Really enjoyed this excellent article by the Major stationed at USNA. I have subscribed to this newsletter. One aspect that I look forward to reading more about is how a Junior Officer should treasure the relationship with the NCO's in the Company or Artillery Battery for me it was E-5 through E-8. How that relationship should be developed and also steps for achieving technical competence such as reading and inculcating Army manuals that relate to the unit you are in as a Junior Officer.
Great article with lots of solid advice, thank you. I would have felt very fortunate if someone had told me this when I was commissioned (many) years ago.
#3 is a great one -- don't undersell the value of what you learned at TBS and your MOS school. When I took over my platoon, my experienced 0311s were better at being riflemen than I would ever likely be. Our 0331s were night and day faster at dis/ass on an M240 and getting it up and on target than I could ever hope to be. Same deal with our 0341s and getting bubbles up on mortars, or with my RO and his ridiculous ability to get our PRC-119s fixed or to make a field-expedient antenna out of damn near anything.
But I had an advantage when it came to breadth of knowledge (i.e. I usually knew more about machine guns than the mortarmen did, and I usually knew more about mortars than the machine gunners did) and I also had a better grasp of bigger picture stuff. Best methods of employing CSW, how to properly integrate combined arms into an attack, the correct way to write and issue 5 paragraph orders, how to establish an LZ or call for fire/CAS, pros/cons and fitreps and the awards system -- those are all things that few Marines will know other than your platoon sergeant and maybe an experienced squad leader or two. So it's on you to train up your Marines as much as possible, and make sure they understand the "why" of everything they're doing and how it fits into the overall picture.
Sending this to my 23 yo son who will be taking over my business over the next ten years. He will be junior to everyone in the business, but it will be his to lead and run. As a former officer myself, I can attest that all of these are applicable in some way to business. In the end though, it is more about what kind of person you are (your character) than anything, and that is exactly what these ten pointers are aimed at developing. Ignore them at your peril.
The gear and the color of the BDU’s may change but the photo is one for the ages.* Those of us lucky enough to become 0302’s and lead a rifle platoon or two, can instantly relate to the photo and that bond between the young platoon commander and his more experienced platoon Sargent. If wise the young officer takes his counsel, and the counsel of the other NCO’s and SNCO’s with whom he comes into contact along the way. Equally he soaks up the good leadership traits of his superiors, and learns to steer away from those with less than full measure views and efforts. He learns to incorporate the good, and file away the bad. Whether one stays for a life time or 4 years, the fact remains no matter the period time spent, or the MOS, once a Marine always a Marine. This becomes more so as one ages, and a special thanks to Major Ryan Martinez for taking the time in a busy world to write it all down and share it with the cadre. Semper Fi, Major.
*A swirl of images from 1000 years ago came rushing back when this writer saw that photo. Thanks again CF for this post.
I wish I had read this advice when I first pinned on my Warrant Officer bars. Although I was a "recognized expert", I was no longer the one that could be counted on to make it happen. I had too many other irons in the fire. I had to find that Marine to take my place as "the man". I had to mentor and develop them the same way I had been. It took a while to come to that realization.
This was a really insightful article, I appreciate it, I’ll keep it in mind as I go through the MECEP pipeline and through OCS shortly.
Really enjoyed this excellent article by the Major stationed at USNA. I have subscribed to this newsletter. One aspect that I look forward to reading more about is how a Junior Officer should treasure the relationship with the NCO's in the Company or Artillery Battery for me it was E-5 through E-8. How that relationship should be developed and also steps for achieving technical competence such as reading and inculcating Army manuals that relate to the unit you are in as a Junior Officer.
on Facebook Mason James Young USMA 1970
LTC USAR retired
jimyoung.mjy3satcom@outlook.com
Great article with lots of solid advice, thank you. I would have felt very fortunate if someone had told me this when I was commissioned (many) years ago.
At the top of each sub stack post there are three dots that behind them have some choices. One of them allows you to save a post.
I’m saving this one for my grandsons one is six, and one is 14.
Great post!
#3 is a great one -- don't undersell the value of what you learned at TBS and your MOS school. When I took over my platoon, my experienced 0311s were better at being riflemen than I would ever likely be. Our 0331s were night and day faster at dis/ass on an M240 and getting it up and on target than I could ever hope to be. Same deal with our 0341s and getting bubbles up on mortars, or with my RO and his ridiculous ability to get our PRC-119s fixed or to make a field-expedient antenna out of damn near anything.
But I had an advantage when it came to breadth of knowledge (i.e. I usually knew more about machine guns than the mortarmen did, and I usually knew more about mortars than the machine gunners did) and I also had a better grasp of bigger picture stuff. Best methods of employing CSW, how to properly integrate combined arms into an attack, the correct way to write and issue 5 paragraph orders, how to establish an LZ or call for fire/CAS, pros/cons and fitreps and the awards system -- those are all things that few Marines will know other than your platoon sergeant and maybe an experienced squad leader or two. So it's on you to train up your Marines as much as possible, and make sure they understand the "why" of everything they're doing and how it fits into the overall picture.
Sending this to my 23 yo son who will be taking over my business over the next ten years. He will be junior to everyone in the business, but it will be his to lead and run. As a former officer myself, I can attest that all of these are applicable in some way to business. In the end though, it is more about what kind of person you are (your character) than anything, and that is exactly what these ten pointers are aimed at developing. Ignore them at your peril.
This is good stuff!
The gear and the color of the BDU’s may change but the photo is one for the ages.* Those of us lucky enough to become 0302’s and lead a rifle platoon or two, can instantly relate to the photo and that bond between the young platoon commander and his more experienced platoon Sargent. If wise the young officer takes his counsel, and the counsel of the other NCO’s and SNCO’s with whom he comes into contact along the way. Equally he soaks up the good leadership traits of his superiors, and learns to steer away from those with less than full measure views and efforts. He learns to incorporate the good, and file away the bad. Whether one stays for a life time or 4 years, the fact remains no matter the period time spent, or the MOS, once a Marine always a Marine. This becomes more so as one ages, and a special thanks to Major Ryan Martinez for taking the time in a busy world to write it all down and share it with the cadre. Semper Fi, Major.
*A swirl of images from 1000 years ago came rushing back when this writer saw that photo. Thanks again CF for this post.
Saving this as a reference for later. I’m an E-5 in the Air Force, and a lot of this pertains to leadership even on the enlisted side.
I wish I had read this advice when I first pinned on my Warrant Officer bars. Although I was a "recognized expert", I was no longer the one that could be counted on to make it happen. I had too many other irons in the fire. I had to find that Marine to take my place as "the man". I had to mentor and develop them the same way I had been. It took a while to come to that realization.