Marine Corps University Career School Seminar Program Discussion Responses In need of a 125 response/discussion to EACH of the following forum posts. There

Marine Corps University Career School Seminar Program Discussion Responses In need of a 125 response/discussion to EACH of the following forum posts. There are (2) different Forum posts with different prompts. Agreement/disagreement/and/or continuing the discussion. I want you to be prepared to engage your fellow students and prepare some follow-up questions to ask one another or to challenge someone’s post. The two interactive posts should each be substantial, relevant, and engaging. Original forums discussion/topic post is as follows:

FORUM POST 1:

Gunnery sergeants are looked at as the consummate professional, what makes them the consummate professional?

Hi Class,

As Sergeant Major Bryan Battaglia mentions in The Noncommissioned Officer and the Petty Officer: Backbone of the Armed Forces, the attributes of being competent, credible, and capable are what I see as the key factors that contribute to the gunnery sergeant being a consummate professional. Competent in your duties from the wealth of many years of experience that is to be used for the betterment of the officers that you advise, to the development and training of the Marines you lead. Credibility stems from viable recommendations and success achieved because of this wisdom that is endowed upon officers and junior enlisted which builds trust over time. Being able to take your competency and credibility and apply it when the time comes shows that you are capable, and the people around you will notice. Perform well and your position as this consummate professional is solidified. To come up short or lose your credibility will jeopardize the unit, and the Marines around you. Your actions must always align with the institution.

What assists in making us this consummate professional is our devotion to protect the institution by not tolerating actions which violate our core values and standards. This is the department where we live up to the words consummate professional; our professionalism is intense, and we possess an intolerance in the lack of it from others, both enlisted and officers. When I was a newly minted Marine completely school trained and ready to take on this Marine Corps idea, one of my first check in encounters was with the company gunnery sergeant. My observation of him was that he was experienced, both in the Marine Corps and life overall. He was going to hold me accountable should I slip, and praise my actions if I performed well. He was someone I’d fear to have to see if my barracks room had been found out of sorts, yet I looked forward to having conversations with him about how I could become better as a Marine, and how to handle personal life issues. He was someone I could trust to keep me on the straight and narrow towards my goals, and not give any special treatment along the way. He would do everything he could to make our lives better.

MGySgt Charles Walker in his article SNCOs Lead, Officers Command: The Method of Appreciation establishes the perfect example of our position as a communicator to both the officers we advise, and the Marines we instruct by being bilingual. This takes time to perfect for us to become effective at wearing different “hats” depending on who we are dealing with, yet it is completely necessary. A sergeant just needs for you to tell him or her what needs to get done. All the politics and deliberation that lead up to the decisions being made by the officer and through advisement from the gunnery sergeant/SNCO is completely irrelevant to that Marine. These attributes are some of many that make us this consummate professional.

FORUM POST 2:

How are you enforcing the standards?

Good Afternoon Class,

I enforce the standards in the Marine Corps in a number of ways. One is by doing my best to keep myself up to date on the most current policies the Marine Corps passes so that I can be versed in aiding my Marines for any problems they have. Maintaining physical standards, annual training, and conducting my professional military education so that I can impose the standards the Marine Corps have. Conduct and professionalism are an important aspect of the military and can be often be overlooked when hardships are introduced. I always make it a point to be professional in front of either superiors or subordinates in front of Marines so they know to always be respectful no matter the situation. CC6940REQA
ROLE OF THE GUNNERY SERGEANT
The following read contains extracts from chapters 16, 17, and 19 of MCTP 6-10B, dated 2
May 2016, Marine Corps Values: A User’s Guide for Discussion Leaders.
UNITED STATES MARINE CORPS
Marine Corps University
User’s Guide to Marine Corps Values
PHILOSOPHY OF LEADERSHIP
1. Introduction. The Marine Corps’ philosophy of leadership and how this philosophy ties into
our style of leadership is at the very root of how effective we are at leading.
2. Overview. The purpose of this discussion is provide you with an understanding of how your
own philosophy of leadership determines the effectiveness of your unit and how leadership traits,
principles, and the application of leadership create a climate of high morale, discipline,
proficiency, and esprit de corps.
3. References. The following provide additional information on the Marine Corps’ philosophy
of leadership.
FMFM 1-0, Leading Marines
Marine Corps Manual
4. Discussion Leader Notes
a. The Marine Corps’ philosophy of leadership is largely based upon recognizing and
utilizing to the fullest extent our most important asset, the individual Marine. Through
outstanding leadership, we will be able to channel the talent and energy of that Marine in the
right direction.
b. The way to do this effectively is through the maintenance of the healthiest of
relationships between the leaders and those led in our organization. This relationship should be
of the utmost mutual respect, and can be likened to that of a committed teacher and his/her
willing student, or to that of a father and his son. All Marines should feel that they belong, and
we must promote an atmosphere of comradeship and brotherhood throughout the Corps,
regardless of rank.
c. The end result should be a Corps that benefits from good order and discipline (preferably
self-discipline), unit cohesion, and teamwork. To assist us in these tasks, there are a few
fundamentals of leadership that all of us, regardless of our innate leadership ability, can use to
develop good leadership qualities in ourselves and in others.
5. Discussion. Our philosophy of leadership is characterized by the belief that leadership
qualities can be developed within the individual Marine, and that Marine leaders have the
responsibility for developing those qualities. As stated in paragraph 1100.1a of the Marine Corps
Manual, “The objective of Marine Corps leadership is to develop the leadership qualities of
Marines to enable them to assume progressively greater responsibilities to the Marine Corps and
society.” We grow our own leaders, and if we do not continue to do this effectively, the Marine
Corps as we know it, will cease to exist. You should have a thorough understanding of what the
philosophy of leadership entails. The areas addressed below are not all encompassing, but
provide enough information to give you an understanding of the philosophy of leadership.
a. Leadership differs from command and management as follows.
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(1) Command is defined as the authority a person in the military lawfully exercises over
subordinates by virtue of his rank and assignment or position.
(2) Management is defined as a process of planning, organizing, coordinating, directing,
and controlling resources such as people, material, time, and money to accomplish the
organization’s mission.
(3) Leadership is defined as the act of influencing others in such a manner as to
accomplish the mission: “The sum of those qualities of intellect, human understanding and moral
character that enable a person to inspire and to control a group of people successfully.” (General
Lejeune)
(4) Leadership is the dominating requirement for success. There is certainly need for
command and management, but sound leadership is needed to function. Varying degrees of
leadership skills are present in all Marines. Officers, SNCOs, and NCOs must foster the
development of these skills in their Marines. Leadership is people oriented. Leadership is
concerned with the individual Marine and the goals of the organization. To a great extent all
Marines are required to be both good leaders and skillful managers of personnel, equipment, and
time. Stress that our people are the greatest asset that we have.
(5) Good management will get your Marines onto the ship with the right equipment and
the required training. Your authority as an officer and their discipline will ensure that they follow
you to the battlefield. However, only leadership will get those Marines to put their lives on the
line.
b. Leadership qualities defined.
(1) Inspiration. Personal example of high moral standards reflecting virtue, honor,
patriotism, and subordination in personal behavior and in performance.
(2) Technical proficiency. Knowledge of the military sciences and skill in their
application.
(3) Moral responsibility. Personal adherence to high standards of conduct and the
guidance of subordinates toward wholesomeness of mind and body.
c. FMFM 1 states that philosophy of command cannot function effectively unless our
philosophy of leadership supports it. Our philosophy of leadership concentrates on the
development of leadership in subordinates, and our philosophy of command (decentralized)
depends on subordinate initiative and leadership. It highlights the inherent disorder of the
modern battlefield and the necessity of subordinates to respond with “individual initiative and
responsibility…within the boundaries of the commander’s intent.” Our philosophy of leadership
stresses the importance of building good subordinate leaders, with the belief that leadership can
be learned. These leaders are an absolute requirement if our warfighting philosophy of command
is to function. In order for this philosophy of leadership to work, a certain atmosphere and a
certain relationship must exist between officers and men. This relationship should be one of
mutual respect and it is described in the terms “comradeship,” “brotherhood,” “teacher/scholar,”
and “father/son.”
(1) The relationship between officers and enlisted Marines is described in the Marine
Corps Manual. It states that “effective personal relations in an organization can be satisfactory
only when there is a complete understanding and respect between individuals.”
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(2) The Marines who have gone before us were drawn into a lasting bond on the
battlefield. The adversity they faced together strengthened their resolve for success and
highlighted the need for cooperation. Realizing that comradeship and brotherhood are needed on
the battlefield, we must work continually to foster them in our daily activities.
(3) Often the mistake is made by those outside the Marine Corps that our reputation for
discipline means that we have a greater separation between officers and enlisted Marines.
Nothing could be further from the truth. While we prohibit unprofessional relationships between
officers and enlisted Marines, the concept of comradeship and brotherhood depends on mutual
respect between the ranks and among all Marines. Much of this mutual respect comes through
the sharing of hardships. As quoted in the Marine Corps Manual, General Lejeune said, “The
relationship between officers and enlisted men should, in no sense, be that of superior and
inferior, nor that of master and servant, but rather that of teacher and scholar.” Your
responsibilities as a leader are to provide guidance to your subordinates, make decisions, and see
that your subordinates’ performance is satisfactory. You should provide good opportunities for
you subordinates to also make decisions within their authority.
(a) You must be responsible for the physical, mental, and moral welfare of your
Marines, as well as their discipline and training.
(b) You should ensure that each of your Marines is allowed the maximum latitude
possible in developing his/her own leadership style.
(c) You should be available to your Marines to provide assistance whenever
needed.
(d) Be aware that the teacher/scholar relationship extends to the relationship that
should exist between NCOs and junior Marines as well. Additionally, officers should never
hesitate to learn from their Marines. The idea of the father/son relationship is different from that
of the teacher/scholar relationship. The idea of the father/son relationship is that it implies that
the relationship that should exist between a leader and his/her Marines goes further than that
between a typical high school teacher and his/her students. However, the main point in both
cases is that this relationship should be mutually respectful, with the more experienced person
having the moral responsibility to help the junior develop. Discipline is a factor in this
relationship, just as it is in any healthy father/son relationship. You would not let your son run
wild, so why would you let your Marines?
d. Good order and discipline are terms used to describe the essential quality of behavior
within the armed forces. As Marines, we share in the responsibility to protect the nation. This is a
serious business that may require us to endure extreme hardship, privation, or even to give our
lives so that the nation may remain secure. Marines must be organized, trained, and ready for
deployment to any crisis at any time. Our organization must have a highly refined quality of
order so that, as a team, everyone knows their role and job, and our efforts can join together in a
manner that will achieve accomplishment of the mission. Discipline is each individual Marine’s
responsibility for responding willingly, instantly to the directions of a senior, and in the absence
of orders, initiating appropriate action. With our traditional stress on the leader’s responsibility
for maintaining good order and discipline, we will retain our readiness and capability to carry out
the mission at all times.
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e. The individual’s responsibility for leadership is a must. It is not dependent on authority. It
is not dependent on command. Each individual is responsible for his or her own actions first.
(1) Your Certificate of Commission (or Warrant) refers to “special trust and
confidence.” This term, which is expressly reposed in officers by their commission, is the
distinguishing privilege of the officer corps. It is the policy of the Marine Corps that this
privilege be tangible and real; it is the corresponding obligation of the officer corps that it be
wholly deserved. It is not ordinary trust and confidence expected of a member of society as a
whole. It is the special trust and confidence expected of officers.
(2) Officers are responsible for leading and caring for their Marines; this responsibility
far exceeds bonds possibly taken with other officers as friends and comrades. The trust placed in
officers for the lives of the Marines they lead is a responsibility of the highest order. But it is a
trust granted on the presumption of professional conduct, and is endangered by any act which
may be considered improper or that gives the appearance of impropriety.
f. The leader functions as the linking pin. The leader is also responsible for representing
his/her command to the next level in the chain. In addition to duties of a supervisory nature for
his/her own unit, the leader must plan and coordinate with peers and seniors in order to
effectively control the employment of his/her unit. The leader is the linking pin for information,
control, and influence upon the unit. He/she is also a subordinate of the leader and must be able
to follow. A leader’s energies are divided between leading and following.
g. The traits and principles of leadership are essential qualities that all Marines must not
only understand, but continually seek to improve and live by. These fundamentals comprise only
one aspect of Marine Corps leadership. They are there to provide a standard for the measurement
of individual leadership abilities, as well as some time-tested leadership techniques.
The remainder of this chapter has been removed for the purpose of brevity.
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APPENDIX A
PHILOSOPHY OF LEADERSHIP
(EXCERPT FROM FMFM 1)
LEADERSHIP
Marine Corps doctrine demands professional competence among its leaders. As military
professionals charged with the defense of the nation, Marine leaders must be true experts in the
conduct of war. They must be men of action and of intellect both, skilled at “getting things done”
while at the same time conversant in the military art. Resolute and self-reliant in their decisions,
they must also be energetic and insistent in execution.
The military profession is a thinking profession. Officers particularly are expected to be
students of the art and science of war at all levels; tactical, operational, and strategic, with a solid
foundation in military theory and a knowledge of military history and the timeless lessons to be
gained from it.
Leaders must have a strong sense of the great responsibility of their office; the resources
they will expend in war are human lives.
The Marine Corps’ style of warfare requires intelligent leaders with a penchant for
boldness and initiative down to the lowest levels. Boldness is an essential moral trait in a leader,
for it generates combat power beyond the physical means at hand. Initiative, the willingness to
act on one’s own judgment, is a prerequisite for boldness. These traits carried to excess can lead
to rashness, but we must realize that errors by junior leaders stemming from over boldness are a
necessary part of learning. We should deal with such errors leniently; there must be no “zero
defects” mentality. Not only must we not stifle boldness or initiative, we must continue to
encourage both traits in spite of mistakes. On the other hand, we should deal severely with errors
of inaction or timidity. We will not accept lack of orders as justification of inaction; it is each
Marine’s duty to take initiative as the situation demands.
Consequently, trust is an essential trait among leaders; trust by seniors in the abilities of
their subordinates and by juniors in the competence and support of their seniors. Trust must be
earned, and actions which undermine trust must meet with strict censure. Trust is a product of
confidence and familiarity. Confidence among comrades results from demonstrated professional
skill. Familiarity results from shared experience and a common professional philosophy.
Relations among all leaders, from corporal to general, should be based on honesty and
frankness, regardless of disparity between grades. Until a commander has reached and stated a
decision, each subordinate should consider it his/her duty to provide his/her honest, professional
opinion; even though it may be in disagreement with his/her senior’s. However, once the decision
has been reached, the junior then must support it as if it were his own. Seniors must encourage
candor among subordinates and must not hide behind their rank insignia. Ready compliance for
the purpose of personal advancement the behavior of “yes-men” will not be tolerated.
PHILOSOPHY OF COMMAND
It is essential that our philosophy of command support the way we fight. First and
foremost, in order to generate the tempo of operations we desire and to best cope with the
uncertainty, disorder, and fluidity of combat, command must be decentralized. That is,
subordinate commanders must make decisions on their own initiative, based on their
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understanding of their senior’s intent, rather than passing information up the chain of command
and waiting for the decision to be passed down. Further, a competent subordinate commander
who is at the point of decision will naturally have a better appreciation for the true situation than
a senior some distance removed. Individual initiative and responsibility are of paramount
importance. The principal means by which we implement decentralized control is through the
use of mission tactics, which we will discuss in detail later.
Second, since we have concluded that war is a human enterprise and no amount of
technology can reduce the human dimension, our philosophy of command must be based on
human characteristics rather than on equipment or procedures. Communications equipment and
command and staff procedures can enhance our ability to command, but they must not be used to
replace the human element of command. Our philosophy must not only accommodate but must
exploit human traits such as boldness, initiative, personality, strength of will, and imagination.
Our philosophy of command must also exploit the human ability to communicate
implicitly. We believe that implicit communication to communicate through mutual
understanding, using a minimum of key, well-understood phrases or even anticipating each
other’s thoughts is a faster, more effective way to communicate than through the use of detailed,
explicit instructions. We develop this ability through familiarity and trust, which are based on a
shared philosophy and shared experience.
This concept has several practical implications. First, we should establish long-term
working relationships to develop the necessary familiarity and trust. Second, key people
“actuals” should talk directly to one another when possible, rather than through communicators
or messengers. Third, we should communicate orally when possible, because we communicate
also in how we talk; our inflections and tone of voice. And fourth, we should communicate in
person when possible, because we communicate also through our gestures and bearing.
A commander should command from well forward. This allows him/her to see and sense
firsthand the ebb and flow of combat, to gain an intuitive appreciation for the situation which
he/she cannot obtain from reports. It allows him/her to exert his personal influence at decisive
points during the action. It also allows him/her to locate himself/herself closer to the events that
will influence the situation so that he/she can observe them directly and circumvent the delays
and inaccuracies that result from passing information up the chain of command.
Finally, we recognize the importance of personal leadership. Only by his physical
presence by demonstrating the willingness to share danger and privation can the commander
fully gain the trust and confidence of his subordinates.
We must remember that command from the front does not equate to over-supervision of
subordinates.
As part of our philosophy of command we must recognize that war is inherently
disorderly, uncertain, dynamic, and dominated by friction. Moreover, maneuver warfare, with its
emphasis on speed and initiative, is by nature a particularly disorderly style of war. The
conditions ripe for exploitation are normally also very disorderly. For commanders to try to gain
certainty as a basis for actions, maintain positive control of events at all times, or shape events to
fit their plans is to deny the very nature of war. We must therefore be prepared to cope, even
better, to thrive in an environment of chaos, uncertainty, constant change, and friction. If we can
come to terms with those conditions and thereby limit their debilitating effects, we can use them
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as a weapon against a foe who does not cope as well.
In practical terms this means that we must not strive for certainty before we act, for in so
doing we will surrender the initiative and pass up opportunities. We must not try to maintain
positive control over subordinates since this will necessarily slow our tempo and inhibit
initiative. We must not attempt to impose precise order to the events of combat since this leads to
a formalistic approach to war. And we must be prepared to adapt to changing circumstances and
exploit opportunities as they arise, rather than adhering insistently to predetermined plans.
There are several points worth remembering about our command philosophy. First, while
it is based on our warfighting style, this does not mean it applies only during war. We must put it
into practice during the preparation f…
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