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MARINE CORPS AIR STATION MIRAMAR, Calif. - United States Marine Corps Noncommissioned Officer: someone to look up to, someone who takes charge of both responsibilities and opportunities, someone who does not just tell people what to do, but teaches them so that they can teach others, someone who treats everyone both up and down the chain of command with dignity, someone who looks out for the welfare of those around them both professionally and personally, a leader who is committed to the growth of and actively engaged with those under their charge … to put it simply: the example.
-Defined by the 3rd Marine Aircraft Wing NCO Corps
Forty-nine of the most noteworthy NCOs found throughout the 3rd Marine Aircraft Wing were selected from Marine Corps Air Station Yuma, Marine Corps Air Ground Combat Center Twentynine Palms, MCAS Camp Pendleton and MCAS Miramar to participate in a two-day Committed and Engaged Leadership Seminar in Washington, D.C., Sept. 6-7.
The seminar provided the small-unit leaders with a glimpse into the history of the Marine Corps and their nation, as well as the honor, courage, commitment and all too often sacrifices of their predecessors.
“There was a two-fold purpose behind this trip,” said 1st Lt. Daniel Getchell, a special projects officer with Marine Aircraft Group 11, and an East Sandwich, Mass., native. “First of all we wanted to recognize those Marines that have gone above and beyond in their duty. The second part is to see all these memorials and sights in D.C., to see the barracks, to see the [National Museum of the Marine Corps] and to show what leadership is all about. There is a reason that all of those things exist. Our strong heritage is backboned on strong decisive leadership. By visiting our war memorials, we wanted them to have a chance to see the sacrifices that those men and women made in their role as leaders.”
While many of the Marines originally thought that the trip was about recognizing the past, it became apparent that the real goal throughout the conference was to impact the future. Each stop taught different aspects of leadership to help them become more effective when interacting with their individual chains of command.
On day one, the group traveled to Marine Barracks Washington, D.C. [8th and I], where they learned about its architectural and unit history.
“We are in the heart of Marine Corps Tradition. … It may not be where it started, but it is where [the heart and soul] is kept and that’s motivating,” said Cpl. Christopher Schenck, an aviation ordnance technician with Marine Aviation Logistics Squadron 11. “It’s too common where Marines lose sight of our traditions. They end up more worried about what they are going to get out of [the Corps], and that’s not why we joined. We joined because we want to serve. And seeing all the history kind of puts it all back in perspective for what it is we do and why we do it. When we go through our day to day business we have a tendency to get distracted and focus more on ourselves and being here reminds us why we are Marines and helps us refocus on what is actually important.”
At the barracks, Marines took the opportunity to speak openly with Sgt. Maj. Angela Maness, the first female sergeant major of Marine Barracks Washington. This kind of opportunity set a precedent of open communication with senior leadership.
Being able to address leadership is important. The NCOs of today are the staff NCOs of the future. They will lead as they are taught to lead. A lot of Marines think they aren’t followers but they are. Everyone looks to their leaders for guidance on how to act. If a junior Marine sees an NCO approaching leadership with respect and confidence then they will approach the NCOs in kind, explained Sgt. Maj. Vernon Derby, the Marine Aerial Refueling and Transportation Squadron 352 sergeant major.
Maness then took the eager young leaders on a tour of the barracks of the Marines that bear the national colors throughout the capitol region.
“I had no idea that there was a complete school for ceremonial colors and drill that is completely different from what we do in the fleet,” said Cpl. Christopher Fish, a unit management control clerk with Marine Wing Headquarters Squadron 3, and a Richmond, Ky., native. “I’m the colors sergeant at my unit and it was kind of eye-opening just to learn what they have to go through to do what they do.”
While some were simply awed by the presentation, others were inspired to learn more.
“I’m in the band, and we drill all the time,” said Sgt. Timothy Meulemans, a musician with the 3rd MAW Band, and a Kaukauna, Wis., native. “I didn’t realize that there were so many differences between the two styles. The little differences seem to make a huge difference, and I am curious to know what the bigger differences are. “
Following the barracks tour everyone loaded onto a bus and headed to the National Museum of the Marine Corps in Triangle, Va.
The museum is a 120,000-square-foot structure and houses approximately 1,000 artifacts spanning from the creation of the Corps in 1775 to the present-day war in Afghanistan.
“The average Marine doesn’t get the opportunity to visit this place,” said Fish. “There is so much history there. We were there for four hours and I only got through WWII. Given the chance, I think everyone should take advantage of an opportunity like this.”
On day two of the seminar Marines got a taste for the history of the nation.
Beginning at the Jefferson Memorial, the nearly 50 Marines and one Sailor present, armed with cameras, walked the expanse of the National Mall.
Upon approaching each monument, one previously selected individual gathered their peers and briefed them on the history, size, purpose, common misconceptions and significance of each monument. This served as both a learning technique and a chance to practice their oral presentation skills.
“I’ve always seen these things on television and in pictures but you can’t appreciate them until you have been there,” said Sgt. Jeannine Ziegenhirt, a maintenance manager with MWHS-3. “Especially if you are on the west coast you don’t get to see this kind of thing often. It’s just so much history.”
This trip also had a slight twist for those individuals that were used to rigid scheduling and oversight during previous Marine Corps functions.
Upon ending the tour, the NCOs were given the green light to tour the area on their own for the afternoon without supervision.
The group was given a time and place to return. This is supposed to be a reward for their hard work. They are being given a chance to see our nation’s history and site see. It is important to let these NCOs be treated like the leaders they are. We put our trust in them to act responsibly and they didn’t let us down, explained Derby.
Utilizing the buddy system the group scattered in all directions and explored the local museums, local monuments and other historical sites in the area.
A few hours later everyone regrouped and traveled to Arlington National Cemetery to witness the changing of the guard at the Tomb of the Unknown Soldier.
After paying their respects to those that had given their lives to better the country’s future the leaders paid homage to one final yet crucial set of individuals from the past, those that fought at the Battle of Iwo Jima.
“The Iwo Jima Memorial was probably the most significant part of the trip for me,” said Seaman Jerry Stubblefield, a corpsman with Marine Aircraft Group 13, and a Flint, Mich., native. “John Bradley is a personal hero and he is depicted in that statue. It is inspiring to see him immortalized like that.”
As a final tie-in to the committed and engaged leadership initiative that brought these individuals together, everyone gathered in the shade of some nearby trees to address six questions. Each question was geared toward improving the quality of leadership found within their units.
-What is the difference between engaged leadership and micromanagement or intrusion?
-What can you do as an NCO; what is your role?
-What is a committed and engaged leader; and what does it mean as an NCO?
-How do you influence others to become good leaders?
-Define mission accomplishment and what can you do as an NCO to ensure it happens?
-How do you maintain your professional relationship with those above and below you in the chain of command?
Each squad was given a question and one person from the squad led an open and informal forum.
Their answers made it easy for others to see why these individuals are considered the top leaders among their peers. No answer was short and sweet. Every side of an issue was addressed. Scenarios were put in place to test theories and ensure answers were well rounded. Every Marine was involved. Hands immediately went up to share experiences, give suggestions and address correction techniques. The importance of respect was central to the discussion. Someone from each unit had suggestions on how to give and attain it in a large variety of situations.
Mission accomplishment was decided to come down to 3 central key points.
“Number one, first thing, you have to focus on treatment of Marines,” said Sgt. Justin Bartlett, a flight line mechanic with Marine Medium Helicopter Squadron 361 and a Thomaston, Ga., native. “Next you have to look at training; you are only as strong as your weakest link. And finally you have to not only give clear and concise direction, but make sure they know what you want and how to do it. Along with the direction you have to make sure they have the tools to actually do what it is you are asking. For example, if you want them to move a pile of rocks with a shovel from here to over there, give them a dang shovel.”
The fine line between engagement and intrusion was discussed. Each person’s role as an NCO within the air wing was defined and everyone walked away with new ideas of how to better their shops.
“It was amazing to get to see how many different roles there are in [3rd MAW],” said Cpl. Gina Castro, an avionics technician with Marine Fighter Attack Training Squadron 101. “You almost never get the opportunity to meet with so many different units to learn how they do things and see that there is more going on than just your unit’s mission. I have already learned so many different techniques to take back with me. Myself and another corporal from my unit ended up talking after the final discussion group on how we can actually implement some of the new things that we learned on this trip.”
These committed and engaged leaders didn’t just learn new ideas but were re-inspired by their peers to be the best NCOs and small unit leaders that they could be.
“The biggest thing I have learned from this trip was being reminded that we as small groups of Marines can actually make a difference and cause change,” said LCpl. Jordan Mckay, an intelligence analyst with Marine All Weather Fighter Attack Squadron 225, and a Beaufort, S.C., native. “We as leaders can get things done.”
| Date Taken: | 09.06.2013 |
| Date Posted: | 09.10.2013 15:37 |
| Story ID: | 113398 |
| Location: | MARINE CORPS AIR STATION MIRAMAR, CA, US |
| Hometown: | BEAUFORT, SC, US |
| Hometown: | FLINT, MI, US |
| Hometown: | MYRTLE BEACH, SC, US |
| Hometown: | RICHMOND, KY, US |
| Hometown: | SAN DIEGO, CA, US |
| Hometown: | TEMECULA, CA, US |
| Hometown: | THOMASTON, GA, US |
| Hometown: | WASHINGTON, DC, US |
| Web Views: | 491 |
| Downloads: | 2 |
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