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Although only 4 of the more than 100 IEDs discovered were found

by using hoses during 3 months of operations in the Lima Company area of operations, it was 4 fewer devices that could have

injured Marines or innocent civilians. The water also softened the

soil, making it easier to dig into while they searched for pressure

plates and wires. 

INNOVATION

From the development of dive bombing in Nicaragua, to the pioneering of amphibious warfare between World Wars I and II, to

operational maneuver from the sea, Marines have always sought

innovative solutions to problems. Innovation requires that leaders

listen to their subordinates. 

Marines from Lima 3/1 clearing the Safar Bazaar.
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Nowhere is our ability to innovate better demonstrated than in the

development of our integrated air-ground combat team. The history of Marine aviation—since its inception in 1912—is a story

of heroism, skill, and dedication and the continuous effort to

develop better ways for air and ground forces to operate together.

In aviation alone, Marines pioneered the development of close air

support, helicopterborne operations, movable expeditionary airfields, dedicated airborne electronic warfare platforms, vertical/

short takeoff and landing jets, expeditionary maintenance organizations and tilt-rotor assault support, and interoperable air command and control systems. Early attempts at close air support go

back as far as 1919 when the first air units deployed to Haiti in

support of ground forces. Beginning with pilots dropping small

bombs out of open cockpits, aviators such as Lieutenant Lawson

H.M. Sanderson began experimenting with dive bombing, which

dramatically increased accuracy. The creation of the Fleet Marine

Force in 1933 formalized the role of aviation as an element of the

air-ground team. During the fleet landing exercises in the late

1930s, Marines developed the doctrine, techniques, and tactics

that made close air support a reality in World War II.15

Our reputation as innovators stems, in part, from periodic examinations of our role in the national defense structure. After World

War I, our predecessors sought to redefine the Corps, which had

fought alongside the Army in the trenches in France. They focused

on the requirement to seize advanced naval bases and developed

doctrine for amphibious operations at a time when the other militaries of the world, in the aftermath of Gallipoli, considered it a

reckless mission. By 1926, the Marine Corps was teaching courses
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in Pacific strategy and amphibious operations. It was in Marine

Corps schools that students and faculty developed a list of chronological steps for planning and executing amphibious operations,

resulting in the historic 1934 Tentative Manual for Landing Operations.

16 As Marines became experts in amphibious operations,

they also trained US Army divisions in the tactics that would be

used by them to land at Casablanca, Sicily, Anzio, and Normandy

in the European theater; and at Kwajalein, Leyte, and Okinawa in

the Pacific.17 Marines went further still and developed a landing

craft and a reef-crossing tractor that became primary tools in both

the Pacific and European theaters of World War II. 

During the landing exercises in 1924 in Culebra, Puerto Rico,

Marines tested two types of landing craft: a 50-foot motor lighter

based on the British “Beetle” boat and the Christie amphibian

tank. Although the Marines successfully offloaded artillery from

the “Beetle” boat, it still needed work. Though the Christie proved

unseaworthy, it served as a forerunner to the amphibious tractor

used during World War II. In the mid-1930s, the Marine Corps

experimented with four modified commercial fishing boats and

one metal surf boat. None of the five boats were found suitable

due to problems that included exposed rudders and propellers that

dug into the beach and a 10-foot drop for the Marines as they

debarked. In 1938, the Navy tested the Eureka boat designed by

Andrew Higgins. With a shallow draft and a tunnel to protect the

propeller, the Eureka boat was able to land and then reverse off the

beach. During exercises, the Marines had difficulty offloading personnel and equipment due to the high sides. After seeing a picture

of a Japanese landing craft with a bow ramp conducting assault
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landing operations in Shanghai, Mr. Higgins added a ramp to his

design, which led to the development of the [landing craft vehicle,

personnel] LCVP.18 

These innovations and others enabled the Marines to defeat the

Japanese in a series of successful amphibious operations across

the Pacific. After World War II, General Alexander A. Vandegrift

summed up the importance of Marine Corps innovation during

the interwar period, “Despite its outstanding record as a combat

force in the past war, the Marine Corps’ far greater contribution

Higgins boat moves in to close in on smoke obscured island of Tarawa.
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to victory was doctrinal: that is, the fact that the basic amphibious

doctrines which carried Allied troops over every beachhead of

World War II had been largely shaped—often in the face of uninterested and doubting military orthodoxy—by U.S. Marines, and

mainly between 1922 and 1935.”19 The Marine Corps also added

to counterinsurgency doctrine by codifying its vast experience in

operations other than war in the Small Wars Manual in 1940—a

manual that continues to prove its relevance in the 21st century.

The innovations of Marine leaders have changed the character

of war. Whether it was developing a system to use naval gunfire

in support of landing forces, studying the art of dive bombing,

figuring out how to drop bombs at night and in all kinds of

weather, or developing and proving the concept of maritime

prepositioning, they all demonstrated the impact of Marine

leaders who combined vision and initiative. 

Lieutenant General Victor A. Krulak developed a set of rules he

followed to promote innovation and creativity. First, leaders

should “make it [their] duty to bring [subordinates’] ideas and criticisms to the surface where all may analyze and evaluate them.”

Ask for ideas and you will get them. Second, leaders must “clear a

path” to their doorstep. Subordinates should use the chain of command, but ideas must rise to the top. Leaders must allow subordinates the opportunity to show initiative. Third, because innovation

is imprecise and because subordinates, especially junior ones, will

make mistakes, protect them. “Zero defects” are not a standard of

measurement. They do not encourage initiative; they stifle it.

Lastly, emphasize that you expect honest expression of the subordinates’ best thinking. Do not tolerate patronizing behavior!20
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DECENTRALIZATION

Many years ago, there was a promotion examination question for

lieutenants. The lieutenants were told that they had a 10-man

working party, led by a sergeant, and must erect a 75-foot flagpole. Those lieutenants who tried to figure out how to erect the

flagpole failed, no matter how accurate their calculations. The

correct solution is to simply give the order, “Sergeant, put up that

flagpole.”21 This question illustrates the point that decentralized

leadership is taught, expected, and practiced throughout the

Marine Corps. Decentralization is simply authorizing subordinates to act, guided by commander’s intent and focus of effort, in

situations where judgment and experience dictate action. The

Marine Corps has long understood the advantage of allowing

junior leaders to apply judgment and act on their decisions and

has enjoyed great success decentralizing authority to the lowest

levels. Marines fighting expeditionary wars during the first half

of the 20th century exemplified this. Whether on duty in the

Legation Quarter in China during the 1920’s, with the gendarmerie in Haiti, or on patrol with the Guardia in Nicaragua, junior

Marines—sergeants and lieutenants—supported United States

policy; kept law and order; suppressed revolts against governments; and protected American lives, interests, and property.

During World War II, the actions of junior leaders were directly

responsible for our successes in the island-hopping campaigns of

the Pacific. Decentralized decisionmaking—pushing authority,

responsibility, and accountability to the lowest levels—promoted
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speed in execution. In battle after battle, small units were able to

make a decisive difference because of the actions of subordinate

leaders. Of Tarawa, Colonel Merritt A. Edson mentioned decentralization and adaptability as important parts of the final outcome.

“It is my opinion that the reason we won this show was the ability

of the junior officers and noncoms to take command of small

groups of six to eight or ten men, regardless of where these men

came from, and to organize and lead them as a fighting team.”22

As a result of these experiences, the Marine Corps developed the

modern-day fire team and produced the world’s finest noncommissioned officers. The tradition of encouraging decentralized

decisionmaking continues today and is manifested in such peacetime duty as that performed by Marine Security Guard detachments commanded by staff noncommissioned officers, drill

instructors at recruit depots and Officer Candidates School, and

the small-unit combat patrols in the strife-torn streets of every

corner of the globe. 

Testimony to the skills of Marine small-unit leaders was the

development of the combined action program. First used with

success in Haiti (1915–1934), then later in Santo Domingo

(1916–1922) and Nicaragua (1926–1933), and then used again in

Vietnam.23 Often, the combined force was commanded by a

Marine squad leader—a sergeant or a corporal. In Iraq and

Afghanistan, this concept took the form of small training and

advising teams embedding with Iraqi and Afghan security forces. 
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THE INDOMITABLE WILL TO WIN

A great and successful troop leader said that there comes a

point in every close battle when each commander concludes

that he is defeated. The leader who carries on, wins.

Positions are seldom lost because they have been destroyed,

but almost invariably because the leader has decided in his

own mind that the position cannot be held.

24

—Items 36 and 38 from Battle Doctrine for Front Line Leaders

Marine advisor in Afghanistan.
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All leaders lead in much the same way. Why then, do some Marine

leaders succeed and others fail? What is it that some leaders have

that others do not? The common trait of successful leaders is an

indomitable will to win that enables them to face the most challenging of tasks and extract the most from their subordinates. 

Captain William Barber’s Medal of Honor citation reflects

how his performance from 28 November 1950 to 2 December 1950 demonstrates the importance of a leader’s will. Captain Barber received the mission to defend a critical 3-mile

long mountain pass along the 1st Marine Division’s main

supply route. Captain Barber’s battle weary Marines dug in

positions in the frozen, snow-covered hillside. That night, an

estimated regimental strength force savagely attacked over a

7-hour period, inflicting heavy casualties. After repulsing the

enemy, Captain Barber assured his higher headquarters that

he could hold his isolated position if supplied by air drops.

He understood that if he abandoned his defensive position,

8,000 Marines would be trapped at Yudam-ni and would not

be able to join the 3,000 more awaiting their arrival at

Hagaru-ri for the continued drive to the sea. Despite severe

wounds that forced him to be carried on a litter, Captain

Barber continued to lead his Marines. Through 5 days and

6 nights of repeated attacks by the Chinese, he and his courageous Marines held, killing approximately 1,000 enemy

combatants in the bitter subzero weather. When the company was finally relieved, only 82 of his original 220 men

were able to walk off the hill under their own power. Captain Barber’s indomitable will inspired his men and allowed

the 1st Marine Division to avoid destruction by withdrawing

from the Chosin Reservoir.25
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It is tough-minded leaders like Captain Barber that hold units

together under extreme stress. Lieutenant Colonel Murray, commanding the 5th Marines at the Chosin Reservoir, summed up

what was required of leaders: “I personally felt in a state of

shock, the kind of shock one gets from some great personal tragedy, the sudden loss of someone close. . . . My first fight was

within myself. I had to rebuild that emptiness of spirit.”26 For

leaders to hold units together under adverse conditions, they must

first fight—and win—the battle within themselves.

COMBAT POWER AND WINNING

Combat power is “the total means of destructive and/or disruptive

force which a military unit/formation can apply against the opponent at a given time.”27 Napoleon clearly understood that the combat power of a unit is not measured solely by the number of people,

rifles, tanks, cannons, trucks, fuel, ammunition, or airplanes a military force possesses when he said, “The moral is to the physical as

three to one.”28 By moral, Napoleon meant those mental and spiritual qualities of a unit. The moral quality is an organization’s ability to conduct combat operations by overcoming challenges faced

on the battlefield. Creating and sustaining superior combat power

requires the combination of the tangible activities of war—maneuver, firepower, and protection—with the intangible elements of

war—unit esprit, discipline, cohesion, and individual courage. It is

these intangible qualities that make certain units superior to others

on the battlefield. They enable organizations to take high casualties
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and continue their missions and can compensate for material deficiencies. It is the leaders who instill these intangible qualities in

their Marines. In the end, “Success in battle is not a function of

how many show up, but who they are.”29
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Epilogue

Because of engaged, compassionate, and caring leaders, serving in

the Marine Corps is a defining

experience for everyone who has

worn our cloth. Generations of

Marines accepted this sacred

responsibility. This challenge is

now passed to you. Thus it is fitting

to end this version of Leading

Marines with the words of General

Mundy, its original author. 

“The most important responsibility

in our Corps is leading Marines. If

we expect Marines to lead and if

we expect Marines to follow, we

must provide the education of the heart and of the mind to win on

the battlefield and in the barracks, in war and in peace. Traditionally, that education has taken many forms, often handed down

from Marine to Marine, by word of mouth and by example.

“Our actions as Marines every day must embody the legacy of

those who went before us. Their memorial to us—their teaching,

compassion, courage, sacrifices, optimism, humor, humility, commitment, perseverance, love, guts, and glory—is the pattern for our

daily lives. This manual attempts to capture those heritages of the

Marine Corps’ approach to leading. It is not prescriptive because

General Carl E. Mundy, Jr.
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there is no formula for leadership. It is not all-inclusive because to

capture all that it is to be a Marine or to lead Marines defies pen

and paper. Instead, it is intended to provide those charged with

leading Marines a sense of the legacy they have inherited, and to

help them come to terms with their own personal leadership style.

The indispensable condition of Marine Corps leadership is action

and attitude, not words. As one Marine leader said, ‘Don’t tell me

how good you are. Show me!’

“Marines have been leading for over 200 years and today continue leading around the globe. Whether in the field or in garrison, at the front or in the rear, Marines, adapting the time-honored

values, traditions, customs, and history of our Corps to their generation, will continue to lead—and continue to win.

“This manual comes to life through the voices, writings, and

examples of not one person, but many. Thousands of Americans

who have borne, and still bear, the title ‘Marine’ are testimony

that ‘Once a Marine, Always a Marine’ and ‘Semper Fidelis’ are

phrases that define our essence. It is to those who know, and to

those who will come to know, this extraordinary way of life that

this book is dedicated.”

Semper Fidelis . . . 
Appendices

The Oaths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .A-5

Marine Corps Manual, Paragraph 1100 . . . . . . . . . .A-7

Promotion Warrants and Commissions . . . . . . . . .A-15

The Creeds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .A-21
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The appendices contain several foundational documents that

guide leaders of Marines. Just like the rest of Leading Marines,

these documents are not meant to be read passively nor are they

meant to sit on a book shelf or decorate an “I-love-me-wall.” It is

the responsibility of all Marine leaders to read and understand

these documents and to discuss them not only with their subordinates but also amongst themselves.

The Oaths

Every young man and woman entering the Armed Forces takes an

oath to “support and defend the Constitution of the United

States”—it is the Constitution that represents the ideas and ideals

on which the United States was formed. In taking this sacred

oath, Marines pledge their lives to honorably, faithfully, and loyally serve the Nation, which is part of what makes military service a profession. 

Marine Corps Manual, Paragraph 1100

Paragraph 1100, “Military Leadership,” from the Marine Corps

Manual describes what is expected of Marine noncommissioned,

staff noncommissioned, and commissioned officers and the associated special trust and confidence reposed in them.

Promotion Warrants and Commissions

Each enlisted warrant and officer commission begins by “reposing

special trust and confidence” in the promotee. Once granted, it is

the Marine’s responsibility to maintain this special trust and confidence by adhering to our core values. These documents also define

the basic authority to issue orders to those of lesser rank and the

responsibility to carefully and diligently discharge his or her duties. 
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The Creeds

The Noncommissioned Officer Creed and Staff Noncommissioned Officer Creed outline the expectations and ideals that

guide the conduct of Marine leaders. As the embodiment of professional conduct, uncompromising discipline, and technical proficiency, the contributions of the noncommissioned and staff

noncommissioned officers are vital to the effectiveness and efficiency of the command. These creeds reaffirm the obligations and

responsibilities that these leaders have to their Marines, as well as

their commander.
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The Oaths

The following oaths are taken from: United States Code, Title 10,

Armed Forces, subtitle A, part II, chap. 31, sec. 502, Enlistment

Oath, and MCO P1400.31_, Marine Corps Promotion Manual,

Volume 1, Officer Promotions, para 6006.2. 

Commissioning Oath

I, _____________, do solemnly swear (or affirm) that I will support 

and defend the Constitution of the United States against all enemies, 

foreign and domestic; that I will bear true faith and allegiance to the 

same; that I take this obligation freely, without any mental reservation 

or purpose of evasion; and that I will well and faithfully discharge the 

duties of the office on which I am about to enter. So help me God.

Oath of Enlistment

I, _____________, do solemnly swear (or affirm) that I will support 

and defend the Constitution of the United States against all enemies, 

foreign and domestic; that I will bear true faith and allegiance to the 

same; and that I will obey the orders of the President of the United 

States and the orders of the officers appointed over me, according to 

regulations and the Uniform Code of Military Justice. So help me God.
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Marine Corps 

Manual, Paragraph 1100

The following excerpt is from the Marine Corps Manual, with

Changes 1–3 incorporated.

SECTION B—MANAGEMENT

1100. MILITARY LEADERSHIP 

1. Purpose and Scope 

a. The objective of Marine Corps Leadership is to develop the

leadership qualities of Marines to enable them to assume progressively greater responsibilities to the Marine Corps and society. 

b. Marine Corps Leadership qualities include: 

(1) Inspiration—Personal example of high moral standards

reflecting virtue, honor, patriotism, and subordination in personal

behavior and in performance. 

(2) Technical proficiency—Knowledge of the military sciences and skill in their application. 

(3) Moral responsibility—Personal adherence to high standards of conduct and the guidance of subordinates toward wholesomeness of mind and body. 
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2. Responsibility 

a. The Commandant of the Marine Corps is directly responsible

to the Secretary of the Navy for establishing and maintaining leadership standards and conducting leadership training within the

Marine Corps. 

b. Commanders will ensure that local policies, directives and

procedures reflect the special trust and confidence reposed in members of the officer corps. Full credit will be given to their statements and certificates. They will be allowed maximum discretion

in the exercise of authority vested in them, and they and their

dependents will be accorded all prerogatives and perquisites which

are traditional and otherwise appropriate. Except in cases where

more stringent positive identification procedures are required for

the proper security of classified material and installations, or are

imposed by higher authority for protecting privileges reserved for

eligible military personnel, the officers’ uniforms will amply attest

to their status, and their oral statements will serve to identify them

and their dependents. 

c. An individual’s responsibility for leadership is not dependent upon authority. Marines are expected to exert proper influence upon their comrades by setting examples of obedience,

courage, zeal, sobriety, neatness, and attention to duty. 

d. The special trust and confidence, which is expressly

reposed in officers by their commission, is the distinguishing

privilege of the officer corps. It is the policy of the Marine Corps

that this privilege be tangible and real; it is the corresponding

obligation of the officer corps that it be wholly deserved. 
Leading Marines

A-9

(1) As an accompanying condition commanders will

impress upon all subordinate officers the fact that the presumption of integrity, good manners, sound judgment, and discretion,

which is the basis for the special trust and confidence reposed in

each officer, is jeopardized by the slightest transgression on the

part of any member of the officer corps. Any offense, however

minor, will be dealt with promptly, and with sufficient severity

to impress on the officer at fault, and on the officer corps. Dedication to the basic elements of special trust and confidence is a

Marine officer’s obligation to the officer corps as a whole, and

transcends the bonds of personal friendship. 

(2) As a further and continuing action, commanders are

requested to bring to the attention of higher authority, referencing

this paragraph, any situation, policy, directive, or procedure

which contravenes the spirit of this paragraph, and which is not

susceptible to local correction. 

(3) Although this policy is expressly concerned with commissioned officers, its provisions and spirit will, where applicable, be extended to noncommissioned officers, especially staff

noncommissioned officers. 

3. Personal Relations. Effective personal relations in an organization can be satisfactory only when there is complete understanding and respect between individuals. Commanders must: 

a. Strive for forceful and competent leadership throughout the

entire organization. 

b. Inform the troops of plans of action and reasons therefor,

whenever it is possible and practicable to do so. 
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c. Endeavor to remove on all occasions those causes which

make [f]or misunderstanding or dissatisfaction. 

d. Assure that all members of the command are acquainted

with procedures for registering complaints, together with the

action taken thereon. 

e. Build a feeling of confidence which will ensure the free

approach by subordinates for advice and assistance not only in

military matters but for personal problems as well. 

4. Professional and personal relationships between Marines. Professional and personal relationships, including duty, social, and

business contacts among Marines of different grades will be consistent with traditional standards of good order and discipline and

the mutual [r]espect that has always existed between Marines of

senior grade and those of lesser grade. Personal relationships

between officer and enlisted members that are unduly familiar and

that do not respect differences in grade or rank constitute fraternization and are prohibited. When prejudicial to good order and discipline or of a nature to bring discredit on the Marine Corps,

personal relationships between officer members or between

enlisted members that are unduly familiar and that do not respect

differences in grade or rank constitute fraternization and are prohibited. Prejudice to good order and discipline or discredit to the

Marine Corps may result from any circumstance which calls into

question a senior’s objectivity, results in actual or apparent preferential treatment, undermines the authority of the senior, or compromises the chain of command. The following paragraphs written

by Major General John A. Lejeune appeared in the Marine Corps

Manual, edition of 1921, and since that time have defined the relationship that must exist between Marine officers and enlisted
Leading Marines

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members, as well as between officers of different grades and

enlisted members of different grades of the Corps and other military Service members. 

a.“Comradeship and brotherhood.—The World War wrought

a great change in the relations between officers and enlisted men

in the military services. A spirit of comradeship and brotherhood

in arms came into being in the training camps and on the battlefields. This spirit is too fine a thing to be allowed to die. It must

be fostered and kept alive and made the moving force in all

Marine Corps organizations.” 

b. “Teacher and scholar.—The relation between officers and

enlisted men should in no sense be that of superior and inferior

nor that of master and servant, but rather that of teacher and

scholar. In fact, it should partake of the nature of the relation

between father and son, to the extent that officers, especially

commanding officers, are responsible for the physical, mental,

and moral welfare, as well as the discipline and military training

of the young men under their command who are serving the

nation in the Marine Corps.” 

c. “The realization of this responsibility on the part of officers

is vital to the well-being of the Marine Corps. It is especially so,

for the reason that so large a proportion of the men enlisting are

under twenty-one years of age. These men are in the formative

period of their lives, and officers owe it to them, to their parents,

and to the nation, that when discharged from the services they

should be far better men physically, mentally, and morally than

they were when they enlisted.” 
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d. “To accomplish this task successfully a constant effort must

be made by all officers to fill each day with useful and interesting

instruction and wholesome entertainment for the men. This effort

must be intelligent and not perfunctory, the object being not only

to do away with idleness, but to train and cultivate the bodies, the

minds, and the spirit of our men.” 

e. “Love of corps and country.—To be more specific, it will be

necessary for officers not only to devote their close attention to

the many questions affecting the comfort, health, military training

and discipline of the men under their command, but also actively

to promote athletics and to endeavor to enlist the interest of their

men in building up and maintaining their bodies in the finest

physical condition; to encourage them to enroll in the Marine

Corps Institute and to keep up their studies after enrollment; and

to make every effort by means of historical, educational and patriotic address to cultivate in their hearts a deep abiding love of the

corps and country.” 

f. “Leadership.—Finally, it must be kept in mind that the

American soldier responds quickly and readily to the exhibition

of qualities of leadership on the part of his officers. Some of these

qualities are industry, energy, initiative, determination, enthusiasm, firmness, kindness, justness, self-control, unselfishness,

honor, and courage. Every officer should endeavor by all means

in his power to make himself the possessor of these qualities and

thereby to fit himself to be a real leader of men.” 

5. Noncommissioned officers. The provisions of paragraphs

1100.3 and 1100.4 above, apply to the relationship of noncommissioned officers with their subordinates and apply specifically
Leading Marines

A-13

to noncommissioned officers who may be exercising supervisory

authority or leadership roles over junior Marines. 

6. Officer and enlisted marriages. The Marine Corps accepts officer/enlisted marriages which occur before the officer receives a

commission or before the officer reverts to an enlisted grade.

However, misconduct, including fraternization, is neither excused

nor mitigated by subsequent marriage between the parties.

Marines married to other Marines or to other Service members, or

otherwise closely related (e.g., parent/child, siblings) shall maintain the requisite traditional respect and decorum attending the

official military relationship between them while either is on

duty, in uniform in public, or at official social functions.
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Promotion Warrants and Commissions

JUNIOR ENLISTED 

PROMOTION WARRANT 

To all who shall see these presents, greeting: 

 Know Ye, that reposing special trust and confidence in the fidelity and 

abilities of _____________________________________________, I do 

appoint this Marine a ___________________________________ in the 

United States Marine Corps

to rank as such from the ___________ day of __________________ , two 

thousand __________________.

 This appointee will therefore carefully and diligently discharge the duties 

of the grade to which appointed by doing and performing all manner of things 

thereunto pertaining. And I do strictly charge and require all personnel of 

lesser grade to render obedience to appropriate orders. And this appointee is 

to observe and follow such orders and directions as may be given from time to 

time by Superiors acting according to the rules and articles governing the 

discipline of the Armed Forces of the United States of America.

 Given under my hand at ________________________________________ 

this ___________ day of _______________________ , in the year of our Lord 

two thousand __________________. 
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NONCOMMISSIONED OFFICERS 

PROMOTION WARRANT 

To all who shall see these presents, greetings: 

 Know Ye, that reposing special trust and confidence in the fidelity and abilities 

of ________________________________________________ , I do appoint this 

Marine a _________________________________________________ in the 

United States Marine Corps

to rank as such from the ________ day of_____________ , two thousand ______ . 

 “Effective with this appointment, you are charged to carefully and diligently execute

the duties and responsibilities of a _________________ of Marines, and I do strictly 

direct and require all personnel of lesser grade to render obedience to appropriate 

orders. As a ________________ of Marines you must set the example for others to 

emulate. Your conduct and professionalism both on and off duty shall be above 

reproach. You are responsible for the accomplishment of your assigned mission and for the 

safety, professional development and well-being of the Marines in your charge. You 

will be the embodiment of our institutional core values of honor, courage and commitment. 

You will lead your Marines with firmness, fairness and dignity while observing and 

following the orders and directions of your senior leaders and enforcing all regulations 

and articles governing the discipline of the Armed Forces of the United States 

of America.”

Given under my hand at _________________________________________________ 

this ___________ day of ___________________________ , in the year of our Lord 

two thousand ____________________. 
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A-17

STAFF NONCOMMISSIONED OFFICERS 

PROMOTION WARRANT 

To all who shall see these presents, greetings: 

 Know Ye, that reposing special trust and confidence in the fidelity and abilities 

of __________________________________________________________, I do 

appoint this Marine a __________________________________________ in the 

United States Marine Corps

to rank as such from the _________ day of _______________________ , two 

thousand _______________. 

 This appointee will therefore carefully and diligently discharge the duties of the grade 

to which appointed by doing and performing all manner of things thereunto pertaining. 

And I do strictly charge and require all personnel of lesser grade to render obedience to 

appropriate orders. And this appointee is to observe and follow such orders and directions 

as may be given from time to time by Superiors acting according to the rules and articles 

governing the discipline of the Armed Forces of the United States of America.

 Given under my hand at Headquarters United States Marine Corps

this ______________ day of ___________________________, in the year of our Lord 

two thousand ____________________. 
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WARRANT OFFICER 

PROMOTION WARRANT 

To all who shall see these presents, greeting: 

Know Ye, that reposing special trust and confidence in the patriotism, valor, fidelity and 

abilities of ___________________________________________________ I do 

appoint _____________________________________________________ in the 

United States Marine Corps

to rank as such from the ________ day of ___________________________ two 

thousand _____________. This Officer will therefore carefully and diligently discharge 

the duties of the grade to which appointed by doing and performing all manner of 

things thereunto belonging. 

 And I do strictly charge and require those Officers and other personnel of 

lesser rank to render such obedience as is due an officer of this grade and position. 

And this Officer is to observe and follow orders and directions, from time to 

time, as may be given by me, or other Superior Officers acting in accordance with 

the laws of the United States of America. 

 This warrant is to continue in force during the pleasure of the Secretary of 

the Navy, for the time being, under the provisions of those Public Laws relating 

to Officers of the Armed Forces of the United States of America and the 

component thereof in which this appointment is made. 

 Done at the City of Washington, this __________ day of _________________ in 

the year of our Lord two thousand ___________________________________ and 

of the Independence of the United States of America the two hundred ______. 
Leading Marines

A-19

COMPANY GRADE OFFICER COMMISSION 

To all who shall see these presents, greeting: 

Know ye that, reposing special trust and confidence in the patriotism, valor, fidelity 

and abilities of ________________________________________________ I do 

appoint this officer a ____________________________________ in the 

United States Marine Corps 

 To rank as such from the ____ day of _________ two thousand ___. This officer 

will therefore carefully and diligently discharge the duties of the office to which 

appointed by doing and performing all manner of things thereunto belonging. 

 And I do strictly charge and require those officers and other personnel of lesser 

rank to render such obedience as is due an officer of this grade and position. And 

this officer is to observe and follow orders and directions, from time to time, as may 

be given by the President of the United States of America, or other superior officers 

acting in accordance with the laws of the United States of America. 

 This commission is to continue in force during the pleasure of the President of 

the United States of America under the provisions of those public laws relating to 

officers of the Armed Forces of the United States of America and the 

component thereof in which this appointment is made. 

 Done at the City of Washington, this ____ day of __________ in the year of our 

Lord ________ and of the Independence of the United States of America, the two 

hundred _______________. 
MCWP 6-11

A-20

FIELD GRADE OFFICER COMMISSION 

To all who shall see these presents, greeting: 

Know ye that, reposing special trust and confidence in the patriotism, valor, fidelity 

and ability of __________________________________________________ I do 

by and with the consent of the Senate, appoint this officer 

___________________________________________________ in the 

United States Marine Corps 

 To rank as such from the ____ day of _________ two thousand ___. This officer 

will therefore carefully and diligently discharge the duties of the office to which 

appointed by doing and performing all manner of things thereunto belonging. 

 And I do strictly charge and require those officers and other personnel of lesser 

rank to render such obedience as is due an officer of this grade and position. And 

this officer is to observe and follow orders and directions, from time to time, as may 

be given by the President of the United States of America, or other superior officers 

acting in accordance with the laws of the United States of America. 

 This commission is to continue in force during the pleasure of the President of 

the United States of America under the provisions of those public laws relating to 

officers of the Armed Forces of the United States of America and the 

component thereof in which this appointment is made. 

 Done at the city of Washington, this ____ day of __________ in the year of our 

Lord ________ and the Independence of the United States of America, the two 

hundred _______________. 
Leading Marines

A-21

The Creeds

The Noncommissioned Officers Creed is taken from NAVMC

Directive 1500.58, Marine Corps Mentoring Program Guidebook, appendix 106. The Staff Noncommissioned Officers Creed

is taken from NAVMC Directive 1500.58, Marine Corps Mentoring Program Guidebook, appendix 106.

NCO Creed

I am the backbone of the United States Marine Corps, I am a Marine 

Noncommissioned Officer. I serve as part of the vital link between my 

commander (and all officers) and enlisted Marines. I will never forget 

who I am or what I represent. I will challenge myself to the limit and 

be ever attentive to duty. I am now, more than ever, committed to 

excellence in all that I do, so that I can set the proper example for other 

Marines. I will demand of myself all the energy, knowledge and skills I 

possess, so that I can instill confidence in those I teach. I will 

constantly strive to perfect my own skills and to become a good leader. 

Above all I will be truthful in all I say or do. My integrity shall be 

impeccable as my appearance. I will be honest with myself, with those 

under my charge and with my superiors. I pledge to do my best to 

incorporate all the leadership traits into my character. For such is the 

heritage I have received from that long, illustrious line of professionals 

who have worn the bloodstripe so proudly before me. I must give the 

very best I have for my Marines, my Corps and my Country for though 

today I instruct and supervise in peace, tomorrow, I may lead in war.
MCWP 6-11

A-22

Staff NCO Creed

I am a Staff Noncommissioned Officer in the United States Marine 

Corps. As such, I am a member of the most unique group of professional 

military practitioners in the world. I am bound by duty to God, Country 

and my fellow Marines to execute the demands of my position to and 

beyond what I believe to be the limits of my capabilities.

I realize I am the mainstay of Marine Corps discipline, and I carry myself 

with military grace, unbowed by the weight of command, unflinching in 

the execution of lawful orders, and unwavering in my dedication to the 

most complete success of my assigned mission.

Both my professional and personal demeanor shall be such that I may take 

pride if my juniors emulate me, and knowing perfection to lie beyond the 

grasp of any mortal hand, I shall yet strive to attain perfection that I may 

ever be aware of my needs and capabilities to improve myself. I shall be fair 

in my personal relations, just in the enforcement of discipline, true to myself 

and my fellow Marines, and equitable in my dealing with every man.
Notes

Chapter 1—Our Ethos

1. Journal of the Continental Congress, 10 November 1775, in

Naval Documents of the American Revolution, Vol. 2, ed. William

Bell Clark (Washington, D.C.: Government Printing Office,

1966) p. 972.

2. Lieutenant General Victor H. Krulak, USMC (Ret.), First To

Fight: An Inside View of the U.S. Marine Corps (Annapolis, MD:

Naval Institute Press, 1984) p. 155.

3. Ibid, p. 155. 

4. This quote is used with permission from Glenn B. Knight

owner and moderator of the myMarine Group and editor of

the “Marine Quotes” website: <http://oldcorps.org/USMC/

quotes.html> (accessed: 7 January 2014). 

5. FMFRP 12-46, Advanced Base Operations in Micronesia

(August 1992), p. 41. FMFRP 12-46 is a historical reprint of

Operation Plan 712 written by Major Earl H. Ellis in 1921. 

6. Clark, p. 972.
MCWP 6-11

Notes-2

7. Paraphrased from US House of Representatives, 82nd Congress, 1st Session, Report No. 666 from the Committee on

Armed Services, 30 June 1951, p. 6, <http://hdl.handle.net/

2027/mdp.35112102288109> (accessed: 11 June 2014).

8. Richard Rubin, The Last of the Doughboys: The Forgotten

Generation and Their Forgotten World War (Boston: Houghton

Mifflin Harcourt, 2013) p. 192.

9. Captain Henry T. Elrod on navy.mil. <http://www.elrod.navy.mil>

(accessed: 21 February 2014).

10. Paraphrased from NAVMC 11533 (EF), Personal Award Recommendation, Summary of Action and Award Citation for Lieutenant Colonel Christopher K. Raible’s actions on 14 September

2012 during Operation Enduring Freedom. Lieutenant Colonel

Raible was awarded the Bronze Star with Combat “V.” 

11. Paraphrased from NAVMC 11533 (EF), Personal Award Recommendation, Summary of Action and Award Citation for Sergeant Bradley W. Atwell’s actions from 19 April to 14 September 2012 during Operation Enduring Freedom. Sergeant Atwell

was awarded the Navy and Marine Corps Commendation Medal

with Combat “V.” 

12. Paraphrased from NAVMC 11533 (EF), Personal Award

Recommendation, Summary of Action and Award Citation for

Major Robb T. McDonald’s actions on 14 September 2012 during Operation Enduring Freedom. Major McDonald was

awarded the Silver Star. 
Leading Marines

Notes-3

13. William Manchester, Goodbye, Darkness: A Memoir of the

Pacific War (Boston: Little, Brown and Company, 1980) p. 391.

14. Andrew Geer, The New Breed: The Story of the U.S. Marines

in Korea (Nashville, TN: The Battery Press, 1989) pp. 281–282.

15. Paraphrased from NAVMC 11533 (EF), Personal Award Recommendation, Summary of Action and Award Citation for First

Sergeant Bradley A. Kasal’s actions on 13 November 2004 during Operation Iraqi Freedom. First Sergeant Kasal was awarded

the Navy Cross. 

16. Captain John W. Thomason, Jr., USMC, Fix Bayonets! (New

York: Charles Scribner’s Sons, 1927) p. xiv.

17. On 25 October 1983, 2 days after the bombing, then Commandant of the Marine Corps, General P. X. Kelley, visited the

US Air Force Regional Medical Center in Wiesbaden, Germany,

where he met with Lance Corporal Jeffrey Nashton who had been

critically injured.

18. Marine Corps Historical Reference Series, No. 22, Marine

Corps Lore (Washington, D.C.: Headquarters, US Marine Corps,

G-3 Division, Historical Branch, 1960) pp. 2, 8-9, and 11.

19. Armed Forces Information Service, The Armed Forces Officer (Washington, D.C.: Department of Defense, 1975) pp. 56–57.

20. A letter to General L. F. Chapman, Jr., USMC, as cited in a

letter to All General Officers and All Commanding Officers,

dated 19 July 1971, with minor textual changes.
MCWP 6-11

Notes-4

Chapter 2—Foundations of Leadership

1. MCDP 1, Warfighting (Washington, D.C.: Headquarters, US

Marine Corps, 1997) p. 57.

2. MCO 29, Relations between Officers and Men (Washington,

D.C.: Headquarters, US Marine Corps, 1920). 

3. Ibid. 

4. Major General John A. Lejeune, “A Legacy of Esprit and Leadership,” (speech presented to Army General Staff College [forerunner of the Army War College] in Washington, D.C., 18 January

1921), as reprinted in Marine Corps Gazette (July 1979) p. 32.

5. Lieutenant Colonel Dave Grossman, On Killing: The Psychological Cost of Learning to Kill in War and Society (New York:

Back Bay Books; Little, Brown and Company, 1996) p. 85.

6. Lejeune, “A Legacy of Esprit and Leadership,” p. 31.

7. Paraphrased from the Presidential Unit Citation as quoted in

Jane Blakeney, Heroes: U.S. Marine Corps 1861–1953—Armed

Forces Awards-Flags, “First Marine Division, Reinforced”

(Washington, D.C.: Guthrie Lithograph Co., 1957) p. 362. The

1st Marine Division, Reinforced, received the Presidential Unit

Citation for actions in Chosin Reservoir and the Koto-ri area of

Korea from 27 November to 11 December 1950. 

8. Allan R. Millett, Semper Fidelis: The Story of the United States

Marine Corps (New York: Macmillan Publishing Co., 1980) p. 498.
Leading Marines

Notes-5

9. Major Ted McKeldin, USMCR, From the Horse’s Mouth:

Selected Thoughts on Small-Unit Leadership, 2nd ed. (Quantico,

VA: Marine Corps Association, 2004) p. 9.

10. Ibid, p. 8. 

11. Colonel B. P. McCoy, The Passion of Command: The Moral

Imperative of Leadership (Quantico, VA: Marine Corps Association, 2007) p. 37.

12. Corporal Gary C. Cooper, “Guideposts to Leadership,” Marine

Corps Gazette (July 1960) p. 35. 

13. A letter to the officers of the Marine Corps from Major General Lejeune.

14. Marine Corps Manual (w/changes 1–3), Paragraph 1100.1b(1),

(Washington, D.C.: Headquarters, US Marine Corps, 21 March

1980) p. 1-21.

15. Major General John A. Lejeune, USMC, The Reminiscences of

a Marine (Quantico, VA: Marine Corps Association, 1990) p. 100.

16. Paraphrased from the Medal of Honor citation presented to

First Lieutenant William D. Hawkins as quoted in The Congressional Medal of Honor: The Names, The Deeds (Forest Ranch,

CA: Sharp and Dunnigan Publications, 1984) pp. 341–42.

17. From CMC correspondence files.
MCWP 6-11

Notes-6

18. Paraphrased from the Navy Cross citation presented to Corporal James J. Barrett as quoted in The Navy Cross: Vietnam, ed.

Paul D. Stevens (Forest Ranch, CA: Sharp and Dunnigan Publications, 1987) p. 25.

19. Paraphrased from NAVMC 11533 (EF), Personal Award Recommendation, Summaries of Action and Award Citations for

Corporal Dakota L. Meyer and Staff Sergeant Juan J. RodriguezChavez for their actions on 8 September 2009 during Operation

Enduring Freedom. Corporal Meyer was awarded the Medal of

Honor and Staff Sergeant Rodriguez-Chavez was awarded the

Navy Cross. 

20. MCDP 1, Warfighting, pp. 14–15.

21. Adapted from Charles Edmundson, “Why Warriors Fight,”

Marine Corps Gazette (September 1944) p. 3.

22. Paraphrased from NAVMC 11533 (EF), Personal Award Recommendation, Summary of Action and Award Citation for Corporal Jason L. Dunham’s actions on 14 April 2004 during

Operation Iraqi Freedom. Corporal Dunham was awarded the

Medal of Honor posthumously. 

23. Paraphrased from NAVMC 11533 (EF), Personal Award Recommendation, Summary of Action and Award Citation for Lance

Corporal William K. Carpenter’s actions on 21 November 2010

during Operation Enduring Freedom. Lance Corporal Carpenter

was awarded the Medal of Honor. 
Leading Marines

Notes-7

24. Colonel Mary Stremlowe, USMCR, A History of Women

Marines 1946–1977 (Washington, D.C.: Headquarters, US Marine

Corps, History and Museums Division, 1986) pp. 169–170.

25. Edmundson, “Why Warriors Fight,” p. 8.

Chapter 3—Overcoming Challenges

1. Carl von Clausewitz, On War, trans. and ed. by Michael Howard

and Peter Paret, (Princeton, NJ: Princeton University Press, 1989)

pp. 187–188. This unfinished classic is arguably the definitive

treatment of the nature and theory of war. All Marine officers

should consider this book essential reading.

2. Ibid., p. 119. 

3. MCRP 6-11B, Marine Corps Values: A User’s Guide for Discussion Leaders, “Combat Leadership,” (Washington, D.C.:

Headquarters, US Marine Corps, 1998) p. 21–11.

4. At the time of the Mayaguez incident, the billet title “Commander in Chief Pacific Command (CINCPAC)” was the correct

title for this billet. However, per the Secretary of Defense memo,

dated 24 October 2002, the title of “Commander in Chief”

belongs only to the President of the United States and not to military commanders.

5. Major George R. Dunham, USMC, and Colonel David A. Quinlan, USMC, U.S. Marines in Vietnam: The War That Would Not

End 1973–1975 (Washington, D.C.: Headquarters, US Marine

Corps, History and Museums Division,1990) pp. 238–265. 
MCWP 6-11

Notes-8

6. Lejeune, The Reminiscences of a Marine, pp. 414–415.

7. Major Charles D. Melson, USMC, and Lieutenant Colonel

Curtis G. Arnold, USMC, U.S. Marines in Vietnam: The War

That Would Not End 1971–1973 (Washington, D.C.: History

and Museums Division, Headquarters, US Marine Corps, 1991)

pp. 50–56.

8. As quoted in Respectfully Quoted: A Dictionary of Quotations

Requested from the Congressional Research Service, ed. Suzy

Platt (Washington, D.C.: Library of Congress, 1989) entry 1635. 

9. Colonel Gerald H. Turley, USMCR, (Ret.), The Easter Offensive: The Last American Advisors Vietnam, 1972 (Novato, CA:

Presidio Press, 1985) pp. 155–162.

10. Paraphrased from NAVMC 11533 (EF), Personal Award Recommendation, Summary of Action for First Lieutenant Kenneth

A. Conover’s actions from 22 to 27 June 2012 during Operation

Enduring Freedom. First Lieutenant Conover was awarded the

Silver Star. 

11. Armed Forces Information Service, The Armed Forces Officer (Washington, D.C.: Department of Defense, 1975) pp. 62–63.

12. Lieutenant Colonel Edward C. Johnson, USMC, Marine

Corps Aviation: The Early Years 1912—1940, ed. by Graham A.

Cosmas (Washington, D.C.: Headquarters, US Marine Corps,

History and Museums Division, 1991) p. 57.
Leading Marines

Notes-9

13. Sally McClain, Navajo Weapon: The Navajo Code Talkers

(Tucson, AZ: Rio Nuevo Publishers, 2001) pp. 21, 23, 34, 52, 54,

55, 67, 68, and 220.

14. Charles J. Quilter, U.S. Marines in the Persian Gulf, 1990—

1991: With the I Marine Expeditionary Force in Desert Shield

and Desert Storm (Washington, D.C.: Headquarters, US Marine

Corps, History and Museums Division, 1993) pp. 28–29.

15. Johnson, pp. v, 49, and 53. 

16. Lieutenant Colonel Kenneth J. Clifford, USMCR, Progress

and Purpose: A Developmental History of the United States

Marine Corps 1900–1970 (Washington, D.C.: Headquarters, US

Marine Corps, History and Museums Division, 1973) pp. 37–38

and 46.

17. J. Robert Moskin, The U.S. Marine Corps Story, 3rd rev. ed.

(Boston: Little, Brown and Company, 1992) p. 225.

18. Clifford, pp. 33–35 and 49–57. 

19. Moskin, p. 224. 

20. Lieutenant General Victor A. Krulak, USMC (Ret.), “A Soldier’s Dilemma,” Marine Corps Gazette (November 1986) pp.

29–31. 

21. Colonel Robert D. Heinl, Jr., USMC (Ret.), The Marine Officer’s Guide, 4th ed. (Annapolis, MD: Naval Institute Press, 1977)

p. 374.
MCWP 6-11

Notes-10

22. Jon T. Hoffman, Once A Legend: “Red Mike” Edson of the

Marine Raiders (Novato, CA: Presidio Press, 1994) p. 249.

23. Krulak, First to Fight, p. 190.

24. Battle Doctrine For Front Line Leaders (Quantico, VA:

Marine Corps Development and Education Command, US Marine

Corps Education Center, 1981) p. 7. This publication was originally written and published as a training guide by the 3d Marine

Division, Fleet Marine Force, under the command of General

A. A. Vandegrift during World War II.

25. Paraphrased from the Medal of Honor citation presented to

Captain William E. Barber as quoted in The Congressional Medal

of Honor: The Names, The Deeds (Forest Ranch, CA: Sharp and

Dunnigan Publications, 1984) pp. 35–36.

26. T. R. Fehrenbach, This Kind of War: The Classic Korean War

History (Washington: Brassey’s, 1994) p. 246. 

27. JP 1-02, Department of Defense Dictionary of Military and

Associated Terms, 8 November 2010 (As Amended Through 15

March 2014) (Washington, D.C.: Joint Staff) p. 43.

28. B. H. Liddell Hart, Strategy (New York: Frederick A. Praeger,

1962) p. 24. 

29. General Robert H. Barrow before the House of Representatives of the Commonwealth of Pennsylvania, 2 June 1981.