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Marine Corps Values - Fred Smith FEDEX

Leading Marines.com — Sat, 18 May 2013 23:01:37 GMT

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Changing How the World Does Business: Fedex's Incredible Journey to Success - The Inside Story

Rumsfeld's Rules: Leadership Lessons in Business, Politics, War, and Life

Leading Marines.com — Thu, 16 May 2013 09:00:59 GMT

Donald Rumsfeld was controversial to say the least.

The legendary leadership guide, distilled from a lifetime of wisdom and experience in government and business.

Throughout his long and distinguished career—as a naval aviator, a U.S. Congressman, a top aide to four American presidents, a high-level diplomat, a CEO of two Fortune 500 companies, and the only twice-serving Secretary of Defense in American history—Donald Rumsfeld has collected hundreds of pithy, compelling, and often humorous observations about leadership, business, and life. When President Gerald Ford ordered these aphorisms distributed to his White House staff in 1974, the collection became known as "Rumsfeld's Rules."

First gathered as three-by-five cards in a shoebox and then typed up and circulated informally over the years, these eminently nonpartisan rules have amused and enlightened presidents, business executives, chiefs of staff, foreign officials, diplomats, and members of Congress. They earned praise from the Wall Street Journal as "Required reading," and from the New York Times which said: "Rumsfeld's Rules can be profitably read in any organization…The best reading, though, are his sprightly tips on inoculating oneself against that dread White House disease, the inflated ego."

Meanwhile, the collection continued to grow as Rumsfeld added new rules derived from things he read, heard, or observed in more than eight decades of a remarkable life. Now these legendary rules are made available for the first time to corporate executive. Rumsfeld has selected his most useful and important rules for effective leadership, enhanced with fresh insights and entertaining anecdotes, and discusses them in the blunt and witty style that made his Pentagon press conferences "must-see TV."

Distilled from a career of unusual breadth and accomplishment, and organized under practical topics like hiring people, running a meeting, and dealing with the press, Rumsfeld's Rules can benefit people at every stage in their careers and in every walk of life, from aspiring politicos and industrialists to recent college graduates, teachers, and business leaders.

The book provides unprecedented insight into leadership, management, strategy, and life—thinking that not only helped Donald Rumsfeld lead the Pentagon in wartime, but earned him a reputation as one of America's toughest and most effective CEOs.

Infantry Officer Recognized for Outstanding Leadership

Leading Marines.com — Sat, 11 May 2013 14:46:15 GMT

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The Lt. Col. William G. Leftwich Jr. Trophy for Outstanding Leadership is an honor awarded annually to an outstanding Marine officer serving with a ground combat unit.

The award is given in honor of Leftwich, a Navy Cross recipient, who died in 1970 when his helicopter crashed in Vietnam. He was the commander of 1st Reconnaissance Battalion.

| More: Newly commissioned lieutenant reflects on the honor of leading |

Commandant of the Marine Corps Gen. James F. Amos selected Capt. Benjamin M. Middendorf, the former commander of Golf Company, 2nd Battalion, 5th Marine Regiment, to receive the 2012 trophy.

Middendorf was nominated for the award last year by his fellow company commanders at the conclusion of their seven-month deployment to Helmand province, Afghanistan, in support of Operation Enduring Freedom.

Capt. Benjamin M. Middendorf, the former commander of Golf Company, 2nd Battalion, 5th Marine Regiment, pauses a patrol to check their position during helicopter-borne operations in Afghanistan, May 27, 2012. Middendorf, a native of Rochester, Minn., was recognized for his tenacity and unselfish leadership in the awarding of the Leftwich trophy for leadership. (U.S. Marine Corps photo by Cpl. Timothy Lenzo)

“It’s very humbling just to know that it was my peers who recommended me to our battalion commander for the award,” said Middendorf, a native of Rochester, Minn. “I was privileged enough to be in charge of a great crew of guys; the phenomenal officers, staff noncommissioned officers, NCOs and junior Marines down there doing all the hard work in a pretty tough and dynamic combat deployment.”

As the company commander of infantry Marines, Middendorf was responsible for about 300 Marines and sailors as well as their weapons, gear and vehicles. From training and communication, to supply and logistics, Middendorf ensured that his Marines were continuously equipped and ready to fight.

Throughout Golf Co., Middendorf was known for his tenacity, knowledge of the enemy, and passion for his Marines’ well being, said Capt. Neal Jones, one of Middendorf’s platoon commanders during their 2012 deployment.

Jones recalled Middendorf’s tenacity during a firefight in Musa Qala District, Helmand province, Afghanistan. Two of Golf Co.’s rifle platoons and a section of gun trucks ran into a platoon-size element of enemy fighters. He immediately made his way to the forward line of troops and began to give direction to the Marines from an exposed area he knew gave him the best view of the battlefield.

“He knew how to be tough,” Jones said. “Not once would he complain of harsh conditions or the everyday grind that we all experienced in combat. In the face of adversity, he never backed down from the challenge. He was the ultimate example of a focused rifle company commander.

“Based solely off of his tenacity, I can honestly say that I wouldn’t want to be on the receiving end in a firefight with a unit that he is in command of,” Jones added.

Middendorf’s ability to understand his enemy and his Marines’ capabilities allowed him to effectively and safely employ his Marines during a constantly evolving deployment, said Capt. David Marshall, the executive officer for Golf Co. during the deployment.

Middendorf and his company were tasked with a three-day helicopter-borne disruption operation in the Kajaki District at the end of July 2012, recalled Marshall.

Capt. Benjamin M. Middendorf, the commander of Golf Company, 2nd Battalion, 5th Marine Regiment, Regimental Combat Team 6, speaks to his platoon commanders about future patrols in Ganbum Rece, Afghanistan, July 18, 2012. Middendorf’s ability to understand the enemy and his Marines’ capabilities made him an effective leader while in Afghanistan. Middendorf is currently the commander of Headquarters and Service Co., 5th Marines. (Courtesy photo)

Following a successful insert, cordon and search of their primary objective, enemy forces began to surround and engage the Golf Co. Marines with machinegun fire, rocket propelled grenades and various types of indirect fires.

Middendorf’s Marines received continuous fire throughout the day, which only ceased at nightfall. Through a signal support team attached to the company, they learned of enemy forces establishing a cordon around them. The enemy planned to box the Marines in, to isolate and attack at first light.

“Understanding the capabilities of his Marines and having a deep knowledge of the enemy that we were facing, Middendorf chose to continue with our planned nighttime movement,” Marshall said. “We conducted the movement in pitch dark through the enemy lines and improvised explosive device (threats) without them ever knowing we were there.”

Middendorf says he believes that the most important aspects of leadership can be summed up in one word: trust.

“I worked hard to establish the trust between myself and my Marines,” Middendorf said. “I wanted them to trust me not to put them in bad situations, and that I would do everything I could to provide for them whenever we’re outside the wire. Marines have instant will and obedience to all orders, we have to do what we’re told to do. But if they trust the guy in charge of them, they’re going to want to do it.”

Middendorf continues to passionately lead Marines as the company of Headquarters and Service Co., 5th Marine Regiment. He is slated to receive the Leftwich Trophy later this year.

“It’s humbling. I don’t feel like I did anything different than any of the other company commanders that were out there,” Middendorf said. “The award is bigger than any one man. It represents what Marine officers are about. I just happen to be the guy they picked this year.”

Article By Sgt. Alfred V. Lopez

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Islands of Destiny: The Solomons Campaign and the Eclipse of the Rising Sun

Leading Marines.com — Sat, 04 May 2013 09:12:01 GMT

Islands of Destiny: The Solomons Campaign and the Eclipse of the Rising Sun

Historians traditionally refer to the Battle of Midway as the point when Allied forces gained the advantage over the Japanese. In Islands of Destiny, Prados points out that the Japanese forces quickly regained strength after Midway and continued their assault undaunted. Taking this surprising fact as the start of his inquiry, he began to investigate how and when the Pacific tide turned in the Allies’ favor. His search led him to the decisive battles and strategic maneuvers in the fight for the Solomon Islands.

Beginning with the invasion of Guadalcanal in August 1942, the Solomons became a hotly contested battleground for over a year, culminating in the isolation of Rabaul by the Allies. As military forces fought over the strategically important islands, a secret war of intelligence was also being waged. For a total picture of the conflict, Prados integrates blow-by-blow action on the ground with the code breaking, aerial reconnaissance, secret spy posts, and submarine scouting that were vital to the Allied effort.

The Solomons arena saw some of the most intense combat of WWII—from major naval actions, including a key confrontation between battleships, to air battles that took place almost daily. With expert knowledge and crystal clear prose, John Prados illustrates why these events were not only thrilling, but pivotal in the Allies’ path to victory.

Small Unit Leaders - Issues of Garrison Ethics and Leadership

Leading Marines.com — Thu, 25 Apr 2013 22:23:04 GMT

Case 1 - Home - MCU

The Admirals: Nimitz, Halsey, Leahy, and King--The Five-Star Admirals Who Won the War at Sea

Leading Marines.com — Fri, 19 Apr 2013 23:48:28 GMT

The Admirals: Nimitz, Halsey, Leahy, and King--The Five-Star Admirals Who Won the War at Sea

Only four men in American history have been promoted to the five-star rank of Admiral of the Fleet: William Leahy, Ernest King, Chester Nimitz, and William Halsey. These four men were the best and the brightest the navy produced, and together they led the U.S. navy to victory in World War II, establishing the United States as the world's greatest fleet.

In The ADMIRALS, award-winning historian Walter R. Borneman tells their story in full detail for the first time. Drawing upon journals, ship logs, and other primary sources, he brings an incredible historical moment to life, showing us how the four admirals revolutionized naval warfare forever with submarines and aircraft carriers, and how these men-who were both friends and rivals-worked together to ensure that the Axis fleets lay destroyed on the ocean floor at the end of World War II.

RP 0103 - Principles of Marine Corps Leadership

Leading Marines.com — Fri, 12 Apr 2013 23:46:20 GMT

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RP 0103 - Principles of Marine Corps Leadership

The Swamp Fox: Lessons in Leadership from the Partisan Campaigns of Francis Marion

Leading Marines.com — Sat, 06 Apr 2013 19:06:18 GMT

The Swamp Fox: Lessons in Leadership from the Partisan Campaigns of Francis Marion

Known as 'The Swamp Fox,' Francis Marion employed a violent brand of guerrilla tactics against the British in the lowlands of South Carolina, where he and his irregular force are credited with preventing the colony from completely succumbing to the Crown after the capture of Charleston in May 1780.

Scott Aiken contends that Marion's call to action both militarily and politically stopped the momentum needed by the British to conquer the South. Aiken describes Marion's partisan actions as the forerunners of tactics common to today's global security environment. His book provides readers not only with a better understanding of tactics and strategies used during the American Revolution, but also with an understanding of how they apply to 21st century conflicts.

Hooked On Adrenaline - Gunnery Sergeant Brad Colbert

Leading Marines.com — Thu, 28 Mar 2013 00:06:46 GMT

GySgt Colbert is best known for his platoon's role in the book Generation Kill by Rolling Stone reporter Evan Wright. His character is also extensively highlighted in the movie Generation Kill.

Wright was embedded and rode in the backseat of Colbert's vehicle during this time until his departure on May 4, 2003.

Colbert nicknamed "Iceman" by his fellow Marines, was a team leader in 2nd Platoon, Bravo Company, 1st Recon Battalion during the initial invasion of Iraq (OIF).

The Generals: by Tom Ricks

Leading Marines.com — Tue, 26 Mar 2013 22:52:43 GMT

The Generals: American Military Command from World War II to Today is an epic history of the decline of American military leadership from World War II to Iraq.

History has been kind to the American generals of World War II—Marshall, Eisenhower, Patton, and Bradley—and less kind to the generals of the wars that followed. In The Generals, Thomas E. Ricks sets out to explain why that is. In part it is the story of a widening gulf between performance and accountability. During the Second World War, scores of American generals were relieved of command simply for not being good enough. Today, as one American colonel said bitterly during the Iraq War, “As matters stand now, a private who loses a rifle suffers far greater consequences than a general who loses a war.”

The Generals profiled are great leaders and suspect ones, generals who rose to the occasion and those who failed themselves and their soldiers. Marshall and Eisenhower cast long shadows over this story, as does the less familiar Marine General O. P. Smith, whose fighting retreat from the Chinese onslaught into Korea in the winter of 1950 snatched a kind of victory from the jaws of annihilation.

But Korea also showed the first signs of an army leadership culture that neither punished mediocrity nor particularly rewarded daring. In the Vietnam War, the problem grew worse until, finally, American military leadership bottomed out. The My Lai massacre, Ricks shows us, is the emblematic event of this dark chapter of our history. In the wake of Vietnam a battle for the soul of the U.S. Army was waged with impressive success. It became a transformed institution, reinvigorated from the bottom up. But if the body was highly toned, its head still suffered from familiar problems, resulting in tactically savvy but strategically obtuse leadership that would win battles but end wars badly from the first Iraq War of 1990 through to the present.

Other books of interest to Marines by Tom Ricks

Making the Corps: 10th Anniversary Edition

Fiasco: The American Military Adventure in Iraq, 2003 to 2005

The Gamble: General David Petraeus and the American Military Adventure in Iraq, 2006-2008

US Marine Corps Small Unit Decision Making

Leading Marines.com — Mon, 25 Mar 2013 22:17:25 GMT

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US Marine Corps Small Unit Decision Making

My Share of the Task: A Memoir by General Stanley McChrystal

Leading Marines.com — Thu, 07 Mar 2013 02:03:54 GMT

In his illuminating memoir, My Share of the Task, General Stanley McChrystal frankly explores the major episodes and controversies of his eventful career. He delves candidly into the intersection of history, leadership, and his own experience to produce a book of enduring value.

“Never shall I fail my comrades. . . . I will shoulder more than my share of the task, whatever it may be, one hundred percent and then some.” —from the Ranger Creed

In early March 2010, General Stanley McChrystal, the commanding officer of all U.S. and coalition forces in Afghanistan, walked with President Hamid Karzai through a small rural bazaar. As Afghan townspeople crowded around them, a Taliban rocket loudly thudded into the ground some distance away. Karzai looked to McChrystal, who shrugged. The two leaders continued greeting the townspeople and listening to their views.

That trip was typical of McChrystal’s entire career, from his first day as a West Point plebe to his last day as a four-star general. The values he has come to be widely admired for were evident: a hunger to know the truth on the ground, the courage to find it, and the humility to listen to those around him. Even as a senior commander, McChrystal stationed himself forward, and frequently went on patrols with his troops to experience their challenges firsthand.

Joining the troubled post-Vietnam army as a young officer, McChrystal witnessed and participated in some of our military’s most difficult struggles. He describes the many outstanding leaders he served with and the handful of bad leaders he learned not to emulate. He paints a vivid portrait of the traditional military establishment that turned itself, in one generation, into the adaptive, resilient force that would soon be tested in Iraq, Afghanistan, and the wider War on Terror.

McChrystal spent much of his early career in the world of special operations, at a time when these elite forces became increasingly effective—and necessary. He writes of a fight waged in the shadows by the Joint Special Operations Command (JSOC), which he led from 2003 to 2008. JSOC became one of our most effective counterterrorism weapons, facing off against Al Qaeda in Iraq.

Over time, JSOC gathered staggering amounts of intelligence in order to find and remove the most influential and dangerous terrorists, including the leader of Al Qaeda in Iraq, Abu Musab al-Zarqawi. The hunt for Zarqawi drives some of the most gripping scenes in this book, as McChrystal’s team grappled with tricky interrogations, advanced but scarce technology, weeks of unbroken surveillance, and agonizing decisions.

McChrystal brought the same energy to the war in Afghanistan, where the challenges loomed even larger. His revealing account draws on his close relationships with Afghan leaders, giving readers a unique window into the war and the country.

Ultimately, My Share of the Task is about much more than war and peace, terrorism and counterinsurgency. As McChrystal writes, “More by luck than design, I’d been a part of some events, organizations, and efforts that will loom large in history, and more that will not. I saw selfless commitment, petty politics, unspeakable cruelty, and quiet courage in places and quantities that I’d never have imagined. But what I will remember most are the leaders.”

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About the Medal of Honor

Leading Marines.com — Sat, 23 Feb 2013 22:36:06 GMT

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Medal of Honor: Third Edition

Stay off the Skyline: The Sixth Marine Division on Okinawa

Leading Marines.com — Sat, 16 Feb 2013 03:32:28 GMT

Stay off the Skyline: The Sixth Marine Division on Okinawa .

The Sixth Marine Division holds a unique place in U.S. Marine Corps history, because it was retired after one great battle. The division was formed on Guadalcanal in September 1944, its ranks filled with battle-hardened veterans and untested replacement troops. The Sixth Division fought its only action on the island of Okinawa from April to June 1945 but entered the fight with more combat experience overall than any other Marine division in its initial battle. It disappointed no one. The Okinawa campaign involved eight Army and Marine divisions, but the Sixth captured most of the ground in some of the bloodiest fighting of the war. Weeks later, atomic attacks on two Japanese cities in early August 1945 swiftly ended the war. "Before Hiroshima there was Okinawa. Because of Okinawa, in considerable part there was Hiroshima," wrote one reporter. With the invasion of Japan canceled, the Sixth Division went to China on occupation duty and, on 1 April 1946, was reorganized out of existence. As it was created overseas, so was it disbanded.

One of the Sixth Division Marines, Corporal James L. Day, served 43 years on active duty and retired at the Rank of Major General. His last assignment was as the Commanding General, Marine Corps Base Camp Smedley D. Butler/Deputy Commander, Marine Corps Bases, Pacific (Forward)/Okinawa Area Coordinator, Okinawa, Japan.

General Day received the Medal of Honor for his heroic actions during the fight for Sugar Loaf Hill. Having served in infantry leadership billets from Cpl through MajGen he had a very unique view of leadership, even among Marines.

When you take a look at that little Corporal and what he's done... he's probably had one school in his entire life at that's the Marine Corps boot camp, which is the finest school in the finest organization or organizing force for Marines that I've ever seen, but that's all he has. So when you talk about awesome responsibility, I say to you, that Corporal has more responsibility, tenfold, than the division commander.

Now, if you line these two men up side by side and you ask that General, "What would you like to see today in combat?" He'd probably like to see..."I'd just like to accomplish our mission with a minimum loss of men." You put that Corporal beside him and you ask that Corporal, "Corporal, what would you like to see happen today... to happen in combat?" He'd say, "The thing I'd like to see is tomorrow. I'd like to see tomorrow." That's the kid that has responsibility. The General and everyone else involved has the responsibility to see that young man does see his tomorrows.

The President of the United States in the name of the Congress takes pleasure in presenting the MEDAL OF HONOR to

CORPORAL JAMES L. DAY
UNITED STATES MARINE CORPS RESERVE

for service as set forth in the following CITATION:

For conspicuous gallantry and intrepidity at the risk of his life above and beyond the call of duty as a squad leader serving with the Second Battalion, Twenty-Second Marines, Sixth Marine Division, in sustained combat operations against Japanese forces on Okinawa, Ryukyu Islands from 14 to 17 May 1945. On the first day, Corporal Day rallied his squad and the remnants of another unit and led them to a critical position forward of the front lines of Sugar Loaf Hill. Soon thereafter, they came under an intense mortar and artillery barrage that was quickly followed by a fanatical ground attack of about forty Japanese soldiers. Despite the loss of one-half of his men, Corporal Day remained at the forefront, shouting encouragement, hurling hand grenades, and directing deadly fire thereby repelling the determined enemy. Reinforced by six men, he led his squad in repelling three fierce night attacks but suffered five additional Marines killed and one wounded whom he assisted to safety. Upon hearing nearby calls for corpsman assistance, Corporal Day braved heavy enemy fire to escort four seriously wounded Marines, one at a time, to safety. Corporal Day then manned a light machine gun assisted by a wounded Marine, and halted another frenzied night attack. In this ferocious action, his machine gun was destroyed, and he suffered multiple white phosphorus and fragmentation wounds. Assisted by only one partially effective man, he reorganized his defensive position in time to halt a fifth enemy attack with devastating small arms fire. On three separate occasions, Japanese soldiers closed to within a few feet of his foxhole, but were killed by Corporal Day. During the second day, the enemy conducted numerous unsuccessful swarming attacks against his exposed position. When the attacks momentarily subsided, over 70 enemy dead were counted around his position. On the third day, a wounded and exhausted Corporal Day repulsed the enemy's final attack and dispatched around 12 of the enemy at close range. Having yielded no ground and with more than 100 enemy dead around his position, Corporal Day preserved the lives of his fellow Marines and made a primal contribution to the success of the Okinawa campaign. By his extraordinary heroism, repeated acts of valor, and quintessential battlefield leadership, Corporal Day inspired the efforts of his outnumbered Marines to defeat a much larger enemy force, reflecting great credit upon himself and upholding the highest traditions of the Marine Corps and the United States Naval Service.

Books of interest to Marines by Laura Lacey

Stay off the Skyline: The Sixth Marine Division on Okinawa .

Ortiz, to Live a Man's Life

General Petraeus’s 12 Rules

Leading Marines.com — Mon, 21 Jan 2013 15:06:56 GMT

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In late 2012, prior to the Paula Broadwell scandal breaking, Newsweek published General David Petraeus's Rules for Living.

Arguably one of the best General's and public servants that the United States has produced since WWII, General Petraeus was relieved for a moral short coming that most people in the country don't seem to really care about. Many of our politicians are allowed to get away with the exact same thing.

We're not arguing whether or not General Petraeus should have resigned. He did the right thing based on the circumstances that he caused.

America lost a great leader. Someone who could actually help us solve the great problems of the 21st Century.

What if the media went after General Eisenhower the way it did General Patraeus? Would the War in Europe turned out the same way? What about President Kennedy?

While leaders like General Patraeus fall and Generals like John Allen have their integrity challenged, we do question the fact that our country continues to promote, appoint and retain General Officers and senior leaders inpositions of very great responsibility who are inferrior and in some cases out right incompetitent.

1. Lead by example from the front of the formation. Take your performance personally—if you are proud to be average, so too will be your troops.

2. A leader must provide a vision—clear and achievable “big ideas” combined in a strategic concept—and communicate those ideas throughout the entire organization and to all other stakeholders.

3. A leader needs to give energy; don’t be an oxygen thief.

4. There is an exception to every rule, standard operating procedure, and policy; it is up to leaders to determine when exceptions should be made and to explain why they made them.

5. We all will make mistakes. The key is to recognize them and admit them, to learn from them, and to take off the rear view mirrors—drive on and avoid making them again.

6. Be humble. The people you’ll be leading already have on-the-ground conflict experience. “Listen and learn.”

7. Be a team player. “Your team’s triumphs and failures will, obviously, be yours.” Take ownership of both.

8. Don’t rely on rank. If you rely on rank, rather than on the persuasiveness of your logic, the problem could be you and either your thinking or your communication skills. Likewise, sometimes the best ideas come from bottom-up information sharing (i.e., “Need to share” not “Need to know”). Use “directed telescopes” to improve situational awareness.

9. Leaders should be thoughtful but decisive. Listen to subordinates’ input, evaluate courses of action and second- and third-order effects, but be OK with an “80 percent solution.” “There will be many moments when all eyes turn to you for a decision. Be prepared for them. Don’t shrink from them. Embrace them.” Sometimes the best move is the bold move.

10. Stay fit to fight. Your body is your ultimate weapons system. Physical fitness for your body is essential for mental fitness.

11. The only thing better than a little competition is a lot of competition. Set challenges for your subordinates to encourage them to excel.

12. Everyone on the team is mission critical. Instill in your team members a sense of great self-worth—that each, at any given time, can be the most important on the battlefield.