Manual USMC Marines Manual - Leadership Concepts

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(1) Without the aid of references, describe Marine Corps leadership without omitting key honored concepts and traditions that date back to the days of the American Revolution. Marine Corps Values: A User's Guide for Discussion Leaders.
Table of contents

Setting the Example: A Marine’s guide to Ethical Leadership

First, it does not provide guidance on weapons procurement. Without a specific doctrine , a weapon is merely purchased to fill a gap or perceived need. There is a difference.

One method speculates on what the organization and the weapon together will do to the enemy. The other method is centered on just the weapon, regardless of who employs it or how it is employed. Military organizations design their forces around their doctrine and equipment.

Their style of warfare determines the size and capability of not only the combat forces, but the combat support and combat service support formations as well. A dated or unclear doctrine indicates that the organization employing it is not clearly structured and therefore not fully combat capable, regardless of its weapon suites. Poor doctrine also indicates that a force deploying modern weapons will not be able to properly maintain or employ them to their maximum potential.

Third, doctrine alone is useless unless training and education can instill the necessary standards of performance. Doctrine sets these educational and training standards. It also ensures that there is a link between education, training, and battlefield realities. Doctrine also provides the educational and training laboratory in which to test new equipment and methods outside the unforgiving arena of combat. Additionally, a thorough education and training process not only teaches doctrine , but is itself a pathway for doctrinal change. Fourth, a well-written capstone document should serve as a foundation for subordinate doctrine.

It has the dual purpose of stringently examining current practices while simultaneously serving as a base for tactical and technical innovations. Revised in to present AirLand Battle doctrine , it serves as the basis for all Army warfighting field manuals. Using FM as a doctrinal template, Central Command was able to engineer a tactical success into a deep operational turning movement to meet its mandated strategic goals. As the authoritative basis for how Marines fight, Warfighting is woefully inadequate and fundamentally flawed. It does not provide the necessary guidance that is needed to glue weapons acquisition, force structure, education and training, and subordinate doctrine together.

Furthermore, Warfighting ignores the attributes that are unique to the Corps, and are our greatest strength-a balanced combined arms team, integrated air support, tactical excellence, and the ability to quickly task organize. Nor in its generalities, does it furnish the operating forces with a battle-tested, lucid method of waging war. The flaws in Warfighting, grave as they are, are only a symptom of a larger and more intractable problem-the doctrine development process. If the development of combat doctrine is used as a test, the Corps has failed.

Established in to write doctrine , the Doctrine Center-now the Doctrine Division-has yet to produce a doctrinal capstone manual written for a force preparing for war. Army 11 lines versus 4 pages. For example, FMFM Marine Division, last updated in , contains numerous organizational errors and contains absolutely no information on light armored infantry or how the division operates in the rear, close, and deep battle areas.

However, it contains no fewer than 14 pages on how to mark a railroad flatcar. A process that publishes ambiguous doctrine and allows years to pass without doctrinal upgrades needs to be changed. Three specific changes that are needed include greater involvement of the operating forces in the doctrine writing process, ensuring that a group and not an individual writes the doctrine , and insisting that the developed doctrine be pragmatic. The U. Army brought the whole force into its doctrinal writing process. Involving the whole force also had the effect of crystallizing doctrinal theories into valid and workable concepts.

Unworkable or nebulous ideas would never be acceptable to the frontline units, who had a say in the matter. This not only created interest within the operating forces, it also made the subsequent introduction and adoption of new doctrine easier. The Army made it a point to consult with its soldiers down to the battalion level about proposed doctrine. When was the last time the Corps consulted its officers, and in particular its experienced staff noncommissioned officers in the operating forces, on new doctrine?

When the whole force is consulted on a new doctrine , a facilitator and not necessarily an author is needed. While supervising the writing of the revolutionary Stormtroop doctrine , Gen E. As such, he emphasized a group effort in writing doctrine. Appointing a group of junior officers majors and captains of various occupational specialties to do the actual writing, Ludendorff coordinated their efforts with the various staff sections.

Setting the Example: A Marine’s guide to Ethical Leadership

The group ensured, through its mix of occupational specialites, that battlefield concepts were both workable and supportable. Both the German and the U. Armies dealt with the pragmatic. Chapter 4 describes a program for commanders to conduct this training. Competitive Conditioning Activities. Chapter 5 describes competitive activities which stress the relationship to combat actions, featuring team-building types of competition.

The 11 Principles of Armed Forces Leadership

Evaluation of Performance During Training. Chapter 6 describes tests which measure individual and unit physical fitness for combat. The Human Body. Chapter 7 covers the structure and functioning of the body. Advanced search and indexing features are built into our reproduction, providing a complete full-text index. This enables the user to search all the files on the disk at one time for words or phrases using just one search command! The Acrobat cataloging technology adds enormous value and uncommon functionality to this impressive collection.

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Lieutenant General Ronald Bailey (USMC) on Leadership

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