5th Battalion, 10th Marines Command Philosophy
Goals and Method: My overarching goal is to have a well-trained, cohesive battalion ready to deploy at a moment’s notice. We must be proficient in our Mission Essential Tasks, yet prepared to adapt to other missions when called upon to do so. In order to do that, we must build the battalion on a foundation of hard work, good communication, engaged leadership at all levels, and respect for our fellow Marines and Sailors.
People are the Main Effort:
1) Respect each other, regardless of rank or status. Mutual respect goes a long way to building and maintaining unit cohesion. In addition, respect for one another is the answer to many of our more visible problems; sexual assault, equal opportunity violations, hazing…the list goes on. Understand that everyone has strengths and weaknesses. Utilize your strengths, have the humility to recognize and work on your weaknesses; give others the opportunity to do the same.
2) Communication goes in all directions. The staff and I will work hard to keep each member of the battalion informed. Each member must communicate upward, downward and laterally. This builds situational awareness and helps the battalion work as a team. The battalion’s odds of success are far greater when everyone has buy in.
3) Look out for each other’s’ welfare. You know your Marines. If you don’t, get to know them. You can tell when something is not right with someone you know. Recognize signs of trouble and act on them through conversation. If you know someone is having trouble at home, with money, or for any other reason, ask them about it. Check up on them, then follow up frequently.
4) Taking care of your Marines and sailors includes their families. The staff and I will do our best to communicate with families. Once published, we will do our best to stick to the schedule. This effort not only helps the battalion function but gives families as much stability as possible in today’s environment. Bottom line, families are part of the team and must be treated as such.
5) Physical fitness and healthy eating are critical to both combat readiness and healthy living. Physical training should be a frequent and integral part of each Marine or sailor’s life. .
How we accomplish the battalion’s priorities:
1) Training: realistic, standards based, challenging.
- Focus on the 5 Requirements for Accurate Predicted Fire. It should be the theme behind every fire mission.
- Use the T&R manual for its intended purpose; to lay out standards for training and assist in planning and executing training
- Use the time we have wisely and stick to the schedule to the greatest extent possible.
- We are always TRAINING for combat. Translation: there are NO admin moves.
2) Equipment:
- Take care of the battalion’s equipment. Take ownership of your assigned gear.
- Take care of your personally issued gear; treat it as if you bought it with your own money.
- Attention to detail in maintenance management is just as critical as attention to detail in your firing data. Firing data doesn’t matter if the howitzer is deadlined.
3) Personnel Administration:
- We are always PREPARING for combat. Translation: our administrative actions directly support Marines. Marines will accomplish the mission in combat. Therefore, completed administrative tasks directly support combat readiness.
-Up to date Records of Emergency Data, Family Care Plans, and updated records in DEERs, all contribute to the readiness of each individual to deploy. The readiness of each individual to deploy is critical to mission accomplishment.
Conclusion: No one in this battalion has all the answers, including myself. That is why teamwork and collaboration are so critical. Take pride in the battalion, take pride in each other. Respect each other’s strengths and weakness. Be willing to work together to solve problems. These are the critical factors to our success as a battalion.
Implementation
Purpose: This document is intended to provide additional guidance to the leadership of 5th Battalion, 10th Marines. My desire is to give clarity to the leaders of this battalion regarding the direction I would like to see us go. It is also my desire for this document to guide the implementation of efficient procedures, training priorities, and leadership actions that will help this battalion improve upon what I perceive to be a very solid foundation.
Shaping Actions:
1) Establish a battle rhythm. If one already exists, examine it and modify as required. The quicker we get organized as a staff, the quicker the rest of the battalion will follow suit. Synchronization meetings are critical, within reason. Meaning: we will not have meetings just to have meetings. Weekly commander’s update briefs, weekly LM2 briefs for maintenance updates, regular budget briefs, staff synchronization meetings separate from the commander’s update brief as appropriate. If the established rhythm is not working, do not be afraid to modify it…just keep everyone informed.
2) Assess the current status of the battalion. Training statistics are great, but the results of the most recent T&R evaluations by Regiment are even better. DRRS-MC reports are critical, as are personnel stats like medical and dental. Administratively, we need to evaluate each section/shop in the battalion using the CGRI check lists. Commanders, you owe me a personal assessment of your commands. Section OICs, you owe me the same for your shops. Bottom line, I need to be able to visualize our readiness in every respect so that I can make informed decisions regarding the priority of effort. This is high on the priority list.
3) Create/modify the training schedule. Plan well in advance and stick to the schedule to the extent possible. Execute already planned training and be prepared to modify mid and long-range training events. Once complete, brief the calendar continually to keep everyone informed. Training meetings with the S-3 shop and XOs will happen, as will smaller huddles with myself, the S-3, and the S-4.
4) Social Synchronization. It can be overdone, but socializing as a battalion or in smaller groups’ builds unit cohesion. This is a people business. We must build and maintain relationships within the battalion and amongst the subordinate elements. These events will be included on the training schedule.
5) Lastly, it is my desire to talk about my philosophy and about my priorities to every Marine and sailor in the battalion. This may be better done in smaller groups, by battery, or by rank grouping. The initial publishing of my philosophy will come verbally.
Decisive Actions:
1) Training: Plan, execute, assess, adapt. This is a continuous process that takes collaboration, creativity, and leadership involvement. Know the T&R, carry relevant parts with you during training, teach it to your Marines. If you are “pencil whipping” training schedules to fill boxes on an Excel spread sheet, you are wrong. Keep the Marines engaged, but don’t waste their time either. As I get clarity on the battalion’s status, I will publish further guidance on training. By all means, come to the S-3 or myself with suggestions or input.
2) Continuous synchronization and adjustment are critical. Bottom line, talk to each other, collaborate, and share ideas for the common good. Although a healthy level of competition amongst the batteries increases everyone’s performance, in the end we are all on the same team.
3) Don’t let technology drive us. Use it when it works, put it aside when it doesn’t. Make the systems work for us. At the same time, be prepared to go “glass and iron” at any time. That applies in the field where I expect to see a manual back up established in the FDC, and on the gunline where I will test gun sections on their ability to operate without digital systems. Battalion FDC, Combat Trains, this applies to you as well. Use our data systems where they make sense, be able to operate without them. It also applies in record keeping and presentations. Don’t screw up the daily schedule because the computer won’t cooperate. Adapt and move on.
4) We will implement a welcome aboard program, run every month at a minimum, to welcome aboard each Marine or sailor who joins the battalion. We will introduce them to the unit, assist them in checking in, and introduce them to some of the history of the battalion. Every new join should feel like they are a part of the team from day one.
5) Commanders: my door is always open to you. In addition, visit the staff sections personally in order to facilitate communication. For battery leaders, understand that your perspective is important, but that it is your perspective. The staff may look at problem differently than you do, and for good reason. For the staff, our job is to accomplish the mission and to support the batteries. Ultimately, everyone must clearly communicate with each other to achieve success.
Sustaining Actions:
1) Conduct continuing actions on administrative issues, medical/dental upkeep, and the like. If we don’t stay on top of these issues, they will bog us down.
2) Continuous assessment is critical. Assess every aspect of your daily operations. Seek input from your Marines on how things could be better. In addition, formal assessments of the battalion will be a part of the training schedule.
3) Stick to the schedule, but be prepared to flex when required.
Conclusion: I am always open to input and I encourage collaboration. If my guidance isn’t clear, ask. If my idea doesn’t make sense or isn’t feasible, tell me. This is a collaborative team effort. This is “our battalion”, not “my battalion”. Let’s work together to make it the best battalion in the Regiment.