Unclassified

Marine Corps Leadership DevelopmentSustaining the Transformation at the Unit Level

Brief to Russell Leadership Conference

19 November 2014

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What motivates you to action?

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1. Opportunity to fix a problem

2. Opportunity to make something better

3. Duty: Obligation to do what is required

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What is your greatest challenge to developing junior Marines?

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1. Time2. Command Priorities3. Training &

Experience

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If the Marine Corps succeeds in “removing rocks” such as unnecessary orders and annual training, the time gained back will most likely be devoted to:

1. Operations & Maintenance

2. Leadership

An approach to developing Marine leaders and fostering esprit de corps that leads to success in the Marine Corps and in life

Marine Corps Leadership Development

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Why It’s Different

Marine Corps Leadership Development provides a comprehensive and flexible approach to developing leaders of all ranks and backgrounds. It emphasizes developing the individual leadership capacity of a Marine as part of a cohesive and well-functioning unit.

“I am confident the key reason the MCLD initiative will succeed across our Corps is its non-programmatic approach. It is a significant improvement

over the Mentoring Program.” --- LtGen John Wissler, CG, III MEF

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How It Works

Marine Corps Leadership Development requires commanders to implement a deliberate plan for developing Marines and assigned Sailors, reflecting leadership priorities and synchronized with the unit’s training and maintenance schedules.

Planning for Leadership Development like MET-based Training and Maintenance

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Why It Works

Marine Corps Leadership Development requires commanders to implement a deliberate plan for developing Marines and assigned Sailors, reflecting leadership priorities and synchronized with the unit’s training and maintenance schedules.

Marine Corps Leadership Development honors the Corps’ legacy of Making Marines, Winning Battles and Developing Quality Citizens. It emphasizes values and principles that have enabled generations of Marines to assume progressively greater responsibilities in the Marine Corps and in life.

“After reading the draft order and watching how Marines are implementing it in the shop, it is something that they actually look forward to. They like it because it’s not only that they see we

care, but it’s something Marine Corps.” --- GySgt Joseph Cook, MWCS-28

Functional Areas

• Fidelity. Core Values and leadership heritage

• Fighter. Warfighting excellence and professional career development

• Fitness. Mind, body, spirit and social well-being

• Family. Healthy relationships including marriage, parenting and family readiness

• Finances. Budgeting, saving and investing

• Future. Goal-setting and transition back to society

9Six Areas Key to Personal and Professional Excellence

Leadership Resources

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MARINE CORPS

BASE/STATION

UNIT

WEB-BASED

• HITT

• Unit PME Site

• Marine Ldr Notebooks

• MCMAP Instructors

• Former Recruiters

• “Key Leaders”• Personal Finance Managers

• MCFLCs

The Best Leadership Resources are on the Morning Report

MCLD Website

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Sustaining the TransformationKey Elements

• Trust and respect for leaders

• Leader’s example

• Leader’s concern for Marine

• Shared danger and discomfort

• Unit pride and history

Vertical Cohesion at Unit Level

CMC Command Climate SurveyLowest Responses

• Leaders/Supervisors in my unit care about my quality of life. (3.67)

• Leaders/Supervisors in my unit keep families well informed. (3.67)

• Individuals in my unit are comfortable approaching their leaders/supervisors with issues. (3.65)

• Leaders/Supervisors are actively engaged even during off-duty periods. (3.61)

• My unit is characterized by a high degree of trust. (3.58)

• Leaders/Supervisors in my unit set aside regular time for coaching & counseling. (3.58)

• Resources (equipment, supplies, money, etc.) in my unit are well-managed. (3.47)

Unclassified

CCS data collected: 5/20/14 – 11/14/14

CMC Command Climate SurveyLowest Responses Means

USMC Mean <1 month

1-2 months

3-6 months

7-12 months

13-24 months

>24 months

Item # # of respondents 60,600 3,081 3,864 9,302 10,901 16,227 16,977

16 Leaders/Supervisors in my unit care about my quality of life. 3.67 4.03 4.00 3.83 3.69 3.60 3.51

19 Leaders/Supervisors in my unit keep families well informed. 3.67 3.93 3.92 3.80 3.68 3.64 3.55

5 Individuals in my unit are comfortable approaching their leaders/supervisors with issues. 3.65 3.98 3.94 3.78 3.65 3.60 3.51

7 Leaders/Supervisors are actively engaged even during off-duty periods. 3.61 3.92 3.91 3.75 3.63 3.55 3.45

1 My unit is characterized by a high degree of trust. 3.58 3.90 3.87 3.70 3.59 3.53 3.44

8 Leaders/Supervisors in my unit set aside regular time for coaching & counseling. 3.58 3.93 3.91 3.74 3.60 3.52 3.42

4 Resources (equipment, supplies, money, etc.) in my unit are well-managed. 3.47 3.86 3.79 3.63 3.49 3.42 3.29

Time in Unit

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CMC Command Climate Survey Lowest Responses Means

3.0

3.2

3.4

3.6

3.8

4.0

4.2

<1 month 1-2 months 3-6 months 7-12 months 13-24 months >24 months

Surv

ey It

em L

iker

t Mea

ns

Time in Unit

16. Leaders/Supervisors in my unit care about myquality of life.

19. Leaders/Supervisors in my unit keep familieswell informed.

5. Individuals in my unit are comfortableapproaching their leaders/supervisors with issues.

7. Leaders/Supervisors are actively engaged evenduring off-duty periods.

1. My unit is characterized by a high degree oftrust.

8. Leaders/Supervisors in my unit set asideregular time for coaching & counseling.

4. Resources (equipment, supplies, money, etc.)in my unit are well-managed.

Legend

CCS data collected: 5/20/14 – 11/14/14

Field Testing• Russell Leadership Conference (Sep 13)

• (43) NCOs, SNCOs, Company Grade Officers from MARFORs, MCICOM, MCCDC, MARSOC

• MACG-28 (May 13 - Present)

• Group; (6) Sqdns/Bn

• III MEF (Nov 13 - Present)

• (9) Regts; (17) Bns/Sdqns

• 25th Marines/MFR (Jan 14 - Present)

• (4) Bns and I&I staffs

• MARFORCOM (Apr 14 - Present)

• MCSCG, H&S Bn

• MCRD PI (RTR, WFTBn) , MALS-31, 6th MCD (Aug 14 - Present)

15Marines Demonstrating the Art of the Possible

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Leadership Development and Force PreservationMACG-28

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Way Ahead

Host Russell Leadership Conference

Publish Marine Corps Order

Communicate Effectively Clarify the “what;” stay focused on the “why”

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Allow grassroots momentum to grow; Tell MCLD story; Promote Senior Leader support before, during, and after implementation.

What Is Required To Make A Difference In the Long Run

Officers Willing to Assume RiskSNCOs Willing to Set the ExampleNCOs Willing to Lead SacrificiallyAll Marines Willing to Learn New (or Old)

Skills and Take Responsibility for Knowing Their Marines and Looking Out For Their Welfare

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Commitment to Those Things That Make the Marine Corps Exceptional

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Questions/Discussion

https://www.mcu.usmc.mil/sites/leadership

Colonel Scott Erdelatzscott.e.erdelatz@usmc.mil

SgtMaj Jonathan Henryjonathan.henry@usmc.mil

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Backup Slides

What MCLD Is

• Leadership Development Framework• Adaptable to Unit and Environment

• Consistent with MCDP-1 in Content and Method

• For Marines, about Marines• Tools to develop leaders, tangible ways to recognize the

best leaders

• Something Than Can Be Qualitatively Assessed• Command Climate Surveys, Other Indicators

• An Investment in Future

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What MCLD Is Not

• A Typical Marine Corps Order or Program; most of the “How” left up to Commanders

• Report Card to Incentivize Minimum Standard

• Something that can be Quantitatively Measured (e.g. Readiness)

• Guarantee of Short-Term Success

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Mission Analysis• Cmdr’s Intent

• CG/CV guidance

• Endstate Desired

• IPB• Where are you now?

• HHQ Mission and Intent• What does success look like for my boss?

• Specified and Implied Tasks

• Resource & SME Shortfalls• What skills do we have internal to our own unit?

• What skills do we need to leverage from HHQ or the Base/Station?

• Restated Mission Statement

Unclassified

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Example- 2D LAAD