Moments in Leadership

Major General Bill Bowers, USMC - Leadership, Accountability, and Recruiting the Future of the Marine Corps

David B. Armstrong — Thu, 06 Feb 2025 17:47:24 -0500

In this episode, Major General Bill Bowers, Commanding General of Marine Corps Recruiting Command, shares powerful leadership lessons from his time as a young lieutenant to a two-star general, reflecting on mentorship, peer accountability, recruiting challenges, and the evolving responsibilities of military leadership.

Welcome to the first Moments in Leadership episode of 2025! This episode marks four years of the podcast, and we’re honored to feature Major General Bill Bowers, Commanding General of Marine Corps Recruiting Command. A longtime friend of host David B. Armstrong, General Bowers reflects on his leadership journey, the critical role of mentorship, and how peer accountability shaped his career from his early days as a young lieutenant to his current role leading Marine Corps recruiting.

In this engaging and insightful conversation, General Bowers and Dave discuss:

The power of peer accountability and why young leaders need idealism
Lessons from early leadership mistakes and the importance of learning from failure
How mentorship from senior enlisted leaders can shape careers
The challenges of recruiting and retaining the right Marines in today’s environment
The role of awards and recognition in motivating Marines
How young officers can prepare for command and build lasting relationships

General Bowers also shares incredible stories from his time in the field, including a mess night surprise that changed a Marine’s future and how recruiting is more than just numbers—it’s about changing lives.

Whether you’re a junior officer, an aspiring leader, or someone interested in the inner workings of Marine Corps leadership, this episode delivers practical leadership lessons, personal anecdotes, and deep insights from one of the Marine Corps’ top generals.

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Fleet Master Chief David Isom, USN - “Humans Are More Important Than Hardware"

David B. Armstrong — Fri, 27 Dec 2024 01:00:00 -0500

Welcome to another powerful episode of Moments in Leadership. In this episode, host Dave Armstrong delves deep into the experiences and insights of our distinguished guest, Fleet Master Chief Dave Isom. Join us as we explore the changing dynamics of leadership in the military, the culture of questioning among junior personnel, and the integral role mentorship plays in shaping great leaders.

Fleet Isom shares his journey through the ranks, from his initial service in the regular Navy to his esteemed position in the Navy SEALs, highlighting the unique leadership challenges within SEAL teams. He reflects on the invaluable lessons learned from mentors and discusses the balance between formal authority and personal connection in effective leadership.

We also uncover the importance of the Chief's Mess, the impact of diverse career experiences, and practical advice for junior officers and enlisted leaders. Fleet Isom opens up about his career decisions, the significance of taking care of team members, and the essential nature of planning for retirement.

This episode is a treasure trove of wisdom on building a leadership culture that thrives on trust, learning from failure, and fostering a supportive network. Whether you're in the military or seeking leadership insights, Fleet Isom's experiences and advice will leave you inspired and equipped for your own leadership journey. Tune in as we honor the journey of a remarkable leader and explore the defining moments that shaped his career.

Welcome to “Humans Are More Important Than Hardware"– let's dive in.

SgtMaj Jesabel D Cuadro, USMC: “Leadership Isn't About Giving People Too Many Chances”

David B. Armstrong — Sun, 17 Nov 2024 17:50:57 -0500

SgtMaj Cuadro is my first female enlisted leader and was a recommendation from several other SgtMajs, so I knew this would be a good one. And it is.

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LtCol Isaac G. Lee, USMC (ret) - Experiences as a Combat Aviator From Boot Lieutenant to Sqdn Commanding Officer

David B. Armstrong — Mon, 14 Oct 2024 00:00:00 -0400

This episode is with retired LtCol Isaac G. Lee, call sign Whiskey and the author of Hanger 4, a memoir of a combat aviator and CH53 pilot. I read it cover to cover and passed it along to an active duty infantry Captain and company commander because of the leadership lessons in the book. While I think the book is great for any emerging leader to read, if you are a current Capt and getting ready to promote to Major, I think there are some great perspectives contained in the pages.

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BGen Val Jackson, USMCR - Commanding General, 4th Marine Logistics Group

David B. Armstrong — Fri, 09 Aug 2024 16:50:00 -0400

In this episode, BGen Jackson discusses why leaders don’t always need a bias for action and how the Marine Corps has to go on, so not everyone is going to get what they want. We also dive into mentorship between genders and how leaders at all ranks can learn from her experiences - specifically where she was successful in receiving mentorship in a male dominated organization. Join us for a frank discussion on both active duty and reserve leadership.

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MGySgt Scott Stalker, USMC (Ret) – Former Command Senior Enlisted Leader with US Space Command

David B. Armstrong — Fri, 28 Jun 2024 15:00:00 -0400

In this episode of Moments in Leadership, retired U.S. Marine Corps Master Gunnery Sergeant Scott Stalker discusses the lessons learned over his career, including his time in the Defense Intelligence Agency, United States Cyber Command, the National Security Agency, and in his final assignment with United States Space Command. Hear the story of how a MGySgt became a CSEL, a billet normally filled by a SgtMaj and his philosophy on “Best Player”. Additionally, we chat about his time in the Joint POW/MIA Accounting Command and Marine Corps Forces Special Operations Command (MARSOC).

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MajGen Jim Lukeman, USMC (Ret) – Former 2nd MARDIV CG and Current CEO of the Marine Corps Heritage Foundation

David B. Armstrong — Thu, 16 May 2024 13:00:23 -0400

In this episode of Moments in Leadership, U.S. Marine Corps (Ret) MajGen Jim Lukeman and host David B. Armstrong discuss both MajGen Lukeman’s Marine and civilian careers, showing duty does not end after time in uniform is concluded. his life and career, including his time as a Platoon Commander time in 1st Bn 2nd Marines, a Company Commander in Lima 3d Bn 6th Marines, the Battalion Commander of 2nd Bn 5th Marines, and Commanding General 2nd Marine Division. Additionally, we chat about his time as a Marine Officer Instructor at Uni Texas NROTC Unit, the Commanding Officer of Security Battalion, Quantico Virginia, and his current role at the President & CEO of the Marine Corps Heritage Foundation. His insights on having ‘arrested development’, dealing with burnout, and how to deal with laxes of standards provide useful lessons about how to manage complex organizations and those who help lead those organizations.

Reflecting on his early career, MajGen Lukeman recounts his formative experiences as a second lieutenant, emphasizing the profound influence of his platoon sergeant. These early experiences underscored the importance of mentorship and set the foundation for his career. MajGen Lukeman’s journey as an officer instructor and inspector of Marine Security Guards is highlighted by the critical role discipline and adherence to Marine Corps standards play in maintaining excellence, especially in diverse and challenging environments. These positions tested his leadership skills and commitment to the Corps' values, to include relieving almost an entire detachment of Marines.

Central to MajGen Lukeman’s narrative is the significance of building strong relationships within the Marine Corps. MajGen Lukeman emphasizes learning from exemplary leaders and mentors can profoundly impact one’s career and personal development. These relationships and the influence of good examples are crucial for growth and success in the Marine Corps.

The Marine Corps Heritage Foundation, as MajGen Lukeman explains, is instrumental in preserving the history and traditions of the Marine Corps. Through donations and planned giving, individuals can contribute to the Foundation’s mission, ensuring the legacy of the Marine Corps is maintained for future generations. The upcoming 250th anniversary of the Marine Corps in 2025 is a focal point of celebration, with various events and initiatives planned. The Foundation, in collaboration with the Marine Corps, is working on commemorative projects, including coins, to honor the Corps' enduring legacy and values.

The Marine Corps Museum, managed by the Heritage Foundation, stands as a testament to the experiences and milestones of Marines. It serves as a living space where Marines can celebrate their heritage, with the museum providing a unique venue for events, ceremonies, and gatherings. This fosters a sense of pride and camaraderie among Marines, reinforcing their shared history and achievements.

MajGen Lukeman’s diverse career path—from infantry roles to embassy duties and officer instruction—showcases the adaptability and flexibility required in the Marine Corps. His ability to learn and excel in various roles highlights the leadership skills and determination he developed throughout his career. This adaptability is a core attribute for any Marine, illustrating the importance of being versatile and resourceful in different assignments.

Collaboration and effective communication are also pivotal themes in MajGen Lukeman’s discussion. The Marine Corps relies on strong relationships and partnerships, both within the organization and with other branches of the military and government agencies, to fulfill its mission. These collaborations are essential for maintaining and strengthening the Marine Corps’ operational effectiveness and strategic goals. MajGen Lukeman’s narrative underscores the enduring values of the Marine Corps and the importance of preserving its legacy for future generations.

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SgtMaj Marcos Cordero, USMC - CSEL, TF North: "Do You Just Assist In Enlisted Matters Or Do You Assist In All Matters?"

David B. Armstrong — Sun, 24 Mar 2024 12:47:45 -0400

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Relevant Resources

What is Moments in Leadership?

Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style.

Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling.

Why Should You Support this project?

I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well.

Check out my Supercast site and see if any level is a good fit for helping:

Connect with Us:

Visit the Moments in Leadership website:

Email us: themiloffice@gmail.com

Other Podcasts Interviews with David B. Armstrong

LtGen David Bellon and the 20th Sergeant Major of the Marine Corps, SgtMaj Carlos Ruiz – A Command Team Briefing to Alpha Company TBS 2022 (themiloffice.com)

About the Host:

David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018.

Col Paul Merida (Ret), USMC - Commanding Officer 22 MEU: "Handling the Crown Jewels"

David B. Armstrong — Mon, 26 Feb 2024 05:00:00 -0500

In this episode of Moments in Leadership, U.S. Marine Corps Colonel Paul Merida and host David B. Armstrong discuss the early parts of his life and career, concluding with his time commanding one of the ‘Crown Jewels’ of the Marine Corps, a Marine Expeditionary Unit. His insights provide useful lessons about how to manage disparate organizations over distance and differences.

Leaders are sometimes thrown into positions where they have the training, but the sudden onset of responsibility hits them unexpectedly. Colonel Merida speaks to his initial leadership baptism when he was called off leave after initial infantry officer training and thrown into Embassy reinforcement operations in Libya with a short-called-up unit itself. The lessons of setting the tone and creating a climate of discipline are useful to people thrown into a leadership position without due warning.

While everyone fashions themselves as the next great General or titan of industry, sometimes, perhaps more often than we want to think about, there exist those leaders who, through a misunderstanding of the environment, create a toxic environment that makes it hard to lead in. Understanding how to lead in this environment, and create a safe operational space for their subordinates.

Managing and leading are different aspects of command in the Marine Corps. Colonel Merida addresses the difficulties of planning versus executing a plan, the different qualities a person in a leadership position needs to have, and the various intangibles a unit needs versus the bulletized tangibles.

The ability to run massive, personnel and distance-based, organizations is probably the most unique aspect Colonel Merida brings to the Moments in Leadership podcast. Having the ability to harness different units, personnel, ships, and operations within a cohesive structure is part of building a climate, focusing on the basics, and creating a culture of learning. Colonel Merida overall provides a nuanced, unfiltered, and non-flinching look at leadership, followership, and teaching that have culminated in an illustrious career.

Thank you for supporting the project (below)

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Relevant Resources & Other Mentioned Episodes:

Moments in Leadership - David G. Bellon, LtGen, USMC (themiloffice.com)

Moments in Leadership - Major General Dale Alford, USMC (themiloffice.com)

MajGen Dale Alford: "I Was a Student in AWS, Got Pulled Out, and Sent to Combat" - A Follow-up to Episode 14 (themiloffice.com)

What is Moments in Leadership?

Why Should You Support this project?

Check out my Supercast site and see if any level is a good fit for helping:

Connect with Us:

Visit the Moments in Leadership website:

Email us: themiloffice@gmail.com

Other Podcasts Interviews with David B. Armstrong

Scuttlebutt Podcast EP 38

Former Action Guys Podcast EP 161

Former Action Guys Podcast EP 141

Former Action Guys Podcast EP 60

Former Action Guys Podcast EP 54

About the Host:

SgtMaj Carlos Ruiz, 20th SgtMaj of the Marine Corps - "Quality of Life 2030"

David B. Armstrong — Mon, 22 Jan 2024 12:00:00 -0500

This episode is a unique look into the mind of one of our service’s senior leaders days before a major hearing. Moreso than a typical CSPAN briefing of soundbites, the lister will be able to hear, in detail, plans to improve quality of life and lethality of Marines. The 20th Sergeant Major of the Marine Corps (SMMC), Carlos Ruiz, discusses the initiatives he plans to champion during his tenure as the SMMC and how Quality of Life improvement ultimately makes the Marine Corps a more lethal organization and force for the American public.

One of the most transformational questions asked of SgtMaj Ruiz is the state of the barracks. SMMC Ruiz discusses how the Marine Corps, at the most senior levels, are taking positive and tangible action to alleviate this most common and consequential of issues. SMMC Ruiz details the renovation plans and how the ability to move Marines may not be the ideal solution. SMMC Ruiz also details how the ability to press the ‘I believe’ button is important and helps the whole process. One of the key adjacent tangents around the barracks issue is the use of Social Media as both a positive and a negative in allowing leaders to see what is behind typical ‘painting the rocks’ inspections and true issues in the barracks.

The barracks issue leads into larger priorities the SMMC is working on, specifically those issues tied to recruiting and retaining a quality force. The use of quality of life means the individual Marine needs to be looked at as a person and not merely as a number to fill a billet. Understanding that individual Marines have individual goals, lives, and, more importantly, options means the Marine Corps has to compete with a burgeoning American economy and the private sector. This key issue girds a lot of the arguments currently being aligned under Quality of Life 2030 initiatives.

The great tacticians will understand how best to use all of their supporting fires. In the battle to increase the Quality of Life 2030 for Marines, SMMC Ruiz understands and leans into using non-traditional and non-Marine Corps aligned organizations, such as PB Abbatte. Similarly, the increased and prominent use of Social Media allows the SMMC an unvarnished look into the Force and also allows Marines to see others providing skills perhaps unavailable in their own units. 1st Battalion 8th Marine Regiment is brought up as an example of a unit using Social Media for positive outcomes and showing how other units in the Marine Corps have used this new paradigm to their advantage.

Quality of Life extends to Marines' careers and how they are brought along in their journey to become a future Sergeant Major of the Marine Corps. Understanding the Marine Corps’ mission ultimately comes first does not mean Marines do not rate to have an honest conversation and transparency in how the Marine Corps plans to use them. Balancing the new generation of empowered, knowledge and opportunity-wise, Marines with the realities of the service is another priority SMMC wants to improve on while in his seat.

While this episode does touch on leadership issues (taking care of subordinates, being a good sensor, and understanding how to accomplish the mission), it is more impactful for understanding the thought process and careful deliberation and contemplation senior/executive level leaders undergo to make their best arguments on behalf of their services and ultimately those who make the majority of those services strength, the enlisted.

Thank you for supporting the project (below)
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Relevant Resources & Other Mentioned Episodes:

LtGen David Bellon and the 20th Sergeant Major of the Marine Corps, SgtMaj Carlos Ruiz – A Command Team Briefing to Alpha Company TBS 2022 (themiloffice.com)

SgtMaj Black, 19th SMMC, Episode Two: Being a Good Marine is About the Non-Negotiables (themiloffice.com)

Moments in Leadership - SgtMaj Don Reynolds, USMC (themiloffice.com)

SgtMaj Chris Rivera, USMC - "Your Rocker is Not a Hammock" (themiloffice.com)

1stSgt Shamus Flynn, USMC – From Motor T Mechanic to MARSOC – What Emerging Leaders Need to Know About Setting the Example, Admin, and Awards (themiloffice.com)

What is Moments in Leadership?

Why Should You Support this project?

Check out my Supercast site and see if any level is a good fit for helping:

Connect with Us:

Visit the Moments in Leadership website:

Email us: themiloffice@gmail.com

Other Podcasts Interviews with David B. Armstrong

LtGen David Bellon and the 20th Sergeant Major of the Marine Corps, SgtMaj Carlos Ruiz – A Command Team Briefing to Alpha Company TBS 2022 (themiloffice.com)

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Major General Matthew D. Smith, U.S. Army - "This Ain’t the Boy Scouts"

David B. Armstrong — Sun, 31 Dec 2023 19:28:32 -0500

This Ain’t the Boy Scouts – U.S. Army Major General Matthew D. Smith

In this episode of Moments in Leadership, Army Major General Matthew D. Smith and host David B. Armstrong discuss the early parts of his life and career, concluding with his time holding battlespace in Afghanistan without a workup cycle to support that style of operation. His insights offer a different spice to the typical Moments in Leadership ranks as they take into account both National Guard and U.S. Army perspectives. Listeners will hear similarities across this discussion with other Moments in Leadership and will reinforce core leadership traits.

Understanding the difference between child’s play and the real consequences of actual leadership is one of the first hurdles a military leader must overcome in their journey. A leader has real responsibilities, ethically and legally, to uphold and must be ruthless in carrying them out, as literal lives depend on it. School and training courses can only prepare you so much and you must learn both academic and practical skills. The only thing you can’t get back is time. Leaders need to learn from those who have gone before them and not make the leadership mistake of making a mistake someone learned before you.

Being liked is a good skill to have as a leader but being liked is not the end goal of leadership. Subordinates will take care of leaders who take care of them and let those who believe they are ‘above it all’ be all alone above them. Subordinates’ perspectives should be taken into account, but mission success does dictate all. This is a balancing act and an enduring one leaders must undertake.

Standards are standards since they are non-negotiable and are often written in others’ blood. To rebuild an organization, one must work on building from the ground up and reinforcing the basics, regardless of what they are, and reinforcing the ‘why’ behind the ‘what’.

Major General Smith concludes with the importance of understanding the purpose, or goal, of a mission being more important than the task, or how, of the mission. He further discusses how understanding the subordinates below you and how the application of a ‘Napoleon’s Corporal’ is crucially important to success as they are the lowest echelon to carry out the actual mission and need to understand the stated purpose. This episode builds off previous Moments in Leadership and shows how core traits of leadership and followership are universal, even in the U.S. Army.

Thank you for supporting the project (below)

Please consider supporting this project on Supercast: Moments In Leadership Supercast

Relevant Resources & Other Mentioned Episodes:

Vice Admiral (Retired) William R. Merz, USN – At 1000 Feet, Leadership Can Crush You (themiloffice.com)

What is Moments in Leadership?

Why Should You Support this project?

Check out my Supercast site and see if any level is a good fit for helping:

Connect with Us:

Visit the Moments in Leadership website:

Email us: themiloffice@gmail.com

Other Podcasts Interviews with David B. Armstrong

Moments in Leadership - Craig Nixon, BGEN, USA (themiloffice.com)

About the Host:

SgtMaj Chris Rivera, USMC - "Your Rocker is Not a Hammock"

David B. Armstrong — Mon, 13 Nov 2023 05:00:00 -0500

Sergeant Major Rivera enlisted in the Marine Corps in July 2000 and is currently assigned to the 3d Littoral Logistics Battalion. Extended show notes are coming - I'm just getting this episode out there for listening. Email me if you have any questions before I post notes.

Colonel Stephen W. Davis, USMC (Ret) – You Can't Manage People Up a Hill, But it Can Help

David B. Armstrong — Sun, 08 Oct 2023 11:32:58 -0400

In this episode of Moments in Leadership, host David B. Armstrong spends time with retired Marine Colonel Stephen Davis, a veteran of the post-Vietnam War Marine Corps, the Reconnaissance Community, Joint Special Operations, and multiple combat tours up to the Regimental Command level, where they spend time discussing various topics related to hard-won lessons from the front lines combined with a realist take on what command, leadership, and management means.

From Colonel Davis’ initial training operations and three courts martial in his first week of command, the conversation discusses the concept of having, understanding, and being humble enough to ask for assistance from those who have been there before, namely the Staff Non-Commissioned Officers who have the inherent experience in an organization. This oft-ridden military maxim is buttressed by examples of not being wholly subservient to these people either and Colonel Davis provides examples where ‘stellar’ Marines have cracked under pressure and changes have to be made to protect the troops.

Colonel Davis never expected to stay in the Marine Corps and some of the reasons he decided to make it a career early into it provide some examples of how leadership is often the primary determinant of wanting to belong, or conversely, to leave, an organization. Leaders make the culture. Colonel Davis subscribed to this notion enough that he made himself overly useful as an infantry officer in a Reconnaissance unit as its Supply Officer. This led to large dividends down the road in his command life and shows true leaders take opportunities, even if they appear bad, and make the best out of them.

The Reconnaissance Community instilled numerous values within Colonel Davis. Specifically, he learned how to lead overachievers, how sometimes metrics are not the best indicators of a ‘good’ unit or Marine, and the differences between Management and Leadership.

One of the more interesting lessons Colonel Davis provides is on the concept of the combat leader. Colonel Davis leans into the idea that leaders need to be where they need to be, but not always at the front. He is also a believer that the line between a bad decision and the Medal of Honor is razor-thin and medal chasers have no business in the combat arms field.

Colonel Davis provides discussion points on the focus of a leader (the Commanding Officer) vice a manager (the Executive Officer/Chief of Staff) and how they are both important to the overall success of an organization.

The episode goes into Colonel Davis’ time as the Regimental Combat Team 2 Commanding Officer and the successes (Manuever Warfare use of illusionary force structure in a Counterinsurgency environment to take ‘denied’ strongholds in two days) and the failures (Moral issue sins of commission and omission with the Haditha killings) and how these incidents led to him once again blossoming to help with similar issues within the Naval Special Warfare Community, specifically moral injury, boundless loyalty, and who does a person owe their allegiance to.

Overall, the episode is an insightful discussion about leadership, moral convictions, and the ability to take the best out of situations.

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Be sure to check out the sponsor of this show Fieldseats.com for virtual reviews of great firearms, optics and gear where at the end of the virtual review, they give theitem away to an attendee. Be sure to use CODE: “LETHALMINDS” for 10% off the registration to a virtual review and check out their Instagram, Twitter, and YouTube accounts @filed_seats

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Relevant Resources & Other Mentioned Episodes: [ADD REFERENCES AND USE THE LINKS IN SEPARATE DOCUMENT IN GOOGLE DRIVE TITLED

Lead From the Front? Not Always. By Captain Michael A. Hanson, U.S. Marine Corpshttps://www.usni.org/magazines/proceedings/2022/november/lead-front-not-always

Col Reggie McClam, USMC – Using "MOAS" to Engage with Others About Mentorship, Leadership, Diversity, and Inclusion. (themiloffice.com)

Moments in Leadership - Major General Dale Alford, USMC (themiloffice.com)

MajGen Dale Alford: "I Was a Student in AWS, Got Pulled Out, and Sent to Combat" - A Follow-up to Episode 14 (themiloffice.com)

What is Moments in Leadership?

Why Should You Support this project?

Check out my Supercast site and see if any level is a good fit for helping:

Connect with Us:

Visit the Moments in Leadership website:

Vice Admiral (Retired) William R. Merz, USN – At 1000 Feet, Leadership Can Crush You

David B. Armstrong — Sat, 12 Aug 2023 17:00:00 -0400

SPECIAL THANKS TO MATT MIRANDA AND JEREMY KOFSKY FOR EDITING AND SHOW NOTES SUPPORT

In this episode of Moments in Leadership, retired Vice Admiral William (Bill) Merz and host David B. Armstrong discuss how life can take strange turns to making capable leaders, oftentimes through hard times and rough seas. VADM Merz has seen the depths of the ocean and the heights of a superiorly led organization. His insights are valuable to all those who don’t want to be crushed under the everlasting burdens of leadership and ownership.

Learning the ‘personality’ of an organization is similar to understanding the ‘personality’ of a submarine, especially one as temperamental as the Thresher class submarine VADM Merz started on. Organizations that place a priority on the importance of the mission, expect professionalism in all duties, and have tangible results all work to produce leaders that all pull in the same direction. Setting a standard, and holding people to that standard, provides a way for people to see their potential and sets the conditions for them to operate at their best.

The standards of the submarine fleet are set by the accountability foisted upon the submarine’s commanding officer. They are absolutely responsible and accountable for everything on the submarine, to include the safe and effective use of the nuclear powerplant. This stringent adherence to accountability, and the training/certification elements of a submarine officer’s career has created the paradigm wherein, as VADM Merz states, ‘there will never be a second nuclear issue in the Navy, because after the first, the whole program will be shut down’.

To enforce accountability, and a learning culture, VADM Merz states one needs to celebrate mistakes, while this seems counterintuitive, the ability to distill failures to the procedural reason they occurred ultimately reinforces the accountability and ownership of the group. Conversely, good things happening by accident also needs to be investigated as procedures should result in predictable outcomes that can be repeatable.

A command climate that can foster this ‘celebration of mistakes’ is one that empowers all within and displays consistency. A leader who yells all the time can be fine, as long as their yelling is consistent in its application. When the yelling has no purpose other than to get frustrations out, then the command climate will falter. A good command climate is also one in which junior leaders feel respected enough to stand up to senior leadership and tell them when things are not working in proper order. VADM Merz gives examples throughout his career of the good and bad coming out of these situations, including a time or two when he himself was the ‘bad’ boss.

The wanting to be with the ‘best’ can lead people away from their best instincts in a poor command influence. VADM Merz provides stories of working operations with Navy SEALs and how arguments between SEALs and submariners about tactics and rigging would be immediately smashed by senior SEALs, who would tell these highly proficient warriors they need to understand submarines are not their specialty and to let those who are experts in their areas execute the best way to support the mission. The best person is always the best person, you need the right person to perform the task.

Once the experts are identified in an area, an appropriate command climate is fostered, and mistakes can be celebrated, the didactic nature in which the submarine community approaches problems can be applied to any other number of problem sets. VADM Merz provides the example of his time as the 7th Fleet Commander having the lowest suicide rate in decades and being able to uncover unconscious bias within the ranks.

VADM Merz’s concludes with the importance of gaining the trust of subordinates and using the tools available to a commander, namely mast as a tool to correct and provide guidance to those who are accountable for carrying out the national-level high risk missions of the Submarine Service. For those who are looking for insights into the Silent Service or just want a more effective organization, this is a great conversation to be apart of.

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Relevant Resources & Other Mentioned Episodes:

Admiral Rickover Principles:

Ownership – A person doing a job – any job – must feel that he owns it and that he will remain on the job indefinitely. …Lack of commitment to the present job will be perceived by those who work for him and they also will tend not to care. If he feels he owns his job and acts accordingly, he need not worry about his next job.

Responsibility – Along with ownership comes the need for acceptance of full responsibility for the work. Shared responsibility means that no one is responsible. Unless one person who is truly responsible can be identified when something goes wrong, then no one has really been responsible.

Attention to Detail – A tendency among managers, particularly as they move to higher positions, is to think they no longer need to be concerned with details. If the boss is not concerned about details, his subordinates also will not consider them important.

Priorities – If you are to manage your job, you must set priorities. Too many people let the job set the priorities. You must apply self-discipline to ensure your energy is applied where it is most needed.

Know What is Going On – You must establish simple and direct means to find out what is going on in detail in the area of your responsibility. I require regular, periodic reports directly to me from the personnel throughout my program.

Hard Work – For this, there is no substitute. A manager who does not work hard or devote extra effort cannot expect his people to do so. You must set the example. Hard work compensates for many shortcomings. You may not be the smartest or most knowledgeable person, but if you dedicate yourself to the job and put in the required effort, your people will follow your lead.

Checking Up – An essential element of carrying out my work is the need to have it checked by an independent source. Even the most dedicated individual make mistakes.

Facing the Facts – Another principle for managing a successful program is to resist the natural human inclination to hope things will work out, despite evidence or doubt to the contrary. It is not easy to admit that what you thought was correct did not turn out that way. If conditions require it, one must face the facts and brutally make needed changes despite considerable cost and schedule delays. The man in charge must personally set the example in this area.”

Moments in Leadership - Ron Boxall, VADM, US Navy (themiloffice.com)

SgtMaj Black, 19th SMMC, Episode Two: Being a Good Marine is About the Non-Negotiables

David B. Armstrong — Fri, 14 Jul 2023 05:00:00 -0400

HUGE THANKS TO JEREMY KOFSKY AND MIKE CIFUENTES FOR THEIR HELP PRODUCING THIS EPISODE. War is everchanging, but its nature is everlasting. Sergeant Major Troy Black, in one of his last speaking engagements as the Sergeant Major of the Marine Corps (and right before his selection as the Senior Enlisted Advisor to the Chairman (SEAC), uses this mantra to guide the way he views Marines and the Marine Corps. This episode provides a unique look into how the Marine Corps is and will be in the future.

This episode provides a glimpse into the conclave known only to former Sergeants Major of the Marine Corps, namely that first week and the feeling of, ‘What have I gotten myself into?’ SgtMaj Black offers suggestions into how he would improve the process and make a more seamless transition benefiting such a high office, including dealing with Congress and mentorship with Sergeants Major across the Marine Corps.

SgtMaj Black discusses how evolution and revolution occur within the Marine Corps and why thinking five years ahead is the traditional minimum to make substantive enlisted changes. The slow pace is argued as a positive due to doctrine stating that the Marine defends its standard and discipline zealously. This is instilled through negotiables and non-negotiables that emphasize the nature of leadership and war while understanding that the character of war will change. While the non-negotiables provide clear guidance and direction, SgtMaj Black argues these are actually liberating to Marines to make the revolutionary changes they have made throughout their history.

Despite historic and historical declines in the recruitable population, SgtMaj Black details why the Marine Corps is still an attractive option to young Americans and to those already in the Marine Corps, including recruitment and retention numbers not slacking off despite the rest of the DoD’s issues in these arenas. The thought of ‘This shit sucks’ (my words, not his) is discussed as a thought of Marines getting out, and SgtMaj Black argues this is due to leaders, not to the Marine Corps, and that the grass will be just as brown on the outside.

The ‘inter-war’ period of conflict is not new, and the Marine Corps is especially critical in those times. This period is important to the professional force as it allows for training, education, gain experience, and rest to be ready on day one of conflict to win. Part of this rest and training includes what leaders can learn from airplanes to make humans more high-performing individuals, including physical, social, and spiritual fitness. SgtMaj Black discusses how subcultures detract from the overall culture of the Marine Corps and serves to drive down the individual Marine’s sense of community and belonging.

Despite advances in Artificial Intelligence, Hypersonics, and Robotics, SgtMaj Black states the Marines of today and the future will be of the same cloth as when he was a recruit. The adherence to the non-negotiables is the path to making the cloth the same.

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Relevant Resources & Other Mentioned Episodes:

Marine Corps Heritage Foundation 2023 Award Winners: Annual Awards Program: 2023 Award Winners - Marine Corps Heritage Foundation (marineheritage.org)

-Lejeune Award Winner The War Horse | Nonprofit journalism about military service.

1984 Book. 1984: Orwell, George: 9781443434973: Amazon.com: Books

Non-Negotiables:

-Warfighting

-Physicality

-Expeditionary Mindset

-Professional Military Education and Development

-History, Protocol, & Traditions

-Leadership

-Discipline

-Drill and Ceremony

Listen to EP 18: SMMC Troy Black, USMC – How to Perform at Every Rank, Why Courage Can Be Seen More in Peacetime Than in Combat, and How Listening Is a Powerful Leadership Skill https://tinyurl.com/2p82n924

Listen to Ep 22: 1stSgt Shamus Flynn, USMC – From Motor T Mechanic to MARSOC – What Emerging Leaders Need to Know About Setting the Example, Admin, and Awards http://bit.ly/3Z2UjDj

Listen to EP 25: LtGen David Furness, USMC – Rather than Yelling and Hazing, Try Focusing on Leadership Through Building Personal Connections, Rapport, and Culture https://tinyurl.com/ycxksac7

What is Moments in Leadership?

Why Should You Support this project?

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Other Podcasts Interviews with David B. Armstrong

Scutt...

LtGen David Bellon and the 20th Sergeant Major of the Marine Corps, SgtMaj Carlos Ruiz – A Command Team Briefing to Alpha Company TBS Spring 2023

David B. Armstrong — Tue, 06 Jun 2023 13:44:18 -0400

‘The Enemy Doesn’t Care About Your Status’ - Upholding the Standard from the Front to Push Subordinates Forward.

This episode is a unique and extremely rare look into what mentorship in the Marine Corps looks like and how Marines address each other and the issues facing the Marine Corps; head on. Lt Gen Bellon and SgtMaj Ruiz are the Command Element for both Marine Forces Reserve and Marine Forces Southern Command. Lt Gen Bellon is an active and violent supporter of engagement via social media and driving innovation in the Marine Corps.

This episode, taped during a leadership mentor session to a company of graduating Lieutenants at The Basic School (TBS), is filled with great "Moments in Leadership" applicable both to the new Lieutenants in the audience and leaders of all stripes.

Discussed is the ‘uncommon desire to serve’ inherent within Marines, officers, and enlisted, being the bedrock of what makes the Marine Corps the organization it is today and serves as the great leveler within the Marine Corps. The newly announced 20th Sergeant Major of the Marine Corps discusses how standards, and the rigid adherence to those standards, serve as the bare minimum, and leaders need to drive to keep themselves and their subordinates to the utmost of those standards, to include something as innocuous as a formation for a subordinate.

One of the most critical aspects of being a leader is the human component of it, namely the leader and their subordinates are both humans, with basic human wants and needs, like companionship. LtGen Bellon says one of the major initial pitfalls is currying favor with subordinates. Standards are how Marine officers fulfill their responsibility to those they lead. Dropping those standards is beneath those Marines a leader is charged with.

Understanding and enforcing standards goes hand in hand with gaining the trust of those being led. The ability to do the hard tasks creates teams and organizations capable of being self-feeding and self-evolving organisms that can succeed despite losing people or changing missions. Creating an organization that can execute mission intent without being told is the ultimate goal of leaders, both officer and enlisted. Creating this trust in subordinates and leaders is gained through competence in both leader and leaders, which has the added benefit of granting high morale within a unit.

One of the more unique aspects of this episode is the chance to hear the concerns of the newest generation of Marine Corps leaders and the thoughts of some of the most senior leaders on those issues. Topics discussed include Force Design 2030, Talent Management, mentorship and self-education, and Reserve timing/manning issues.

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Relevant Resources & Other Mentioned Episodes:

Listen to Ep 15: LtGen Karsten S. Heckl, USMC - Addressing Force Design 2030, Death in Aviator/Combat Training, and Risk Assessment https://bit.ly/3ckkm5K

Listen to Ep 11: LtGen David G. Bellon – Commander MARFORRES, "I almost didn't accept my commission" https://bit.ly/3A45RwL

Listen to Ep 22: 1stSgt Shamus Flynn, USMC – From Motor T Mechanic to MARSOC – What Emerging Leaders Need to Know About Setting the Example, Admin, and Awards http://bit.ly/3Z2UjDj

Listen to Ep 21: The Hotwash – A Leadership Panel of Six Officers Discuss their Opinions of the Past Episodes http://bit.ly/3xzTkPn

What is Moments in Leadership?

Why Should You Support this project?

Check out my Supercast site and see if any level is a good fit for helping: https://bit.ly/3C8g7Ua

Connect with Us:

Visit our website: https://bit.ly/3SA2XHe

Email us: themiloffice@gmail.com

Other Podcasts Interviews with David B. Armstrong

Scuttlebutt Podcast EP 38: https://apple.co/3py1Wly

Former Action Guys Podcast EP 161: https://apple.co/3d1GVN0

Former Action Guys Podcast EP 141 https://apple.co/3Ppz4GU

Former Action Guys Podcast EP 60 https://apple.co/3Pi128c

Former Action Guys Podcast EP 54 https://apple.co/3Pi128c

About the Host:

LtGen Greg Newbold USMC (Ret) – DILLICLAP & Competency are Never Out of Date

David B. Armstrong — Mon, 29 May 2023 05:00:00 -0400

This episode is a look towards the past and how the core of a good leader is timeless. Lt Gen Gregory Newbold, the Marine Expeditionary Unit (MEU) commander of Operation Restore Hope and later on the Director of Operations for the Joint Chiefs of Staff, is a leader with an unwavering desire to be responsible to those he leads.

This episode provides a glimpse behind the curtain into a oft misunderstood, or even mysterious, selection process of being selected as a Marine Corps general and the gut wrenching decisions that must be made to ensure only the very very best are selected for that rank.

Lt Gen Newbold discusses the acronym ‘DILLICLAP’ (Do I Look Like I Can Lead A Platoon) and how that sets the baseline for how leaders can begin to model themselves to their units. Conversely, Newbold also provides examples of how those who don’t measure up to the standards of the organization or the unit can still be learning experiences for others. The cornerstone of DILLICLAP is for someone to try hard to learn both the art and science of the job and perform in both the actual job and in taking care of subordinates.

Upholding and clearly stating standards will imbue an organization full of subordinates more likely to push further than they might have on their own. They are not looking for friends, they are looking for structure, standards, and setting the example. These dictums are seen as nearly universal, even with a unit that previously burned down their company headquarters. The ability to give people focus and goals is critical as a milieu in which to set structure, standards, and the example.

Dealing with friction with leaders is an oft-forgotten aspect of being in charge. Leaders can and do disagree, it is how to handle those situations from policy disagreements to an incoherent and sleep deprived Regimental Commander, whilst maintaining professionalism and the interests of those you lead that helps in forging a true leader. Speaking truth to power and being imaginative with limited resources provides outsized effects to the overall mission, as Lt Gen Newbold discusses when talking about his experiences with the 15th MEU and Operations Restore Hope, to include the fabled live ‘secret’ beach landing in Somalia.

Along with the structure of leadership is the moral courage to stick up for those being led. Lt Gen Newbold provides several examples of this from his time as a Battalion, MEU, and national level staff officer, particularly his decision to resign in the face of his beliefs over the invasion of Iraq in 2003.

Thank you for supporting the project (below)

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Relevant Resources & Other Mentioned Episodes:

Marine Corps Training and Education 2030

Listen to Ep 22: 1stSgt Shamus Flynn, USMC – From Motor T Mechanic to MARSOC – What Emerging Leaders Need to Know About Setting the Example, Admin, and Awards http://bit.ly/3Z2UjDj

Listen to EP 25: LtGen David Furness, USMC – Rather than Yelling and Hazing, Try Focusing on Leadership Through Building Personal Connections, Rapport, and Culture https://tinyurl.com/ycxksac7

LtGen Greg Newbold Articles

The Night of the Generals | Vanity Fair https://bit.ly/4214WHM

Third Retired General Wants Rumsfeld Out - The New York Times https://bit.ly/3q1LUE6

What Tempers the Steel of an Infantry Unit https://bit.ly/3MLG2aW

What is Moments in Leadership?

Why Should You Support this project?

Check out my Supercast site and see if any level is a good fit for helping: https://bit.ly/3C8g7Ua

Connect with Us:

Visit our website: https://bit.ly/3SA2XHe

Email us: themiloffice@gmail.com

Other Podcasts Interviews with David B. Armstrong

Scuttlebutt Podcast EP 38: https://apple.co/3py1Wly

Former Action Guys Podcast EP 161: https://apple.co/3d1GVN0

Former Action Guys Podcast EP 141 https://apple.co/3Ppz4GU

Former Action Guys Podcast EP 60 https://apple.co/3Pi128c

Former Action Guys Podcast EP 54 https://apple.co/3Pi128c

About the Host:

Deputy Undersecretary of the Navy (DUSN) Mr. Victor Minella – Navy to Civilian Leadership through the “DUSN’s Dozen”

David B. Armstrong — Wed, 19 Apr 2023 05:00:00 -0400

In this episode of Moments in Leadership, host David B. Armstrong spends time with DUSN Victor Minella, otherwise referred to as “Dozen” where they spend time discussing various topics related to leadership from his enlisted time, his officer time, and finally in civilian leadership inside the Department of the Navy.

DUSN Minella covers the importance of leadership in making organizations successful and the differences/similarities in leading civilians and military personnel. DUSN Minella emphasizes leaders should seek to understand their personnel as individuals and not merely names on a chart. He also believes the best organizations are those where everyone is held to the same standard, especially on the ethical side.

To make this happen, he stresses the importance of compassion and understanding junior personnel will make mistakes, the important thing is to understand why the mistake happened and ensure the person is still a member of the team.

While every leader is responsible for setting the culture and foundation, the episode also covers the need for ethical leadership to ensure personnel Live Their Oath. DUSN Minella says unethical leaders are one of the quickest ways to erode trust in a command and more broadly, citizens’ trust towards the military.

The trust of people is firstly forged from competence and leaders must be able to triage and quickly learn. The transition from military to civilian removes the bonafides of the uniform and rolling up one's sleeves and getting involved helps in gaining trust and showing competence in the job. Losing military identity can be overcome by having job satisfaction, so picking the right job, and not just ‘a job’ is vitally important in helping service members make their transition outside the military.

DUSN Minella discusses the role of the Senior Executive Service is to be an executive and not specifically to task but to give guidance when needed and support when warranted. Oftentimes being the ‘easy answer’ fails to create teams where initiative becomes a part of the organizational culture.

The role of innovation is critical to solving some of the most important issues facing warfighters today. Fostering a culture of mentorship, communication, and innovative ‘maverick’ thought allows an organization to be agile and responsive to the needs of these warfighters.

DUSN Minella discusses how being ‘All-In’ is essential for maximizing both individual opportunities and improving National Security. The commitment and the Oath means being ‘All-In’ for the United States.

Overall, the episode is an insightful discussion about leadership, the importance of mentorship, and the need for leaders to build relationships with their subordinates.

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Please consider supporting this project on Supercast: Moments In Leadership Supercast

[Terms and Conditions apply]

Relevant Resources & Other Mentioned Episodes: [ADD REFERENCES AND USE THE LINKS IN SEPARATE DOCUMENT IN GOOGLE DRIVE TITLED

DUSN’s Dozens:

Live your Oath

Be bold be kind

Exercise Urgency

Always Overprepare

Know your audience

Be Genuine

Be a Storyteller

Be Brief Be Gone

Be uncomfortable

Be a Mentor Always

Value Enthusiasm

Celebrate Opportunity and Success

Turn the Ship Around: A True Story of Turning Followers into Leaders by L. David Marquet, Captain U.S. Navy (Ret) (not an affiliate link)

What is Moments in Leadership?

Why Should You Support this project?

Check out my Supercast site and see if any level is a good fit for helping:

Connect with Us:

Visit the Moments in Leadership website:

Email us: themiloffice@gmail.com

Other Podcasts Interviews with David B. Armstrong

About the Host:

David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started i...

LtGen David Furness, USMC – Rather than Yelling and Hazing, Try Focusing on Leadership Through Building Personal Connections, Rapport, and Culture

David B. Armstrong — Sat, 18 Mar 2023 12:08:31 -0400

In this episode of Moments in Leadership, host David B. Armstrong invites LtGen Dave Furness back to the show to discuss various topics related to leadership.

LtGen Furness covers the importance of leadership in making organizations successful and the difference in the interaction between the lieutenants and the captains. LtGen Furness emphasizes that leaders should be frequent in praising their subordinates and building goodwill, loyalty, and commitment. He believes that the best Marine organizations are those where the collective goes above and beyond what's required and that this is achieved by leaders who care about their people and are passionate about making their journey better.

To make this happen, he stresses the importance of mentorship and making time for it, regardless of rank. He emphasizes the obligation of senior leaders to impact as many people as possible and advises leaders to stand up for their beliefs and tell their bosses the necessary information, even if it's not what they want to hear.

While every leader is responsible for setting this culture and foundation, the episode also covers the need for senior leadership to operationalize the various lines of effort in the USMC, such as Talent Management, Training, and Education. LtGen Furness suggests that leadership needs to be taught as a personal connection to another human being, and the first step to establishing this relationship is building rapport. He talks about the importance of building a relationship quickly to establish trust.

Institutionally, LtGen Furness also discusses the impact of hazing and yelling in military training on the development of young Marines. LtGen Furness argues that theatrical yelling, screaming, and hazing contribute to a culture that teaches Marines that this is the way to lead. Instead, he suggests removing such behaviors and adopting a more professional approach that holds Marines accountable for their actions without resorting to hazing.

LtGen Furness has given a 90-minute class to every Basic School company for the last two and a half years. The class covers the role of leaders in making organizations elite and how to lead organizations. Afterward, he stays and answers questions until the lieutenants are tired of asking. He notes that the questions are very informed and cover topics such as strategic policy, force design, and leadership hypothetical questions about scenarios they might face when entering the operational forces. He says that the lieutenants ask better questions than he did at a similar stage in his career.

Overall, the episode is an insightful discussion about leadership, the importance of mentorship, and the need for leaders to build relationships with their subordinates.

Thank you for supporting the project (below)

Please consider supporting this project on Supercast: Moments In Leadership Supercast

[Terms and Conditions apply]

Relevant Resources & Other Mentioned Episodes:

Listen to Ep 13: SgtMaj Don Reynolds, USMC - Officer and Staff NCO Relationships: The Good, the Bad, the Right, and the Wrong

Listen to Ep 14: MajGen Dale Alford, USMC - Leadership in Combat at Every Rank He Has Ever Held

Listen to Ep 16: LtGen David Furness, USMC - Navigating the Decline in Marine Discipline, Increasing Marine Corps Retention, the “Basic Daily Routine” and Post-Traumatic Winning

Listen to Ep 21: The Hotwash – A Leadership Panel of Six Officers Discuss their Opinions of the Past Episodes

Turn the Ship Around: A True Story of Turning Followers into Leaders by L. David Marquet, Captain U.S. Navy (Ret) (not an affiliate link)

What is Moments in Leadership?

Why Should You Support this project?

Check out my Supercast site and see if any level is a good fit for helping:

Connect with Us:

Visit the Moments in Leadership website:

Email us: themiloffice@gmail.com

Other Podcasts Interviews with David B. Armstrong

About the Host:

LtCol Michael Perrottet, USMC – How Leaders Can Implement the Acronym Hacker into Leading at All Levels

David B. Armstrong — Fri, 03 Feb 2023 05:00:00 -0500

This episode is filled with great "Moments in Leadership" with everything from becoming an aviator, transitioning to a new Type/Model/Series of aircraft, to a FAC tour with a ground unit to leading a squadron. This episode is extremely valuable to all the leaders in the aviation community because he shares what it takes to perform and what you can expect from combat operations on the ground and in the air.

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Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here where every order supports this project AND donates back to Patrol Base Abbate

Relevant Resources & Other Mentioned Episodes: