Semper Fi

Business Leadership the Marine Corps Way

Dan Carrison, Rod WALSH

• Publisher: AMACOM
• Year: 1998
• Print ISBN: 9780814472729
• eBook ISBN: 9780814423707
• Topic: Business
• Subtopic: Human Resource Management
• Index: Business

This book goes behind the scenes to pinpoint what works for the U.S. Marine Corps, showing you how to create a training and management culture that brings out the best in all your employees.

For more than 200 years, the U.S. Marine Corps has been a paragon of world-class leadership, excelling in the areas of motivation, training, and management. Semper Fi -- which since its publication has become a best-selling, business leadership classic -- shows you how to adapt these proven practices for your own organizations.

The book gives you tough, practical tips for:

• inspiring individual initiative
• rewarding hard work
• encouraging loyalty
• working with limited resources
• dealing with change
• "leading the troops" at every level of the organization

This is not a pseudo-philosophical book on leadership. Semper Fi is a book you will actually use, read, and refer to again and again.

1
	Attracting the Best

“We recruit what we are.”

—Major General Jack Klimp, head of Marine Corps Recruiting Command, Washington, DC

“If we want to be the best company for our customers and investors, we must first be the best company for our employees.”

—Vernon R. Loucks Jr., Chairman and Chief Executive Officer, Baxter International Inc., formerly 1st Lieutenant, USMC

Organizations are a lot like individuals: They long to be immortal. What is impossible to us singly is somewhat more possible to the organization, if it is able to attract new, qualified men and women, on a timely and recurrent basis, into its ranks. Corporations invest heavily in their own human resources departments—and are willing to simultaneously pay large sums to third-party headhunter agencies—to identify and screen likely candidates. Advertising firms are put on annual retainers to steer the bright and ambitious toward one company, rather than another. Companies preen and strut before the nation’s youth at college campuses and job fairs.

But for all the huge expenditure of effort, private enterprise does not hold a candle to the Marine Corps’ ability to attract the kinds of people it wants. The Marine Corps “wrote the book” on how to recruit individuals who will be a credit to the organization. Fortunately, these unique techniques are quite adaptable to the recruiting efforts of businesses large and small.

Recruiters Should Be the Cream of the Crop

Any study of Marine Corps recruiting techniques must begin with the recruiter himself (and, in many cases, herself).¹ No amount of funding, marketing, and advertising support can make up for weaknesses in the person behind the desk.

When a young person sits across the desk of a Marine Corps recruiting officer, there is little doubt in the recruit’s mind that the person opposite is the real thing. Lean, immaculate in his uniform, a Marine Corps recruiter looks as if he could put down his pen at a moment’s notice, grab a machine gun, and lead a squad to glory. Few men are more downright confidence inspiring. Young candidates want to be like him, and they envision Marine Corps training as a transformation. Along with the drill instructor, the recruiter symbolizes in body, appearance, and manner The Few, The Proud, The Marines.

Ironically, nobody joins the Marines to become a recruiter. Young men and women sign up to participate in a vigorous way of life—usually in the infantry—not to sit behind a desk. Action-oriented people generally shy away from duties where communication skills are required; they would rather do something than talk about it. But the best of these rough and ready Marines are selected to complete an extensive course in public speaking and professional selling and training skills. Many balk at the new training requirements, but all will, at some point in their careers, consider themselves fortunate to be assigned a tour of recruiting duty.

Because attracting the right kinds of individuals is considered so critical for the well-being of the Corps, the recruiting billet is a very high-profile post. Success as a recruiter is a virtual guarantee of promotion; failure, while not career ending, is definitely a negative. So young people who joined the Marines to fight America’s battles find themselves not only putting up with professional selling skills classes and Toastmasters clubs but trying to excel. The end product is a persuasive, smooth-talking fighter who can’t wait to get back into the field.

Perhaps it is this very eagerness to return to the front that makes the recruiter so credible. A young candidate can sense that the recruiter is a man of action, and the candidate wants to take part also. In a metaphorical sense, Marine Corps recruiters are the kingdom’s best knights, sent back from the battlefield into the villages to gather volunteers.

How many companies can say they have sent their “best knights” out onto the college campuses and job fairs to represent them? More often than not, management hires out this critical responsibility to a third party. Headhunters represent the company, taking on the perceived burden of interviewing and screening so many candidates. The very people who should be there, the top managers and salespeople, who are more qualified than anybody else to recognize potential, remain on the front line. Often, companies have no idea of who sits behind the booth with their logo on it.

It is true that many businesses have invested in a human resources department, with employee recruiting as part of its mandate. But the motives are usually of a defensive nature; HR is more often used as a shield against litigation from disgruntled employees than as an aggressive outreach agency for quality recruits. In too many cases, the human resources department “subs out” its recruiting responsibilities to headhunters, abdicating its greatest responsibility.

Do Your “Recruiters” Believe What They Say?

In every sales situation, whether it involves a customer’s money or his heart, belief in the product may be the single most compelling factor in that exchange of trust we call a sale. If the company rep does not believe in his product, it will soon become apparent to the customer in front of him. On the other hand, when the belief is a passionate conviction, it is positively contagious.

There is no doubt in the mind of a person considering joining the Marine Corps that the recruiter honestly believes that he belongs to the most elite organization of warriors on the face of the earth. The applicant may well decide that the Marines are not for him, but there will be no question as to the recruiter’s conviction. The Marine recruiter will literally lay down his life for the Corps and probably has at one time or another during his career been called to put that life on the line.

Although such complete and total commitment may not be expected in private enterprise, some executive search firms, or headhunters, fall so below the minimum expectations that corporations are often appalled at their lack of loyalty. While there certainly are reputable search firms, many exhibit the faithfulness of a hungry alley cat. The headhunter, generally paid by commission only, must place his applicant somewhere, and soon. He is motivated by a successful placement, rather than by a successful matching of individual talent to companies. A tickler file sits on his desk, alerting him of previously placed applicants who have spent the required one year with the employers he has represented. Soon, it is time for the “Are you still happy there?” phone call. If his old placement is not positively ecstatic, he is informed of an opportunity at XYZ Company.

Is it possible to even imagine a Marine Corps recruiter calling the personnel he placed after their four-year enlistment period to see if they want to join the army? Is it even conceivable that the Marine Corps would delegate one of its most critical functions—recruiting men and women of good character—to outside headhunters?

Many companies, disappointed with third-party search firms, now rely upon their own, in-house human resources departments to recruit new personnel. But many HR people are hired from outside the company—often from the headhunter firms themselves—and have not directly experienced company life long enough, or broadly enough, to become “believers.” The Marine Corps would never consider hiring its recruiters from the outside, dressing them in a Marine uniform, and then expect them to exhibit the passionate conviction that should characterize a recruiter.

A company that wishes to develop a recruiting effort that will attract the future leaders of the organization should go about it the Marine Corps way. First of all, HR recruiters should be appointed from within. If you have to hire the litigation specialists from the outside, so be it; but don’t let them recruit. Since HR will be a prestigious tour of duty, only the best managers and employees will be assigned. This cream of the crop will serve for only one or two years and will be held to a high performance standard. At the end of their stint, they will be rewarded for a successful tour by promotion to other responsibilities within the company. Other “believers” will follow in their footsteps, delighted to have such a high-profile and important post and to have the opportunity to bring the best people they can find into the organization they love.

Recruiting the Marine Corps Way

Cast a Wider Net

Although the Marine Corps insists upon a number of qualifications for new hires, such as a high school diploma, an absence of a police record, a negative drug test, a sufficient score on the aptitude test, and excellent health, it nonetheless casts a fairly wide net in its recruiting efforts. Many, many different kinds of people are accepted. The recruiting process is not, essentially, a screening-out process. It is an effort to go out into the community and bring in lots of young people of good character—to the tune of 40,000 every year.

Recruiters may have a hunch about who will be natural leaders in boot camp, but they do not exclude applicants who might seem hopelessly deficient in leadership characteristics. On the contrary, a huge number of young people join the Corps precisely because they lack the very qualities Marines exude; they join in the hope of transformation.

The recruiter is confident that the transformation will take place. He can cast a wide net because of his faith in the best training in the world. He knows that most of these young people, from disparate backgrounds, will be forged into a fighting force that will not quit.

It’s the training, not the screening, that can put a high school graduate, who may have never driven a car, at the wheel of a fifty-million-dollar tank. The technology may be rocket science, but the recruiter knows that the candidate in front of him doesn’t have to be a rocket scientist to drive that tank around. All that is required is “tank school” and the desire to apply oneself.

It’s the training, not the screening, that creates Marine Corps leaders of all ranks. Every drill instructor knows that leadership is something to be cultivated and that virtually every recruit has the potential. And every drill instructor has experienced the pleasant surprise of seeing a leader emerge from within the most unlikely of candidates. In fact, those recruits identified early in boot camp as leaders—the ones who take to screaming orders like ducks to water—often do not have the enduring leadership qualities found in their quieter counterparts.

Private enterprise, having neither the confidence nor the patience of the Marine Corps—not to mention the recruiting budget—attempts to begin with the best, through a vigorous screening process. An increasing number of standards must be met—college degree, excellent grade-point average, three years’ “related experience,” computer expertise in specific software applications—in order to weed out all but the most qualified applicants and in order to reduce the training required. It’s the screening, not the training, that management hopes will identify its leaders.

But occasionally corporate management is disappointed in its leaders and wonders why its “whiz kids” haven’t delivered. Since only the cream of the crop of applicants survived the weeding-out process, they wonder what went wrong.

By emphasizing its screening procedures, instead of its training, management rarely experiences that pleasant surprise of watching a leader emerge from an unlikely recruit. By focusing on a candidate’s accomplishments, instead of relying on the best training in the world to bring out each recruit’s potential, companies turn away many future corporate leaders.

Are we suggesting that businesses lower their hiring standards?

In a way, yes.

Rather than make applicants leap over an increasingly raised bar, businesses should instead look for the kinds of qualities the Marines search out and let their training programs do the rest. Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one’s college grade-point average or years of “related experience.” A proper training and management culture will cultivate the leadership qualities desired.

We are not suggesting that past accomplishments should be ignored. The more senior the position being applied for, the more important the credentials on the resume. It must be remembered, however, that everything looks good on a resume and that previous experience is difficult to verify and to quantify. Often the interviewer, like the Marine recruiter, must factor in his own impressions of the candidate sitting across from him.

Extol the Appeal of Self-Sacrifice

Army and navy recruiting commercials reach out to Generation X with promises of what the services will give in return for joining: $40,000 toward a college education and a chance to be trained in skills that will be sought after by employers upon the return to civilian life. In contrast, Marine Corps recruiting commercials are distinctive for how little in the way of material benefits are promised.

A typical Marine Corps commercial or advertisement in fact promises nothing. It only asks the question “Do you have what it takes to be one of us?” Implicit in the question, and in the image of the young, squared-away person wearing the Marine Corps uniform, is the promise of transformation into somebody who does belong to this elite branch of the service. There is no mention of the Marine Corps’ considerable financial contribution to college or of the high-tech skills one will learn and take back into the job market. These are benefits that one derives from belonging to the Marine Corps, certainly, but they’re not good reasons to join.

The Marine Corps is not looking for individuals who can be motivated only by material gain. It appeals instead to the smaller number of people who can be inspired by patriotism and by the challenge to see if they’ve got what it takes to become “one of us.” In today’s culture, which glorifies instant gratification, this appeal to action without material reward is strangely compelling.

Of course, in private enterprise money is by far the reason most of us choose one company over another. Salary is weighed, along with long-term benefits such as a company car, health coverage, and 401-K savings plan, and the company with the best package generally gets the candidate. Even if we are momentarily tempted to join a firm that offers less money but more interesting work, our spouses, friends, and parents may prevail upon us to remember our responsibilities and to make the practical choice. Money usually wins, and the giant corporations, like the owners of athletic teams, keep raising the ante for America’s college talent, so the packages become more and more enticing.

Can a corporation make an appeal to self-sacrifice without being laughed out of existence by the whiz kids in today’s job market? It is certainly possible, but only if the corporation has the kind of mystique that can demand sacrifice.

If all employees in a company, from the CEO to the line assembler, believe that they work for the best company in the industry, that they are without peer, and that those who work for the competition do so because they are not qualified to belong to the best in the business, then an applicant may be motivated to join by reasons other than money. If, in the public’s imagination, a corporation has the best workers in the industry—as opposed to being the best place to work—then it will attract a certain kind of individual. If the company has a reputation for offering the most complete, albeit rigorous, training in the world, one will feel cheated by working anywhere else.

A corporation cannot develop and sustain this kind of attitude purely through PR. It really must offer the best products and services in the business. It really must offer the best training in the marketplace, as well as opportunities for interesting and challenging work. Having done so, it must keep the sense of elitism alive throughout the rank and file—publicly, shamelessly, and constantly—so that all employees feel privileged to be a part of the organization.

Start a Pool Program

One of the reasons for the success of the Marine Corps’ recruiting effort is the “pool” program. Instituted in 1995, the pool program is one of the ways recruiters can lessen the psychological and physical shock of arguably the most difficult basic training in the world.

The “poolee,” a recruit on a delayed-entry program, is shown candid videos of boot camp. Although it is one thing to see a film of a drill instructor screaming into another person’s ear, and quite another to feel the blast oneself, the video gives the applicant an idea of what is to come. Poolees spend weekend hours learning the fundamentals of drill and the protocol they will be expected to follow. They even learn the words to the Marine Corps Hymn. In every way, they are better prepared for boot camp than the recruit without the benefit of this “heads-up.” The results have validated the program, reducing the attrition rate significantly.

There are several ways ...

Table of contents

• Cover
• Title
• Contents
• Foreword by Vernon R. Loucks, Jr., Chairman and CEO, Baxter International, Inc.
• Acknowledgments
• Introduction
• 1 Attracting the Best
• 2 Basic Training
• 3 Supervision: Leading the Rank and File
• 4 Middle Management: Leading the Mission
• 5 Senior Management: Leading the Organization
• 6 A Few Good Women
• 7 Leading to Victory: Ten Winning Strategies
• Some Former Marines Who Became Successful Business Leaders
• Index
• Copyright