The Nine Secrets of Marine Corps Leadership You MUST Know to WIN In Business
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1 The Nine Secrets of Marine Corps Leadership You MUST Know to WIN In Business
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5 Adamchik s Laws of Leadership Law Number One It is all about you Law Number Two It is all about them Law Number Three It is all about the organization
6 Key Themes Integrity Technical Proficiency Set the example Self-awareness Take care of people Make new leaders Commanders intent Culture and values Rehearsals and debriefs
7 No Yelling VS Kouzes and Posner Integrity Technical Proficiency Set the example Self-awareness Take care of people Make new leaders Commanders intent Culture and values Rehearsals and debriefs 1 Honest 2 Forwardlooking 3 Inspiring 4 Competent 5 Fair-minded
8 Key Themes Integrity Technical Proficiency Set the example Self-awareness Take care of people Make new leaders Commander s Intent Culture and values Rehearsals and debriefs Law Number One Law Number Two Law Number Three
9 Integrity Integrity is what you do when it doesn t matter, when no one will ever know what you did. Integrity is more than what you do; it is who you are. John Russell III, Captain USMC President Russell Construction Services
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11 Integrity Trustworthy Do what you say you will do Consistent Make it easy for me to trust you Non-negotiables Follow the procedures
12 Integrity Would your mother be pleased with the decisions you are making and the way you are behaving?
13 Technical Proficiency One of the biggest challenges in leadership starts with people who have technical competence at the job they oversee, but cant let go of what made them successful to move forward. Ian Walsh Capt USMC Fortune 100 VP/Division Manager
14 Technical Proficiency Foundation of credibility Do you know what it takes to do my job? Do you know how to do your job? Success Triangle Can you help make my work go better?
15 Set the example Marines (employees) are already looking to you for a pattern and a standard to follow. No amount of instruction and no form of discipline can have the effect of your personal example. Guidebook for Marines
16 THE Boss
17 Set the example Inspiring Followers Don t just tell me what you want Being a role model Do as I say not as I do? Professionalism How we do things here
18 Key Themes Integrity Technical Proficiency Set the example Self-awareness Take care of people Make new leaders Commander s Intent Culture and values Rehearsals and debriefs Law Number One Law Number Two Law Number Three
19 Self-awareness Never stop learning. We should always look for ways to do things better and that looking starts inside ourselves. John McNally Captain USMC Fortune 500 Division Manager
20 Self-awareness Self-awareness What are you good at? What are you not good at? What are your hot buttons? What pushes your buttons? Personal Style DISC, MBTI, HP, CPQ Situational awareness What recipe for this one?
21 Take care of people It helps when you know and use their name Trish Gibb Lt Col USMCR Law Enforcement Officer
22 Take care of people At work Watch out for me please At home I sometimes have personal issues Whole people yield higher productivity For life Alumni and recruiters
23 Make new leaders You aren t any good if there isn t anyone to take your place John Ruocco Major USMC
24 Key Themes Integrity Technical Proficiency Set the example Self-awareness Take care of people Make new leaders Commander s Intent Culture and values Rehearsals and debriefs Law Number One Law Number Two Law Number Three
25 Commander s Intent It all goes back to trust. I need to give ownership. I tell them what I want to accomplish and then let them figure it out. Leave room for them to be creative when you can and they will surprise you with the results. Jimmy Lane 1St Lt USMC
26 Commander s Intent Where are we going? Why are we going there? How will we tell them? What methods? Will they understand it? Will it stick?
27 Culture and Values The Marines are a big organization, but I always felt a sense that what I was doing mattered. I never felt lost. That started at boot camp, but it was reinforced along the way by the people I worked for Gene Peterman Sergeant USMC Fortune 500 Project Manager
28 Culture and Values Core values What makes this place tick? Alignment Do people here walk the talk? Recruiting The science behind values
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30 Culture and Values DON T underestimate this..
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32 Culture and Values 50 to 70% of the culture of a group can be directly traced/attributed to the leader of that group
33 Rehearsals and Debriefs The only way you can possibly get better at what you do is to talk about how you are doing. Too often we avoid these conversations since we don t want to hurt feelings. You will never get better that way. Clark Cox Captain USMC
34 Rehearsals and Debriefs The foundation of success If you have time to do it right the second time. Practice the way you play All participate Quality and rankless debriefs Plus/Delta
35 Action Planning What will you do as a result of sitting here today?
36 Questions?? Wally Adamchik
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