1. Unclassified Marine Corps Leadership Development Sustaining the Transformation at the Unit Level Brief to Russell Leadership Conference 19 November 2014 1

2. Unclassified 2 What motivates you to action? 1.Opportunity to fix a problem 2.Opportunity to make something better 3.Duty: Obligation to do what is required

3. Unclassified 3 What is your greatest challenge to developing junior Marines? 1.Time 2.Command Priorities 3.Training & Experience

4. 4 If the Marine Corps succeeds in “removing rocks” such as unnecessary orders and annual training, the time gained back will most likely be devoted to: 1.Operations & Maintenance 2.Leadership

5. An approach to developing Marine leaders and fostering esprit de corps that leads to success in the Marine Corps and in life Marine Corps Leadership Development 5

6. Why It’s Different Marine Corps Leadership Development provides a comprehensive and flexible approach to developing leaders of all ranks and backgrounds. It emphasizes developing the individual leadership capacity of a Marine as part of a cohesive and well-functioning unit. 6 “I am confident the key reason the MCLD initiative will succeed across our Corps is its non-programmatic approach. It is a significant improvement over the Mentoring Program.” --- LtGen John Wissler, CG, III MEF

7. How It Works Marine Corps Leadership Development requires commanders to implement a deliberate plan for developing Marines and assigned Sailors, reflecting leadership priorities and synchronized with the unit’s training and maintenance schedules. 7 Planning for Leadership Development like MET-based Training and Maintenance

8. Why It Works 8 Marine Corps Leadership Development requires commanders to implement a deliberate plan for developing Marines and assigned Sailors, reflecting leadership priorities and synchronized with the unit’s training and maintenance schedules. Marine Corps Leadership Development honors the Corps’ legacy of Making Marines, Winning Battles and Developing Quality Citizens. It emphasizes values and principles that have enabled generations of Marines to assume progressively greater responsibilities in the Marine Corps and in life. “After reading the draft order and watching how Marines are implementing it in the shop, it is something that they actually look forward to. They like it because it’s not only that they see we care, but it’s something Marine Corps.” --- GySgt Joseph Cook, MWCS-28

9. Functional Areas Fidelity. Core Values and leadership heritage Fighter. Warfighting excellence and professional career development Fitness. Mind, body, spirit and social well-being Family. Healthy relationships including marriage, parenting and family readiness Finances. Budgeting, saving and investing Future. Goal-setting and transition back to society 9 Six Areas Key to Personal and Professional Excellence

10. Leadership Resources 10 MARINE CORPS BASE/STATION UNIT WEB-BASED HITT Unit PME Site Marine Ldr Notebooks MCMAP Instructors Former Recruiters “Key Leaders” Personal Finance Managers MCFLCs The Best Leadership Resources are on the Morning Report

11. MCLD Website

12. 12 Sustaining the Transformation Key Elements Trust and respect for leaders Leader’s example Leader’s concern for Marine Shared danger and discomfort Unit pride and history Vertical Cohesion at Unit Level CMC Command Climate Survey Lowest Responses Leaders/Supervisors in my unit care about my quality of life. (3.67) Leaders/Supervisors in my unit keep families well informed. (3.67) Individuals in my unit are comfortable approaching their leaders/supervisors with issues. (3.65) Leaders/Supervisors are actively engaged even during off-duty periods. (3.61) My unit is characterized by a high degree of trust. (3.58) Leaders/Supervisors in my unit set aside regular time for coaching & counseling. (3.58) Resources (equipment, supplies, money, etc.) in my unit are well-managed. (3.47)

13. Unclassified CCS data collected: 5/20/14 – 11/14/14 CMC Command Climate Survey Lowest Responses Means

14. Unclassified CMC Command Climate Survey Lowest Responses Means CCS data collected: 5/20/14 – 11/14/14

15. Field Testing Russell Leadership Conference (Sep 13) (43) NCOs, SNCOs, Company Grade Officers from MARFORs, MCICOM, MCCDC, MARSOC MACG-28 (May 13 - Present) Group; (6) Sqdns/Bn III MEF (Nov 13 - Present) (9) Regts; (17) Bns/Sdqns 25 th Marines/MFR (Jan 14 - Present) (4) Bns and I&I staffs MARFORCOM (Apr 14 - Present) MCSCG, H&S Bn MCRD PI (RTR, WFTBn), MALS-31, 6 th MCD (Aug 14 - Present) 15 Marines Demonstrating the Art of the Possible

16. 16 Leadership Development and Force Preservation MACG-28

17. 17

18. Way Ahead  Host Russell Leadership Conference  Publish Marine Corps Order  Communicate Effectively  Clarify the “what;” stay focused on the “why” 18 Allow grassroots momentum to grow; Tell MCLD story; Promote Senior Leader support before, during, and after implementation.

19. What Is Required To Make A Difference In the Long Run  Officers Willing to Assume Risk  SNCOs Willing to Set the Example  NCOs Willing to Lead Sacrificially  All Marines Willing to Learn New (or Old) Skills and Take Responsibility for Knowing Their Marines and Looking Out For Their Welfare 19 Commitment to Those Things That Make the Marine Corps Exceptional

20. 20 Questions/Discussion https://www.mcu.usmc.mil/sites/leadership Colonel Scott Erdelatz scott.e.erdelatz@usmc.mil SgtMaj Jonathan Henry jonathan.henry@usmc.mil

21. 21 Backup Slides

22. What MCLD Is Leadership Development Framework Adaptable to Unit and Environment Consistent with MCDP-1 in Content and Method For Marines, about Marines Tools to develop leaders, tangible ways to recognize the best leaders Something Than Can Be Qualitatively Assessed Command Climate Surveys, Other Indicators An Investment in Future 22

23. What MCLD Is Not A Typical Marine Corps Order or Program; most of the “How” left up to Commanders Report Card to Incentivize Minimum Standard Something that can be Quantitatively Measured (e.g. Readiness) Guarantee of Short-Term Success 23

24. Mission Analysis Cmdr’s Intent CG/CV guidance Endstate Desired IPB Where are you now? HHQ Mission and Intent What does success look like for my boss? Specified and Implied Tasks Resource & SME Shortfalls What skills do we have internal to our own unit? What skills do we need to leverage from HHQ or the Base/Station? Restated Mission Statement 24

25. Unclassified

27. Example- 2D LAAD