USO’s Post

The top enlisted leader of the United States Marine Corps, Sgt. Maj. Carlos Ruiz, is advocating for an overhaul of substandard barracks to provide quality housing for Marines. In a recent interview, he emphasized that having proper living conditions is a basic human right and essential for morale and well-being. The Marine Corps' initiative, called Barracks 2030, aims to address the living conditions of approximately 17,000 Marines currently residing in inadequate facilities. While funding and timelines are still being determined, the commandant of the Marine Corps estimates it may take up to a decade to rectify the problem. Sgt. Maj. Ruiz stressed the importance of investing in the well-being of Marines, stating that quality of life is a top priority. He plans to request additional funding to refurbish existing barracks and build new ones. Outdated and dilapidated barracks will be demolished to make way for improved housing options. This development comes ahead of Sgt. Maj. Ruiz's testimony in front of Congress regarding quality-of-life issues for service members. The focus will be on addressing problems such as mold, dirty conditions, and other factors that impact recruitment and retention. #MarineCorps #QualityHousing #Barracks2030 #MilitaryLife #InvestInOurPeople

Although the enlisted force comprises 80% of the U.S. military, out of the 28 U.S. Presidents who served in the military, only one ever served the entirety of their service in the enlisted ranks. James Buchanan – that's it. When I was a Staff Sergeant, I met Chuck Hagel, the first and only confirmed Secretary of Defense to ever serve as an enlisted military member. In earlier periods of U.S. history, officers often hailed from the upper echelons of society. These social and economic connections likely provided the essential networking and financial backing, a kind of societal privilege. However, this paradigm is changing. I've spent my entire career wearing the chevrons of an enlisted Marine, and I couldn't be more proud. When I browse LinkedIn, I see former enlisted service members accomplishing INCREDIBLE feats as CEOs, billionaires, senators, and much more. We represent the working class of the military and often hail from challenging backgrounds, single-parent homes, public schools, rural farmlands, and inner cities. Yet, every day, through hard work, we climb the socio-economic ladder. We often provide better for our children than what was provided for us. We epitomize the heart and soul of the American Dream. We are the often the reality check to the officers we serve, we are a representation of those deep in the fight everyday, and we lead right alongside the officers we work with from a position of personally earned experience. So, for all those on LinkedIn who aren't in the military: when you encounter someone who has worn chevrons, someone who enlisted in the military, know that you're looking at an individual who can not only lead but also follow. They aren't afraid to get their hands dirty and often have worked from the bottom to earn everything they possess.

Recruiting and retention rely upon good communication, enlightened leadership, and consistent caring.

My assignment to the Office of the Senior Enlisted Advisor to the Chairman over the past 22 months has been transformational. After sitting down for 12 hours and reviewing my notes, here are some thoughts I’d like to share. Thank you to all at the OSEAC, the Services, Combatant Commands, defense agencies, National Defense University, and the The Joint Staff for continuous instruction as I sought to advance the SEAC’s priorities. I’m excited to reinvest all that has been poured into me into the Airmen of the 89th Airlift Wing and Joint Base Andrews. Be an expert. -The “1-pager.” Know what the most important information is and be concise. -Your reputation and credibility are way more important than your resume. -I still have a lot to learn. -You will be left behind if you are not well-read or well spoken. -Read doctrine. -Be prepared to be put on the spot. -“If you can’t explain it simply, you haven’t learned it well enough.” - Albert Einstein -NCO experience is highly respected. Advance your program. -You don’t need to get a touchdown. Just move the chains. -Be efficient. Use existing systems and products. -No organization outruns its IT…ever. -It’s not just about relationships, it’s all about relationships. -Complicated problems are not “one and done.” -Success favors the prepared. Strengthen and defend the Force. -You cannot overstate the power of consistent and persistent messaging. -Medals and monuments are vitally important reminders of the military’s value. -“If Americans see the military as a transient step in getting the career they want rather than as a noble profession, we’re going to have a problem.” -If you ever want to change the future, look at the past. -People that have served - even 4 years - are better Americans. -Be a recruiter wherever you go. Tell your story. Take care of yourself. -You cannot tackle everything. Choose 2-3 things to focus on and just do those. -Sometimes, the first question you have to ask yourself is “what help do I need?” -Protect white space. You need it for reflection. -Be an optimist. -Don’t focus on where you want to go and what you want to do. Go and do well where you’re needed. -Don’t just learn by reading. Learn by observing others. Take care of your team. -You need to understand the people processes and the money processes to be effective. -Everyone is fighting for the space between their ears. -Take care of the team as well as you take care of the boss. -Do a better job of enforcing the standards we have. -Get out of the way of your subordinates. -Listen and acknowledge. Don’t make promises that aren’t yours to make. -We all bring different skills and tools to the same problem set. Take care of your boss. -Guard his time. -Find out how to get to yes and solve the problem for your boss. -“If you send me an email, don’t make me scroll.” -Own the culture. -Education gives you the “why.” Commanders give you the “what.” SNCOs provide the “how.”

There is absolute gold in here.

On an earlier post, I stated that the enlisted veterans I worked with hit a ceiling that is set pretty low in corporate America. I attributed that ceiling to their drive to get things done, and not putting up with stupid. I was asked to expand why, so here goes. In the Marine Corps, there is a saying that we spend 90% of our time with the bottom 10% of Marines, i.e. we have to deal with their problems. In the military, the power in this dynamic rests with the leadership. In corporate America, the power dynamic rests with the bottom 10%. These events really happened. Particular circumstances are changed. When I was a company commander at NSA, I received a call from an Air Force lieutenant about one of my Marines. When I went to her office, she told me Private Jones was not only the worst Marine she ever met, but was also the worst human being she ever met. Once I spoke to a few others, to my chagrin, she was correct. We removed him from her office and my Company First Sergeant sent him to Base command where an enterprising Navy Senior Master Chief ensured this particular Marine was picking up trash at Ft. Meade, Maryland during the hot muggy summer months. When he returned to us, he was somewhat improved. In corporate land, Vet former Sergeant Jenny had the top metrics in the business line. She was holding people accountable and HR was complaining about all the paper work she was causing. One individual we were about to fire instigated an investigation complaining of an ism or a phobia against him by Sergeant Jenny. Everything stopped until the investigation was completed and approved all the way up through the lawyers in the c-suite. Meanwhile, this individual instigated a new investigation against Sergeant Jenny every few weeks as well as a few other people. And then other people Jenny held accountable instigated investigations against Jenny with isms and phobias. Jenny was never found guilty of anything and none of those people were ever fired. Sergeant Jenny never got promoted, despite having the top metrics in the business line, because she was viewed as lacking soft skills, and displayed poor communication skills. I watched this happen too many times to count. To veterans, holding people accountable in corporate land is the ticket to staying exactly where you started. #veteranshelpingveterans #veterans #leadershipdevelopment #leadership #marines

"Learning from the Past: A Lesson from General Douglas MacArthur" In the annals of leadership, few figures stand as tall as Douglas MacArthur. My Grandfather however referred to him as "bloodthirsty." As a young manager, I often sought out my grandfathers for advice on leadership and management. One day I asked: Should you speak up when your boss is headed down the wrong path, or simply follow their lead? His answer transported me back to MacArthur's bold move before the Philippine Islands campaign in 1944. Aboard the USS Louisville, he stood with Admiral Jesse Oldendorf and several high-ranking officers. MacArthur urged immediate action by Navy UDT teams, a deviation from the norm. The Naval officers resisted due to the potential loss of lives without a proper plan. The disagreement escalated into a physical altercation, a fistfight between Navy and Army officers. The aftermath brought court-martials, penalized officers, and my grandfather dipping water out of the bilge pump with a teaspoon for 24 hours. In the end the Navy opted for a safer course, contrary to MacArthur's stance. Here's the takeaway my grandfather left me: Stand your ground, but do so strategically. Adhering to directions is essential, but it's your role as a leader to find a way to shift direction that doesn't result in failure for the team. If you stand firm, your team may lose their best ally. Thus, it's vital to navigate the situation in a manner that aligns with both your boss's and your team's needs. #LeadershipLessons #StrategicApproach #beBetter #JobSquad #ManufacturingJobs #OperationsJobs #PlantManagementJobs

#diversity #edi #equalitymatters #hr #leadership isn’t just nice to do, it’s ESSENTIAL. Learn why the ‘business case’ for diversity is about fairness of opportunity and maximising all available talents . United States Marine Corps understands this. Watch this clip of the Commandant of #usmc explain this in such simple, effective and powerful language. Equality isn’t about mission statements and posters on a wall. It’s about getting it done and recognising the true costs of not doing it . #leadership is knowing ourselves and those we are responsible for as people and behaving accordingly.

For people wondering what good comes from this system and the full implications for the actual warfighter, I'll say this. In 2010 during the invasion of Marjah (Operation Mashtarak), the marksmanship, or lack-of precision shooting was exposed. We had problems outside 300 on movers. Some had problems even closer. As a Small Unit Leader, if I would have had this technology, my squad would have started the deployment in the manner it ended the deployment. Changes were made on the move that would have been observed with CK training, and adjusted before the push. Marines were trained to a standard, instead of training past it. Though shooting has come a long way, we can never stop enhancing and refining the art. CK systems do just that. They allow a Squad Leader to push his men past the standard and maintain perishable skills, all while using no ammunition, ranges, or higher RSO/OIC supervisors. Being able to analyze your men in a cognitive fasion, allows for enhanced talent management in the squad/platoon/company levels. ~See first, Hit first~

Leadership Thoughts for Pride Month There has been a lot of backlash lately about a Navy Special Warfare Command (i.e., SEALs) Facebook post that featured the words, "NSW DIGNITY SERVICE RESPECT EQUALITY PRIDE" on a rainbow flag. Considering the "team" mentality of NSWG, I am surprised that the current NSWG leadership endorses this approach. The problem with this post is not the Navy's position on LGBTQIA+ sailors, but rather, it the the fact that we recognize them as a distinct group. This flies in the face of every aspect of our military and Navy training. We are taught and trained to look past our differences and focus on our mission. We function best as a team, not as individuals. We seek values that unite us, not divide us. HONOR. COURAGE. COMMITMENT. Those are the Navy's core values and our focus. We must not divide ourselves by heritage, education, politics, race, religion, or sexual orientation. Celebrating any grouping of servicemembers is divisive and only serves to weaken our team. When building a successful team, focus on the values that unite; not those which divide. #NAVY #CNO #NSWG #SEALS #LEADERSHIP #NAVYSPECIALWARFARE #MILITARY #PAO #PUBLICAFFAIRS #NAVYPUBLICAFFAIRS #KEITHDAVIDS #ANDYSCHREINER #DAVIDMARKLE #WALTERDITTMAR