What Makes Military Veterans High Performers?
Sara B. McNamara, MSOD
10+ years Veteran-based Cultural Competency & People Strategies, Training, Leader Development | 15+ years Corporate Sales, Entrepreneurship, Marketing | Results-Driven Executive with Passion for Moving Humanity Forward
“You are not a high performer if you don’t make other people better.?Full stop.”
Adam Grant
“For a collaborative culture to exist, high performers must be defined by their individual performance AND how they develop their people.”
Brene Brown
As I listened to this podcast , I could not help but think of military organizational culture and what makes service members and veterans high performers. I intend to demonstrate how most service members become high-performers and influential leaders in uniform to showcase the transferable value of military talent in the workforce.?
Disclaimer: Our United States Military trains and develops high performers within collaborative cultures within all six branches of service: Army, Navy, Air Force, Marine Corps, Coast Guard, and Space Force. The following information showcases how the Marine Corps specifically develops high performers through its leadership philosophy, guiding principles, performance metrics, career progression requirements, and family systems.?
Leadership Philosophy Supports Developing Others
Marine Corps leadership philosophy prefers an approach to leadership characterized by decentralization and delegation . The Corps believes this is the best means to foster "imagination, ingenuity, and creativity." According to Command and Control Doctrine (MCDP 6) , leadership becomes more a "question of inspiring, guiding and supporting" subordinates while "encouraging them to perform freely within set limits." It is also more likely to produce "subordinates who exhibit a high degree of independence, self-discipline, and initiative," according to the doctrinal publication.
Guided by Eleven Leadership Principles
“Inherent ability cannot be instilled, but that which is latent or dormant can be developed. Other ingredients can be acquired. They are not easily learned. But leaders can be and are made.”
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General C. B. Cates, 19th Commandant of the Marine Corps
The USMC leadership principles and traits guide Marines to becoming great leaders. The eleven Marine Corps Leadership Principles support people's development through personal development.?Out of eleven, the four principles below are directly related to developing self and others:?
People Development is Measured
In the military, the ability to lead and develop others is measured and required for promotions. For example, for a Marine to be promoted from Lance Corporal to Corporal, they must achieve high scores in various functions, including "Proficiency" by their Supervisor .?
Promotions Depend on People Development Skills
Leadership experience begins with leading a Fire Team, the basic unit in the Command Structure. The team of four is led by a Corporal , a Marine with two years of service in their early twenties. The number of Marines responsible for increasing exponentially with every promotion . Therefore, career progression is dependent on effective leadership.?
Development Transfers into the Military Family
Most military spouses do not wear uniforms, yet make deep-rooted and unceremonial commitments to the Marine Corps. They live by the same values, traits, and principles as their active-duty spouses. Military spouses are leaders within their family systems and do their part to develop their children. Need proof? Watch what happens at Marine Corp Air Station (MCAS) New River when kids at a playground hear "To the Colors.”
Summary
For the Marine Corps, and likely every branch of the military, the focus on people development is a leadership theory, a practice, and a mindset within the military ecosystem; it’s what ensures that people will survive in life-threatening circumstances and thrive in everyday life. While on active duty service, leadership development is measured, begins early, and continues throughout the military career; it transfers into the military family unit and translates into leadership roles in the private sector.?
I'm pretty sure that Adam Grant, Brene Brown, and I all agree: military-connected people have what it takes to be high performers, and the rest of us can and should follow their leads.
18+ years in Org Development & HR | Talent Strategist | HR Leader | Change Ambassador | Leadership Coach | Internal & External practitioner
2 年Looks like corporate America could take a page (or chapter) out of the military’s book on leadership and team development. You are truly as strong as the weakest link on your team and by focusing on developing these team members and measuring success it’s raising all tides. Great article Sara D. (McNamara) Blewett, MSOD