LEADERSHIP PRINCIPLES
Leadership Principles (Redefined): A Marine Corps Perspective
Over the years, I have been asked to speak to military units on the topics of leadership, combat mindset, and mental health. A little more than five years ago, I spoke to a group of Marines about a simple three-step approach to exceeding the standards of Marine Corps leadership—one that I know is highly applicable to all industries and organizations.
Leadership within the Marine Corps is a unique blend of duty, courage, and unwavering commitment to the men and women who serve. Now, I will be the first to admit that I have sometimes disagreed with Marine Corps philosophies, especially its primary goal of leadership. If unfamiliar, the Marines have a robust 14 leadership traits and 11 leadership principles, and leadership is often described as a two-pronged approach in mission accomplishment and troop welfare, with the former always taking precedence. Nearly every trait and principle is sound in its doctrine and reasoning. However, in typical military fashion, it is often lost in the memorization and regurgitation standards similar to that of our public school systems.
The words are often beaten into the minds of young aspiring Marines through forced repetition, acronyms, and memory. Unfortunately, little time is spent on the understanding and application of these 25 different elements of a Marine leader. This oversight is also common in corporate America, where companies have nine or more core values, and many employees couldn't tell you a single one, let alone understand their meaning or application.
The talk I gave to those young Marines was titled Leadership Principles (Redefined). Here is the core message I delivered that day, one that I know can guide any leader to a higher purpose. Three core principles of leadership were defined to enhance leaders' effectiveness in combat and in life: Go First, Speak Last, and Leave Them Better Than You Found Them.
GO FIRST
The Concept
Go First is an understanding, one in its principle, but more importantly, in the relationship between you and those you lead. The Go First concept is based on an effective combat leader being first into battle, leading the charge through the breach. Now, anyone with any combat experience will tell you this is not an effective strategy in today's modern warfare. However, the concept remains valid and is what we aim to achieve—the difference between sending your men or taking your men into battle. A leader must be willing to mentally and physically go first, taking on the responsibility of guiding their men into combat. This means being prepared to face danger and making critical decisions that inspire confidence and trust.
In today's combat, a leader cannot always make the most informed decisions if engaged in the actual fight itself. On the contrary, accurate and timely decision-making is lost if a leader is too far removed. The best place for a leader is at what we call "the point of friction"-close enough to the action to make critical decisions and far enough removed to avoid getting overwhelmed with tunnel vision. As leaders, we must consistently place ourselves at the point of friction, not being so involved that we miss our primary responsibilities and not so distant that we become disconnected from the battlespace.
I spent most of my first enlistment on a CQB or close-quarters battle team (similar to a SWAT team) as a shooter, team leader, and breacher. When clearing an enclosure, the two-man leads the fight—the person capable of seeing what lies ahead and calling out orders to execute quickly. Sometimes, it takes placing your hand on the shoulder of the one-man to let them know you're there, giving it a little squeeze to acknowledge you're ready, and after a nod, giving him a slight bump with your knee to make entry.
Being the two-man in leadership involves being in the stack, calling out the danger areas ahead, and providing that affirmative squeeze on the shoulder. This gesture reassures the team members that the leader is there to support and guide them, allowing them to move forward confidently, take initiative, and attack life. And sometimes, to get them to move, we have to give them that little "bump" from behind.
The Application
The "Go First" principle can be applied by leaders who demonstrate a willingness to take on challenges alongside their team. A leader might work late hours alongside team members in a high-stakes project with tight deadlines, showing commitment and solidarity. Instead of the typical meeting, walk the line, be on the sales floor, or visit the job site. Being at "the point of friction" can boost team morale and trust, making team members more willing to go the extra mile themselves.
SPEAK LAST
The Concept
I first heard the term "Speak Last" at a Tony Robbins Business Mastery event. It was described as a business principle designed to foster innovation and independence among associates. The premise involves allowing others to voice their opinions and solutions before any leadership provides input. At its core, it is an attempt to reduce a leader's influence on decision-making and problem-solving, and the Marine Corps is actually pretty proficient at this within combat operations.
The military's approach provides scenario-based training and tactical decision games and often removes leadership levels to force junior decision-making. This is crucial in combat operations, where young leaders must operate with some autonomy. Leaders ensure their subordinates are better prepared to make independent decisions under pressure by cultivating problem-solving skills in non-combat situations.
Where the Marines often excel in the field and combat, they lack in day-to-day administration, much like the rest of the corporate world. An example often described is a leader who walks into a room and states, "We have an issue; here lies the problem; here is how I think we fix it. What do you think?" The leader in that scenario inadvertently stifles their team's creativity and problem-solving skills. Instead, by just saying, "We have an issue; what do you think the problem is?" Leaders encourage team members to think critically and develop their own solutions.
This method allows for unbiased thought processes to emerge while building confidence in your team. As the leader, the ultimate decisions will always rest with you, typically from a new and interesting perspective or a valid and valuable learning experience. The lesson for leadership is understanding the difference between a poor and ineffective idea and one that is different from what you would have done.
The Application
In a corporate environment, "Speak Last" could be applied in performance reviews or one-on-one meetings. Leaders can ask team members to assess their performance and suggest areas for improvement before providing feedback. This practice empowers employees to take ownership of their development and fosters a culture of self-reflection and continuous improvement.
Leave Them Better Than You Found Them
The Concept
The principle of "leave it better than you found it" is deeply ingrained in Marine Corps culture. It is applied to every aspect, from ranges, barracks, offices, duty huts, and even during combat operations. Unfortunately, it is an accepted trait of Marines in every area except our Marines. Leaders should strive to leave their Marines physically, proficiently, and mentally better than when they found them. This means focusing on their development as better leaders, Marines, and individuals. It is both a privilege and a responsibility to improve the lives of the men in your charge, both on and off the battlefield. This commitment to their well-being and growth ensures they are better prepared for the challenges they will face in the Marine Corps and in life.
Leadership development should be at the core of every leader for themselves and their team. As you focus your purpose on the development of your team, thus the personal development of individual team members, you will naturally embrace Go First and Speak Last. I do not consider the primary goal of leadership to be mission accomplishment. I believe it is to develop the next generations of leaders. Do that, and the team will continue to drive the mission forward.
Many scenarios can benefit from a simple evaluation: "Is there something that can be done to better the team or develop an individual during this process?" Betterment is sometimes as simple as being a good person who fosters a positive work environment that inspires teammates to look forward to getting up in the morning. We should be taking every opportunity to develop new leaders and enrich the lives of our team members, not for the betterment of the team but rather for the individual - leaving them better than we found them.
The Application
"Leave Them Better Than You Found Them" can be applied through mentorship programs providing guidance, support, and opportunities for professional growth. Pairing new hires with experienced teammates or mentors can help them navigate their roles more effectively and accelerate their development. Leaders can implement regular check-ins focused on employee development to discuss career goals and personal aspirations, offer constructive feedback, and identify training or development opportunities. This proactive approach ensures that employees feel supported and valued, leading to higher engagement and increased retention rates.
Redefined
The importance of leading with courage, fostering innovation, and committing to the development of your team ensures that your teams are well-prepared for the challenges ahead, professionally and personally. By embracing these principles, you will connect with your team on an inspiring level. Anytime you can lead through inspiration, you will create a limitless culture around you. Teams will sacrifice for something or someone who inspires them. So, Go First, Speak Last, and Leave Them Better Than You Found Them.
