Fluent Essays

I need some writing assistances. www.mca-marines.org/gazette WE1Marine Corps Gazette • January 2017 Web exclusives (leadership) Discipline The top performer’s true talent by LtCol Aaron C. Lloyd I f the meaning of discipline is misunderstood, it can conjure up negative images of punishment and criticism. It can trouble those not yet indoctrinated in the culture of the Corps, and yet it forms the foundation for all that Marines hold dear. In the Corps, discipline manifests as the ability to act as one body toward a common purpose, regardless of obstacles, and forms the bedrock of our collective “Marine-ness.” This unique quality is not rigorously emphasized in our search for talent, yet it is so integral to our col- lective identity. A bumper sticker belief is not enough; the lifestyle of the disci- plined warfighter—the Marine—must be the standard. All Marines know this. The Corps should emphasize discipline as a non-negotiable quality required of all Marines and evaluate its prominence in the force. Success flows from disci- pline; failure flourishes in the fertile ground of its absence. Discipline is recognized outside of the Corps as important as well. Profes- sor Angela Duckworth, a MacArthur Fellow and psychologist at the Univer- sity of Pennsylvania, describes two at- tributes she believes are more predictive of success than measures of cognitive ability: Self-control—the voluntary regula- tion of behavioral, emotional, and attentional impulses, and grit—the tendency to sustain interest in and ef- fort toward long-term goals. A major difference between the two qualities is that grit equips individuals to pursue especially challenging aims over years and even decades, while self-control operates at a more micro timescale in the battle against what could be referred to as ‘hourly temptations.’1 The attributes that Professor Duck- worth lists should be familiar to Ma- rines. They sound strikingly like a description of self-discipline, or more simply put for purposes of this article, discipline. This quality is an enabler that allows individuals to develop the other skills and attributes the Corps requires in its Marines. While this in- formation is interesting, its practical use is more pertinent. If discipline forms the foundational basis for developing skills and talents—and is also predic- tive of success in a tangible way—the Marine Corps could incorporate that understanding into its accessions, eval- uations, and retention programs. To this end, there are several things the Corps can either execute or examine regarding discipline to better exploit the advantages that this attribute brings to the force. >LtCol Lloyd is an assault amphibious vehicle officer currently assigned as the Operations Officer, 8th Marine Corps District. He has deployed to Iraq in support of 1st Bn, 7th Marines, as well as Regimental Combat Team Six. “There is only one sort of discipline—PERFECT DIS- CIPLINE. Men cannot have good battle discipline and poor administrative discipline. Discipline is based on pride in the profession of arms, on meticulous atten- tion to details, and on mutual respect and confidence. Discipline must be a habit so engrained that it is stron- ger than the excitement of battle or the fear of death.” –LTG G.S. Patton Discipline means subjection; but not subjection to of- ficers (or seniors). It means subjection of the body to the mind; it means the superiority of the human spirit to the last efforts of wind and weather, and the de- mons of fear, pain, and fatigue. It is the element of Sto- icism without which no man can do his living well. –William E. Hocking Morale and Its Enemies (1918) WE2 www.mca-marines.org/gazette Marine Corps Gazette • January 2017 Web exclusives (leadership) First, the Marine Corps should reaf- firm the value of discipline and categori- cally state that the Corps desires this characteristic in its members. At Marine Corps recruit training battalions and Officer Candidates School, the senior drill instructor and platoon sergeant introduce themselves to the new re- cruits or candidates with a speech that speaks straight to the soul of the matter. The speech declares, “Discipline is the hallmark of a Marine!” That sentiment must be etched on a new Marine’s soul for all time. Searing this belief on every Marine’s psyche, however, is harder than simply announcing one’s intent. Discipline is rarely discussed after recruit training and Officer Candidates School, and, if so, it is quickly dismissed. It may be that discipline is taken for granted— and that is a mistake (and perhaps solid ground for another article in itself ). In- stead, the Corps is currently trying to cultivate the ever-ubiquitous talent; the Corps must first attempt to determine if talent is a legitimate determinant of success. Second, understanding how disci- pline enables both a unit and an indi- vidual’s success is vital. Everything we do should be oriented toward increasing operational and combat effectiveness. With that in mind, Marines understand that the willing suppression of personal desire for the benefit of the greater good is a requirement for the pursuit of suc- cess. Collective discipline facilitates combat operations through individual sacrifice. Units execute smartly and Ma- rines are expected to endure physical and mental privation to accomplish the mission. The individual Marine must be willing to recognize that doing what is convenient or easy is not always in the best interests of the mission and their comrades. Third, the Corps must continue its efforts to build discipline in its ranks. The majority of training that occurs in the Operating Forces addresses the requirements designed to increase its effectiveness in combat. There is also a significant focus on safety, liberty inci- dent reduction, family readiness, and personal responsibility. While some would assert that discipline is inherent in everything Marines do, the reality of the situation is less clear. Little regular train- ing directly addresses discipline. This apparent lack of focus on training to be disciplined is concerning. The Corps must directly address what MCDP 1-3, Tactics, says about discipline: Our form of discipline is absolute. There is no time off. Someone else may be in charge, but that does not absolve us from the responsibility to do everything we can do to achieve the common goal.2 To develop discipline, Marines must first recognize the value it has for the Corps and make a conscious effort to recognize its presence, absence, or de- ficiency. One way discipline is created is through hard and realistic training in an environment closely approximating operational scenarios. This method falls short, however, if it does not directly confront the value of cohesion. MCRP 6-11D insists “the subordination of self and an intuitive understanding of the collective actions of the unit and the importance of teamwork, results in increased combat power (author’s em- phasis).”3 There is a collective guilt and shared responsibility built into Marines that enhances operational proficiency. Marines will not let each other down if avoidable, hence the old adage about fighting for the Marine on his left and right. Additionally, insisting on and noting def iciencies in discipline is imperative. Tried and true leadership techniques can grow and refine these qualities. To identify, recruit, train, and retain individuals with this most important quality, the Corps must first determine that discipline is the driver behind Marine Corps success, not some other innate or nebulous talent. Additionally, in line with identify- ing, assessing, and growing disciplined Marines, understanding that develop- ing high-performing Marines does not happen quickly is important. Discipline could be a natural individual charac- teristic, but more likely, and similar to leadership, it is a combination of the innate and learned when saddled with opportunity or need. There is no substi- tute for experience and maturity when it comes to making sound and reasoned decisions. An emphasis on discipline will inevitably lead to the betterment of all Marines. It is undeniable that discipline (the combination of grit, self-control, and self-discipline) is extremely valuable— action must follow. One promising course is assessing these qualities in new accessions, and in our Marines, to assist in determining who to assess and who to retain. Professor Duckworth has devel- oped grit tests—tools to determine the amount of grit and self-control an indi-There is no substitute for experience and maturity. (Photo by Cpl Shannon Kroening.) www.mca-marines.org/gazette WE3Marine Corps Gazette • January 2017 vidual possesses.4 While rudimentary and probably not optimal with regard to the Marine Corps’ purposes right now, these tests could certainly be used as a starting point for developing a more comprehensive application appropriate for the Corps. Adding the results of a refined grit test could have numerous positive effects on the Corps. First, these tests, properly integrated, could reduce first term attrition by ensuring the ac- cession of the right Marine at the point of entry, thereby eliminating risk at the source. Second, the Corps could refine MOS assignments. A highly refined grit test could assist in assigning Marines to the most appropriate MOS for the individual. Longer train and sustain pipelines and highly technical MOS could benefit from carefully selected, self-disciplined Marines. Third, using the results of these tests could enhance the promotion and retention processes if carefully balanced against the risk that Marines would begin giving the “right” answer instead of an accurate answer. While the test would not be a singular determinant of promotion or retention, it could inform better decisionmaking by selection boards and career planners. By improving the manner in which the Corps recruits, assigns, retains, and promotes Marines, the overall combat effectiveness of the Corps is enhanced. Finally, another tangible step the Corps could take is to institute an ad- justment to the fitness report. Insert- ing guidance into paragraphs 12 and 14 of Chapter 4 of the Performance Evaluation System (Marine Corps Or- der 1610.7), directing reporting seniors and reviewing officers to specifically comment on the self-discipline of the Marine being reported on within the Section I and K, certainly holds prom- ise. This adjustment would add another level of insight to promotion, selection, and retention boards’ efforts to identify the most qualified Marines. The ad- justment would be less intrusive than inserting another lettered evaluation block that would impose software de- velopment and monetary costs on the Corps. Additionally, it enhances the markings regarding “effectiveness un- der stress” and “setting the example,” in Section E and F of the fitness report.5 By directing the reporting senior and reviewing officer to evaluate discipline in their personnel, Marines would be incentivized to recognize its presence or absence within themselves and adjust their behavior accordingly. The Marine Corps has an oppor- tunity to capitalize on something that appears self-evident. Discipline is a force multiplier. To access and retain the best Marines possible, the Corps should use every tool in its arsenal. Re- taining a Marine who is highly skilled in a specific area but does not have the discipline to face disappointment and make the requisite sacrifices necessary for the Corps’ success is just as bad as not retaining a Marine in the first place. As the Marine Corps moves forward facing threats from both nation states and rogue actors, the individual Marine remains the most potent instrument of victory. To maintain its edge over all enemies, the Marine Corps should reaffirm the belief that it is not talent in its most ubiquitous form but rather discipline, grit, and self-control that al- lows the Corps to fight and win on the battlefield today and tomorrow. Em- phasizing these qualities as vital to the Corps’ success will assist the Nation’s shock troops in continuing to be the most ready when the Nation is least ready. Notes 1. The MacArthur Foundation, “MacArthur Fellows Program,” (Chicago, IL: 10 December 2015), accessed at http://www.macfound.org. 2. Headquarters Marine Corps, MCDP 1-3, Tactics, (Washington, DC: 30 July 1997), 97. 3. Headquarters Marine Corps, MCRP 6-11D, Sustaining the Transformation, (Washington, DC: 28 June 1999), 31. 4. Dr. Angela Duckworth, “The Duckworth Lab,” (Philadelphia, PA: University of Pennsyl- vania), accessed 22 February 2016 at https:// sites.sas.upenn.edu. 5. Commandant of the Marine Corps, Marine Corps Order 1610.7, Performance Evaluation System, (Washington, DC: 13 February 2015), 4-28–4-31. Success flows from discipline, which is not necessarily punishment and criticism. (Photo by Cpl Shannon Kroening.) Discipline is force mul- tiplier. UNITED STATES MARINE CORPS 9TH MARINES 3D MARINE DIVISION (-) (rein) FMF FPO SAN FRANCISCO, CA 1000 6 26 Apr 89 From: Commanding Officer To: All Officers and Staff Non-Commissioned Officer Subj: THE STAFF NON-COMMISSIONED OFFICER I have been fortunate in the 24 years that I have been a Marine Officer to always have had a high quality Staff NCO at my side. From the time I joined my first rifle platoon in 1965 to my current position as a regimental commander, a Staff NCO has been there to advise me, to teach me, to motivate and encourage me, to assure I provide the very best leadership to our unit, and to guarantee things were properly done according to the spirit and intent of the directions I gave or received. The value of the Staff NCO, for me, has been the experience, knowledge and example he brings to the unit. He has been there. He has successfully come up through the ranks. He knows how to best translate orders and directions into efficient and effective action by Marines. The traditional view that the Staff NCO is the backbone of the Corps is absolutely correct. The image of the Corps is embodied by the Dalys’, Quicks’, Basilones’ and other legendary SNCO’s of our past. These were men whose courage and expertise built confidence and esprit along the chain of command from above and below. They made things happen on the battlefield and in garrison. Staff NCO’s enforce the standards, be it in combat or in peace time. They are the conscience of the unit and the keeper of those high, tough standards that separate the Corps from other military organizations. The mission of the Staff NCO’s is not only to make better Marines but also to help make better officers. I would not wear the grade Insignia I do now if it were not for the Staff NCO's that I have been blessed to serve with. Long ago some wise man knew that the experience and proven performance of a senior enlisted man when combined with the education and training of an officer made an unbeatable team. Together they form and lead the ideal military units. The key is that we ensure each of these leaders possesses and maintains the skills and character required of their grade and that the relationship they developed is built on trust, mutual respect, and a clear goal to accomplish the mission of the unit while tending to the welfare of their men. With few exceptions, a unit that fails or does not live up to our expectations will have as its root cause for its problems the lack of this quality team. An officer cannot do a Staff NCO’s job and he should not try to. A Staff NCO cannot back off from his responsibilities and get by with minimal or marginal performance without the unit suffering. The Corps has always possessed the lowest ratio of officers to enlisted of any service, yet we have maintained standards of discipline and combat performance unsurpassed by any military force in history. Why? It is because our Staff NCO’s have been strong enough and trusted enough to carry the load without an officer in every leadership spot. The primary role of a Staff NCO is to develop the individual Marines and Sailors in his unit into the very best. The primary role of the officer is to develop the unit into a team that functions together as the very best military organization. They work together toward the same objective with the Staff NCO always prepared to assume the role of the unit leader in the absence of the officer. Each of them should keep the other informed. Each should seek advice from the other. Each should feel confident enough to express his views in a professional, respectful manner. Each should understand the responsibilities of the other and not try to do his job or interfere, micromanage, or criticize -- publicly or privately. What follows is some advice on making this all work. Seek the advice and counsel of the other senior officers and Staff NCO’s who seem to have a working team going for them. This is especially important for newly commissioned officers and newly promoted Staff NCO’s. Always attempt to have things handled at the lowest possible level in the leadership chain that can appropriately and effectively handle it. Supervise and inspect but don't do the job for subordinates. There will be mistakes, but we learn from mistakes and leaders can be in a position to help subordinates without getting in their way or frustrating their attempts to learn how to lead. Sometimes personalities will conflict. The best thing to remember if this happens is to keep the relationship on a professional level and keep the welfare of the unit and the men your first priority. Don't focus on the personal side of the issues and avoid confrontations. Remember the junior man must always make the adjustment - someone may be doing the same for you that is junior. The key point to remember is that the officer and the Staff NCO are a team. They bring different backgrounds with them to their leadership positions but there is good reason for that. No unit will succeed if this team doesn't work well together. I wouldn’t trade what I have been given by the Staff NCO’s I have known in the Corps for anything. To me they are the Corps. Semper Fi, A. C. Zinni Colonel USMC