Category Archives: Marine Leadership

Mar 06 2013
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Marine Leadership

Marine Corps. Leadership: Know Yourself and Seek Self Improvement

We all need improvement, just not in the same areas.

We all need improvement, just not in the same areas.

“People are anxious to improve their circumstances but are unwilling to improve themselves; they therefore remain bound.” – James Allen

Growth, effective growth, does not happen on accident. It is intentional, purposeful, and it is constant.

The first part of the principle is to know yourself…

Our post-imagination determines our growth, or lack there of. When we look at the past with tinted glasses we miss what really was, and thus we miss out on the true picture, the true lessons of what we could have learned about ourselves. In order to know ourselves we must be willing to look back with an unbiased perspective so that we can see where we need improvement.

Compare your past actions with the 14 traits. Which ones have you done well to emulate, which ones are lacking from your core values?  Where would your superiors, peers, and directs say you need more effort? 

The second part of the principle is to seek self improvement. 

As stated earlier growth, self-improvement, must be:

  • Intentional: Growth happens, just like our bodies grow without much effort; however, significant growth, growth we would call strength, must happen intentionally. We must have a plan for growth, and we must have the discipline to follow through with that plan.
  • Purposeful: If I want to get faster, I don’t work out my chest. If I want to be better at chess, I don’t study checkers. When we have an area or a trait that we want to grow, we must make sure our plan for growth effects that area.
  • Constant: Physically speaking, our bodies are either growing or they are dying. There is no stage of maintaining. And while the rate of decay may not be as fast as the rate of growth, attrition does happen. If we are going to stay on top and be the leaders we need to be, we must be constantly investing in our growth.

What would you add to the list?

At what trait do you excel? Which trait needs more work?

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Mar 05 2013
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Marine Leadership

Marine Corps Leadership: 14 Traits pt. 2

Semper Fidelis

Semper Fidelis

“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 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.” – General C. B. Cates

In Marine Corps Leadership: 14 Traits pt. 1 we covered why it was beneficial for leaders, or would be leaders, to study leadership traits and principles, as well as the first seven traits of Marine Corps. leadership. In this post we will be finishing up the 14 traits with traits eight through 14.

Marine Corps. 14 Leadership Traits (8-14):

Enthusiasm – Enthusiasm indicates buy-in. If a leader’s enthusiasm is low, it indicates that his buy-in is also. When leaders aren’t bought in, those around them will not be either.

Bearing – Bearing is presenting your self as you desire to be seen. If you don’t talk like a leader, look like a leader, or act like a leader, you will not be treated like a leader.

Unselfishness – Unselfishness is a non-negotiable for a leader. Leaders must be willing to put the team first, even when it means they go last.

Courage – Courage puts the commander’s intent above all else, on and off the battle field. Courage sacrifices all but character.

Knowledge – Knowledge is never fully attained for the leader. The old adage is true, leaders are readers, life long readers.

Loyalty – Loyalty is staying faithful to the cause when it would be easier to change the coarse. Semper Fi

Endurance – Endurance is being able to hold on for one moment more. Leaders go on, when others go home.

The 14 traits of leadership are essential when identifying one’s aptitude of leadership. What’s more, they are essential for identifying other leaders. Real leaders know that they must reproduce other leaders in order for real success to occur.

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Mar 04 2013
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Marine Leadership

Marine Corps Leadership: 14 Traits pt. 1

Given that there are 14 different traits of leadership that the Marine Corp identifies, and Square One Leadership has a goal of a 350(ish) word limit, the 14 traits post will be split into two. Part two will post tomorrow.

Semper Fidelis

Semper Fidelis

“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 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.” – General C. B. Cates

There will be times when your leadership ability, no matter how good, will not be the determining factor in an outcome. However, there will be plenty of circumstances when it will. This is where identifying different traits and principles, and working on those traits and principles becomes useful to us as leaders, or would-be leaders.

It is advantageous to digress for a moment, to encourage readers to research  the “Law of the Lid,” found in the book 21 Irrefutable Laws of Leadership, by John Maxwell. So that you have a proper understanding of increased leadership ability.

Marine Corps. 14 Leadership Traits (1-7):

Justice – Justice allows leaders to praise and admonish equally, regardless of any external factors. Justice distills partiality.

Judgement – Judgement is another distiller of partiality and preferences. Judgement deals in the facts and their consequences as a whole, allowing a leader to make the best (not easiest) decision overall.

Dependability – Dependability necessitates  little oversight, or micro-managing, for a leader. Once a task or project has been assigned there is security in the knowledge that it will get done, and done well.

Initiative – Initiative sees a need, and then meets that need without waiting to be told. Initiative mingled with dependability will cause a leader to find favor quickly.

Decisiveness – Decisiveness quickly looks at what can be seen, contextualizes the information, formulates, and clearly communicates a plan. Divisiveness is sharpened by learning to gather the known facts and their implications more quickly.

Tact – Tact sets aside personal feelings in order to maintain clear and open communication, minimizing the chance of an offense.

Integrity – Integrity requires all aspects of life and business to be above reproach. Integrity realizes that the ends do not justify the means, because the means are just as important as the ends.

Which trait is your favorite so far? 

What else would you add? 

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Feb 28 2013
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Marine Leadership

Introducing Marine March

The Few, The Proud

The Few, The Proud

“Being ready is not what matters. What matters is winning after you get there. ” – Lt. Gen. Victor H. Krulak

I’ve never been in the armed forces, but I have always admired, and had the utmost respect for the men and women who serve our country. Not too long ago I had the honor of ministering to some men and women in the U.S. Army and Air Force, and I was able to see the sacrifices they make for our freedoms.

Now that the ABC’s of leadership are completed, Square One Leadership will be covering the United States Marine Corps leadership traits and principles. The first post, on March 4th, will briefly cover the 14 leadership traits of a United States Marine. Following the 14 traits, we will cover the 11 principles, two the first week, then three a week in the subsequent weeks.

This series is Square One Leadership’s way of saying thank you to all those who serve.

Semper Fi

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