Page 224 - The extraordinary leader

A Case Study in Leadership Development–The U.S. Marine Corps • 201

people. Every future leader must be inculcated with the mission and values
of the organization. Research has shown that thoughtfully conducted new
employee orientation not only improves immediate productivity but also
increases the length of time people stay with the organization. Plus, better-
trained employees in turn create more satisfied clients, which in turn produce
greater profitability for a business.
The Marines’ time commitment to develop first-level managers provides a
similar contrast with prevailing practices in the private sector. Years ago, com-
panies provided one- to two-week programs for people who had been indi-
vidual contributors to prepare them to take on a new role as supervisors or
first-level managers. Today there is an enormous push to reduce time off the
job. Organizations are striving to have development days cut to hours, and
hours cut to 20-minute snippets of learning. A large number of organizations
provide no formal development to newly appointed supervisors or managers.
In contrast, the Marines send officer candidates to Quantico, Virginia, for
a 10-week stint of development. There they are exposed to both theoretical as
well as practical information about leadership and a variety of skill-building
activities.
Leaders Need to Find Their Natural Strengths and Not Be Forced into
an Unnatural Mold Created by the Organization. The Marines’ approach
to leadership development is quite different from the stereotypes that exist
about how the military develops officers. Rather than being rigid and insist-
ing that everyone perform in a similar style or process, the Marines under-
stand that there are many effective leadership patterns. The Marines have
discovered that some of their leaders succeed because of their technical expert-
ise. Others are powerful team builders. Still others excel in their organiza-
tional skills. Some are extraordinary in their ability to see the potential in
people and their ability to bring it out. Rather than force-fit their leaders into
any one mold, those responsible for leadership development observe the
natural strengths and encourage the leader to magnify that quality. By plac-
ing officer candidates in demanding situations, seasoned observers can spot
leadership strengths and weaknesses. Their process is exactly opposite of what
many would assume. Their emphasis is on helping potential officers find their
own voice and magnify their natural tendencies.
Leadership Is Best Developed with Highly Engaging Learning Meth-
ods. Nearly everything the Marines do in their leadership development
process is highly involving, not merely academic. Leaders make plans under
severe time pressure and then execute them. Some methods are physical.