Lessons in leadership: Guidance to the Company Commanders (3 of 4)

Probably the most fun and rewarding job in military service is that of a Company Commander, particularly at a place like the Marine Corps Recruit Depot. Your job every day is to transform young men and women into US Marines and instill a value system that will stick with them for the remainder of their lives. That said, you only have 90 days with each Recruit so you need to make the time count and be laser-focused on the pitfalls that naturally accompany anyone (Drill Instructors in this case) wielding such power and influence over those entrusted to their care. It also takes a special kind of leader to run recruit training companies because nearly all of the officers assigned to my Battalion were all on their second tour (roughly 3-5 years in the job). This meant they all had roughly the same level of Marine Corps experience and those assigned as Company Commanders would be required to lead officers of the same rank and often ones they spent significant time as peers. 

I could not have been more impressed with my cadre of Commanders. They inspired me every day to work harder, run faster, and be stronger (mentally and physically). Thanks for the opportunity gentlemen (Kurt Stahl, Brian Palmer, Kalani Creutzberg, Wes Stiner, Derek Eckerly, Gabe Page, Scott Dibello, Noah Morrissey, Jay Eickoff, Bobby Barclay, and Tom Zackary)!

1. You have the best job in the Marine Corps. Never forget that.

Gratitude for a truly a great job is important to maintaining the right attitude when dealing with the challenges that naturally come with training hundreds of recruits at a time. It isn’t without its fair share of friction.

2. Mission is to create basically-trained Marines. The Standard Operating Procedure (SOP) and Period of Instruction (POI) demonstrate how to do this. Deviation and an “ad lib” approach are unacceptable.

We had procedures for a reason and it was the Company Commander’s job to supervise the safe execution of hundreds of training events over the course of a recruit training cycle. The procedures were established as a result of literally thousands of Marines being trained that way, therefore barring a compelling reason to deviate from established protocols I expected the Commander to stick to the plan. It was also essential that each Training Company comply with these standards to ensure a consistent experience for all recruits as they strive to earn the title U.S. Marine.

3. Recruit abuse and hazing against any Marine or recruit is unacceptable and will be immediately handled.

4. Every day you need to become better, smarter, faster, and stronger.

5. Do good and avoid evil. Complacency is our enemy.

6. Loyalty up. You are a caretaker of one of the most sacred institutions in the United States.

7. Open door policy at all times. Seek counsel from fellow Company Commanders, but use me as a sounding board any time on any issue. Do not bitch downhill, and don’t be the junior guy with a secret.

At times in command there are occasions where you are directed to execute orders that you may not necessarily agree with. Provided the order isn’t illegal or immoral you are expected to take it on as your own and supervise its execution. I wanted to impress upon my officers that you could always voice your dissent to me or the XO if you had issues with the guidance or wanted to provide an alternate path to achieving it, but that discussion is NOT to be done with your subordinate officers or enlisted personnel. Complaining about higher headquarters breaks down trust within the unit and with the sister units it must partner with to accomplish the mission. As far as the junior guy with a secret, if you are in possession of information that is potentially explosive you need to brief your leadership.

8. Always strive to say yes. When Marines take the time to approach you it is because it is important to them. Finding a way to say yes builds trust, and enhances unit performance.

9. Attention to detail. Do your administration correctly the first time and on time!

The recruit training cycle carries with it an immense administrative burden to ensure proper accountability of people and equipment. No one likes paperwork, but the system breaks down when done incorrectly and chips away at efficiency and effectiveness within the unit.

10. Three-deep breath rule. The first report is always partially wrong. Take the time to get the details right because the first round cannot be put back in the chamber.

11. Company Commanders don’t look at boot laces. Get out in front of the issue at hand, devise a plan, and execute. If you are reacting you are losing.

When I refer to boot laces I’m really alluding to how I wanted this subordinate leader to focus their attention. I did not want my Commanders looking down and in to their Companies, but up and out so they could steer their organization effectively. It was essential that my Commanders think through where they expect challenges, then make the necessary preparations and take the appropriate precautions to mitigate them. I gave them Command for a reason, much of that was attributable to the leadership and critical/creative thinking skills they had demonstrated up to that point in their career.

12. Mentor your Marines and care for their well-being. Ensure you or the First Sergeant (1stSgt) personally welcomes any new Marines on the first day they arrive.

13. Lead by example. If the task is arduous or unpleasant ensure you are first in line.

I couldn’t impress this upon my Commanders enough. All eyes are on you and if the Marines think you are unwilling to roll up your sleeves when the circumstances call for it they are unlikely to want to listen to you, much less follow you.

14. Use the Sergeant Major as a sounding board. He has a wealth of knowledge and is a resource that can enhance your decision making.

This was the first time these officers had been given the opportunity to be a Company Commander. This was an immense responsibility and it was critical to set conditions for them to get sound counsel so they could avoid pitfalls experienced the hard way by others that had gone before them.  As their boss, it was also important to set conditions for them to receive mentorship from the senior enlisted Marine in the Battalion because with the exception of a handful of Marines, the Company was entirely comprised of enlisted personnel. 

Please like and share if you enjoyed the article! I'll get the Operations Officer guidance (4 of 4) out next week!