Caring is Leading
Do you truly care about those you are leading? Not just occasional concern for them, but genuinely investing your time and energy to guide, support, and assist them, even if it means sacrificing some personal time? This question lies at the core of effective leadership.
All who go to Bootcamp are instilled with Leadership Traits and Principles. These principles are emblazoned on stairwells and made into acronyms meant to be ingrained in every leader’s psyche. Be honest, you just did JJ DID TIE BUCKLE either in your head or in a whisper! We are instilled with them but how often do we think on them and ensure we are doing them all? Doing half of them? Do we do them and have no emotion about it? Do we do them with the people truly in mind?
The recent SMMC’s conversation on the Moments in Leadership Podcast led me to thoughts of leadership. The importance of understanding one’s leadership style became even more apparent as I read a Marine Officer’s candid response about his “autocratic” approach, which likely cost him a coveted position. He admittedly answered what he could remember quickly, instead of truly knowing what his leadership style was. Knowing your leadership style is important even if you can only explain it and not put the formal title on it. Simply by observing as you progress, either in the Service or civilian job, you can pick up what you may want to do and what you will not do.
In my first enlistment this is exactly what I did as a Cook – I observed. In that MOS we were divided into shifts, two or three, with a Corporal over each squad and then a Chief Cook, usually a Sergeant, over them. Typically there was a Staff Sergeant and a Gunnery Sergeant around the chow hall as well. Due to the interactive nature of cooking in the kitchen, I had the ability to observe how multiple matters where handled. I saw the Sergeants and how they cared about those under them in their own way; some more hardnosed, no nonsense than others. There were instances that called for that and what I took away was this lesson - sometimes by being hard on an individual you are showing a care for them. The key to this though is to make sure it is verbally communicated otherwise you can come off the wrong way and push them away.
Jump ahead to right after I laterally moved into MCCS and I’m on my first deployment. As a Sergeant, I was rolling around in a 7-ton with a Unit (not my own), a Gunny, and Staff Sergeant with me. I recall a time they both pulled me aside and I heard first names come from my leadership. They said “Mike, Jerry, and Jimmy, we need to talk to you about making good decisions.” Sharing their experiences with personability was something I took away and wanted to try to emulate.
Later, as a Gunnery Sergeant, I faced a critical moment when an individual from my Section approached me with concerns about perceived dissatisfaction among the team. Through open and honest dialogue, we identified communication gaps and implemented solutions to foster a more cohesive environment. This experience underscored the importance of active listening and transparency in leadership.
Going back to where we started, every time I read the Leadership Traits and Principles one stands out: “Know yourself and seek self-improvement.” This principle resonates deeply with me, as it encapsulates my commitment to continuous growth and development. Knowing from my early years to observe and see how I want to lead by paying attention to the people. Knowing that someday I would be leading and I wanted those under me to be taken care of. I wanted my people to know that I had their back, right or wrong. I challenged myself to get a Bachelor’s degree and then a Masters, seeking self-improvement. As I went through the process, I shared with my Marines what steps they may need to take to further their education. Additionally, if I say I’m going to do something, I follow through, so my word holds value. Admittedly, some of the Leadership Traits and Principles are easier than others. Whether pursuing higher education or sharing knowledge with my team, I strive to lead by example, demonstrating integrity and accountability in every endeavor.
No matter where you find yourself or at what level you currently are at, take care of those around you and show you care. Be the example for those under your charge. Lead up. Have fun. Be transparent. Allow for some to have failed attempts in learning (FAIL) so growth can come. By fostering a culture of trust and support, we can create lasting positive change, both within the culture of our organization and beyond.This is solely the advice of one that cares whether we’ve crossed paths or not. ‘Rah!
About the Author
Master Gunnery Sergeant Huff enlisted in the Marine Corps and attended Recruit Training at Marine Corps Recruit Depot, Parris Island, South Carolina in January 1999. He has over 24 years of dedicated service to the Marine Corps ranging from MOS 3381, Cook and Field Mess, Recruiting Duty and MEPs (Military Entrance Processing Station) Liaison with 20 years as a Marine Corps Community Services (MCCS) Marine.
In March 2022, Master Gunnery Sergeant Huff executed orders to CLR-17, Camp Pendleton, California where he assumed the duties of Operations Chief for MCCS Camp Pendleton. In this role he oversees the MCCS Marines, Area Coordinators, and is the MCCS liaison between, not only the 17 Area Commands on Base but, all Commands totaling over 80. His coordination across all the Divisions of MCCS also lead to Units better understanding what MCCS can do as well as improvements that may be coming to a Units area.
His personal awards include the Meritorious Service Medal, Navy Achievement Medal (3 gold stars) and the Good Conduct (8th award).
