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Leadership 1 Sgt's Course
Leadership and Organizations (Grand Canyon University)
Studocu is not sponsored or endorsed by any college or university
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Marine Corps Mission
National Security Act of 1947 (Amended in 1952)
The Marine Corps mission was established by the National Security Act of 1947 (amended in
1952).
These qualities make the Marine Corps truly unique in comparison to other military services.
• Marines are trained, organized, and equipped for offensive amphibious operations and as a
"force in readiness."
• Marine Corps has the ability to move rapidly on short notice to accomplish any mission in any
location.
• Marine Corps has a full-range of combat capabilities integrated in combined arms teams.
Elements of the Mission
There are seven elements of the Marine Corps mission.
• Provide a Fleet Marine Force with combined arms and supporting air components for service
with the United States fleet in the seizure or defense of advanced naval bases and for the
conduct of such land operations as may be essential to the execution of naval campaigns.
• Provide detachments and organizations for service on armed vessels of the Navy and security
detachments for the protection of naval property at naval stations and bases.
• Develop—in coordination with the Army, Navy, and Air Force—the doctrine, tactics,
techniques, and equipment employed by landing forces in amphibious operations.
• Provide Marine forces for airborne operations—in coordination with the Army, Navy, and Air
Force—according to doctrine established by the Joint Chiefs of Staff.
• Develop—in coordination with the Army, Navy, and Air Force—the doctrine, procedures, and
equipment for airborne operations.
• Expand the peacetime component to meet wartime needs, according to the joint mobilization
plan.
• Perform other such duties as the President may direct.
Organization of Forces
Parallel Chain of Command
Two parallel chains of command exist in the Marine Corps.
Service Chain of Command
Operational Chain of Command
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Marine Corps Forces
Marine Corps forces are divided into four categories.
Operating Forces
The Marine Corps operating forces consist of:
• Marine Corps Forces
• Marine Corps Security Forces
• A Marine Corps Embassy Security Group
The "Forces for Unified Commands" memorandum assigns Marine Corps operating forces to
each of the combatant commands.
• Marine Corps Forces Command (MARFORCOM)
• Marine Corps Forces Pacific (MARFORPAC)
• Marine Corps Forces Europe (MARFOREUR)
• Marine Corps Forces Central Command (MARFORCENTCOM)
• Marine Corps Forces North (MARFORNORTH)
• Marine Corps Forces South (MARFORSOUTH)
• Marine Corps Special Operations Command (MARSOC)
• Marine Corps Forces Strategic Command (MARFORSTRATCOM)
• Marine Corps Forces Africa (MARFORAF)
Supporting Establishment
Supporting establishments consist of those personnel, bases, and activities that support the
Marine Corps operating forces.
• 16 major bases and stations: CONUS and overseas
• Approximately 30,000 Marines
• Marine Corps Recruiting Command
• Marine Corps Combat Development Command
• Formal schools and training activities
• Civilian agencies
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Marine Corps Reserve
Its purpose is to augment and reinforce any major operation Marine forces participate in.
Contain some capabilities not inherent to active component such as:
• Civil affairs
• Graves registration
MARFORRES includes:
• 4th Marine Division
• 4th Marine Air Wing (MAW)
• 4th Marine Logistics Group
Ready Reserve
Consists of those units and members of a reserve who are liable for active duty in time of war.
Includes Select Marine Corps Reserve and Individual Ready Reserve.
SMCR participate in scheduled drills and two week annual active duty period.
IRR consist of Marines who have recently served on active duty or have a period of obligated
service. Delayed entry program participants may also be included.
Standby Reserve
Comprised of Marines not in the Ready or Retired Reserve who are subject to recall to active
duty in time of war.
Retired Reserve
Includes Marines who are retired under various laws and regulations that may be mobilized
under conditions similar to the Standby Reserve.
Headquarters United States Marine Corps
Headquarters Marine Corps consists of the Commandant of the Marine Corps and those staff
agencies that advise and assist the Commandant in discharging his duties.
Directly responsible to the Secretary of the Navy for:
• Administration
• Discipline
• Internal organization
• Training
• Requirements
• Efficiency
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• Readiness
The Marine Air-Ground Task Force
Introduction
The MAGTF is the Marine Corps' principle organization for the conduct of all missions across
the range of military operations.
• They are balanced, combined arms forces with organic ground, aviation, and sustainment
elements.
• They have the capability to regenerate, reorganize, replenish, and reorient for new missions
without returning to home base.
• The MAGTF may vary in size and capability, according to their mission, and can rapidly
expand into a larger force as the situation demands.
Four Core Elements
Each MAGTF, regardless of size or mission, has the same basic structure.
Command Element


The CE is the MAGTF headquarters.
It is task-organized to provide command and control capabilities (to include intelligence
and communications) necessary for effective planning, direction, and execution of all
operations.
Ground Combat Element

The GCE is task-organized to conduct ground operations in support of the MAGTF.\It is
normally formed around an infantry organization reinforced with artillery, armor, and
engineer forces.
Aviation Combat Element



The ACE is task-organized to support the MAGFT mission by performing any or all of
the six functions of Marine aviation.
It is normally built around an aviation organization augmented with air command and
control, combat support, and service support units.
It can operate from austere forward operating sites and can readily and routinely
transition between sea bases and expeditionary airfields without loss of capability.
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Logistics Combat Element




The LCE is task-organized to provide the full range of combat logistic support functions
and capabilities needed to support the continued readiness and sustainability of the
MAGTF.
It is formed around a logistic combat headquarters and may vary I size from a support
detachment to one or more logistic groups.
The LCE operates from sea bases or from expeditionary bases ashore.
It can act as the main effort during foreign humanitarian assistance missions or selected
phases of maritime prepositioning operations.
Types of MAGTF
There are five types of MAGTFs.
MEF
Command Element - MEF Headquarters
Ground Combat Element - One Marine division (MARDIV)
Aviation Combat Element - One Marine aircraft wing (MAW)
Logistic Combat Element - One Marine logistics group (MLG)
Marine Expeditionary Force (MEF)
The MEF is the principle warfighting organization of the Marine Corps capable of conducting
and sustaining expeditionary operations in any geographic environment.
They routinely task-organize subordinate units into smaller MAGTFs to support the geographic
combatant commanders' response requirements. Commanded by a Lieutenant General, they vary
in size up to about 40,000 Marines and Sailors.
I MEF
• Located in Southern California and Arizona
• Under commander, MARFORPAC
• Major subordinate commands (MSC)
• 1st MARDIV
• 3d MAW
• 1st MLG
II MEF
• Located in North and South Carolina
• Under commander, MARFORCOM
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• Major subordinate commands (MSC)
• 2d MARDIV
• 2d MAW
• 2d MLG
III MEF
• Located in Okinawa, Hawaii, Guam, and mainland Japan
• Under commander, MARFORPAC
• Major subordinate commands (MSC)
• 3d MARDIV
• 1st MAW
• 3d MLG
Marine Expeditionary Forec Forward (MEF[FWD]) (Major General Commanded)
A MEF (Fwd) is normally the lead echelon of a MEF.
It is smaller than the MEF and larger than a MEB.
GCE is normally a Marine division (-) or multiple regiments.
Marine Expeditionary Brigade (MEB)
Command Element - May include additional assets such as:
• C2
• Reconnaissance
• Signals intelligence
• Engineering
Ground Combat Element - One Marine regiment (reinf)
Aviation Combat Element - One Marine composite squadron (reinf)
Logistic Combat Element - One Marine logistics regiment (CLR)
The MEBs conduct major security cooperation operations and respond to larger crises.
They provide a "building block" for forcible entry and other power projections.
A MEB is the smallest MAGTF capable of performing all six functions of Marine aviation.
Commanded by a Brigadier General, the MEB consists of approximately 16,000 Marines and
Sailors.
There are five standing MEBs:
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1st MEB
• Under commander, MARFORPAC
• Established to provide a habitual relationship with the Navy's Expeditionary Strike Group
Three for the conduct of amphibious operations
2nd MEB
• Under commander, MARFORCOM
• Established to provide a habitual relationship with the Navy's Expeditionary Strike Group Two
for the conduct of amphibious operations
3rd MEB
• Under commander, MARFORPAC
• Established to provide a habitual relationship with the Navy's Expeditionary Strike Group
Seven for the conduct of amphibious operations
4th MEB
• Embedded in staff commander, MARFORAFR
• May be activated for exercises and operations as necessary
5th MEB
• Under commander, USCENTCOM
• Readily employable tactical MAGTF for exercises and operations, especially those conducted
by Navy units and special operations forces
Marine Expeditionary Unit (MEU) Cornol Commanding
Command Element - May include additional command and control or signals intelligence assets
Ground Combat Element - One Marine battalion landing team reinforced
Aviation Combat Element - One Marine composite squadron
Logistic Combat Element - One Marine logistics battalion
11th, 13th 15th MEU
• Under commander, MARFORPAC
• Rotationally deploy with subordinate elements provided from I MEF
22nd, 24th, 26th MEU
• Under commander, MARFORCOM
• Rotationally deploy with subordinate elements provided by II MEF
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31th
• Under commander, MARFORPAC
• Forward deployed naval force in the Pacific
• Periodically deploys with subordinate elements provided from III MEF
Special Purpose Marine Air Ground Task Force (SPMAGTF)
When a MEU is inappropriate or unavailable, a SPMAGTF is formed.
It may be any size but no larger than a MEU, with tailored capabilities required to accomplish a
particular mission.
Command Element - Regimental headquarters often assumes the command element role.
An important type of SPMAGTF is an alert contingency MAGTF.
Quiz
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Marine Corp Organization
SCORE: 50%
FAILED
Question 1
Marines are trained, organized, and equipped for offensive amphibious operations and as a
________.
Your answer (correct): Force in readiness
Question 2
The operational chain of command starts with the President of the United States and goes to the
Secretary of Defense, then directly to the ________.
Your answer: Secretary of the Navy
Correct answer: Combatant commanders
Question 3
The only Marine Corps Forces Reserve element that participates in scheduled drills and two
week annual training periods is the ________.
Your answer (correct): Ready reserve
Question 4
The ________ is the smallest type of MAGTF capable of conducting all six functions of Marine
Corps aviation.
Your answer: SPMAGTF
Correct answer: MEB
The Origin of the NCO
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Professional Military Organization
The use of formalized military ranks came into widespread use with the Roman Legion (107-30
BC).
There were four NCO ranks that assisted the Centurion in running the company.
Optio
Appointed from the ranks by the Centurion to be second in command
Oversaw all training and commanded the rear of the formation in battle
Identified by the white and black plume and the wooden staff he carried to enforce orders
Equivalent to the modern day first sergeant
Tesserarius
Guard commander
Keeper of the watch word, primarily overseeing fatigue and guard duties for the Century
(company)
Acted as the Optios, second in the Century
Equivalent to the modern day company gunnery sergeant
Signifier
The treasurer of the Century (company)
Carried the "Standard," decorated with medallions, into battle as a rallying point
Third in command of the Century and traditionally wore a draped bear's hide
Tesserarius
Guard commander
Keeper of the watch word, primarily overseeing fatigue and guard duties for the Century
(company)
Acted as the Optios, second in the Century
Equivalent to the modern day company gunnery sergeant
Decanus
The rank of Sergeant, or Decanus, was the first rank a legionary could be promoted to.
The Decanus commanded an eight-man unit.
The duties of the Decanus included supervising camp setup and training, enforcing personal
hygiene, and the maintenance of equipment.
Word Orgins
Serviens
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The term sergeant is derived from the Latin word serviens, to serve.
• Its first known use was in 13th century France as a servant ranking directly below a knight.
• As an experienced and loyal servant, the sergeant would train the other servants (serfs), lead
them into battle, keep good order, and prevent them from running away.
• England adopted the term sergeant in the 13th century.
THE ORIGIN OF THE NCO
WORD ORIGINS
Capo De'Squadra
The term corporal began as capo de'squadra in Italy.
• Translates to head of the square, an important strategic formation of the time
• Changed to corporale, or the head of a body of troops, in 16th century
The American military adopted the use of the British Army rank structure during the War of
Independence.
Chevrons were adopted by the Marine Corps as a means of determining rank as as early as 1821.
The American Revolution
Washington’s Boston Harbor Navy
During the summer of 1775, Gen. Washington had already decided to create a small naval force
to supplement his military operations ashore.
Using only Army detachments, his authority as Commander in Chief required no further
approval.
The small fleet, operating out of Boston Harbor, realized little by way of success, and the
mutinous behavior of the crews was "inexpressible."
Soldiers were found to be an "uneasy set" and complained they "enlisted to serve in the Army,
not as Marines."
This earlier experience undoubtedly influenced Gen. Washington's response to Congress later
that year.
General Washington’s Response
The Continental Marines were formed with existing Army forces under the command of General
George Washington.
The requirement that the officers and men be, "Good seaman, or so acquainted with maritime
affairs as to be able to serve to advantage by sea," made the task more difficult.
Gen. Washington expressed his concerns to Congress on 27 Nov 1775.
• He said, "They must be picked out of the Army as a whole, one from this Corps, one from
another" weakening the Army during a period of realignment.
• He suggested the Marines be raised in New York and Philadelphia, "where there must be now
numbers of Sailors unemployed."
On 28 Nov 1775, Samuel Nicholas was commissioned in Philadelphia, and recruiting began.
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First Regulations Formulated
On the same day that Samuel Nicholas was appointed Captain of Marines (28 November 1775),
Congress adopted the "Rules and Regulations of the Navy of the United Colonies."
They consisted of 44 articles formulated by John Adams and based upon British naval
regulations.
These regulations refer to the discipline, pay, and rations pertaining to all men serving aboard a
continental vessel.
In this document, we see the first distinction between enlisted ranks.
Drum and fifes received equal pay as corporals for their specialized skill.
It was amended in 1776 to increase prize money for all and the wages of officers in hopes of
competing with the private sector.
Standardizaion of Duties
In the early days of the American Revolution, little standardization of NCO duties and
responsibilities existed.
In 1778, America's first Inspector General instituted, "The Regulations for Order and Discipline
of the Troops of the United States," which was commonly referred to as, "The Blue Book."
These regulations outlined the details of the duties for:
Sergeants Major
They served as the assistant to the regimental adjutant.
They always attended the parade and were experts in counting off the battalions.
The sergeant major kept rosters, formed details, and handled matters concerning the "interior
management and discipline of the regiment."
Quartermaster Sergeant
They assisted the regimental quartermaster, whose duties were assumed during the
quartermaster's absence.
They also supervised the proper loading and transport of the regiment's baggage, when on the
march.
First Sergeant
They enforced discipline and encouraged duty among troops, maintained the duty roster, made
morning report to the company commander, and kept the company descriptive book.
• This book listed the name, age, height, place of birth, and prior occupation of every enlisted
man in the unit.
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Sergeant and Corporals
They were expected to instruct recruits in all matters of military training, including the order of
their behavior in regard to neatness and sanitation.
Outbreaks of disturbances were to be punished. Listings of sick were to be forwarded to the First
Sergeant.
In battle, NCOs were to close the gaps caused by casualties, encourage men to silence, and to fire
rapidly and true.
Attributes of the NCO
Von Steuben also emphasized the importance of selecting quality enlisted men for NCO
positions.
"The order and discipline of the regiment depends so much upon their behavior, that too much
care cannot be taken none to that trust, but those who by their merit and good conduct are
entitled to it."
There are eight attributes that should be looked for:
• Honesty
• Sobriety
• Remarkable attention to detail
• Neatness of dress
• Spirit to command respect and obedience of troops
• Expertness in performing every part of the mission
• Ability to teach
• Ability to read and write in tolerable manner
Role of the NCO
"It being the NCO that the discipline and order of a company in a great measure depend, they
cannot be too circumspect in their behavior towards the men."
These words ring as true today as they did in 1778.
1778
• Avoid familiarity
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• Answer for the squad committed to his care
• Examine before duty
• Teach recruits
• Suppress quarrels and disputes
• Preserve order and regularity
• Take the orders from whom they relieve
• Reconnoiter roads
• Use the most vigorous means to prevent any from leaving the ranks
TODAY
• No fraternization
• Small unit leader
- Morale
- Discipline
- Proficiency
- Esprit de corps
• Inspector
• Coach, counsel, mentor
• Corporal of the guard
• Lead small patrols
• Keepers of the traditions/disciplinarian
Mustering Out
Lt. Thomas Elwood was the last Continental Marine released from Service Sept. 1783.
For more than seven years, the small force of Marines did its part to achieve final victory against
the British.
Records indicate that 131 officers held commissions in the Continental Marines. The exact
number of non- commissioned officers and enlisted Marines is not known.
The thought of reorganizing the Navy and Marines did exist, but the finances of the new
government were in no condition to permit this luxury—until 11 July 1789.
Re-Establishing the Marine Corps
Impending War with France
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In preparations for the impending war with France, Congress sent President John Adams, "An
Act for Establishing and Organizing a Marine Corps," on 11 July 1798.
It specifically authorized 48 sergeants, 48 corporals, and 32 drum and fifes.
It also established the length of enlistment to be 3 years.
Should the President order Marines to duty on shore, it authorized the "Commandant of the
Corps" to appoint staff non- commissioned officers from "the line of subalterns, Sergeants and
Music, respectively."
• Sergeant-Major
• Quartermaster-Sergeant
• Drum and Fife-Major
NCO Distinctions
Commandant Maj William Ward Burrows, went about outfitting the new Marines through letters
of instruction.
He directed that the new uniform should consist of a short blue coat with red belt, edged and
trimmed with red, with common small naval buttons, blue pantaloons (trousers) edged with red,
and a red vest.
NCOs were distinguished in their dress by:
• Better quality cloth
• Yellow silk epaulets (2 for sergeant, 1 for corporal)
• Plumes made of (red) feathers
At this time, only sergeants were authorized to carry a sword "with brass handle."
Senior Non-Commission Officer
Drum Major:
21 Jan. 1799 - William Farr became the 1st drum major; however, Marine music dates back to
the 1775 recruiting efforts when drums were utilized to gain public interest. The first
documented concert for the Marine Band was on 21 Aug. 1800 in Washington D.C.
"Overlooking the Potomac."
Quartermaster-Sergeant:
May 1800 - A quartermaster-sergeant was appointed.
Sergeant Major:
1 Jan. 1801 - Archibald Summers is appointed the first sergeant major in the Marine Corps by the
Commandant of Marines. At first, this was the only post, similar to the Sergeant Major of the
Marine Corps today; however, by 1899, there were five sergeants major.
Fife Major:
August 1804 - Antoine Duplesses was serving as the first fife major.
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Military Specialties
It would be the next Commandant of Marines, LtCol Franklin Wharton, who suggested the use
of military specialties.
Tailor-Sergeant:
27 March 1804 - A skilled tailor is enlisted to supervise the manufacture of Marine Corps
uniforms. He receives the same pay as a sergeant plus eleven dollars, bringing the total to
twenty- two dollars a month.
The Secretary of the Navy, Robert Smith, did not support this request.
Intermediate Ranks
These enlisted grades dated back to the reestablishment of the Marine Corps and were utilized
throughout the War of 1812 until they were found to be inadequate.
The problem was that there were no intermediate ranks between sergeant and sergeant major.
In 1833, Congress established the rank of, "Orderly sergeant of post," (land) and, "First sergeant
at sea," to remedy the problem.
Orderly Sergeant:
In 1834, three orderly sergeants were working as clerks at headquarters. Their employment as
administrative specialists set a precedent. By the close of the civil war, the orderly sergeant was
second only to the sergeant major in pay.
First Sergeant:
The Act of 1833 referred to the non-commissioned officer in charge of a ship's guard as a first
sergeant. Their greater responsibilities both in leadership and administration were reflected by
their higher pay grade.
War with Mexico
The war with Mexico was America's first war on foreign soil.
402 Marines performed a variety of duties: participating in amphibious landings, acting as
infantry on a number of occasions, and garrisoning captured/seized objectives.
During this time, senior NCOs and orderly/first sergeants were placed in command of smaller
ship detachments without officer presence.
Marines "performed the heaviest labors in camp and trenches without failure or murmur, amidst
sand-storms of distressing frequency and violence, skirmishes by day and night, and under the
incessant fire of the enemy..."
-Gen. Winfield Scott
The courage and success of the Marines during the Battle of Chapultepec lives on in the Marines
Hymn lyric: "From the Halls of Montezuma."
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The "blood stripe" was added to the officer and NCO uniforms by Archibald Henderson, whose
son fought in the battle.
The Civil War ERA
Abolitionist Seize Harper’s Ferry
Since there were no troops in the area of Harper's Ferry, the Secretary of the Navy, Isaac Toucey,
quickly offered a solution:
"Send all available Marines at Headquarters under charge of suitable officers, by this evening's
train of cars to Harper's Ferry to protect the public property at that place, which is in danger by
riotous outbreak."
1st Lt Israel Greene, the officer of the day and only infantry officer at Marine Barracks,
Washington, mustered and armed 90 Marines and boarded them on trains for transport.
Greene selected his 12 best Marines for the assault with 12 in reserve, stormed the engine house,
and within three minutes the ordeal was over. Brown was captured, and the prisoners were
released unharmed.
Many of the Marines who served that day would leave the Service to join the confederacy.
The Onset of War
Early in the Civil War, there was a lack of experienced Marine NCOs and officers which plagued
the Marine Corps. Marines were kept busy manning ships and performing guard duty.
On 16 Jan 1861, before the attack on Ft. Sumter officially opened the war, Alabama militia led
by Florida authorities seized the Pensacola Navy Yard from a handful of Marines.
Marines rushed to reinforce Norfolk Navy Yard, but upon arrival they were given orders to
"destroy and abandon" since Virginia was seceding.
On 16 July 1861, one battalion of Marines consisting of 12 officers and 336 enlisted
accompanied Major General McDowell to humble the secessionists.
This was to be a great and easy victory for the United States forces however, the lack of
experienced NCOs and officers proved fatal and along with the Union Army they were routed by
the more experienced confederates at the 1st Battle of Bull Run.
On 25 July 1861, Congress signed an act to substantially increase the size of the Marine Corps to
one SgtMaj, one QtrMstrSgt, one drum major, one principal musician, 200 Sgts, 220 Cpls, 30
musicians, 60 drummers, and 60 fifers.
Marines participated in naval blockades from the Chesapeake to the Rio Grande and aided the
Army in movement by penetrating and patrolling rivers from the Potomac to the Mississippi.
Once again, during these amphibious operations, the smaller Navy vessels were supplied with
guards under the charge of sergeants and gun crews commanded by corporals.
"The Marines especially seemed to have sustained the reputation borne by their branch of the
service, as they receive [high praise] from all sides."
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- Flag-Officer William Mervine
Significant Civil War Battles
Pensacola
On Sept. 1861, Marines returned to Pensacola, the first federal facility to be seized by the
confederate militias.
Under cover of darkness, the Marines rowed into the harbor, then swam to the schooner Judah.
After desperate resistance, the Marines reached the Judah, freed her from her moorings, and set
her ablaze while a second group of Marines located and spiked the batteries in the harbor.
This marked one of the first union triumphs during the civil war.
Hilton Head
The Navy fleet succeeded in silencing enemy batteries on Bay Point and Hilton Head after a four
hour engagement with rebel steamers.
The attack resulted in all-out confusion and a rout of the enemy forces.
Led by a sergeant, Marines took possession of the Fort Walker on Hilton Head and raised the
American flag on South Carolina soil for the first time since the war began.
They held the forts until the arrival of General Sherman.
St. Helena Sound
12 Dec. 1861, Marines aboard the steamer Isaac Smith started up the Ashepoo River and trained
their guns on a house that served as headquarters for the confederate detachment in the area.
Under the bombardment, defenders scattered and Marines landed to destroy the building.
Later that month, they again tangled with the southern troops on the South Edisto River.
Hatteras
On 29 Aug., in spite of raging surf, landings took place in support of the Hatteras operation;
however, with just 300 men ashore, the operation was postponed.
However, the Marines had come to do a job, and they intended to complete it with or without
reinforcements.
The Marines marched on toward Ft. Clark to find the confederates had withdrawn to the more
impressive Ft. Hatteras.
The next morning, with the help of naval gunfire, Ft. Hatteras surrendered to the Marines.
Port Royal
On 3 Nov. 1861, the fleet arrived at Port Royal. With all navigational aids removed by the rebels,
the coast had to be surveyed and buoyed.
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By that late afternoon, gunboats pressed forward and seized Port Royal, which was to be used as
an advanced naval base of operations.
A Marine battalion, under the command of Major Jacob Zeilin, was formed at Port Royal and
rushed to assist the Federal Army in the seizure of Fort Wagner at the mouth of the Charleston
harbor.
These same Marines then conducted an amphibious assault from small boats to retake Fort
Sumter.
Potomac
A variety of circumstances rendered this "one of the most arduous duties on the whole insurgent
frontier."
40 Marines were assigned to the decaying ruin of Fort Washington to keep the Potomac open.
On 19 Aug. 1861, 200 Marines were assigned to the Potomac flotilla to scour the Maryland
countryside in search of confederate arms.
This flotilla continued service to keep the Potomac open, and it continued to capture every rebel
vessel that showed itself on the river.
Drewry's Bluff
On a dash up the James River toward Richmond, the fleet was halted by underwater obstacles
and shore batteries. Hit three times, the Monitor drifted downstream, leaving the Galena to
silence the confederates.
The Marines aboard the Galena were led by a sergeant. When enemy shells struck the powder
kegs, Cpl John Mackie rallied the survivors, carried off the dead and wounded, and was able to
get three guns back in action.
Mackie became the first Marine to receive the Medal of Honor.
Hampton Roads
Hampton Roads is often considered the most famous naval battle of the Civil War.
As the first battle between iron clad ships, it received international attention and immediately
changed the way war ships were constructed.
The last shots of the day were fired by the Marines chasing the confederate iron clad back up the
James River.
Post Civil War
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The gradual transition from linear tactics to maneuver warfare during the Civil War redefined the
leadership role of the NCO on the battlefield.
In 1862, MajGen Silas Casey, a veteran of Chapultepec, published Infantry Tactics for the
Instruction, Exercises, and Maneuvers of the Soldier, a Company, Line of Skirmishers, Battalion,
Brigade, or Corps d'Armee emphasizing the role of corporals and sergeants on the new
battlefield.
In all, 17 Medals of Honor were bestowed upon Marines for their courage and bravery during the
Civil War. Thirteen went to corporals and sergeants.
Technology advancements during the war brought into question the need for the Marines to serve
aboard naval vessels.
• Rifled cannons
• Steam-powered ships
• Steal-hulled ships
• Gatling gun
The Spanish American War to World War I
War with Spain
Introduction
As the Marine Corps struggled to justify its traditional roles, Congress tasked it with a new
mission:
"Provide forces that could occupy and defend advanced naval bases for the purpose of
resupplying the naval fleet."
The Marine Corps transformed into a permanent expeditionary force that could seize and hold
advanced naval bases.
It was also capable of providing small, highly trained light infantry forces for U.S. interventions
on foreign soil.
In the war with Spain, the U.S. sought to dislodge Spain from the last of its western and pacific
possessions.
Phillipines
Two days after war was declared, Commodore George Dewey sailed the fleet from Hong Kong,
and the fighting began in the Philippines.
The Spanish fleet was virtually destroyed at the Battle of Manila Bay, 1 May 1898. Lacking
manpower, the fleet lay siege to Manila.
Later, America purchased the Philippines from Spain in the Treaty of Paris on 10 Dec. 1898.
However, after fighting to gain their independence from Spain, they had no intentions of
becoming a colony to the westerners.
This led to the Philippine Insurrection the following year and America's first colonial war as a
world power.
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Cuba
On 22 April 1898, the U.S. North Atlantic fleet left Key West for Cuba.
War actually began when Marines captured Guantanamo Bay, establishing the first advanced
naval base in June.
Outnumbered 10 to 1, the Marines defended the advanced naval base against guerilla attacks for
three days in the sweltering heat; the weather conditions were as devastating as the enemy.
Devising an offensive plan, Col Huntington sent two companies to assault the enemy water
source at Cuzco and destroy the well.
During the ensuing battle, the lives of 51 Marines were spared death by the quick-thinking,
intrepid actions of the lone sergeant John Quick.
The victory at Cuzco caused the enemy to halt the attacks at Guantanamo and caused the enemy
to avoid further contact with the Marines.
Puerto Rico
Puerto Rico had been under Spanish rule since its founding by Christopher Columbus in 1493.
Eight thousand Spanish soldiers were garrisoned across the island, and when word of a possible
invasion went out, they were joined by 10,000 volunteers to defend the island.
The troop movement drew a lot of attention in the states, and newspapers began broadcasting the
invasion plans to include the landing site.
The operational commander, General Miles, changed plans without informing anyone and landed
on the opposite side of the island.
At 0845, a landing party of Marines went ashore, surprising the small force of Spanish soldiers
and raised the Stars and Stripes before moving north.
As the Army landed and began securing the southern side of the island, another landing party of
Marines under Lt. John A. Lejeune seized the Fajardo lighthouse (original planned landing site)
on the northern side.
Guam
Guam was under Spanish rule for 230 years and made an excellent advanced naval base for recoaling.
The cruiser Charleston was redirected to Guam on its way to Manila with orders to capture the
port with "such force as may be necessary."
Twelve rounds were fired upon the old (abandoned) Spanish fort of Santa Cruz that overlooked
Apra Harbor, but there was no return fire.
The island was so remote that the officials were unaware of the fact their country was at war,
thinking the 12 round salvo to be a salute from the arriving ship.
The Spanish governor was caught by surprise and surrendered without opposition when a
landing party of 30 Marines came ashore.
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Gunnery Sergeant
A wartime measure enacted on 5 May 1898 authorized the grade of gunnery sergeant.
The changing technical applications of warfare and the need for enlisted specialists led to the
creation of the new rank.
Initially established to recognize specialists in naval ordnance, the rank was expanded to include
communications specialists with the development of new signal equipment on the eve of World
War I.
Concurrent Conflicts
The Philippine Insurrection 1899:
Gunnery Sergeant John Quick would again see action in the Philippines.
After the massacre of the Army's 9th Infantry, Company C at Balangiga, the Marines would be
sent to the southern end of Samar to fight the guerrilla insurgents.
The war became a savage no-holds-barred guerrilla conflict made up of ambushes, violence, and
retributions.
"Stand gentlemen, he served on Samar," became a standard greeting for these Marines when they
returned to the states in honor of their character and sacrifice.
Of the six Medals of Honor for Marine actions on Samar, three would be earned by corporals and
sergeants.
The Boxer Rebellion 1900-1902:
Discontent with the foreign influence and presence in China had been growing more and more
violent since 1898.
Crisis erupted in China as the "Boxers" began violent protests, which included massacres.
The royal family of China and the Army were split in its support for the Boxers.
The U.S. and seven other countries were trapped inside the legation quarter of Peking where 50
Marines and allied troops protected them until relief arrived.
A battalion of Marines was sent from the Philippines to execute relief operations, among them
the famed Pvt Dan Daly and Lt Smedley Butler.
The Medal of Honor would be bestowed on 33 enlisted Marines who saw the most difficult and
dangerous portion of the defense [and relief].
Boxers
A member of the "Society of Righteous and Harmonious Fists," the group contained farmers and
other business workers who had been negatively affected by floods and droughts, opium trade,
and lost businesses. They blamed unequal treaties, political invasion, and Christian evangelism.
The name Boxer was given to them for their impressive martial arts skills and calisthenics, which
they believed made them impervious to bullets.
EIGHT COUNTRY ALLIANCE
United States
United Kingdom
Japan
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Russia
Germany
Austria-Hungry
Italy
France
The First World War
GySgt Dan Daly had received his second Medal of Honor and led the charge into Belleau Wood
with his now famous quote, "Come on, you sons of bitches! Do you want to live forever?"
In 26 days, the woods changed possession six times before the Marines seized the day and
effectively ended the German offensive. This battle also entrusted the American troops to their
European allies as "the best troops of the war."
A month later, John A. Lejeune was promoted to major general and given command of the 2nd
Division of the American Expeditionary Forces (AEF) marking the first time in history a Marine
commanded Army forces.
During this time, the Marines saw other significant firsts and gained world-wide recognition as
an elite fighting force.
French Fourragere
The French fourragere is a decoration instituted by Napoleon I for units distinguishing
themselves in battle.
The decoration was revived in 1918 by the French government and awarded by the French
Ministry of War to organizations that were cited more than once in the French orders of the
Army.
Three classes exist:
• First - Legion D'hoonneur (scarlet)
• Second - Medaille Militare (yellow/red)
• Third - Croix de Guerre (Green/Red)
During World War I, Marines of the 5th and 6th Regiments had the single honor of being the
only two regiments in the AEF to receive three citations.
This braided rope and spike embody the courageous conduct and fighting spirit of Marines and
Sailors who bravely established our fighting legacy as an elite land force.
Deil Dog
The origin of the term Devil Dog has been widely discussed and debated.
It originates from a statement made by the German high command, during the battle of Belleau
Wood, concerning a new and very determined adversary.
The statement: "Wer sind diese Teufelshunde?" translates as, "Who are these devil dogs?"
The German offensive had been progressing smoothly as the allied forces were fighting a
withdrawing battle.
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That was until they ran into double Medal of Honor recipient GySgt Dan Daly and elements of
the 5th and 6th Marines who not only refused to withdraw but chose to attack.
Women Marines
Opha Mae Johnson was the first of 305 women to be accepted for duty in the Marine Corps
Reserve.
Although most women filled clerical billets at Headquarters Marine Corps, some filled jobs at
recruiting stations, setting the precedence for their future service.
On 30 July 1919, orders were issued to separate all women from service.
Opha Mae was mustered out as a sergeant, achieving the highest rank of any female at the time.
Women did not see permanent service until World War II.
Marine Aviation
The official birthday of Marine aviation is 22 May 1912, the day Lt. A.A. Cunningham reported
to Annapolis "for duty in connection with aviation."
Along with Cunningham, the first enlisted Marine assigned to aviation, Sgt. James Maguire, also
reported to Annapolis and become well-known and respected at the Marine camp.
In 1917, with war being declared on Germany, Marine aviation began a rapid expansion of
manpower and equipment and an aggressive campaign to go to France and fight.
A.A. Cunningham is known as the Father of Marine Aviation not just because he was the first
Marine aviator but for the significant contributions he made in establishing the organization of
Marine aviation.
• 1st Marine aviator
• Rented his own airplane for training
• Recruited aviation candidates, both officer and enlisted
• Influenced the initial missions of Marine aviation:
- Anti-submarine
- Land reconnaissance
• Acquired appropriate aircraft
• Formed aviation organizations
• Establish air-ground team concept after WWI
First Marine Corp Aircraft – Combat Planes
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While the seaplanes of Naval aviation's initial mission focused on anti-submarine warfare, the
Marines expanded to include land planes that provided reconnaissance and spot artillery for the
brigade.
• 1st Aeronautic Company, sea planes, were the first American aviation unit to see combat on 9
January 1918 with 12 officers and 133 enlisted Marines.
• 1st Aviation Squadron, land planes, would arrive 30 July 1918 as the 1st Aviation Force and
begin flying with their British counterparts.
To reach its authorized strength, Marine aviation started recruiting and training specially
qualified enlisted Marines as aviators.
Qualifications to be an enlisted aviator:
• Superior physique
• Weight between 135 and 165 pounds
• Age of 19-39 years
• Two years of college
The first official enlisted Marines to undergo pilot training were 1stSgt J. Makolin and GySgt W.
McCaughtry on 1 Jan 1916. They forged the way for future enlisted naval aviation pilots (NAPS)
in the Marine Corps.
On 14 October 1918, Marine 2ndLt Ralph Talbot and his observer, Cpl Robert G. Robinson
fought off 12 enemy aircraft and were awarded the first Medals of Honor in Marine aviation
history.
Between the Great Wars
The Third Pay Grade
World War I emphasized the need for military technicians as well as troop leaders.
The Army passed a law prescribing seven enlisted pay grades.
The Marine Corps reexamined the duties and command relationship of its NCOs based on the
new Army model.
• 1st pay grade - Sergeants major and quartermaster sergeant
• 2nd pay grade - First sergeants and gunnery sergeants
• 3rd pay grade - No equivalent
• 4th pay grade - Sergeants
• 5th pay grade - Corporals
• 6th pay grade - Private first class
• 7th pay grade - Privates, drummers, and trumpeters
Too often Marines were being promoted from sergeant to gunnery sergeant with no naval
ordnance experience.
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To fill the gap, the Marine Corps promoted the first group of staff sergeants in the spring of 1923.
Specialist Pay
The practice of "additional pay" stirred up discontent among the enlisted ranks; however, in 1920
it would be retained with the establishment of four classes of technicians that extended to
aviation, band, cooks, and armorers.
All non-commissioned officers, regular or technical, received probationary warrants that could
be revoked in six months.
As the years progressed, so did the number of technical grades.
1925-Master technical sergeant created
1926-Paymaster sergeant created
1931-Music allowed promotion through sergeant
1935-Master gunnery sergeant created and cooks allowed promotion through master technical
sergeant
On the eve of World War II, titles and pay grades were repetitive and confusing by the nature of
the special duties.
Master technical Sergeant
Master technical sergeant was a combination of two Army grades, master sergeant indicating top
pay grade and technical sergeant indicating technical duties.
General Lejeune and his advisors felt that such a rank would prove useful to Marine aviation.
In 1935, it extended to mess cooks.
Music
While drum majors still existed, drummers and fifers had fallen from the NCO grades to the
lowest pay grade.
The fife was abandoned for the trumpet on 1 July 1881, but the term fifer was not officially
changed to trumpeter until 1899.
The dissatisfaction of undergoing four to six months of training at Parris Island while others
moved on after eight weeks, and the lack of advancement opportunities, caused many fifers to
transfer to line duties.
In 1931, the Commandant authorized the promotion of drummers and trumpeters up to the rank
of sergeant, and by 1934 it was approved in Congress.
In 1937, drum and trumpet were redesignated, "field musics," since every musician was skilled at
both drum and trumpet.
Members of the Marine Band continue to be called musicians.
Master Gunnery Sergeant
The rank of master gunnery sergeant was created in the autumn of 1935.
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It gave an opportunity for advancement to specialist in the Marine Corps' customary duties of
ordnance and gunnery.
This addition was necessary due to the continuing misassignment of gunnery sergeants who were
sometimes detailed as mess sergeants.
Congress initially authorized 12 master gunnery sergeants.
Cooks
The billet of cook had been in dissension since the creation of the gunnery sergeant specialty
(1898) because cooks were excluded.
Although cooks were specialists in their own regard, promotion was seen as giving them more
authority than they could handle within the organization. (specialist vs. troop leader)
The problem was temporarily solved with the authorization of "additional pay" in 1908.
While considered bad in the 1920s, the lot of Marine Corps cooks had grown worse by 1935.
Once a skilled cook reached the grade of sergeant, he had no prospect for advancement except
requesting transfer to line duties; but what commanding officer wanted to part with a good mess
steward to gain an untrained sergeant of the guard?
The Commandant corrected this by authorizing master technical sergeants in the first pay grade
to hold warrants as cooks. This made a "distinctive improvement" in food quality.
World War II
Preparations For War
The years leading up to WWII saw Marines successfully defending the U.S. Postal Service in an
era of violent crime in the United States.
The presence of the high profile combat veteran Marines guarding the mail resulted in safe
passage for the postal service as robberies ceased immediately.
Under the leadership of Commandant John A. Lejeune, the Marine Corps was also developing its
combined arms amphibious warfare doctrine.
By 1933, the Fleet Marine Force (FMF) was organized and equipped for amphibious operations
and training to perfect the new doctrine.
For the first time, sergeants major were selected exclusively from the roster of first sergeants.
The Inevitable Conflict
While war in Europe erupted in 1939, the United States declared neutrality to avoid conflict
while guarding against totalitarian penetration of the western hemisphere.
Total Marine Corps strength stood at 19,432 with only 4,840 assigned to the FMF.
FMF was divided into two brigades, supported by Marine aircraft groups (MAGs).
• 1st Brigade / 1st MAG (East Coast) Quantico, VA
• 2nd Brigade / 2nd MAG (West Coast) San Diego, CA
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• Scouting squadron (VMS-3) Virgin Islands
Gradually, Marines were drawn deeper into short of war operations in support of Great Britain
and its allies.
Caught by Surprise
At 0755, the stillness of a Sunday morning was broken by the screaming whine of Japanese dive
bombers on the Hawaiian islands. Ewa Marine Corps Air Station was the first hit.
Caught off guard but swift to respond, the Marines had 13 machine guns in action and shot down
the first enemy aircraft at 0820.
Although disappointed with the results of their raid, hoping to catch the Pacific fleet carriers in
Pearl Harbor; the Japanese continued the offensive.
• Guam
• Wake Island
• Philippines
• Midway (turning point)
Significant Events Effecting the NCO
The Navy Appropriations Act of June 1920 limited the number of officers serving in the Marine
Corps; however, it did not limit the number of pilots.
The Marine Corps turned to the experience of its non-commissioned officers to fill the need for
pilots throughout the war.
In flight operations, experience dictates position.
While airborne, enlisted pilots could assume section lead, or even plane commander, with lessexperienced officers under them.
On the ground, the traditional officer-enlisted relationship resumed.
These NCOs set the high professional standards for those who would follow.
Women would once again answer the call to proudly serve when the Marine Corps Women's
Reserve was established in February 1943.
Unlike other Services, the Commandant Gen. Holcomb stated, "They don't have a nickname and
they don't need one. They are Marines."
Authority and discipline brought challenges to the traditional all male environment, but
eventually women were accepted as Marines.
In most cases, men supervised women on the job, but matters of discipline had to be referred to
senior female Marines or to the commanding officer.
Due to their intense desire to be accepted as Marines, female Marines were their own worst
critics, and peer pressure to walk a straight line proved effective.
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165 years after John Martin, Isaac Walker, and one other served in the Continental Marines, the
door was open for qualified "colored male citizens of the United States...to serve in a combat
organization."
On 25 June 1941, President Franklin Roosevelt issued Executive Order 8802 directing the
federal government to lead the way in desegregation.
Once the order was issued, the Commandant of the Marine Corps was determined to make it
work.
Training was segregated, and only "talented officers and experienced NCOs" were selected to
conduct their training at a place known as Mumford Point, later changed to Montford Point.
The first recruits arrived at Montford Point on 26 Aug. 1942.
Montford Point Marines
The first to arrive had special skills that were utilized to help run the base after graduation.
Since the entire unit would eventually consist of black enlisted men, the new Marines at
Montford Point had to fill all NCO billets.
Controlled by battalion allowance, promotion was determined by experience, length of service,
and demonstrated ability.
To form a fully functioning cadre of black corporals and sergeants, the white NCOs were
promptly returned to the fleet once the black NCOs were selected and trained.
After the war, Commandant Gen. Vandergrift announced that due to their superior performance
"[these men] are no longer on trial. They are Marines, period."
In 1949, Montford Point was decommissioned, ending segregation in the Marine Corps.
Native American Contributions
As the war was fought island to island, the Japanese used their considerable skill to intercept
messages being sent by American forces; however, there was one they could not break: the
Navajo code used by the Marine Corps.
The idea came from Philip Johnston, a missionary's son who grew up on a Navajo reservation.
On 5 May 1942, the first 29 Navajos arrived in San Diego for basic training. For many it was
their first time off the reservation. However, by the end of the war, some 540 Navajos had served
proudly.
For three years, wherever the Marines landed, the Japanese got an earful of strange noise as the
Navajo Marines huddled over radio sets, transmitting and receiving vital information.
The Korean Conflict
Simplifying Pay Grades
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During the war, the need for specialists created a mushroom effect on the enlisted rank structure.
With special pay being abolished, the Marine Corps could no longer separate technical skill from
leadership ability, except by special warrant.
Marine Corps planners realized a great deal of modification would be required with the advent of
the IBM machine.
Effective 1 Dec 1946, the new designations of rank went into effect.
Branch or specialty titles were no longer used, and the "square" chevron was discarded for the
"rocker" style chevron for all staff non-commissioned officers.
Three Major Changes
There were three major changes to the enlisted rank structure during the Korean War that led
closer to today's system.
The Career Compensation Act of 1949 turned the pay grade system upside down, placing
privates in the pay grade E-1 and master sergeants in pay grade E-7.
In 1954, sergeant major and first sergeant are brought back by the Marine Corps in the pay grade
E-7 and placed above master sergeant.
The Career Compensation Act was amended, authorizing the pay grades E-8 and E-9.
The two new pay grades did not alleviate overcrowding at the top.
Pusan Perimeter
On 25 June 1950, eight divisions of the North Korean People's Army crossed the 38th parallel
and invaded the Republic of Korea.
Gen. Douglas MacArthur requested a Marine regimental combat team to be deployed to the Far
East.
Within just five days, the 1st Provisional Marine Brigade, elements of the 5th Marines with
Marine Air Group 33, were in route to Pusan, Korea.
The "Fire Brigade" stopped the North Korean attacks in its area before being pulled to reinforce
the 1st Marine Division landing at Inchon.
The Marines' complex amphibious landing at Inchon and recapture of the South Korean capital
of Seoul broke the back of the North Korean People's Army invasion.
The Marines were used as fire brigades, moving from place to place to stamp out enemy threats.
Not only did the Marines effectively beat back the North Korean attacks, but they spearheaded
the first U.N. offensive of the war. The fire brigade had restored the confidence of the U.N.
troops by destroying of the myth that the North Koreans were invincible.
Chosin Few
From Seoul, the Marines moved north.
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The weather was turning bitter cold as the Marines reached the far end of the Chosin Reservoir
when they were unexpectedly attacked and cut off by twelve Chinese Communist Divisions.
This marked the first time American troops did battle against communist forces.
Through sheer courage and perseverance, the integrated ground and air actions enabled 14,000
Marines, soldiers, and Royal Marine troops to fight their way 78 miles in temperatures reaching
negative 40 degrees Fahrenheit to break out of the entrapment.
Never in history has small unit leadership proven so successful in an organization than it did
among the heroes of the Chosin Reservoir.
Better Prepared
When the Korean War broke out, less than 10 percent of the Marine Corps had seen combat.
In 1950, a Marine officer was still an officer, and sergeants behaved the way good sergeants had
behaved since the time of Caesar, expecting no nonsense, allowing none.
The Marine Corps had not lost sight of its primary mission—to fight.
Marines were better prepared to take up the fight because of pride and training.
Pride in themselves and their service allowed the Marines to absorb the rough blows of war and
know how to adapt.
They had the discipline not to question orders, but to execute them as intelligently as possible.
Aviation
When the 1st Provisional Marine Brigade deployed to Korea, MAG-33 consisted of two fighter
squadrons (VMF-214 and VMF-323): a night fighter squadron (VMF(N)-513) and an
observation squadron (VMO-6) with attached helicopters from HMX-1.
During the Korean War, Marine aviation saw sweeping changes that called for specially trained
enlisted technicians; the changes made Marine aviation a lethal combined arm asset.
Integrated Air-Ground Team
The modern Marine air-ground team truly takes its departure from the crucible of the Korean
War. Having learned valuable lessons in World War II, the Marine Corps went to extremes in the
late 40s to educate its air and ground officers together and to structure them under a single
command. Never had close air support been delivered more closely than in the first months of
the Korean War. The Marine air-ground team was a source of great envy by the Army
commanders who saw its decisive results.
Enlisted Naval Aviator Pilots
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The Korean War advanced military aviation fully into the jet age. The Marines replaced their
aging F4-U Corsairs with the Grumman F9F-2 Panther. When VMF-311 brought the first
Panthers to Korea, on 10 Dec 1950, several of its pilots were enlisted aviators. MSgt Avery Snow
was the first NAP to complete 100 combat missions in a jet. A year later, MAG-33 would be all
jet.
Helicopters
The Marine Corps was the last Service to receive the helicopter but became the first to integrate
the aircraft as an integral part of air-ground operations. On 8 July 1950, HMX-1 sent 8 officers,
30 enlisted, and 4 Sikorsky HO3S-1 helicopters to the West Coast for immediate deployment to
Korea, marking the first assignment of a Marine helicopter squadron to the Fleet Marine Force.
The hard-working HO3S- 1s performed such a wide variety of tasks and became so
indispensable that Marine and Army commanders demanded more helicopters.
Corsairs to Panthers
Once again, during time of war, the Marine Corps looked to its sergeants to provide experienced
pilots. Although the NAP was not new, the extent to which the Marine Corps utilized enlisted
pilots was unique, especially in combat. The Marine Corps had the largest number of noncommissioned aviators. Many of these flying sergeants flew helicopter and jet aircraft in heavy
action in Korea. Enlisted aviators were an integral part of the Marine Corps combat capability.
The End of Segregation
Throughout much of the Korean War, the trace of black Marines is extremely hard to follow as
there was no indicator of race on records.
The continual flow of replacements coming into Korea soon brought senior NCOs such as GySgt
Edgar Huff to lead integrated combat units.
Leading a unit filled with all white SNCOs, GySgt Huff noted "I couldn't have been treated any
better than I was."
Many in the Marine Corps were determined to make integration work.
It was official Marine Corps policy that "every Marine is a green Marine."
Over 10,000 blacks joined the Marine Corps between 1951 and 1952 and filled billets for which
they were trained and experienced.
They earned the respect of their fellow Marines in direct ratio to how well they did their job.
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Vietnam
An Imbalance at the Top
In 1958, compression at the top led to rank imbalance and confusion.
The proportion of NCOs in the Marine Corps had climbed to 58% of the total enlisted strength,
compared to the 25% of 1941.
The increased mechanized nature of war had shown the need for more military technicians in
modern warfare, resulting in an increase in NCOs.
There were E-7s supervising other E-7s while corporals were performing the same job after
promotion as they did before.
The traditional prestige of the NCO, necessary to any military service, was declining at a time
when it should have been increasing.
The solution came on 25 Nov 1958 when the CMC ordered a revision to the rank structure,
adjustments for proficiency pay without inflation of rank, and a reward system for outstanding
achievement.
Make Room for the Private
In the revision of 1958, the ranks of corporal through master sergeant were upgraded one pay
grade, making room for an additional private rank.
Since technical duties were required in quite a few other fields, the term technical sergeant was
abandoned and replaced with gunnery sergeant.
The rank of master gunnery sergeant was also revived to provide leadership to occupational
fields.
Sergeant Major of the Marine Corps
It was a logical step from the early traditions of the Marine Corps to appoint a senior NCO to the
staff of the Commandant.
The Sergeant Major of the Marine Corps had no duration of appointment and served at the
pleasure of the Commandant.
This rank has a number of duties, primary of which is to advise the Commandant on all matters
pertaining to enlisted Marines.
He also accompanies the Commandant in all major visits to field commands and official trips.
SgtMaj Wilbur Bestwick was the first to fill the new office from 23 May 1957-31 Aug 1959.
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Geneva Accords of 1954
As a result of the Geneva Accords of 1954, French influence in South Vietnam was waning as
American influence was increasing.
With the expansion of the U.S. advisory efforts, HMM- 362, the first Marine tactical unit was
deployed to Vietnam. They flew missions in support of South Vietnamese troops fighting the
Vietcong.
By 1965, the conflict had intensified and more and more American troops poured into theater, to
include the 9th Marine Expeditionary Brigade (MEB) at Da Nang on 8 March.
The Vietnam War tested the limits of decentralized authority and once again proved the
effectiveness of small unit NCO leadership in such battles as:
Da Nang
Hue City
Khe Sahn
Con Thien
Mayaguez Incident
TET offensive
Dewey Canyon
Hamburger Hill
Sargeant Major of Women Marines
As the Director of Women Marines, Col. Margaret M. Henderson established the billet of
Sergeant Major of Women Marines.
The duties of this newly established billet were similar to those of the Sergeant Major of the
Marine Corps: to advise the director on all matters concerning enlisted female Marines.
This billet was eliminated by the 26th Commandant who directed women to be reassigned as
members of a single unified Marine Corps in 1977.
There were six women who served as Sergeant Major of Women Marines.
• SgtMaj Bertha P. Billeb - 18 Jan. 1961
• 1stSgt Evelyn E. Albert - Oct. 1963
• SgtMaj Ouida W. Craddock - 1 Dec. 1966
• SgtMaj Mabel A. R. Otten - 1 Aug. 1969
• SgtMaj June V. Andler - 30 April 1972
• SgtMaj Grace A. Carle - 30 April 1974
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Combined Action Unit Project
The famous "hearts and minds" of the Vietnamese villager could scarcely be won unless the
government could provide security.
Drawing on "small wars" experience, the Marines created combined action platoons (CAP),
placing squads of Marines in hamlets to serve side by side with Popular Force (PF) platoons.
Led by sergeants, these Marines set the example for the PF forces, giving them confidence in
their ability to defeat the VC.
They provided small engineering project assistance to the village people, contributed to the local
economy, provided medical assistance and training, and developed relationships of trust that
defeated the insurgent style of warfare.
Most importantly, these NCOs asserted themselves despite language and color barriers,
demonstrating the instincts, passions, fears, hates, and loves that comprise the human condition
in war.
Making a Diffrence
In Marine Corps history, Marines have exceeded the boundaries of their ranks through superior
performance.
Carlos Hathcock was one of those Marines.
As a corporal, he won the 1965 Wimbleton Cup 1,000 yard championship.
As a sergeant in Vietnam he became the most legendary sniper in the United States military and
law enforcement community.
Carlos was not just an outstanding shooter.
In 1969, returning to Vietnam as a staff sergeant, Carlos found the sniper community had become
sloppy and undisciplined due to poor leadership, losing both its reputation and its mission.
SSgt Hathcock ran the platoon sergeant off and began rebuilding the kind of morale, discipline,
proficiency, and esprit that make great units.
One Tough Marine
Young Marines choose mentors from those who have demonstrated themselves by extraordinary
personal example.
Don Hamblen was such a Marine.
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In 1962, Sgt Hamblen drifted into a high power line during a parachute jump, leaving his left leg
amputated below the knee.
Yet, he did not quit in the face of adversity and repeatedly demonstrated his self-determination
and courage to overcome his misfortune.
He fought all the way to Congress to stay in the Marine Corps, passing all the arduous physical
tests required of reconnaissance Marines in the process and encouraging others.
He became the first amputee to serve in combat in the Republic of Vietnam inside the elite
Special Operations Group.
Significant NCO Contributions
In the dense jungles of Vietnam, it fell upon the small unit leaders to fight the distributed
operations that contributed to the strategic goal: to provide a country its independence.
Crisis Intervention
Expeditionary Role
Operation Eagle Claw
Operation Eagle Claw was a response to the Iranian hostage crisis. On 4 Nov. 1979, an angry
mob of "students" laid siege to the American Embassy in Tehran, Iran.
The Marine embassy guards were ordered to stand down by the Ambassador, fearing a futile fire
fight.
What followed were 444 days of captivity for 52 Americans and a botched rescue attempt, Desert
One, resulting in the death of three Marine NCO aircrewmen.
• Sgt John D. Harvey
• SSgt Dewey L. Johnson
• Cpl George N. Holmes
The rescue attempt spawned the beginning of night vision capabilities in aviation. The hostages
were released as President Ronald Reagan was sworn into office 20 Jan. 1981
Operation Urgent Fury
On 25 Oct. 1983, the U.S. invaded the island of Grenada and overthrew the People's
Revolutionary Government to protect U.S. citizens and restore a lawful government.
The island was divided, giving the Marines the northern half and the Army Rangers the southern
half.
Marines assigned to Marine Amphibious Unit 22 conducted helicopter-borne operations, seizing
the airport at Pearls and the nearby town of Grenville.
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When Navy Seals became surrounded in an attempt to rescue the British Governor, Marines once
again lifted off to relieve the pressure and free the Seals.
On 2 Nov., Marines embarked back to their ships and continued on to Beirut, Lebanon.
Operation Just Cause
In April 1988, Marines deployed to Panama in response to the unstable political situation.
The Marine Corps was assigned the western portion of Panama and the defense of the U.S. naval
base, which later extended to include Howard AFB.
On 15 Dec. 1989, Panama declared war on the U.S. In the days that followed, service members
and dependants were harassed, and a Marine lieutenant was killed at a local checkpoint.
On 20 Dec., the U.S. responded. Already familiar with the AO, the Marines crossed the line of
departure (LOD) at 0100, quickly seizing their objectives.
Within two weeks, a new government was established; however, they were forced to employ
repatriated PDF, and the Marines found themselves patrolling with the same people they just
confronted.
Cooperation and mutual support were quickly established due to the lack of heavy resistance and
the Marines' adaptability.
The Air War
On 2 Aug. 1990, Iraqi forces invaded Kuwait, catching the world by surprise. After failed
negotiations, on 17 Jan. 1991, joint multinational forces responded with the first phase of
Operation Desert Storm—the air war.
Third MAW units launched devastating precision attacks against strategic targets to blind and
then destroy enemy positions. Having dropped 18,000 tons of ordnance, the air attacks took such
a toll on the Iraqi forces that enemy soldiers were attempting to surrender to fixed-wing aircraft
flying overhead.
The Ground War
The second phase, the ground war, started on 24 Feb., with 1st and 2nd MarDiv attacking the
Iraqi "impenetrable" barrier plan head-on as a diversionary plan while the Army's main attack
moved to envelop from the west.
However, the Marines were attacking through the barrier plan "like water," achieving such
success that the main attack had to catch up to cover the Marines' left flank.
Utilizing every facet of our warfighting concept with precise air operations, amphibious
demonstrations, and versatile land tactics, the Marines led one of the most successful assaults in
modern history—ultimately proving the validity of the MAGTF.
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Operation Restore Hope
Despite international aid being sent to Somalia between 1991 and 1992, the world watched on
TV as 300,000 people died of starvation.
President George H. Bush ordered 145,000 tons of emergency food supplies to Somalia;
however, with 80% of the aid being looted and stolen by warring clans, there was no hope that
the supplies would get to the intended targets.
In Dec. 1992, Marines from the 15th MEU secured the Mogadishu airport as a forward
operations command post, then began securing the rest of the country to open supply routes.
The Marines had replaced anarchy and fear with order and security, and in May of 1993 they
transferred command to the Turkish U.N. command in a formal ceremony.
However, the warlords were waiting for the lesser experienced forces. In June, 24 Pakistani
soldiers were killed on an inspection mission.
In August, 4 U.S. Army military policemen were killed by a remote detonated mine.
Task Force Ranger consisting of elite Army special forces units was sent to respond, resulting in
a world broadcast of the failed attempt to capture the criminal warlord Mohamed Farrah Aidid.
Restore Hope was more than just Mogadishu. Marines secured supply routes throughout the
country.
War on Terror
USMC in the 21 Century
Strategic Corporal in the Three Block War
A vision of the 31st Commandant of the Marine Corps, Gen. Charles Krulak, the strategic
corporal is the key to the three block war concept.
With the increasing nature of the Marine Corps crisis response role, it was clear to Gen. Krulak
that the modern battlefield would find Marines facing the challenges of full-scale combat
operations, peace-keeping operations, and humanitarian aid all in the space of three city blocks.
To be successful, the small unit leader must be capable of independent action while making
major decisions.
To develop the strategic corporal, honor, courage, and commitment must be emphasized.
These small unit leaders should have a strong character with a commitment to life-long
professional development.
14th Sergeant Major of the Marine Corps
On 1 July 1999, SgtMaj Alford L. McMichael became the first African-American to serve as the
Sergeant Major of the United States Marine Corps.
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"For us, it's not about being African-American, it's not about being anything other than being a
Marine. And if you're a Marine, it's about being a great American."
SgtMaj McMichael also became the first Sergeant Major of the Marine Corps to continue service
after leaving office when he accepted the position as the senior enlisted advisor to NATO in
2003.
World Trade Center Attack 2001
On 11 Sept. 2001, a series of four coordinated attacks upon the United States captured the
attention of the world.
An Islamic terrorist group named Al-Qaeda, based out of Afghanistan, hijacked four passenger
planes intentionally crashing two into the World Trade Center in New York City and a third into
the Pentagon.
The fourth airliner plot, United Airlines flight 93, was foiled by American citizens, crashing in a
field in Pennsylvania and never making it to its intended target.
The United States responded, launching the War on Terror, and the Marines of the 15th MEU and
26th MEU invaded Afghanistan.
Operation Enduring Freedom (Afghanistan)
Four weeks after the terrorist attack on the United States, the U.S. and coalition forces launched
Operation Enduring Freedom on 7 Oct. 2001, marking the first major conflict of the 21st century.
Aimed at dismantling the Al-Qaeda terrorist organization and removing the Taliban regime from
power, the coalition created a viable democratic state.
Marine forces from the 15th and 26th MEUs landed in southern Afghanistan and began heavy
fighting to interdict Taliban and Al-Qaeda forces, gathering intelligence on their leader, Osama
bin Laden.
In Oct 2004, Afghanistan held its first democratic elections, and the rebuilding process continues
with U.S. forces providing security and training.
Operation Iraqi Freedom (Iraq)
In the aftermath of the terror attacks on 11 Sept. 2001, President George W. Bush named Iraq in
the "Axis of Evil."
After failing to comply with U.N. weapons inspections aimed at determining weapons of mass
destruction capabilities, the Iraq regime was given 48 hours to step down.
On 19 Mar. 2003, United States and coalition forces began major combat operations to oust the
problematic regime and stabilize the region.
I MEF and U.S. Army V Corps attacked across the Kuwaiti border into Iraq in what would
become known as the "Dash to Baghdad."
Coalition forces moved farther and faster than anyone thought possible, and by 8 April, Baghdad
International Airport had been secured.
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The invasion led to an occupation and reconstruction period that saw an increase in hostilities
giving way to the development of a democratic Iraqi Parliament and creation of Iraqi security
forces.
On 15 Dec. 2011, the Iraq War was declared over.
Females in Combat
The new conflict of the 21st century opened the door for increased opportunities and challenges
for female Marines due to the strict cultural operating environment.
Since the early stages of the Iraq war, female Marines had operated outside the wire, alongside
infantry units.
In 2004, the Marine Corps created Lioness, which provided female personnel to military units to
search Iraqi women.
Female engagement teams in Afghanistan comprised of two to four female Marines spend weeks
in austere locations to search and interact with local women.
Female Marines, like all Marines, met the challenge, adapted, and evolved into an important
resource to successfully reach local communities—a cornerstone in counter-insurgent operations.
Military Integrated Transition Teams (MITT)
As part of the reconstruction process, the military integrated transition teams, or MITTs, were
established to provide quality training and organization to Iraqi-led soldiers.
Similar to the Vietnam combat action platoons (CAPs), these teams would be integrated with
local national forces sharing meals and fighting alongside them.
Unlike the CAP, these units consisted of 11- 15 Marines commanded by a major with five
officers and 8 enlisted Marines.
What the Future Holds
The non-commissioned officer will continue to be the key foundation in the successful
implementation of the United States Marine Corps.
Efforts are ongoing to improve the small unit leader's intuitive decision-making across the
MAGTF.
Because the only way to improve the decision- making process is to make decisions, virtual and
physical training devices, and systems that enhance our ability to immerse Marines in timeconstrained scenarios are being utilized to create the next generation of Marines who will lead
our Corps and defend our nation.
Character development through life-long professional military education and the development
and sustainment of leadership traits and principles will continue to be the focus.
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Quiz
HISTORY OF THE NCO END OF LESSON QUIZ
SCORE: 80%
PASSED
Question 1
What is the origin of the rank of corporal?
Your answer: First used in Rome, head of the guard.
Correct answer: First used in Italy, the head of the square.
Question 2
From the list below, select four of the eight attributes of an effective NCO in 1778.
Your answer (correct): Neatness of dress,Ability to read and write in a tolerable
manner,Honesty,Sobriety
Question 3
What year did Montford Point close ending segregation in the Marine Corps?
Your answer (correct): 1949
Question 4
In 1925, what rank did General Lejeune claim would benefit Marine aviation?
Your answer (correct): Master Technical Sergeant
Question 5
The foundation of the strategic corporal places emphasis on __________.
Your answer (correct): Character
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Understanding Ethos
Defining Ethos
Ethos is the fundamental character or spirit of a culture.
It encompasses the beliefs, customs, and practices of a group.
The Marine Corps has its own ethos.
• First and foremost, every Marine is a rifleman.
• We exist to fight and win wars.
• Marines are soldiers of the sea, unique amongst soldiers of the world.
• We honor our traditions and those who have gone before us.
• We sacrifice ourselves for the success of our mission and our corps.
• Forged in the bonds of brotherhood, we take care of our own.
Our Marines have been distinguished by these beliefs from the beginning. To this day, our ethos
still shape who we are.
Warrior Ethos
History demonstrates that elite warrior societies lived by special codes, or ethos, that guided their
actions and elevated their reputations.
The code of conduct, laws of war, and rules of engagement come from our values and do not
diminish our ability to fight and win; in fact, on the battlefield these values become a combat
multiplier.
Never have we had more potential for small unit leaders to decide the fate of our success.
The smallest of gestures can have win a battle or lose a war.
All Marines must understand the impact of personal conduct on themselves, their fellow
Marines, the mission, and national strategy in a counterinsurgency environment.
If a Marine fails to uphold our standards and values in garrison, how can we expect that same
Marine to uphold these critical foundations in the chaos of combat?
Developing Warrior Ethos
The foundation of the warrior spirit is discipline.
Discipline is a way of life for those in the profession of arms, and Marines have long stood tall in
the eyes of the world for their dedication to warrior ethos.
To develop warrior ethos, one must master the mental, moral, and physical discipline that assist
in overcoming the demanding characteristics of the nature of war.
Mental Dicipline
Marine leaders are expected to be students of the art and science of war at all levels. They must
have a solid foundation in military theory and must be knowledgeable of military history.
Mental discipline is developed through the professional studies of the art of war and the
profession of arms.
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• Professional military education
• Battle case studies
• Cultural studies
• Marine Corps Professional Reading Program
Moral Discipline
The moral compass required on today's battlefield is imbedded in our individual character.
Therefore, the focus of our Marine Corps leadership philosophy is character development to
achieve moral discipline.
Core Values
Honor
Courage
Commitment
Leadership Traits
Justice
Judgment
Decisiveness
Integrity
Dependability
Tact
Initiative
Enthusiasm
Bearing
Unselfishness
Courage
Knowledge
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Loyalty
Endurance
Leadership Principles
Know yourself and seek self-improvement.
Be technically and tactically proficient.
Know your Marines and look out for their welfare.
Keep your Marines informed.
Set the Example.
Ensure the task is understood, supervised, and accomplished.
Train your Marines as a team.
Make sound and timely decisions.
Develop a sense of responsibility among your subordinates.
Employ your unit in accordance with its capabilities.
Seek responsibility, and take responsibility for your actions.
Physical Discipline
Ancient warrior societies placed such emphasis on the physical discipline required in combat that
they trained to Olympic standards.
Physical discipline is an indispensable aspect of leadership, and it is essential to the day-to-day
effectiveness and combat readiness of the organization.
Developing physical discipline within yourself and your Marines will gain the unit intangible
benefits which will be evident in every aspect of their duties.
Marines expect physically challenging duties. If not sustained, their warrior ethos begin to erode.
Marine Corps Water Survival Training
Marines are amphibious in nature and expected to operate in the littoral regions of the world.
Water survival training equips Marines with ability to confidently negotiate water obstacles and
survive in an emergency aquatic situation. Water survival training aslo provided excellent low
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impact cardiovascular training and develops the confidence to not only operate but to excel in
any clime and place.
Physical Fitness
Physical fitness contributes to the health and well-being of every Marine through regular
exercise, health education, and fitness testing. High-levels of physical fitness in a unit lead to
equally high-levels of morale, discipline, proficiency, and esprit de corps. The Marines will have
a “can do” attitude and be able to adjust to changes with every little effort.
Combat Conditioning Program
Units are required to conduct five combat conditioning session per week in accordance with
MCO 6100.13. This requirement may include MCMAP, MCWST, or other operation-specific
conditioning. This small investment has a big payoff in warrior ethos and unit cohesion.
Marksmanship
As members of an elite profession of arms, Marines must be skilled and highly proficient in the
use of firearms. This gets to the very heart of out wartime mission to locate, close, with, and
destroy the enemy. Allowing Marines to work with and master their individual weapons
reinforces an indomitable warrior spirit. On today’s battlefield Marines are realizing the Marine
Corps ethos “Every Marine a rifleman” as they are called upon to work outside their primary
MOS to support combat operations.
Marine Corps Martial Arts Program
MCMAP is an integrated, weapons-based system that incorporates the full spectrum of the force
continuum on the battlefield, and contributes to the mental, moral, and physical development of
Marines. Hand to hand combat dated back to the boarding parties of the Continental Marines.
Nothing builds warrior ethos more that the confidence of know how to take care of yourself
when push comes to shove.
Making Marines and Winning Wars
Marines undergo a personal transformation at recruit training where they are ingrained with a
sense of service, honor, and discipline.
Marines are taught a sense of interdependence and a determination to win our nation's battles.
This transformation must continue throughout a Marine's service and must not be allowed to dim
when the Marine reaches their first unit or a particular rank.
The Marine Corps' survival depends on this lasting transformation of our most precious asset, the
Marine.
The Marine Corps is depending on you to accomplish this mission.
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Leadership Foundations
Defining Leadership
Leadership is the sum of those qualities of intellect, human understanding, and moral character
that enable a person to inspire and control a group of people successfully.
Based on mutual respect resulting from shared experience, leadership is the combination of
intangible qualities of our ethos and the more tangible elements of our leadership philosophy.
These tangible elements must be fostered in all Marine Corps organizations.
Core Values
Feared by enemies, respected by allies, and loved by a nation, Marines are a special breed.
This reputation was gained and maintained by a set of enduring core values.
They are guiding beliefs and principles that give us strength, influence our attitudes, and regulate
our behavior.
These values should guide performance, behavior, and conduct, both in and out of uniform.
The actions of one reflect upon us all.
Honor
Honor is the bedrock of our character. It is what guides us ethically and morally in our daily
conduct.
Honor means:
• To respect human dignity
• To have respect and concern for each other
• To never lie, cheat, or steal
• To abide by an uncompromising code of integrity
Honor is the quality of maturity, dedication, trust, and dependability that make us who we are.
It drives Marines to act responsibly, be accountable for their actions, fulfill obligations, and
ultimately hold others accountable to theirs.
Courage
Courage, the heart of our core values, is the mental, moral, and physical strength ingrained in
Marines to overcome fear and master challenges in our daily lives as well as in combat.
It means having the inner strength to be different, adhering to higher standards of personal and
professional conduct.
It allows us to make tough decisions when surrounded by fear and pressure.
Both on and off the battlefield, courage is what sets Marines apart from other Services.
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Commitment
Commitment is the spirit of our core values.
It is the dedication to those higher standards that lead to the mastery of the profession of arms
and the art of war.
Commitment reflects our attitude in action, the internal drive to better oneself, to sacrifice, and to
achieve where others have failed.
It pushes us past our barriers, allowing us to train at high-levels, exceed expectations, and stand
tall when we hear the Marines' Hymn.
Commitment is that individual quality that keeps us coming back better and stronger.
Leadership Principles
While leadership traits develop our character; leadership principles develop our ability to
perform in leadership billets.
Many Marines may remember some of these principles, but they are not consistently applied.
It is not enough to simply have a knowledge of these tenets.
The leader must instinctively apply these principals while assisting subordinate Marines in
adapting them into their daily routines.
Know yourself and seek self-improvement.
Be technically and tactically proficient.
Know your Marines and look out for their welfare.
Keep your Marines informed.
Set the Example.
Ensure the task is understood, supervised, and accomplished.
Train your Marines as a team.
Make sound and timely decisions.
Develop a sense of responsibility among your subordinates.
Employ your unit in accordance with its capabilities.
Seek responsibility, and take responsibility for your actions.
Leadership Traits
Small unit leaders conduct the tasks, complete the missions, and ensure unit effectiveness for the
command.
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Your influence and impact on the growth of subordinates as future leaders determines the level of
the unit's success.
To develop small unit leaders, efforts must go beyond training to attain tactical and technical
proficiency.
Investment must be made in the development of leadership traits.
Counseling sessions should support the development of the leadership traits in Marines,
enhancing their ability to analyze themselves by asking:
• What are your two weakest leadership traits and why?
• What is your strongest leadership trait and why?
• Here are my observations and suggestions.
A Marine who masters these traits will unequivocally set the right example both personally and
professionally
Justice
Judgment
Decisiveness
Integrity
Dependability
Tact
Initiative
Enthusiasm
Bearing
Unselfishness
Courage
Knowledge
Loyalty
Endurance
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Leadership Philosophy
The objective of Marine Corps leadership is to develop the leadership qualities of Marines,
enabling them to assume progressively greater responsibilities to the Marine Corps and to
society.
Those qualities that every leader should possess include technical proficiency, moral
responsibility, and the ability to inspire.
We grow our own leaders, and if we do not continue to do this effectively, the Marine Corps, as
we know it, will cease stand out as an elite organization.
Leaders cannot expect these teachings to be common sense. They must imbed them in every
aspect of training, mentoring, and counseling to develop the next generation of elite warriors less
we become just another service.
Aligning Values
Every leadership effort is affected by the relationship between the values of the leader and those
of the followers.
Leaders must know their own values to assess and provide guidance towards the values of others.
As we deal with our Marines, we become aware of their values based upon their attitudes and
behaviors. Their behaviors may initially suggest certain attitudes, but over time we may realize
those attitudes are founded upon deeply held values.
Realizing a Marine's attitude and values is essential for a leader to inspire and direct that
Marine's behaviors.
Individual / Personal Values
Values are basic ideas about the worth or importance of people, concepts, or things that are
obtained through our experiences in life.
You may place a high value on such things as healthy living, personal property, relatives, or
friendship.
Values influence your behavior because you use them to weigh the importance of decisions.
For example: If a person values comfort more than a lean healthy body, they continually make
choices between eating and exercise that may ultimately result in becoming unhealthy and
overweight.
Leaders have the ability to influence the beliefs and values of their Marines by
• Setting the example.
• Rewarding appropriate behaviors.
• Conducting challenging training.
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The Transformation
Values are the benchmark for leadership.
Young men and women join the Marine Corps with predetermined attitudes which may or may
not correlate with our organizational values.
Marines, left without guidance or supervision, will use their personal values to determine what
they will or will not do.
Leaders must provide consistent guidance and supervision, especially early in a Marine's career,
to reinforce organizational values and affect the behavior of Marines.
Aligning a Marine's personal values with our organizational values avoids disciplinary problems,
which require a considerable amount of the leader's valuable time.
Marines whose values and attitudes parallel those of the organization, strengthen themselves and
the unit.
Organizational Values
Group attitudes and values usually reflect the consensus of the attitudes and values of the
individuals that make up that group.
Marine Corps values of integrity and loyalty have been desired traits for many years and have
proven to be necessary on the battlefield.
History is replete with accounts of Marines who have shown exceptional commitment to our
organizational values, making extraordinary sacrifices and demonstrating exceptional bravery.
It is the commitment to organizational values that initially attract young Americans to join the
Marine Corps.
Examples of Marine Corps Values
Embodying Leadership Traits
Application of Leadership Principles
Promptness
Maintaining Neat Personal Appearance and Soldierly Bearing
Accomplishing the Mission
Ensuring Troop Welfare
Maintaining Discipline and Obedience to Orders
Sacrificing Individual Needs for the Benefit of the Group
Consummate Professionalism
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Value Conflicts
Once a Marine graduates recruit training, they are highly motivated toward the Marine Corps and
achieving its high standards. They have expectations of dynamic leadership and tough training.
Too often, after reporting to their units, standards become lowered; training becomes routine;
expectations dim; motivation drops; and value conflicts begin.
A Marine's first unit is the most important factor in sustaining their organizational values.
Emphasis should be placed on setting the example and ensuring a challenging and progressive
development of the Marine's leadership and technical capabilities.
A Marine should find good leadership, a sense of belonging, and purposeful work (belief in the
mission).
Obstacles
If a Marine feels there are too many obstacles to allow them to integrate into the unit, they will
fail.
Often, these obstacles are unit-imposed and can be overcome through good small unit leadership.
The most common of these obstacles are:
Insufficient Leadership Training
Some units become overwhelmed with the daily administrative running of the command and
operational mission sets. If they focus on these issues alone, they lose sight of the value of
investing in leadership training. Adequate time must be carved out of the schedule to continue
developing the leadership values the Marines joined the Marine Corps to experience.
However, as a sergeant, you do not have to wait for the command to schedule time to inspect or
to conduct physical conditioning with your Marines. A uniform inspection sustains the pride in
wearing the uniform, and physical conditioning builds confidence and cohesion. The lack of
either will create the opposite effect.
Insufficient Contact
Commands often fail to monitor the progress of Marines, especially when assigned temporary
duties away from the command. Frequently these Marines return to the command with the
feeling of isolation.
The rifle range is one example where Marines are assigned and expected to "go qualify and get
back to work." As a sergeant, you have an opportunity to provide refreshment training on the
fundamentals of marksmanship and conduct snap in time sending the Marines off with
confidence in themselves and their chain of command. Follow that up with a visit to the range on
the first day of live fire to reinforce what you taught and you will avoid this obstacle while
building a cohesive unit.
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Identification With Peers Vice Organization
When there is a breakdown in the relationship between subordinates and seniors in a unit,
Marines only identify with their peers and not with their units. Marines become loyal only to
those Marines within the immediate group.
Senior enlisted Marines must develop those relations amongst the subordinates to influence their
values. As a sergeant, there is nothing wrong with socializing with your Marines, as long as the
rank is not abandoned for convenience. In this manner, should an incident occur, there is no
doubt who is making decisions or if it is official.
Leadership Turnover
Some leadership billets experience a high- degree of turnover, which degrades the leader's ability
to foster effective working relationships and loyalties. Essential leadership principles take time to
resonate with subordinates.
A sergeant should provide the element of stability to the Marines during turnovers assisting them
in understanding changes while reinforcing standard procedures. Ensure they are properly
represented to the new leadership and never miss an opportunity to brag about your Marines and
what they have accomplished.
Individual Impact on Unit Mission
Some Marines fail to make the connection between small unit objectives and the command
mission. Failing to understand the impact they have on the operation of the unit causes them to
disassociate from the unit. Everyone wants to be a part of the team.
As a small unit leader, teach a belief in the mission and the importance of mission
accomplishment. Every job you assign is a personal mission, and success is paramount as it is a
reflection on the team. This includes field day, daily clean up, FOD walk, tool control, technical
publications, and weapons maintenance. Personal success in accomplishing these smallest of
missions should lead to trusting them with larger, more important, missions and build a sense of
pride.
Lowered Marine Corps Standards
As Marines witness deviations from, and a lack of adherence to, required standards, their
opinions of both the command and the standards suffer. Lowering or overlooking standards
affects the sustainment process by reducing the Marines' expectations of the Marine Corps and
reducing their sense of accomplishment, degrading discipline.
Once a standard is dropped, the Marine will expect that same lower standard to continue to other
assignments, setting that Marine up for failure. Enforcing the organizational values sustains the
goals each Marine had when they joined the Marine Corps and keeps them motivated to succeed.
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Insufficient Challenges
Young people join the Marine Corps to be challenged to the limits of their capabilities and
beyond. When units or leaders have low expectations and lack creativity, disillusionment occurs.
Physical conditioning is just one aspect of continuing to challenge Marines. Set up a daily
physical conditioning program with measurable goals and then have fun accomplishing them.
Anything that continues to develop their warrior ethos will be met with enthusiasm and create
strong cohesion amongst unit members.
Operational Tempo
When a command's focus on training for upcoming operations, deployments, and exercises
overrides efforts to develop subordinate Marines as leaders, morale begins to deteriorate, and
values become conflicted. In high operations tempo, if missions are only assigned to the most
experienced Marines to expedite accomplishment or to get it done right the first time, the other
Marines will feel un-empowered and will fail to see their impact on the mission.
Developing junior leadership is a fundamental factor in sustaining our organizational values.
Ensure a challenging and progressive training vision for your Marines by gradually adding
responsibilities.
Traditional Values
When traditional Marine Corps values stimulate and foster a closeness among the individuals in
a unit, the result is a unit that is able to maintain cohesion and achieve even the most challenging
of tasks in a chaotic environment.
They become adaptable.
Indicators of Leadership
Responsibility and Accountability
Leaders assume responsibility for the discipline, proficiency, morale, and esprit de corps of their
assigned unit.
The indicators of leadership can be positive or negative depending on the ability of the leader to
successfully meet the challenges.
The assessment of any type or size of unit can be made using these four indicators of leadership.
Moral
Moral is the state of mind of an individual or unit.
It depends on their attitude toward those things that affect them.
A low state of morale can make the simplest of tasks impossible to achieve.
High morale enhances unit cohesion and combat effectiveness.
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High morale gives the Marine a feeling of confidence and well- being, allowing them to face
difficult challenges with determination.
A leader can measure morale through close observation, frequent inspections, routine
conversations, and counseling.
Moral Indicators
Zeal, or the willingness of a Marine to do their job above and beyond that which is expected, is a
result of morale.
These are some indicators to look for when assessing morale. (May be positive or negative)
• Appearance and hygiene
• Personal conduct
• Condition of quarters
• Standards of military courtesy
• Attitude during training
• Responsiveness to orders and directives
• Interpersonal relationships
• Requests for transfer and re-enlistment rate
• Care of equipment and weapons
• Sick call rate
• Unauthorized absences
• Use of alcohol and drugs
Moral Builders
Morale is not achieved through special liberty, alcohol, and USO shows.
A leader can improve morale by:
• Teaching a belief in the mission
• Instilling confidence in leaders and subordinates
• Carefully considering job assignments
• Keeping Marines aware of any opportunities for personal growth
• Establishing an effective awards program
• Getting the Marines into top physical condition
• Developing a competitive spirit
• Keeping the Marines informed
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• Eliminating rumors immediately
• Teaching the profession of arms and demanding perfection
• Being enthusiastic
Discipline
Discipline is the individual or group attitude that ensures prompt obedience to orders and
appropriate action in the absence of orders. It is what sets Marines apart.
Discipline should not stem from fear of punishment but from a genuine sense of obligation to
maintain the high standards of Marine conduct.
NCOs share this responsibility for maintaining proper standards of discipline, not just within
their individual units but in the Marine Corps as a whole.
Sloppy standards of discipline quickly erode into sloppy performance of duty. If a unit exhibits
sloppy standards of discipline, its officers, SNCOs, and NCOs should be held accountable until
proper standards have been attained.
It is the result of good training and intelligent leadership.
Discipline Indicators
NCOs are expected to act decisively and support each other in maintaining the high standards of
discipline.
Without discipline, a unit cannot function effectively, and the reputation of our organization
fades into history.
Here are some indicators of discipline:
• Attention to detail
• Relations among Marines
• Conduct on and off duty
• Promptness in response to orders
• Adherence to chain of command
• Performance without supervision
• Standards of cleanliness, dress, and military courtesies
• Proper senior subordinate relations
• Devotion to duty
• Physical fitness
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Improving Discipline
Punishment for breaches in discipline can be necessary to correct or eliminate unacceptable
behaviors, however if every NCO, SNCO, and officer recognized their responsibility to maintain
high standards of discipline, such instances would be exceedingly rare.
Here are some ways to improve discipline:
• Set the personal and professional example.
• Encourage peer discipline.
• Ensure leadership principles are practiced by all NCOs, SNCOs, and officers.
• Set and maintain a fair system of rewards and punishments.
• Resort to punitive measures only when necessary.
• Develop mutual trust and confidence through training.
• Encourage and foster self-discipline.
• Eliminate negative conditions conducive to breaches of discipline.
• Consistent accountability toward unit and organizational values, orders, and directives.
Proficiency
Proficiency is the technical, tactical, and physical ability of the individual and unit to accomplish
the mission.
Technical training will produce qualified technicians, but how the Marines accomplish their
assignments when it is critically necessary determines their proficiency.
A unit will attain proficiency when the unit leader demands high standards of individual and
group performance.
Proficiency results largely from training; therefore, much of the leader's time must be spent
supervising training.
Proficiency Indicators
Proficiency enables Marines to sustain themselves on the battlefield and to perform effectively in
garrison by practicing those personal and professional traits that distinguish them as Marines.
Here are some specific things to look for when evaluating a unit's proficiency:
• Personal appearance and physical conditioning
• Appearance and condition of equipment, quarters, and workspace
• Unit reaction time in various situations
• Professional attitudes
• Troop-leading ability
• Degree of skill during assignment
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• Promptness and accuracy when carrying out orders
Developing Proficiency
When Marines are thrust deep into a chaotic battlespace, often operating in small teams, their
will to fight and succeed will hinge upon their ability to fight as an effective, cohesive team.
The key to being successful in combat is the development of proficiency.
Here are some ways to develop or improve proficiency:
• Be technically and tactically proficient.
• Thoroughly train individuals in their duties.
• Emphasize teamwork and chain of command.
• Provide cross-training.
• Ensure training is realistic.
• Allow members to perform the duties of the next higher rank.
• Set high standards.
Esprit De Corps
Esprit de corps is the loyalty to, pride in, and enthusiasm for one's unit.
This group spirit provides vertical and horizontal cohesion.
Esprit implies loyalty and devotion to the unit with deep regard for the unit's history, traditions,
and honors.
It is largely dependant on the satisfaction the Marines get from belonging to the unit, their
attitudes towards other members of the unit, and their confidence in the unit's leadership.
History has indicated that units with high spirit have the ability to defeat armies greater than
three times their size.
Esprit De Corps Indicators
A unit with esprit de corps has a degree of zeal, snap, and pride that clearly indicate it is
functioning by a force of its own.
Here are some indicators of esprit de corps:
• Enthusiasm and pride in the unit
• Units reputation among other units
• Competitive spirit
• Willing participation in unit activities
• Pride in history and traditions of the unit
• Willingness to help one another
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• Belief that the unit is better than any other
• Re-enlistment rate
Building Esprit De Corps
We are a brotherhood of Marines. Fierce pride in the Marine Corps and our unit is a source of
enduring strength.
"The few, the proud, the Marines" is a way of life.
Here are some ways to improve esprit de corps:
• Have an effective check-in and welcome-aboard program.
• Develop a sense of unit success over individuality.
• Recognize and publicize unit and member achievements.
• Make good use of ceremonies, insignias, mottos, history, and traditions.
• Encourage healthy competition to generate teamwork.
• Use decorations and awards properly.
Developing a Strategy
The four indicators of leadership are used to assess the success or failure of the unit's leadership.
This includes the small unit (fire team).
Regardless of your occupational specialty, it is essential to have some vision of the result you
desire and how you intend to achieve it.
By using these indicators, the leader can determine the unit's leadership needs and develop a
training program and vision to fulfill those needs.
Styles of Leadership
Philosophy
Leadership is the life-blood of the Marine Corps.
Drawing upon knowledge gained from reading, personal experience, professional education, and
tactics passed down from Marine to Marine, it is up to each Marine to capture their own ideas
and combine them with current Marine Corps doctrine to continue our legacy of developing
subordinate leaders.
To exercise good leadership, a Marine must be consistent; however, their style of leadership must
be flexible since no one style is applicable for all situations.
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Telling Style
The telling style of leadership is one-way communication.
Marines are expected to be ready to step forward and take control of any situation.
The leader makes a decision and announces it without input from subordinates.
This authoritarian type of leadership is to be expected in critical, time-sensitive situations.
It is also appropriate when dealing with inexperienced subordinates or when a behavior
modification is desired.
Overuse of this style of leadership hampers the development of subordinate leaders and will
erode morale, discipline, proficiency, and esprit de corps.
In the selling style, the leader presents a decision, allows subordinates to know what went into
the decisionmaking process, and invites questions and comments.
This style provides an avenue of better understanding and experience that will come in handy
when subordinates have to make decisions on their own.
Subordinates learn to view the decisionmaking process from the leader's perspective, thus
building esprit de corps the next time a decision is made.
When leaders have confidence in their subordinates and can foster two-way communication,
mutual trust and respect is formed.
Overuse of this style of leadership leads subordinates to question the leader's motives and ability
to make decisions.
In the participating style of leadership, the leader presents a problem before making the decision
and requests suggestions or courses of action (COAs) from subordinate Marines.
Two-way communication is utilized to fully discuss possible alternative solutions, looking at the
problem from every angle possible.
The leader then makes the decision, accepting or rejecting the different ideas, and taking full
responsibility.
The participating style promotes initiative and ingenuity among subordinates and builds
confidence as well as teamwork.
It is used by leaders who are confident in themselves and their subordinates.
The participating style becomes troublesome when used excessively out of fear of being
unpopular or disliked.
Delegating Style
Delegating is the hardest style of leadership to develop as a leader.
It requires the highest levels of trust and confidence in a subordinate or group of subordinates;
therefore, the Marines must be trained and developed to achieve it.
When using this style, the leader's goals, objectives, and restrictions are clear to the subordinate.
The leader defines the limits and allows subordinates to make decisions within those limits.
This is not done entirely without supervision; however, the subordinate executes and performs
the plan with minimal supervision and is held accountable for the results.
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This leadership style is ineffective if used by a leader who is withdrawn or who does not care
about the mission at hand as demonstrated by their lack of supervision.
Transition of Styles
To exercise good leadership, a Marine must be consistent; however, leadership styles will vary
depending on the amount of authority the leader decides to use or delegate, based on the situation
and the demonstrated capabilities of the subordinate.
No one style applies for all situations.
The leader must be able to assess the situation and have the flexibility to change styles when
necessary.
Sticking with one style can erode morale or hamper the leader's ability to control a situation.
The ultimate goal is to delegate or decentralize authority, but it is a two-way street:
• The leader must train and develop the subordinates.
• The subordinates must demonstrate professional capabilities to earn it.
The Decision Making Process
Decision Making
Decisionmaking is the mental process that results in the selection of a course of action from
several alternative solutions.
The human mind naturally observes, orients, decides, and acts with every action incorporated
into our day. It is a subconscious process similar to the natural respiratory pause taught in the
fundamentals of marksmanship.
Mastering this mental process will allow you to improve your decisionmaking ability just as
mastering the respiratory pause allows you to consistently hit your target at 500 yards (and
beyond).
Education and experience play important roles in the decision cycle as they provide an increase
in the number of possible solutions.
The Mental Process
John Boyd first identified the four-step mental process known as the "decision cycle," "OODA
loop," or "Boyd cycle."
The process applies to any two-sided conflict from hand-to- hand combat to large-scale military
engagements.
The process is used to generate better decisions and faster responses.
It is proven that the side that consistently completes the cycle faster gains an advantage that
increases with each cycle.
Although this decision cycle has been implemented in the command and control component of
warfighting, it is a valuable tool in developing the individual decisionmaking process and can be
utilized to understand how we make decisions or analyze the decisions of others.
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The Loop
Observe
We take in information about our position, our surroundings, and our enemy. Sometimes we
actively seek the information; sometimes it is thrust upon us.
Orient
Next we orient; making certain estimates, assumptions, analyses, and judgments about the
situation creating a mental image. In other words, we try to figure out what the situation means
to us.
Decide
Based on our orientation, we decide what to do. This decision can take the form of immediate
action or a more organized, deliberate plan.
Act
This step puts the plan into action. This includes disseminating the orders, supervising to ensure
proper execution, and monitoring results. Having acted, we have changed the situation, and so
the cycle begins over again.
Challenges
Challenges to our decision cycle may be brought on by organizational and personal value
conflicts.
Values are influenced by religious, social, legal, and ethical beliefs.
When one or more of our beliefs conflict, friction develops in our decision cycle.
Marine Corps organizational values are clearly defined, and leadership is available to provide
guidance on a daily basis; therefore, Marines tend to encounter more friction in their personal life
than in their profession.
The closer the alignment between personal and organizational values, the less friction exists in
our lives.
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Quiz
SCORE: 83%
PASSED
Question 1
Which aspect of warrior ethos can be developed through the professional studies of the art of war
and the profession of arms?
Your answer (correct): Mental discipline
Question 2
Which element of the foundation of leadership gives Marines the inner-strength to be different,
to adhere to higher standards of personal and professional conduct?
Your answer (correct): Courage
Question 3
What initially attracts young Americans to join the United States Marine Corps?
Your answer (correct): Organizational values
Question 4
Which indicator of leadership can be developed by resorting to punitive measures only when
necessary?
Your answer (correct): Discipline
Question 5
This leadership style becomes troublesome when used excessively out of fear of being unpopular
or disliked.
Your answer: Telling
Correct answer: Participating
Question 6
What process is used to generate better decisions and faster responses?
Your answer (correct): OODA Loop
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The Purpose of Close Order Drill (COD)
History of Drill
The history of drill is as old as the history of warfare itself. It has been used as the basic training
tool of every elite military organization the world has known.
It teaches disorganized groups of men to set aside differences and work in unison as a cohesive
team.
Individuals gain awareness of their own bodies and learn to interpret the type of implicit
communication vital to the profession of arms.
Commanders gain confidence in their own abilities to make decisions and control large groups in
an organized manner, which in turn gives the unit confidence in its leader.
This is precisely how America developed a military strong enough to defeat the experienced
British Army.
Prior to Valley Forge, the Continental forces were little more than a disorganized militia. Baron
Von Steuben instituted the first official dill manual of the United States, the "Blue Book."
Blue Book
Baron Von Steuben's experience as a Prussian staff officer gave him particular knowledge of
drill, tactics, and discipline largely unknown outside of Prussia. This would prove valuable
information to the Americans.
With a model company of 100 soldiers, Von Steuben introduced a system of progressive training
with roles and responsibilities for each rank that were to be strictly adhered to. Then he set about
training them personally. Without knowing the English language, he single-handedly forged the
company into a professional organization that would successively train the other units.
Promoted to Inspector General, Von Steuben wrote "The Regulations for the Order and
Discipline of the Troops of the United States," commonly known as the "Blue Book" for the
color of its binding.
The Blue Book can be viewed in its entirety online at the Library of Congress.
Five Purposes
Drill and ceremonies are just as important today as they have been in the past with regard to
training elite military troops and commanders.
Today commanders use close order drill to:
Move Units from one place to another in an order manner
Provide simple formations from which combat formations may be readily assumed
Teach Discipline by instilling habits of precision and automatic response to orders
Increase the confidence of junior officers and NCO’s through the exercise of command
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Give troops an opportunity to handle individual weapons
Use of Formations
Although the use of formations on the battlefield may have been transformed by modern
technology, their organizational and ceremonial use has changed very little.
Formations are used to:
• Build unit cohesion and esprit de corps during promotion and awards ceremonies.
• Maintain continuous accountability and control of personnel.
• Provide frequent opportunities to observe the appearance and readiness of personnel and
equipment.
• Keep the individual Marine informed.
• Develop command presence in unit leaders.
• Instill and maintain high standards of military bearing and appearance in units and in the
individual Marine.
• Add color and dignity to the daily routine, reinforcing the traditions of excellence and
discipline associated with the profession of arms.
Applications of Drill and Ceremonies
Drill and ceremonies are applicable to every Marine and it is our responsibility to maintain the
foundation of our profession.
When conducting them, ensure compliance with the drill manual to keep high standards of
uniformity and discipline.
The misuse or lack of drill and ceremonies will cause a leader to experience the opposite of the
intended values of discipline, pride, and cohesion within the unit.
• Promotion and awards ceremonies for sergeants and below only.
• SNCOs and officers not in formation or forming separately.
• Large bodies of SNCOs and officers mobbing vice forming up to move from place to place.
• Lack of formations to hand out awards and promotions.
• Lack of retirement ceremonies to celebrate service.
Any military unit that discounts the necessity of drill and ceremonies will cease to portray
desired military virtues, and their members will begin to lack warrior qualities.
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Common Close Order Drill Terminology
Definitions
Alignment is the dressing of several elements in a straight line.
It teaches attention to detail and awareness of your position with regard to your surroundings.
Alignment has other practical applications within the profession of arms that cab be reinforced
through drill.
The assembly area is a designated location for forming units of platoon size, or larger, in
preparation for a parade, review, or ceremony.
A known location for the troops to gather and rehearse while awaiting orders.
Arms is a term normally used to designate the service rifle, but it can refer to any weapon during
the conduct of drill.
When in formation with mixed weapons, the term is used to designate all types of weapons.
The base is the element upon which the movement is regulated.
It anchors the movement.
Examples:
The base of a column right is the squad in the direction of the turn (4th squad).
The base of a dress right is the guide.
Cadence is a rhythmic rate of march at a uniform step.
There are two types of cadence.
Quick Time is 112-120 (30 inch) steps per minute
Double Time is 180 (36 min) steps per minute
Cadence is used to keep the formation in step so that the same foot of each element hits the deck
simultaneously, sounding as one.
Cadences have been adapted to sing-song style; however, caution should be used to ensure that
the sing-song cadence does not distract the commander or the unit from from staying in step,
covered, and aligned.
Center is the middle element of the formation with an odd number of elements or the left center
element of the formation with an even number of elements.
Depth is the space from front to rear of an element or formation. The depth of an individual is
considered to be 12 inches.
Front is the space occupied by a formation, measured from flank to flank. The front of a
individual is considered to be 22 inches.
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A ceremony is a formal military gathering designated to observe a specific event.
Unit leadership should make good use of ceremonies to recognize all Marines within the
command.
At the battalion-level, all Marines, regardless of rank, should receive the same award and
promotion ceremonies to prevent the appearance that these ceremonies are only for junior
Marines, demeaning a critical tool used to increase morale.
To gain the desired intangible benefits of a ceremony, all efforts are made to ensure a
professional ceremony is conducted with snap and pop.
Commands
Preparatory Command
The preparatory command indicates that a movement is to be executed and may indicate the
direction of the movement.
The command should be executed with a rise and inflection in the voice.
Those preparatory commands that cause supplemental movements should be heavily accented on
the last syllable.
Example: Emphasis on "Forward, MARCH" would be "For-WARD." At this point the guide
executes carry guidon.
Command of Execution
The command of execution causes the desired movement to be executed.
It is given in a sharper and higher pitch than the preparatory command's last syllable.
A good command of execution has no inflection, but it must have a sharp emphasis.
If properly given, troops will react with snap and precision.
Combined Command
These commands combine the preparatory command and the command of execution.
Examples: "AT EASE," "FALL IN," and "REST."
They are given in the same manner as a command of execution without pitch.
Supplementary Commands
Supplementary commands cause the unit components to act individually.
An example would be the commands squad leaders give following the platoon commander's
preparatory command, "Column of Files From the Right" and before the command of execution
"MARCH."
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A formation is an arrangement of elements within a unit.
The two most common formations are line and column.
Distance is the space between elements in the direction of depth.
Between individuals, the space between your chest and the person to your front.
Between vehicles, the space between the front end of a vehicle and the rear of the vehicle to its
front.
Between troops in formation, the space from the front of the rear unit to the rear of the unit to its
front.
In troop formations, the distance between ranks is 40 inches (chest to back).
A file is a single column of troops or vehicles, one directly behind the other.
The flank is the right or left extremity of a unit, either in line or in column.
It is the element on the extreme right or left of the line.
This is a direction at a right angle to the direction an element or a formation is facing.
The guide is the individual (base) who regulates a formation's march.
A guide directs the course and leads the formation.
Interval is the lateral space between elements on the same line.
Interval is measured from shoulder to shoulder between individuals and from hub to hub or track
to track between vehicles.
It may also be measured between separate units within the formation measuring flank to flank.
Normal interval between individuals is one arm's length.
Close interval is the distance between shoulder and elbow when the left hand is placed on the left
hip.
The pace is the length of an individual step.
The step is the distance measured from heel to heel between the feet while marching.
There are four different steps in close order drill.
Side Step (Left or Right) – 12 inches
Half Step – 15 inches
Quick Time – 30 inches
Double Time – 36 inches
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Platoon Formations and Drill Movements
In platoon drill, two or more squads are merged into a platoon with a platoon headquarters.
There are two basic platoon formations
Column
Squads are numbered from right to left in column.
The platoon is normally marched in column at normal or close interval with the squad leaders in
front of their squads.
In column formation, the platoon sergeant follows the last member of the right file (squad).
The platoon commander will either march at the head of the left file (squad) or remain 6 paces
from the platoon.
When the platoon commander is not present, the platoon sergeant takes the platoon commander's
post and drills the platoon.
The unit leader will march to the left and parallel from a position where they can best control the
unit.
Extra members may fall in at the rear starting with first squad, then third (or fourth) squad, and
then the remaining may evenly fill in the formation.
Line
Squads are numbered from front to rear in line.
The platoon normally forms in line with squad leaders on the right of their squads.
The platoon may only march in line for short distances only.
Normally, the platoon will march in the column formation.
In line, the platoon commander's post is six paces and centered on the platoon.
The platoon sergeant takes post to the left of the left member of the rear rank in line.
Forming the Platoon
The platoon sergeant will take position three paces from the point where the center of the platoon
will be and if applicable draw sword.
To form the platoon, the command given will be "FALL IN" or "At Close Interval, FALL IN."
The guide will take post so that the first rank will be centered and three paces from the platoon
sergeant.
The first squad leader should fall in to the left of the guide and align at normal or close interval.
Other squad leaders fall in directly behind the first squad leader and establish 40" distance.
Interval will be established only by first squad. All other members of the platoon gain interval by
covering on the member of the rank to their front.
All personnel will fall in at the position of attention.
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The Report
After the platoon is formed, the platoon sergeant commands, "Report."
In sequence from front to rear, the squad leaders will salute and provide their report.
"ALL PRESENT" or "(Rank and name) absent"
The platoon sergeant will return each salute then face about.
To receive the platoon, the platoon commander takes post three paces from the platoon sergeant
who will salute and deliver the report.
The platoon commander will return the salute and may discuss absentees and issue necessary
instructions before commanding the platoon sergeant to "Take Your Post."
If the platoon commander does not receive the platoon, the platoon sergeant will take three paces
forward and assume the duties of the platoon commander.
Aligning the Platoon
The purpose of these movements is to dress up the alignment of the formation.
They may be executed when halted on line or in column formation.
The commands are "Dress Right (Left), DRESS" or "At Close Interval, Dress Right (Left),
DRESS" while on line.
On the command of execution, "DRESS," all members except the squad leaders will smartly turn
their heads to the direction of dress (right or left).
At the same time, everyone except the last rank will provide interval by raising their left arm to
the appropriate position (normal or close).
Dress left may be used to align the platoon to the center element of a parade.
To align a platoon in column, the command "COVER" may be used while halted or on the
march.
Verifying the Alignment
On their own command of execution, the unit leader will step off, as in marching, and proceed to
a position on line with the first squad and one pace to the right, halt, and face right.
From this position the unit leader will direct forward and backward movements of individual
elements within the squad to gain alignment.
When the last squad has been verified, the unit leader will march to a point three paces in front of
the lead element, maintaining the one pace interval, command "Ready, Front" and "COVER,"
and immediately proceed to their post six and centered.
When drilling a well-drilled platoon or when there is insufficient time to verify alignment,
"Ready, Front" and "COVER" may be given after the dress right from their normal post.
Changing Interval
The purpose of this movement is to close the interval to four inches or extend to normal interval
between files on line or in column.
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For either formation the command to close interval is "Close, MARCH" and the command to
extend interval is "Extend, MARCH."
The base of the movement while on line is the squad leaders, in column it changes to the far right
squad.
Once the platoon has completed the movement, the platoon commander will re-center on the
platoon.
On-Line
To Close Interval on Line:
On the command of execution "MARCH," the squad leaders stand fast placing their left hand on
their hip.
Platoon members, face right as in marching and close to approximately 4 inches from the person
in front of them, halt, and face left immediately executing an at close interval dress right dress.
As soon as the person to their left has stopped moving, without command, they will smartly
lower their left arm and return their head to the front.
To Extend Interval on Line:
On the command of execution "MARCH," the squad leaders stand fast raising their left arm to
shoulder height.
Platoon members face left as in marching and extend to approximately 30 inches from the person
behind them, halt, and face right immediately executing a dress right dress.
As soon as the person to their left has stopped moving, without command, they will smartly
lower their left arm and return their head to the front.
In Column
To Close Interval in Column:
On the command of execution "MARCH," the far right squad stands fast while the other
members of the platoon execute right steps.
The squad next to the base squad takes two right steps.
The next squad takes four right steps.
If there are four squads, the last squad (1st squad) takes six right steps.
Cover and alignment are maintained while side stepping.
To Extend Interval in Column:
On the command of execution "MARCH," the far right squad stands fast while the other
members of the platoon execute left steps.
The squad next to the base squad takes two left steps.
The next squad takes four left steps.
If there are four squads, the last squad (1st squad) takes six left steps.
Cover and alignment are maintained while side stepping.
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Forming for Inspection
To determine the health, welfare, and military readiness of their unit, military leaders should
conduct regular inspections of both personnel and equipment.
To form the platoon for inspection, the platoon commander will command "Open Ranks,
MARCH" then step off in the same manner as dress right dress to align the platoon.
• 1st squad takes two steps and executes dress right.
• 2nd squad takes one step and executes dress right.
• 3rd squad stands fast and executes dress right.
• 4th squad takes two backward steps and executes dress right.
After aligning the platoon, the platoon commander moves three paces beyond the front rank,
halts, faces left, and commands "Ready, FRONT" and "COVER."
Following their own command of execution, the platoon commander will take one step forward,
face right, and stand by to receive the inspecting officer.
After the Inspection
The inspecting officer will command "AT EASE" after receiving the platoon. Each member of
the platoon comes to attention as the inspector approaches. After being inspected, they resume at
ease.
When the last member of the platoon has been inspected, the platoon commander resumes
position three paces to the front of the right element, faces left, brings the platoon to attention
and takes one step forward, faces right, and awaits instructions from the inspecting officer.
When the inspecting officer leaves, the platoon commander faces left and commands "Close
Ranks, MARCH" immediately resuming the post six and centered.
Dismissing the Platoon
The platoon sergeant normally dismisses the platoon.
Platoons are only dismissed from the position of attention while on line.
• Unarmed troops are dismissed with the command "DISMISSED."
• Armed troops are dismissed with the commands "Inspection, ARMS," "Port, ARMS," and
"DISMISSED."
Marching
Profession of Arms
There is nothing more impressive than seeing a well- drilled unit march by in parade, for they
exude the military virtues of discipline, training, confidence, and most of all cohesion.
Those members of such units radiate a sense of pride and belonging that lends them to self
sacrifices for the greater good of their comrades and their unit.
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Without a word, they impress upon those around them what it means to be part of an cohesive
team. Each element depending upon the other for success.
Changing Direction while on the March
To change the direction of march for a platoon in column, the command "Column Right (Left),
MARCH" is given from the halt or while marching.
When marching, the command of execution is given on the foot in the direction of the turn.
The base element is the squad in the direction of the turn, which establishes the pivot point.
The base squad leader takes a full 30 inch step, pivoting 90 degrees toward the new direction of
march, and takes one more full step, then executes half steps.
Other members of each rank pivot in a right (left) oblique and continue to march until on line
with new direction of march and then execute another oblique, picking up the half step when
abreast of the base element.
When all members of the same rank have come abreast, that rank will resume a full step.
Half Movement
If an exact 90 degree turn is not appropriate, the platoon commander may direct a "Column Half
Right (Left), MARCH."
The movement is conducted the same as a column right (left) but reduces the angle from 90
degrees to 45.
It may be necessary to conduct two column half movements to maneuver the platoon in the new
direction of march.
Flanking Movements
The purpose of this movement is to march the platoon to the flank for short distances.
The command is "By the Right (Left) Flank, MARCH" with the command of execution being
given on the foot in the new direction of march.
All platoon members take a full 30 inch step and then pivot 90 degrees in the new direction of
march.
The platoon commander executes the movement with the platoon.
To return back to the original front, the command is given as before with the original direction
(right/left) inserted.
Obliques
The purpose of this movement is to shift the line of march to the right or left for a short distance
and then resume marching in the original direction.
The command is "Right (Left) Oblique, MARCH" with the command of execution being given
on the foot in the direction of the turn.
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On the command of execution, everyone takes one full 30 inch step and pivots 45 degrees in the
new direction of the movement, stepping out with a full step.
The entire platoon marches in the oblique until given "Forward, MARCH," which returns the
platoon back to the original front while marching.
Reversing Direction
This movement is used to march the platoon to the rear for short distances and may be executed
from the halt or while marching forward in quick time.
The command is "To the Rear, MARCH" with the command of execution given as the right foot
strikes the deck.
All members of the platoon take one 15 inch step, pivot 180 degrees, and step out with a 30 inch
step.
Another "To the Rear, MARCH" is given to return the platoon to the original front.
Excessive use of this movement is discouraged as it demonstrates an inability to effectively
control the platoon and troops will become discontented with the leaders decision making ability.
Marking Time
The purpose of this movement is to gain cover and alignment while marching with quick time
cadence.
On the command of execution:
• From the halt, the platoon will march in place so that the ball of the foot is two inches and the
heel is four inches from the deck.
• While marching, take one more 30 inch step before marching in place.
Conduct of Mess Night
History and Tradition
The use of formal military banquets to celebrate victories and build cohesion dates back to the
Roman Legions.
The traditions of mess night as we know them today come from the 4th Marines while stationed
in Shanghai, China.
Capt. Lemuel Shepard and the CO were invited to attend a "mess night" held by the famous 2nd
Battalion, Scots Guards.
The CO was so impressed that the first Marine Corps mess night was held soon thereafter in
1928.
The custom became more widespread in 1953 as Gen. Lemuel Shepard became the 20th
Commandant of the Marine Corps.
The tradition would pass to enlisted Marines through SNCOs in 1971 with the creation of the
SNCO Academy.
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Officers of the Mess
The President of the Mess is normally the senior Marine within the mess.
• Sets the date and location then coordinates the activities ensuring deadlines are met
• Appoints the Vice President of the Mess and various committees
• Selects and sends the invitation to the guest of honor 3 to 4 weeks in advance
• Ensures invitations to all others guests are prepared and delivered 2 weeks prior
• Designates escorts for the guest of honor
• Arranges for the invocation
• Prepares introductory comments and introduction of the guest of honor
• Establishes a seating diagram
The Vice President of the Mess, or Mr. Vice, is normally the junior member within the mess,
but may be appointed.
• Reports to the President of the Mess on planning, coordination, and execution of the mess
• Undertakes preliminary arrangements
• Collects funds from all mess members and conducts all financial transactions
• Prepares invitation and biographical information for guest of honor
• Provides the mess with exact number of participants
• Completes all financial transactions
• Ensures all monies collected are recorded and receipts kept
• Ensures the sequence of events stay on track
• Accompanies chief steward and pours the wine and rum punch
Members of the Mess
A mess night is a formal dinner attended by all hands assigned to a unit's mess.
It is customary for members not desiring to attend to request a leave of absence, in writing or in
person, from the President of the Mess.
The officer of the day may attend the mess wearing the traditional sword. This Marine will
refrain from alcoholic beverages and return to their post immediately following dinner.
The uniform for mess night should be the best uniform that the Marine possesses, normally dress
blues A or B or evening dress uniform for officers and SNCOs. Those enlisted Marines not in
possession of the dress blue uniform would then wear the service A uniform.
For sister services, the prescribed phrase is "evening dress."
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For civilians, do not use the term "black" or "white" tie on the invitation. "Full Dress" should be
stated and "Orders and Decorations" noted under the dress requirement.
Traditional Sword
This custom was adopted from the Worcestershire Regiment, whose captain of the week
traditionally wears their sword in the mess as a token of the time, when all officers remained
under arms during meals. This practice is said to have begun when the regiment was stationed in
North America in 1746. Without arms to protect them, they were suddenly attacked one evening,
causing numerous casualties and ruining dinner.
Evening Dress Uniform
SNCOs may optionally wear the SNCO evening dress uniform in lieu of the blue dress uniform
for social functions at which civilians would normally wear white or black tie during winter and
summer.
The "mess dress uniform," or "dress whites," was declared obsolete on 1 July 1992 and is no
longer authorized for wear on any occasion.
Guests
There are three types of guests.
• Official Guests - Official guests are guests of the mess as a whole, and the members of the
mess share their expenses. Their number should be limited. Their selection should be made
with discretion, as it is better to have no guests than to have someone who does not rate such
a distinction. It would also be considered improper to honor someone junior to the senior
officer of the mess, unless they be distinguished, such as Dakota Meyer.
• Guest of Honor - The guest of honor is an official guest of special distinction. It is appropriate
to convey the term "To Remind" after preliminary invitation instead of RSVP.
• Personal Guests - Personal guests are also guests of the mess; however, their expenses are to
be absorbed by the individual who invited them. Again, it is improper to invite someone
senior to the senior member of the mess. The President of the Mess will specify the number
of guests each member may entertain, if any.
Invitations
Since a mess night is a formal occasion, formal wording is used on the invitations. The hosting
organization's full name should be spelled out, even on electronic invitations.
Invitations should be sent two weeks prior to the event for members of the mess.
All others should be sent up to one month in advance.
All members of the mess are expected to attend, unless duty prevents.
The information placed on the invitation is to assist in preparing for the event. It should include:
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Who is Giving the Affair
1. Avoid all but accepted abbreviations. Rank, titles, and names are written in full.
2. If the invitation is extended to a person because of their billet, their command title is used.
3. For official guests, the proper phrase is "the honor of your company" is used.
4. For personal guests, "the pleasure of your company" is appropriate.
The Location, Date, and Time
1. The date and hour are spelled out.
2. Only the day and month are capitalized.
3. Military time is not used.
The Type of Attire
1. The desired uniform should be placed in the lower left-hand corner.
2. Include other service and civilian equivalents, only if guests other than Marines are in
attendance.
The R.S.V.P . Phrase
RSVP is French for "please reply." It is the host's way of ensuring the correct amount of food,
cocktails, and seating is available for the evening.
1. Placed in the lower left-hand corner with periods between letters.
2. The point of contact to respond to should be placed underneath.
3. Replies should be made within 48 hours whether accepting or declining the invitation.
4. For very formal or large occasions a reply card may be included in the invitation.
Mess Night Elements
The President and Vice President of the Mess should arrive at least 30 minutes prior to
commencement of the event to make a final check of all the details.
There are five elements of a mess night.
Cocktail Hour
The room set aside for cocktails will give the first impressions of the evening's events.
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The Vice President of the Mess should see to ensuring it lends itself to an atmosphere of intimacy
with subdued lighting.
All members of the mess are expected to attend the cocktail hour and should arrive five minutes
early, whether they choose to drink or not.
The cocktail hour is designed to establish social rapport, and it offers a chance to meet the guests.
Each Marine should present themselves to the President of the Mess and the guest of honor.
In addition, it is proper for younger Marines to pay their respects informally to the senior
members of the mess.
Guest of Honor
The guest of honor is usually the last to arrive and is greeted immediately by the Vice President
of the Mess who will make introductions to the President of the Mess and then the mess. All
members of the mess are considered to be hosts and should conduct themselves accordingly.
Call to Dinner
The signal for dinner will be "Mess Call" for enlisted mess nights followed by "Sea Soldiers" or
"March On."
All members, except for those seated at the head table, may proceed to their places. For more
formal mess nights, members will prepare for the march to dispose of drinks and cigarettes.
The president shall form the head table and instruct the band to strike up "Semper Fidelis,"
leading the head table to their seats.
Once the head table has entered the room, no one will be allowed to enter or leave without
permission from the President of the Mess.
The president will initiate the formal opening of the mess by offering grace.
Grace
As soon as the music has left the room or stopped, the President will rap the gavel and say
"Ladies and gentlemen, the grace." The Chaplain, or designated member of the mess, will then
provide the grace.
Dinner
The foundation of a good dinner is amicable and friendly conversation.
However, loud and boisterous conversation is not appropriate. There will be time, meeting at the
bar after dinner, for exuberance of spirit.
Sex, politics, and religion are not topics of discussion in the mess.
A formal dinner will normally consist of four to six courses.
The President of the Mess will direct "Chief Steward, bring forth the beef for my inspection."
Mr. Vice will escort the chief steward as "Roast Beef of Old England" is played.
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When the president declares "I find this beef to be tasty and fit for human consumption," the
mess will be served.
Once the main course is served, it is optional to open the floor to fining.
Fines
If the President of the Mess opens the floor for fines, you will have the opportunity to levy
charges, not fines, against any member of the mess not seated at the head table.
Subtle sarcasm, irony, and humor are admired, but telling off- color jokes and butchering the
Queen's English is strictly forbidden.
The president will investigate the alleged charges and levy fines appropriately.
Be prepared to address the Vice President and President of the Mess as well as the mess itself in
the appropriate manner, or you may face a fine as well.
Unfounded accusations may also result in a fine on the accuser.
Addressing the Mess
• Stand at the position of attention to address the Vice President of the Mess and say, "Mr. Vice,
(rank name) requests permission to address the mess."
• Mr. Vice can deny or forward the request.
• "Denied. Sit down."
• "President of the Mess, (rank name) requests permission to address the mess. How say ye?"
• Note that the President of the Mess is not referred to as Mr. President, as that honor is reserved
for our Commander in Chief, the President of the United States.
• If the President of the Mess grants permission, the Marine will explain the nature of their
address directly to the president from the position of attention, or they may request to address
the mess and move about freely.
• Should the address charge another member of the mess, the President of the Mess has the
option to allow the accused to respond, consider the charges, dismiss the accusation, or levy a
fine.
Fine Guidelines
Follow these guidelines when fining:
• The president is the only person authorized to levy fines.
• Guests are exempt from fining.
• Unfounded accusations may be grounds for fining the accuser.
• No change will be made when paying a fine.
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• Fines are not required to be monetary in nature. There are a variety of ways fines can be paid.
• Singing
• Tests of knowledge
• Exercise
• A drink from the grog
• Fines should be a set amount agreed upon by all members of the mess in advance.
• All monetary fines collected will be dispersed by the Vice President of the Mess to cover the
cost of after dinner drinks or used as gratuity to the serving staff.
Toasting
After dessert is finished and while the servers are clearing the tables, it is optional to allow the
members of the mess to take a short break or to "shed a tear."
Upon returning from the break, it is traditional to light the smoking lamp; however, due to indoor
smoking laws, this event may be omitted.
Next, the servers will bring forth the wine for toasting.
There are four classes of toasts:
• Toasts of Protocol - To foreign governments or chief of state; to the President of the United
States
• Official Toasts - To other services, military organizations, government departments, agencies,
or institutions
• Traditional Toasts - To Corps and country, toasts to battles
• Personal Toasts - To individuals (distinguished guests)
The Final Toast
Following the fallen comrade toast, the President of the Mess will instruct Mr. Vice to bring forth
the rum punch.
All members' glasses will be charged with the traditional rum punch for the final toast, given by
the President of the Mess to country and Corps.
"In 1776, one of the first recruiting posters ordered recruits upon enlistment, take courage
then, seize the fortune that awaits you, repair to the Marine rendezvous, where in a flowing
bowl of punch, and three times three you shall drink (pause), long live the United States
and success to the Marines. Mr. Vice, a toast to the country and Corps."
Marines will empty their glasses and invert them on the table; standing tall, they will sing all
three versus of the Marines' Hymn.
After Dinner
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After dinner, it is appropriate to recognize the staff who have prepared and served the evening's
event.
As they walk off, the President of the Mess will rap the gavel three times and say, "Ladies and
gentlemen, join me at the bar."
All members of the mess should remain standing until the head table has departed.
Then, without undue haste, they also leave the dining area to continue festivities in the bar.
Proper etiquette and decorum dictate that members should remain in place until the official
guests have left.
Behavior
Mess night is a way to celebrate our gallantry and comradeship earned through a tradition of
discipline and love of country and Corps.
There are expected behaviors which are to be adhered to in the mess.
What you should not do:
• Do not display affection in public.
• Do not drum fingers on the table or tap feet.
• Do not use rude or vulgar language.
• Do not over-indulge at cocktail hour.
• Do not discuss sex, religion, or politics at dinner.
• Do not use raucous behavior at the table.
• Do not talk with food in your mouth.
• Do not blow hot liquids to cool them.
• Do not lick your fingers.
• Never reach for food. Ask for it to be passed.
• Do not place napkin on plate. Set it to the side when finished.
• Do not have both hands full at cocktail hour.
• Do not begin eating before the guest of honor.
What you should do:
• Be on time.
• The receiving line is mandatory.
• Avoid loud talk and laughter.
• Always stand when being introduced.
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• Introduce yourself and speak to guests.
• Make head calls prior to dinner.
• Stay at the bar after dinner.
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Quiz
Drill and Ceremonies
SCORE: 40%
FAILED
Question 1
Which of the following are purposes of close order drill? Select all that apply.
Your answer: Move units in an orderly manner.,Provide troops opportunities to handle individual
weapons.,Increase the small unit leader's confidence.,Establish good order and discipline within
a unit.,Teach discipline.
Correct answer: Move units in an orderly manner.,Provide troops opportunities to handle
individual weapons.,Increase the small unit leader's confidence.,Provide simple formation to
acquire combat formation.,Teach discipline.
Question 2
Formations are used to provide frequent opportunities to observe the appearance and readiness of
personnel and equipment.
Your answer (correct): True
Question 3
Select the correct commands for dismissing a platoon armed with weapons.
Your answer: Port, ARMS; Inspection, ARMS; Order, ARMS; DISMISSED
Correct answer: Inspection, ARMS; Port, ARMS; DISMISSED
Question 4
The four classes of toasts at mess night are ____________________.
Your answer (correct): Toasts of protocol, official toasts, traditional toasts, and personal toasts.
Question 5
The five elements of mess night are cocktail hour, ____________, __________, toasting, and
after dinner.
Your answer: Guest of Honor introduction, dinner
Correct answer: Call to dinner, dinner
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