable weaknesses will compromise your abiilty to lead.  Unless, your people see you actively improving on your weaknesses – this shows them that you are aware and are seeking self-improvement, which will make you a better leader. 

So, how can we know ourselves?  There are several ways you can learn more about yourself.  Before discussing a list though, we need to discuss humilty.  More than a touch of humilty is necessary for this process.  Leaders tend to be confident – and they need to be, but confidence cannot become arrogance.  When it does, you can no longer be self-aware, and you can no longer be a leader.  So, when you are ready to take a long look in the mirror and scruntinize yourself, take a deep breath, bring on a healthy dose of humilty and look for the flaws.

When you are ready, click through for some ideas on how to learn more about yourself.

The Marine Corps Leadership Principles

Given the several week lapse since I first kicked off my Marine Corps Leadership Principles series, I am going to go ahead, re-boot it, and start from the beginning again.  My apologies for those of you who have read these already - I will revise them some - just for you!

Before delving into the Leadership Principles, I explored the 14 Marine Corps Leadership Traits.  The Leadership Traits are characteristics that leaders – and want-to-be leaders - need to incorporate into their actions.  The best way to view the Leadership Traits is that they are internal – these are things that you are.  These are characteristics that you really need to begin to develop before you become a leader.

            The other set of basic fundamentals that the Marine Corps uses to hone its leaders are the Marine Corps Leadership principles.  Unlike the Leadership Traits, the Leadership Principles are things that you do – actions you need to take. 

            The Marine Leadership Principles are proven guidelines that Marines have developed over the past 200 years.  Marines are asked to lead is very stressful and difficult environments, and the Leadership Principles substantially increase a Marine’s ability to lead effectively.  By understanding, mastering, and applying these Principles, you will learn to lead more effectively, accomplish your mission, and earn the respect of your subordinates, peers and seniors.  .

When you look in the mirror,
make sure it is an accurate reflection

            If you speak to any successful leader, they will all tell you that they continuously and objectively refine their leadership abilities.  The best way to assess and refine your capabilities is to compare them to an established set of guidelines – this is where the Marine Corps Leadership Principles come into play.  Marines refine their leadership skills by comparing their skills against the Leadership Principles.   

            

As a leader or aspiring leader, you should develop a set of leadership guidelines to follow.  Then, periodically, you should sit down and grade yourself against these benchmarks so you can see how you are doing.  Of course your assessment will only be as good as your benchmarks, so make sure you adopt the right set of guidelines. 

            Click through for a list of the Marine Corps Leadership Principles. 

Leadership Lessons from a Day of Hooky.

We all need to take days off now and then

On Friday, my wife and I decided that we were going to take a day off, take the kids out of school and go spend the day at the closest Six Flags amusement park.

Fun day?  Absolutely!  Relaxing?  If you have ever tried to schlep, chase and corral four children around an amusement park, you know the answer to that one!

However,  despite being bone-crushing tired on Friday night, I was mentally at ease.  I didn't even realize how calm and unstressed I was until I went to bed and drifted right to sleep.

At that is the lesson from a day of hooky - take time away to de-stress and calm down.

Who hasn't been here? 

I should know this.  Three years ago when I first got to Afghanistan, I was churning out 16 hours days, day-after-day.  My day started at 0700 with the Regimental operations and intelligence update brief, and it ended when I sent my final end of the day report at 2300 each night.  In between were staff meetings, coordination, communication and a whole bunch of stress.

Then, about three weeks into the deployment I noticed that most every afternoon the Regimental Commander - who is way smarter than me - would leave his office for a couple of hours to PT (exercise in civilian vernacular) and take some "me time."  And boy did he need it - his job was ten times harder than mine.  It occurred to me though, if the Big Boss could take a couple of hours away from his responsibilities, then I could as well.

So, when I wasn't traveling around and visiting my Marines through the battle space, I started a routine where I left my office to work out, went to my tent to unplug for a bit, showered, ate dinner and then commenced my "night shift."

After some me time! 

And, you know what?  While I took a couple of hours away from desk - nothing bad happened.  In fact, I think my staff was happy to have a break from me!  When I got back to the office, I was refreshed and ready to plow through a host of reports and draft my own.

There is no way I would have lasted seven months on my initial pace.  So, while I gave up a couple of hours every day, I ended up being more effective in the long run.

The lesson here is that Leaders need to learn to take care of themselves.  We all want to drive and push ourselves to the breaking point - we figure that that is our responsibility and how we set the example.  However, tired and stressed is no way to lead.

So, when you are making sure you take care of your people - make sure you include yourself.  A fresh and de-stressed Leader is a better leader.

Summary of Marine Leadership Traits

Over the past few weeks, we have taken a look at the 14 Marine Corps Leadership Traits.    The important thing to remember when reflecting on the Marine Corps Leadership Traits is that they are just that - traits, not actions.

A trait is not something you do - it is something you are.  The dictionary definition of "trait" is a distinguishing characteristic or quality, especially of one's personal nature.

This means that to be a Great Leader, you need to adopt this 14 traits as your own personal characteristics.  You also need to adopt all of them.  These 14 traits are all interconnected - you need all of them to be a Great Leader - some may be more important than others (integrity for instance - you cannot lead anyone if you are not honest and trustworthy), but failing to adopt any of these traits will compromise you ability to lead.

Once again here are the 14 Marine Corps Leadership Traits with a link to the page where I explored the trait in detail.

JUSTICE – The ability to administer a system of rewards and punishments impartially and consistently.

JUDGMENT - The ability to weigh facts and possible courses of action in order to make sound

decisions.

DECISIVENESS - Ability to make decisions promptly and to announce them in a clear, forceful manner.

INITIATIVE - Taking action in the absence of orders.

DEPENDABILITY - The certainty of proper performance of duty.

TACT - The ability to deal with others without creating hostility.

INTEGRITY - Uprightness of character and soundness of moral principles. The quality of truthfulness and honesty.

ENTHUSIASM - The display of sincere interest and exuberance in the performance of duty.

BEARING - Creating a favorable impression in carriage, appearance, and personal conduct at all times.

UNSELFISHNESS - Avoidance of providing for one's own comfort and personal advancement at the expense of others.

COURAGE - A mental quality that recognizes fear of danger or criticism, but enables a Marine to proceed in the face of it with calmness and firmness.

KNOWLEDGE - Understanding of a science or an art. The range of one's information, including professional knowledge and an understanding of your Marines.

LOYALTY - The quality of faithfulness to country, the Corps, and unit, and to one's seniors, subordinates, and peers.

ENDURANCE -The mental and physical stamina measured by the ability to withstand pain, fatigue, stress, and hardship.

Once you adopt these characteristics and live the 14 Marine Corps Leadership Traits, you will be able to lead like a Marine.

Are you up for that challenge?

Leadership Trait of the Day: ENDURANCE

Made it - 14 Leadership Traits, that's Endurance!

Endurance is our 14^th and final Marine Corps Leadership Trait.  It is appropriate that Endurance be the last of a string of 14 traits – it takes a little bit of Endurance to stay the course in this analysis.  More importantly, Endurance impacts all of the other traits – you have to have the staying power to exhibit the other 13 traits day after day after day. 

            We all know what Endurance is, but how to we define it?  I love the Marine Corps definition of Endurance: The mental and physical stamina measured by the ability to withstand pain, fatigue, stress, and hardship.  That sentence almost completely captures the essence of being a Marine – the ability to withstand ______ (fill-in the blank.) 

Just kidding - it's a party!

          Now, there are not too many jobs out there that are going to require you to “withstand pain” and other physical hardships, but all Leaders still need Endurance – mental endurance.  Leadership is a marathon, not a sprint.  You do not show up and “lead” in a day.  It takes hard work day after day, week after week, month after month, year after year.  Leadership is best measured by how you finish, not how you start. 

            In this regard, Endurance, will vital, is an often overlooked aspect of Leadership.  Great Leaders – just like great athletes need Endurance to achieve lofty goals and to change their organizations.  How many of us have seen a good, maybe even great Leader jump in and tackle a problem like the Tasmanian Devil, only to peter out and grind to a halt?  It is difficult to overcome institutional inertia – as they say, “Rome wasn’t built in a day.”  If you do not have the fortitude and Endurance to keep plugging away, your initiatives will likely fall flat. 

            Endurance is what separates the truly successful Leaders from the short-term successes. Leaders with the ability to see their teams through the difficult times are the ones that grow the most.  Endurance allows growth and provides a strengthened resolve to get you through the hard times. 

            We all know how to build physical endurance – such as lacing up the running shoes and hit the pavement – but how about mental endurance? 

Turns out, you can build your mental stamina and toughness as well. 

Click through for some methods to make yourself mentally tougher.

Leadership Trait of the Day: LOYALTY

Loyalty is a trait that many Leaders and aspiring Leaders get wrong – it is not about your people being loyal to you, it is about you being loyal to your people.  Don’t get me wrong, as a Leader, you need to be loyal to your seniors, but the Leadership Trait of Loyalty is about your being loyal down the chain of command.

Leadership requires a relationship of trust.  You have to trust your people, and they have to trust you.  There are many ways for a Leader to build trust – making good decisions, being competent, etc. – but nothing works as well as being loyal to your people.  When you are loyal, people know you have their backs, which means they know you trust them.  They will return this trust and loyalty in kind.  It is human nature trust and support those who trust and support you. 

Think about your personal life.  Your friends are loyal to you and vice-versa.  Not many people will remain friends with someone who stabs them in the back or throws them under the bus. 

Yet, when we get into a professional environment, the concept of support and loyalty gets forgotten.  We often hear “it’s a dog eat dog world;” “look out for yourself;” etc.  We foster this idea that life has to be about competition – this belief that the only way to climb the corporate ladder is to step on people.  The sad truth is, that this brutal “all for me” mentality works … but only to a point.  

Stop and think about the best Leader you have had – were they selfish?  Did they throw their subordinates and peers to the wolves?  Probably not.  Great Leaders are loyal – to everyone.  I have had fantastic Leaders throughout my Marine Corps career, but the best may have been the colonel I worked for in Afghanistan three years ago.  He was fantastic on many, many levels.  But one of his greatest strengths was that I knew 100% that he had my back.  I will never forget what that type of Loyalty feels like.  Because he was loyal to me, not only was I loyal back, I was able to throw myself into my job because I never had to worry about being second guessed. 

That is why Great Leaders are loyal to their people.  When you are loyal to your subordinates, they are not afraid of making decisions, they feel like they can be aggressive and creative, and they can put all of their energy into their jobs.  This is why a team lead by a loyal Leader will always outperform a team led by a disloyal leader. 

Click through for some suggestions of how you can be a more loyal Leader.

Leadership Trait of the Day: KNOWLEDGE

If I were to ask you to list the most important traits of a Leader, I doubt very many people would identify “knowledgeable.”  Knowledge is definitely an underrated – perhaps understated is a better word – Leadership trait, but that doesn’t make it any less important. 

Many of the Leadership traits that first pop to mind require knowledge.  Judgment without knowledge is mere intuition – a guess.  Decisiveness without knowledge can be a firm decision in the wrong direction.  Initiative without knowledge can lead to charging off in the wrong direction. 

So, if you want to be a wise, bold, forward thinking Leader, you need to have Knowledge.  If you are old enough to remember the 1980’s G.I. Joe cartoon – you know that “Knowing is half the battle.”  In other words, by developing a broad base of Knowledge, you are half-way to being a good Leader. 

What is Knowledge?  The Marine Corps defines Knowledge as “the understanding of a science or art. Knowledge means that you have acquired information and that you understand people. Your knowledge should be broad, and in addition to knowing your job, you should know your unit's policies and keep up with current events.”

Let’s unpack this definition.  There are three clear areas included in this definition and I would add a fourth.  Knowledge means you:

Understand a Science or an Art: This means you know your field.  I am a Marine infantry officer, which means I learned how every weapon system worked – mortars, machineguns, rocket launchers, and rifles.  I only carried a rifle, but I needed to make sure my Marines were trained on whatever weapon that they carried.  I could not train them if I did not have the Knowledge of how their weapons worked. 

In a civilian profession, you need to know what you subordinates do.  You cannot develop them and help make them better at their job unless you understand their job.  Moreover, you cannot quality check your team if you do not know what they are supposed to do. 

If you work at McDonald’s, you need to know how all the food is prepared; if you work on a construction site, you need to understand the building process; if you are a project manager, you need to understand what your team members’ roles are. 

Understand your People:  This one couldn’t get any easier.  You cannot lead someone if you do not “know” them.  You need to know who your people are and what motivates them.  You need to know what they can handle and when they need help. 

Simply put, Leaders know their teams. 

Click through for the last two parts of “Knowledge.”

Leadership Trait of the Day: COURAGE

Heroics Not Required

This is easy right – courage is running into a burning building, attacking the enemy in the face of a barrage of machinegun fire, standing your ground to perform you mission in the face of certain death like these Marines did.  (If you have not read Gen. John Kelly’s speech about Corporal Yale and Lance Corporal Haerter, stop reading this article, click on that link and read that instead.  It will make you cry, give you chills, and make you proud to be an American all at the same time.) 

Yes, those are all examples of courage – physical courage – bravery if you will.  However, this is only one aspect of courage; the other part is moral courage: standing up for what is right in the face of criticism, mockery or resentment.  You show moral courage when you are willing to confront a situation for the sake of rightness, independent of the cost.

Both types of courage are captured in the Marine Corps’ definition of courage:

Courage is the mental quality that recognizes fear of danger or criticism, but enables a Marine to proceed in the face of danger with calmness and firmness.  Knowing and standing for what is right, even in the face of popular disfavor.

Moral and Physical Courage - the most iconic photo
of courage in my lifetime. 

The good news is that the vast majority of people will never be asked to demonstrate physical courage in the face of danger.  The bad news is that moral courage is a much more difficult characteristic to demonstrate.  I have been faced with both, and I would pick a firefight over a weighty moral decision any day. 

Let’s take a moment to look at what is and what isn’t moral courage.  Let’s start with a very current event - Adam Silver, the NBA commissioner, just dropped the hammer on Donald Sterling, the owner of the L.A. Clippers for some disgusting racist comments and beliefs espoused by Sterling.  People are lauding Silver’s decision and his “courage.”  I fully support Silver’s decision, but it wasn’t courageous. 

Why?  Because everyone wanted Silver to punish Sterling to the maximum extent possible – doing what everyone wants and following the popular path (even when it is the right path) does not require courage. 

Moral courage requires a decision that could be costly. Some examples of moral courage in the workplace include telling a supervisor about how your co-workers frequently doctor their time sheets, disclosing illegal accounting practices to an external auditor or releasing incriminating confidential documents to the media.   “Whistle blowing,” the disclosure of illicit or unsavory business practices to the public, is another form of moral courage.  Each of these could cost you friends, jobs, or public smears.  There is a cost to standing up and taking the “right” action.

Atticus Finch - Paragon of Moral Courage

True moral courage is difficult.  It is so difficult, it tends to be lacking in many people.  This is not a new phenomenon.  The great 19^th century American author Mark Twain remarked that it is “curious that physical courage should be so common in the world, and moral courage so rare.”  The famous World War II General George Patton observed that “Moral courage is the most valuable and usually the most absent characteristic in men.”

So, we know that we are most likely to get called upon to show moral, not physical courage, and we know that moral courage is sorely lacking across our society and can be difficult to demonstrate.  Where does this leave us?  It leaves us with the type of challenge that makes a leader, a Leader – the task of modeling and developing moral courage.   

So, how as Leaders can we build and demonstrate our moral courage and instill in our subordinates the necessary moral courage? 

Click through for some ideas.