Leading Marines by USMC

• There is no formula for leadership.
• The indispensable condition of Marine Corps leadership is action and attitude, not words.
• "Don't tell me how good you are, show me!"
• The most fundamental element of leading Marines is to understand what it is to be a Marine.
• Being a Marine is a state of mind.
• Marines are convinced that, being few in number, they are selective, better, and above all, different.
• Success in battle is not a function of how many show up, but who they are.
• Esprit, aggressiveness, and courage are the essence of our Corps.
• Austerity places a premium on the role of every Marine.
• Every unit from the Marine expeditionary force down to the fire team is organized into a team--a group of highly select, well-trained Marines all pointed to one objective.
• The success of the whole operation was possible only through the local successes of the small units.
• Self-Image is at the heart of the Marine Crops--a complex set of ideals, beliefs, and standards that define our Corps.
• Marine leaders must be forged in the same crucible and steeled with the same standards and traditions as those placed in their charge.
• Our vision of leading is linked directly to our common vision of war-fighting, which needs leaders devoted to leading, capable of independent and bold action, who are willing and eager to assume new and sometimes daunting responsibilities, willing to take risks--not because they may succeed, but because the Corps must succeed.
• Leaders are expected to be students of the art and science of war at all levels.
• If followers do not believe their leader is operating from a foundation of values, then words become hollow and lack credibility and the leader will be ineffective.
• That every Marine is a warrior and a leader is more than a capability: it is an attitude and a standard of excellence.
• One of the basic tenets of Marine Corps leadership is that whenever two Marines are together, of whatever grade, one is in charge.
• Leadership, in the long run, depends upon the example set buy the leader, not only as a war-fighter, but also as a citizen and a human being.
• Leaders setting the example is far more important in the Marine Corps than in any other activity--military or civilian.
• Setting a personal example requires high moral standards reflecting virtue, honor, patriotism, and subordination in personal behavior and in performance. These are inner qualities that mark leaders. Rather than outward marks of greatness, they are often deeply buried, and, in many cases, one must look closely to see an individuals inner strengths.
• Is it not enough that Marine leaders themselves set the example. Their followers must be equally aware of the importance of following established standards. Followership is just as important as leadership. Followers are the backbone of any effective organization because without loyal, dedicated followers there can be no effective leaders.
• Ethical behavior is action taken specifically in observance of a defined standard of conduct.
• Action is at the heart of ethical behavior.
• An academic understanding of what is right and wrong is irrelevant unless it is coupled to appropriate action.
• At the heart of the leader's ability to choose  correctly is a firm grounding in both institutional and individual values that will point the current direction, even when the Marine is tired or acting under conditions of extreme stress.
• Regardless of the circumstances, all Marines are expected to chose and to be accountable for their choice.
• If you are prepared to talk about your actions, or lack thereof, in front of a national audience, made up of all your peers, seniors, subordinates, and friends, who share the same professional values, and whose opinions you value, then your behavior was, or is, probably ethical in nature.
• Friction dominates war. It makes simple tasks hard, acts constantly to tear down the will of the individual marine, and interferes with unit cohesion.
• Fear of the unknown breeds paralysis. It is best overcome, by vigorous leadership, which clearly sets out what is happening, how it is happening, and, most importantly why it is happening.
• Friction is inevitable. marine leaders must accept it, do everything in their power to minimize its effects, and learn to fight effectively in spite of it.
• When people conduct lives built on high moral standards and physical fitness, they tend to develop qualities that produce inspired leadership and discipline.
• Gaining moral ascendancy requires that subordinates feel that their leaders genuinely care for them, that they are fighting for a worthy cause and ensuring that their sacrifices are not made in vain.
• Acting as a buffer to protect subordinates is a key responsibility of any leader. Leaders must avoid "passing the buck." Leaders must, if necessary, act from the courage of their own convictions, even when such a position runs counter to the policy of seniors. Leaders must always accept full responsibility for their actions.
• The moral courage of leaders is the key to keeping effective combat units from becoming armed mobs.
• Moral courage is a private courage, a form of conscience that can often be an even tougher challenge than physical courage, especially in peacetime.
• No one is immune to fatigue.
• Physical conditioning is one method of reducing the effects of physical exertion, and it can increase individual self-confidence and reduce stress.
• Part of the leader's job is to ensure that members of his or her command have every survival edge that can be provided.
• Adaptability has long been our key to overcoming the effects of friction and its components. Although it is synonymous with flexibility, adaptability also embraces the spirit of innovation.
• The ability to improvise is a key characteristic of our Corps.
• Innovation has always been a key component of Marine Corps tradition and our style of leadership.
• Innovation requires that leaders listen to their subordinates and that a two-way system of communication is maintained.
• One Marine leaders developed a set of "rules" he followed to promote innovation and creativity. First, leaders should make it their duty to bring subordinates' ideas and criticisms to the surface where all may analyze and evaluate them. Ask for ideas and you will get them. Second, leaders must clear a path to their doorstep. Subordinates should use the chain of command, but ideas must rise to the top. Leaders must allow subordinates the opportunity to show initiative. Third, because innovation is imprecise and because subordinates, especially junior ones, will make mistakes, protect them. "Zero defects" are not a standard of measurement. They do not encourage initiative:; they stifle it. Lastly, emphasize that you expect honest expression of the subordinates best thinking. Do not tolerate patronizing behavior.
• If we wish to think clearly, we must cease imitating; if we wish to cease imitating, we must make use of our imagination.
• Decentralization is simply authorizing subordinates to act, guided by commander's intent and focus of effort, in situations where judgment and experience dictate action.
• The Marine Corps has always enjoyed great success decentralizing authority to the lowest levels.
• Decentralized decision-making--pushing authority, responsibility, and accountability to the lowest levels--promotes speed in execution.
• Give subordinates all the initiative and latitude they can handle by decentralizing authority, "Tell them what result you want, and leave the 'how' to them."
• What all successful leaders heave in common is a strength of will that enables them to face the most challenging of tasks and extract the most from their subordinates.
• For leaders to hold units together under adverse conditions they must first fight--and win--the battle within themselves.
• Fighting power remains the ultimate measure of all military leadership effectiveness.
• Marine leaders must be prepared to act alone, when all others choose to sit, or when others find a way to stand aside to let someone else take the lead.
• Preparing for those challenges--what we do in training--shapes directly what we do in combat. In any team sport, teams play the way they practice.
• While it is easy to give in on the "small things," eventually that surrender may cause the collapse of a "large thing" in combat.
• The Marine Corps works hard to train leaders, but the most important and fundamental leadership training and education must come through self-study and self-examination.
• The risk of death has always been preferable to letting a fellow Marine down.
• The primary goal of Marine Corps leadership is to instill in all Marines the fact that we are warriors first. The only reason the United States of America needs a Marine Corps is to fight and win wars. Everything else is secondary.
• An individual's responsibility for leadership is not dependent upon authority. Marines are expected to exert proper influence upon their comrades by setting examples of obedience, courage, zeal, sobriety, neatness, and attention to duty.
• Effective personal relations in an organization can be satisfactory only when there is complete understanding and respect between individuals.
• Leadership Traits:
• Integrity
• Justice
• Enthusiasm
• Bearing
• Endurance
• Unselfishness
• Loyalty
• Judgment
• Tact
• Initiative
• Dependability
• Decisiveness
• Courage
• Knowledge
• Leadership Principles
• Be technically and tactically profieicnet
• Know yourself and seek self-improvement
• Know your Marines and look out for their welfare
• Keep your Marines informed
• Set the example
• Ensure the task is understood, supervised, and accomplished
• Train your Marines as a team
• Make sound and timely decisions
• Develop a sens of responsbility among your subordinates
• Employ your unit in accordance with its capabilitites
• Seek responsbility, and take responsibilty for your actions