USMC Surveys - CCS Intervention Strategies

Considerations

CCS

My unit is characterized by a high degree of trust.

[Note: Many comments regarding "unit-level trust" are directed at peers/immediate supervisors, not the CO.]
Micromanagement conveys a lack of trust in subordinates.
Double standards (e.g. officer/enlisted, SNCOs/junior enlisted, etc.) lead to mistrust.
Do as I say, not as I do. can lead to mistrust.
Failure of subordinates to raise issues with superiors may be an indication of mistrust by the subordinates.
Failure to take subordinates' recommendations/concerns into account can lead to mistrust.
Failure to communicate with subordinates may be perceived as mistrust.
Personnel (of any rank) that are unreliable are not trusted.
Cliques and favoritism can degrade trust.
Sharing information that was provided in confidence (or gossip) can lead to mistrust.
Covering up issues can result in mistrust.
Upholding one's word, principles, and standards builds trust.
Trust is not guaranteed by rank or billet . . . It is earned each and every day.
Establish focus groups to more deeply determine root causes of mistrust between certain ranks, work centers, and/or departments.
Address the need for all ranks to maintain standards.
Address the unit on how CO handles disciplinary action.
Establish NCO council to inform the NCO leadership on Bn challenges and provide a forum for NCO input into Bn activities.
Focus training on team building.
Implement a personnel working group to evaluate how personnel are assigned, how tasks are levied, and how the Bn can best support ever-increasing operational tasking with dwindling manpower.
Implement direct communication with Junior Marines to get "ground truth", hear their ideas, and empower them.
Implement policy allowing junior Marines to hold certain qualifications normally reserved for NCOs.
Create a Junior Enlisted Council to provide ideas on how to improve morale in the unit.
Develop leadership forums where input is provided by all ranks to stimulate critical thinking and draw out ideas.
Empower Marines so they feel trusted.
Enact more decision-making authority to the NCO council.
Establish a female Marine council to provide feedback and recommendations to the Chain of Command.
Provide more details about events to senior enlisted in an effort of transparency.
Push leave approval authority to the section/department level to address SNCO/officer concerns about lack of authority/control of their sections. This decision had immediate positive results.
Modify and implement the Mentorship Program.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Individuals in my unit are held accountable for their performance.

Accountability often connotes negative consequences for poor performance. It should also include positive consequences for good performance.
Involve individuals in setting clear, challenging, and attainable goals.
Provide individuals with the needed training and resources to accomplish their jobs.
Ensure an understanding of the UCMJ . . . legal action for E5s and below can be swift, but lengthy for SNCOs and above.
Ensure performance objectives are clearly understood by the individual.
Consistent leadership is required for consistent accountability of individuals.
Accountability cannot thrive when there is favoritism or double-standards.
When accountability is not enforced, the command and control structure, which is held together by trust, is diminished.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Set expectations -> Promote commitment -> Measure progress -> Provide feedback -> Link to consequences -> Evaluate effectiveness
To battle the perception of Marines not being held accountable, publish the results of Non-Judicial Punishment. The goal is to present the infraction and the punishments awarded. This will prove that Marines are held accountable and establish a standard for punishments awarded.
Post a "legal action board" that shows completed legal actions without names.
Replace ineffective leadership.
Be aware of personnel growing up in an environment that encourages "work the system" and discourages personal accountability and responsibility.
Establish, communicate (make visible), and enforce performance standards in your command.
Describe the purpose and importance of each Marine task so that Marines understand who depends on them. This gives Marines a concrete, perceivable purpose for their hard work and long hours.
Identify troubled SNCO leadership and shuffle the decks with officer/SNCO assignments to fix personality conflicts.
Implement policy allowing junior Marines to hold certain qualifications normally reserved for NCOs.
Implement steps to ensure the unit mission is well understood by all. The new join orientation brief includes a clear vision of what is expected and where the unit is going.
Reinforce the understanding and adherence to mission, commander's intent, policies and procedures, training plans, and the proper use and maintenance of equipment.
Replace ineffective leaders.
Address the unit on how CO handles disciplinary action.
Review the list/matrix of relevant Issue Papers on this website.

CCS

My CO makes clear what behavior is acceptable and not acceptable in my unit.

Establish, communicate (make visible), and enforce performance standards in your command.
Ensure leaders/supervisors in your unit are enforcing the standards that you established.
Leaders/Supervisors at all levels must periodically review standards with subordinates.
Leaders/Supervisors should enforce a "by the book" philosophy.
Hold non-performers accountable.
Counsel unacceptable behaviors.
Avoid mass punishments.
Curb unacceptable attitudes/behaviors on the spot.
Do not miss opportunities to reinforce the behaviors you are trying to strengthen (e.g., rewards, billets, schools, etc.).
Address the need for all ranks to maintain standards.
When feasible, conduct more face-to-face communication than electronic messaging . . . use electronic means as a backup.
Implement weekly informational meetings with unit personnel.
Hold CO all-hands calls.
Conduct periodic lunch socials with SNCOs to discuss issues and improve communication.
Reiterate important information at formations.
Conduct quarterly CO “State of the Unit” briefs.
Identify different forums to pass information (e.g., AOMs, NCO symposiums, unit-level breakfasts, DH meetings, SNCO symposiums, school circles, all-hands meetings, by-rank meetings, off-site meetings, town-hall meetings, focus groups, etc.).
Implement a Safe Driving Campaign to address drinking and driving.
Implement bi-weekly teleconferences with the geographically dispersed locations and townhall style meeting with CO's resident staff.
Post a read board in each company area to improve communication.
Reinforce servant leadership command climate focus.
Replace ineffective leaders.
Institute kneecap to kneecap discussions with Marines at every level.
Revise command policies based on survey comments provided about their level of relevance or problems with the policies.
Conduct small group town halls with all ranks from a broad-brush-stroke perspective on how the CO see things. Include more about the CO to better humanize the CO.
Emphasize leadership by example.
Emphasize responsible use of alcohol and zero drug tolerance during weekly liberty briefs.
Employ a strategy of commander's intent emails and targeted messages with commander's intent and guidance.
Address the unit on how CO handles disciplinary action.
Conduct by ranks all-hands calls at the unit level (E1-E4, E5, E-6+, Officers, and Companies) to focus on specific challenges which were brought forward.
Discuss perception management with Officers and SNCOs.
Discuss with the SNCOs/Officers proper protocol when visiting the barracks. After hours and weekend visits are wellness checks. Inspections are during working hours.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Resources (equipment, supplies, money, etc.) in my unit are well-managed.

Many hardships are beyond your unit's control (e.g., resources, OPTEMPO, funding, etc.). Seek assistance from higher headquarters on these issues.
Primarily focus your attention on unit-level issues you can change.
Consider keeping your staff, subordinate commanders, and personnel updated on the command's efforts with higher headquarters in requesting additional resources.
Follow through on equipment purchases and repairs. Lack of proper tools and equipment leads to cutting corners, equipment damage, and lower morale.
Beware of an environment where work-arounds are "the way we do things here."
Make every effort to provide unit personnel with the right tools for the task.
Unfavorable respondent comments to this survey item often reveal a misunderstanding of the various funding allocations and unit priorities. Consider a short training session with all personnel to answer their concerns.
Review/Improve equipment accountability/maintenance procedures.
Speak to all hands about our financial situation and describe why it appeared that we had lots of money for unit improvement but lacked parts for vehicles.
Make Marines aware of the duration of time to go from reporting a dead-lined piece of equipment to getting the part on hand, mitigating frustration with the process.
Utilize survey results as evidence and supporting documentation to request more capability (personnel and equipment).
Implement a personnel working group to evaluate how personnel are assigned, how tasks are levied, and how the Bn can best support ever-increasing operational tasking with dwindling manpower.
Implement an information management working group to better inform Marines and families of resources and events.
Explain to unit members that family readiness funds cannot be used for operational readiness and will either be used for our battalion or will be spent by a sister unit.
Review supply order process and retrained personnel on procedures. Let all know that we can and will get needed supplies if given enough notice.
Apply end of year funds to address resource shortfalls at the individual level by purchasing safety equipment, safety boots, mechanic gloves, coveralls for maintainers.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Individuals in my unit are comfortable approaching their leaders/supervisors with issues.

Self-reporting does not work if the only outcome is repercussions.
Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Lead by example and admit your own mistakes/issues. This will encourage others to come forward without fear of reprisal.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
A strong "Anymouse" program includes: strategic box location, forms easily accessible, feedback during verbal forums, and public posting of action results.
Offer a periodic "retribution free" discussion period for personnel to discuss issues with leadership.
Engage the Marines and Sailors and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates' issues, so it does not appear that they are ignoring their concerns.
When feasible, conduct more face-to-face communication than electronic messaging . . . use electronic means as a backup.
BN CO and BN SGTMAJ conduct PT sessions with three separate groups: Jr Marines, NCOs and SNCO/Officers. Facilitates open conversation in relaxed atmosphere.
Refine the way we get feedback from junior marines. The SgtMaj and CO meet directly with small groups of E-4 and below.
Reinstitute the "Any Mouse" system to ensure an anonymous method for Marines to bring up issues and solutions to problems.
Highlight at Sqdn formations how Marines could get issues resolved.
Implement separate PT sessions with BN CO and BN SGTMAJ and the following distinct groups: Junior Marines, NCOs, SNCO and officers. It provides Marines an opportunity to address issues/concerns or general questions to the two senior Marines without being inhibited by the presence of their supervisor. This setting removes potential barriers and allows the command team to gain the pulse of the unit.
Implement weekly SNCO/1stSgt huddles and Company Commander interviews with a few Marines every week to sense the company culture.
Institute kneecap to kneecap discussions with Marines at every level.
Review the list/matrix of relevant Issue Papers on this website.

CCS

The environment in my unit is characterized by good order and discipline.

Review personnel jackets for any history of disciplinary actions.
Establish, communicate (make visible), and enforce performance standards in your command. Ensure subordinates do the same.
If standards are modified, discuss them with your staff, subordinate commanders and personnel. Don't assume they know your logic/reasoning.
Leaders/Supervisors at all levels must periodically review standards with subordinates.
Leaders/Supervisors should enforce a "by the book" philosophy.
Ensure SNCOs/officers are involved in leadership issues and the remediation process.
Marines are Marines 24 hours a day.
Modify training to include more leadership, character, decision-making, and resilience topics. This approach will help guide Marines to make the right choices.
Reinforce servant leadership command climate focus.
Reinforce the understanding and adherence to mission, commander's intent, policies and procedures, training plans, and the proper use and maintenance of equipment.
Replace ineffective leaders.
Implement a Safe Driving Campaign to address drinking and driving.
Identify troubled SNCO leadership and shuffle the decks with officer/SNCO assignments to fix personality conflicts.
Revise command policies based on survey comments provided about their level of relevance or problems with the policies.
Address the unit on how CO handles disciplinary action.
Develop CCIRs to prevent unsafe acts such as fatigued driving. If members operate outside of normal working hours, the command must be informed.
Emphasize leadership by example.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors are actively engaged even during off-duty periods.

Leaders/Supervisors should know their subordinate personnel and their respective families.
Leaders/Supervisors should be aware of their personnel's off-duty activities.
Leaders/Supervisors should support positive off-duty activities.
Find the right balance between actively engaged and overly intrusive leadership.
Leaders/Supervisors should visit the Marines in the barracks other than when standing duty.
Leaders/Supervisors should be accessible by phone after working hours.
Capitalize on SNCO leadership/experience.
Advise unit leaders/supervisors to get out from behind their computers and be visible in the workspaces.
Conduct unit runs, competitive athletic events, unit-level breakfast, etc.
Plan trips to sporting events, museums, battlefields, etc.
Establish intra-unit competitions for fun PT events.
Discuss with the SNCOs/Officers proper protocol when visiting the barracks. After hours and weekend visits are wellness checks. Inspections are during working hours.
Reinforce leadership presence in the barracks during and after hours.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit set aside regular time for coaching and counseling.

Counseling should include a constructive path forward . . . vice focusing on the negatives.
The first counseling session should be when an individual checks into the unit and then periodically thereafter.
An individual's first counseling session should not be during a review of their fitness report or pro/con's.
Coaching can be conducted during mentoring sessions.
Done correctly, coaching and counseling will build trust and approachability between leaders/supervisors and their personnel.
Coaching/Counseling should make the individual feel part of the team.
Counseling should be clear, specific, and instructional.
Coaching/Counseling is an integral part of leadership.
Formal coaching/counseling should be one-on-one.
Inspect counseling jackets periodically to ensure subordinate leaders are providing timely and adequate counseling to their personnel.
Conduct basic leadership counseling training.
Capitalize on SNCO leadership/experience.
Implement dedicated times for counseling.
Ensure an active, unit-level, Mentorship Program.
Return to basic leadership counseling to improve communication.
Ensure kneecap-to-kneecap counseling sessions are occurring.
Establish Leadership Development Program in order to better prepare junior leaders on coaching, counseling, and mentoring.
Focus initial counseling on the fitrep process following promotion to sergeant.
Implement Staff Sergeant Breakfast to improve the development of our young SNCOs.
Modify and implement the Mentorship Program.
Bring in counseling services that do not directly report to us. Indirect feedback has been positive and the counseling services report a good volume of use.
Review the list/matrix of relevant Issue Papers on this website.

CCS

My unit provides a safe environment against sexual assault.

[Note: Sexual assault can occur in an all-male or all-female unit. Sexual assault is not limited to only members of that unit.]
Leaders/Supervisors should know appropriate regulations governing sexual assault.
Personally attend all sexual assault training so you know exactly what is being passed and you're in a position to make corrections, as required.
Provide awareness training to all personnel and discuss what is considered a sexual assault.
Ensure unit members are aware of resources available concerning a potential sexual assault (SAPR, UVA, medical, chaplain, legal, provost, etc.)
Ensure all personnel know how to report a potential sexual assault.
Ensure sexual assault allegations are quickly investigated.
Review the list/matrix of relevant Issue Papers on this website.

CCS

My unit would take appropriate action in the case of a hazing allegation.

[Note: Hazing is defined in MCO 1700.29B.]
Leaders/Supervisors should know appropriate regulations governing hazing (e.g., MCO 1700.29B, etc.).
While conducting a fact based investigation into the hazing allegation ensure you support the accused and victim equally.
Do not rush to judgement until you have all the known facts in each case.
Immediate condemnation of the accused can have a detrimental effect on all your leaders/supervisors in the unit.
Ensure unit members are aware of resources available concerning hazing (UVA, legal, provost, chaplain, etc.)
Ensure all personnel know how to report potential hazing incidents.
Ensure hazing allegations are quickly investigated.
Conduct small-group training on the definition of hazing to eliminate any confusion over potential "gray areas."
Address the unit on how CO handles disciplinary action.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit set a good example by following standards.

Establish, communicate (make visible), and enforce performance standards in your command.
Leaders/Supervisors at all levels must periodically review standards with subordinates.
If standards are modified, discuss them with your staff, subordinate commanders and Marines. Don't assume they know your logic/reasoning.
Counsel and monitor supervisors who think it is okay to cut corners or not follow standards.
"Do as I say, not as I do" is in direct conflict with following standards.
Be aware of possible misperceptions of what is acceptable and not-acceptable.
Subordinates watch their leaders/supervisors regarding what is and is not acceptable behaviors.
Address the need for all ranks to maintain the same-level standards (e.g., grooming, personal appearance, weight, presence, etc.).
Ensure there are no double standards regarding weigh-ins and unit PFT/CFT among officers, SNCOs, and junior enlisted personnel.
Hold non-performers accountable and counsel/discipline those who demonstrate unsatisfactory performance.
Identify troubled SNCO leadership and shuffle the decks with officer/SNCO assignments to fix personality conflicts.
Discuss perception management with Officers and SNCOs.
Emphasize leadership by example.
Reinforce servant leadership command climate focus.
Replace ineffective leaders.
Implement a Safe Driving Campaign to address drinking and driving.
Address the unit on how CO handles disciplinary action.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Illegal drug use is not a problem in my unit.

Ensure that drug screening dates are not predictable.
Self-reporting does not work if the only outcome is repercussions.
If the unit has gone years without a drug incident, ensure the unit is testing like it should.
If drug/alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Review personnel jackets for drug/alcohol abuse histories.
Use special staff (e.g., SACO, medical, chaplain, etc.) to monitor your personnel.
Use Force Preservation Councils (FPCs) to monitor your personnel.
Discuss alcohol/drug use during one-on-one mentoring/counseling sessions.
Integrate ORM process into identifying and managing drug/alcohol issues.
Involve SNCOs/officers into identification/remediation process.
Leadership should be involved in individuals' off duty life.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns.
Reach out to counterparts in similar units for lessons learned and common concerns.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Implement frequent drug tests on key dates/times (e.g., after long weekend, etc.).
Increase unit SACO program interface.
Emphasize responsible use of alcohol and zero drug tolerance during weekly liberty briefs.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit clearly communicate expectations for performance.

Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Set aside a "dialogue period" with personnel and discuss pertinent issues, such as: training requirements, the latest rumors, etc.
Schedule CO's Calls for each pay grade in order to emphasize and enhance communication flow.
Conduct periodic meetings (e.g. monthly, quarterly, etc.) with all unit NCOs to get their perspective on things.
Conduct a quarterly breakfast with SNCOs to open up lines of communication.
Hold periodic formations to let everyone know "the big picture" and to ensure that the entire chain of command knows what the unit is doing and why.
Leaders/supervisors who provide servant leadership to their personnel will facilitate open communications across the unit.
Discuss survey results and interventions with personnel to develop optimal solutions and increase survey process "buy in."
An open door policy regarding any issue can greatly improve communication within a unit.
Leaders sometimes need to "pull" information from their subordinates.
Personnel can honestly misperceive that they are expected to cut corners when simply told to expedite their work.
Playing "I've got a secret" hurts productivity and morale.
Ingrain in your personnel that before they leave work each and every day they have communicated/passed all pertinent information.
Test and see if your communication network is making it to the lowest levels in your unit.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, emails, Skype, etc.).
Ensure feedback mechanisms are in place and used.
No matter how much technology you throw at a problem, communication still requires face-to-face interaction.
Poor communication can be a result of too much reliance on one-way emails.
Do not expect people to remember what was said weeks ago. If it's important, publish it or restate it often.
Provide a "state of the unit" address. It helps identify where the unit is operationally and communicates it to your subordinates.
Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
If survey results are a "surprise," suspect communication shortfalls, lack of supervision, or personnel failing to bring issues to your attention for various reasons.
Conclude formations by asking personnel if anyone has heard any rumors, vice the more standard, "Does anyone have any questions for me."
The CO produces the "The Weekly Word" that outlines upcoming events for the next month. It gets emailed to everyone in the unit and posted throughout the unit.
Capitalize on SNCO leadership/experience.
When feasible, conduct more face-to-face communication than electronic messaging . . . use electronic means as a backup.
Implement weekly informational meetings with unit personnel.
Leverage technology to improve communication (e.g., instant messaging, social media, etc.). Conduct quarterly CO “State of the Unit” briefs.
Provide more details about events to senior enlisted in an effort of transparency.
Reinforce leadership presence in the barracks during and after hours.
Reinforce the understanding and adherence to mission, commander's intent, policies and procedures, training plans, and the proper use and maintenance of equipment.
Implement a Safe Driving Campaign to address drinking and driving.
Implement all-hands training plan brief for the upcoming month to build SA.
Implement bi-weekly teleconferences with the geographically dispersed locations and townhall style meeting with CO's resident staff.
Implement policy allowing junior Marines to hold certain qualifications normally reserved for NCOs.
Implement steps to ensure the unit mission is well understood by all. The new join orientation brief includes a clear vision of what is expected and where the unit is going.
Decrease frequency of meetings, increase involvement of XO with the staff (and decrease CO involvement).
Direct senior leadership to visit the Marines at their school house on a regular basis and sit in on classes. Demonstrates to the Marines that the command leadership is involved and interested in their learning.
Emphasize responsible use of alcohol and zero drug tolerance during weekly liberty briefs.
Hold formations at locations where Marines can hear people speaking.
Address the unit on how CO handles disciplinary action.
Adjust battle rhythm to have morning meetings so CO can make decisions early in the day to avoid last-minute end-of-day adjustments.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors take appropriate actions to assist high-risk members in my unit.

Review personnel jackets for personnel with potential issues.
Use special staff (e.g., SACO, medical, chaplain, etc.) to monitor your personnel.
Use Force Preservation Councils (FPCs) to monitor your personnel.
Institute a Warrior Resiliency Program where Marines are able to discuss problems with each other - - proven to be therapeutic.
Monitor personnel who think rules aren't necessary.
Be aware of and monitor fatigue levels of your personnel.
Ensure that your Force Preservation Councils (FPCs) are not seen as a punishment body or the next step prior to an individual's administrative separation.
Protect the confidential personal information passed between leaders/supervisors at the FPC. Otherwise, personnel will be reluctant to bring their issues forward.
Integrate the ORM process into identifying/managing high risk personnel.
Incorporate mentorship at every level.
Involve SNCOs/officers into identification/remediation process.
Leaders/Supervisors should be aware of individuals' off duty activities.
Don't shoot the messenger. Personnel should not fear retribution for raising concerns.
Reach out to counterparts in similar units for lessons learned and common concerns.
Survey respondents often provide additional written comments beyond the scope of a particular survey (e.g., drug/alcohol abuse, fraternization, racism/bigotry, financial/personal hardships, suicide, workplace anger, etc.). Leaders should carefully review all survey results for these types of sporadic comments to identify underlying issues that may greatly impact their organizational climate and their personnel's well-being.
Capitalize on SNCO leadership/experience.
Implement "Staff Resilience" training and events to help develop coping strategies for our staff. The nature of our battalion is such that the staff is constantly dealing with families in crisis, high risk Marines, and wounded/ill/injured service members, which takes a toll on all involved.
Add section level leadership to the Force Preservation Council.
Review the list/matrix of relevant Issue Papers on this website.

CCS

My unit provides a retaliation-free environment for those who report misconduct (e.g., sexual assault, sexual harassment, hazing or fraud/waste/abuse).

Personnel should expect positive reinforcement for reporting issues, not fear repercussions.
Ensure your subordinate leaders/supervisors make on-the-spot corrections when they discover misconduct. Encourage/Reward subordinate leaders for doing so.
Address the unit on how CO handles disciplinary action.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit care about my quality of life.

Survey results show that quality of life is influenced by OPTEMPO, resource constraints, lack of communication, and leader/supervisor responses to these factors.
Although we often "do more with less," look for opportunities to eliminate non-essential tasks, share workloads, and improve planning to meet mission goals.
Ensure personnel and mission readiness is not weakened by an over-emphasis on collateral duties/tasks.
Mentorship often provides "solutions" to a myriad of individuals' problems.
Use special staff (e.g., chaplain, medical, etc.) to monitor your unit's "health" (e.g., morale, motivation, quality of life, etc.).
Ensure SNCOs/officers are involved in their personnel's quality of life issues.
Ensure your subordinate commanders, leaders, and/or supervisors secure their people as early as possible when and where they can on a daily basis.
Ensure that the balance between mission accomplishment and member's personal life does not result in overworked and over-stressed personnel.
Beware of and monitor fatigue levels of your personnel.
Guard against daily last minute tasking with short suspense dates for your personnel, especially after they have been inactive for hours prior to that tasking.
Often the current condition of the barracks and the command's involvement in fixing those conditions have the utmost impact on barrack personnel's quality of life.
Ensure barracks are inspected regularly and any issues are readily corrected (e.g., mold, pests, damaged washers/dryers, plumbing, lighting, etc.)
Create an innovation working group to address physical issues within the barracks and workspace infrastructure to improve quality of life.
Along with family-oriented events, don't forget to also have events for the single Marines in the unit (e.g., ski trips, sporting events, etc.).
Advise unit leaders/supervisors to get out from behind their computers and be visible in the workspaces.
CO and SgtMaj could conduct Home Visits to married Marines and their families.
Reincorporate barracks health and comfort inspections.
Track barracks work orders submitted by unit.
Consider adjusting morning formations to a later time. Increased sleep enhances moral and quality of life.
Develop reporting and tracking system for work orders for the barracks.
Discuss with the SNCOs/Officers proper protocol when visiting the barracks. After hours and weekend visits are wellness checks. Inspections are during working hours.
Conduct barracks rehabilitation day.
Adjust battle rhythm to have morning meetings so CO can make decisions early in the day to avoid last-minute end-of-day adjustments.
Schedule monthly briefs by the Military & Family Life Counseling (MFLC) group to aid Marines and their families.
Schedule quarterly activities that are placed on the calendar well in advance, such as golf tournament, site visit to the WWII museum, battlefield study, etc.
Reinforce leadership presence in the barracks during and after hours.
Organize a team, led by the Bn Log Chief, to improve quality of living in the barracks.
Implement a personnel working group to evaluate how personnel are assigned, how tasks are levied, and how the Bn can best support ever-increasing operational tasking with dwindling manpower.
Implement an information management working group to better inform Marines and families of resources and events.
Improve responsiveness to issues presented by Marines.
Initiate an NCO Barracks Council to prioritize barracks quality of life improvements.
Initiate monthly battalion sports competition and birthday cards with day off.
Mandate minimum lunch breaks.
Form an innovation working group to address physical issues within the barracks and improve quality of life.
Utilize survey results as evidence and supporting documentation to request more capability (personnel and equipment).
Review the list/matrix of relevant Issue Papers on this website.

CCS

My commanding officer clearly communicates priorities for the unit.

CO provides a "state of the unit" address. It helps identify where the unit is operationally and communicates it to subordinates.
CO holds periodic formations to let everyone know "the big picture" and to ensure that the entire chain of command knows what we are doing and why.
CO schedules regular meetings (e.g., quarterly or monthly) with all unit NCOs to get their perspective on things.
CO schedules CO Calls for each rank in order to emphasize and enhance communication flow.
CO sets aside a "dialogue period" with personnel and discusses pertinent issues, such as: training requirements, the latest rumors, etc.
CO conducts a quarterly breakfast with the SNCOs to open up lines of communication between each other.
As priorities change, ensure those changes are briefed, including why the change was needed. Don't assume.
During high OPTEMPO periods it is the CO's priorities, intent, and desired end state that often are the difference between success or failure.
Plan ahead and share plans/timelines with personnel to improve productivity and morale.
Ensure all communication vehicles are used (e.g., face-to-face, POD, AOMs, formations, publications, emails, Skype, etc.).
Poor communication can result from too much reliance on one-way emails.
Central to good leadership is maintaining strong and vibrant two-way conversations with our personnel.
Playing "I've got a secret" hurts productivity and morale.
Ensure feedback mechanisms are in place and used.
One unit started doing Instagram videos with the CO explaining current and future events/tasks to help spread the word and flatten communication.
When feasible, conduct more face-to-face communication than electronic messaging . . . use electronic means as a backup.
Establish an NCO council to provide advice to the command deck and to allow the command deck to pass information down the chain with less filters.
Implement a formation right after FOD walk to pass information.
Implement a personnel working group to evaluate how personnel are assigned, how tasks are levied, and how the Bn can best support ever-increasing operational tasking with dwindling manpower.
Implement bi-weekly teleconferences with the geographically dispersed locations and townhall style meeting with CO's resident staff.
Implement steps to ensure the unit mission is well understood by all. The new join orientation brief includes a clear vision of what is expected and where the unit is going.
Employ a strategy of commander's intent emails and targeted messages with commander's intent and guidance.
Provide more details about events to senior enlisted in an effort of transparency.
Reinforce the understanding and adherence to mission, commander's intent, policies and procedures, training plans, and the proper use and maintenance of equipment.
Hold formations at locations where Marines can hear people speaking.
Conduct by ranks all-hands calls at the unit level (E1-E4, E5, E-6+, Officers, and Companies) to focus on specific challenges which were brought forward.
Create an ‘Innovation Lab’ to grow ideas from NCOs.
Decrease frequency of meetings, increase involvement of XO with the staff (and decrease CO involvement).
Direct senior leadership to visit the Marines at their school house on a regular basis and sit in on classes. Demonstrates to the Marines that the command leadership is involved and interested in their learning.
Adjust battle rhythm to have morning meetings so CO can make decisions early in the day to avoid last-minute end-of-day adjustments.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Members of my unit who consume alcohol do so responsibly.

Officers and SNCOs set the standard for alcohol use at home and deployed.
The CO regularly talks about DUI awareness and the effects it can have on you career, family, life.
Review personnel jackets for alcohol abuse.
The CO's personal attention to alcohol use in the unit is critical as alcohol will be involved in some fashion in almost every negative event a unit /individual encounters.
Use special staff (e.g., SACO, medical, chaplain, etc.) to monitor your personnel.
Use Force Preservation Councils (FPCs) to monitor your personnel.
Discuss alcohol use during one-on-one mentoring/counseling sessions.
Integrate ORM process into identifying and managing alcohol issues.
Involve SNCOs/officers into identification/remediation process.
Leadership should be involved in individuals' off duty life.
Reach out to counterparts in similar units for lessons learned and common concerns.
Ensure alcohol use/abuse policies are clearly defined and understood by all unit personnel.
If willing, have some of your DUI Marines share some of their stories.
Talk about how the decision to not drive under the influence must occur before drinking alcohol.
Start a peer alcohol awareness group to target at-risk Marines.
Utilize your NCOs to generate ideas to combat DUIs.
Use data gathered from the drinking and driving (D&D) survey to assess potential unit alcohol issues.
Reissue Arrive Alive cards and make it clear the cards are non-attribution to the user.
Volunteer designated driver programs are highly effective.
Work with base special services to offer tours, classes, special events, etc., along with transportation to offer a variety of low-cost, non-alcohol related activities.
Your "consumption of alcohol" plan (e.g., designated driver, taxi numbers, bus schedule, etc.) has to be in place before a night on the town.
Stress that it is ok to drink if you are of age, but you shall have a plan (i.e. DD, taxi, arrive alive, or any member of the unit).
Food and coffee do not remove the effects of alcohol . . . you just become a more alert drunk.
Eliminate alcohol at unit functions. It sends a mixed message on Drinking and Driving program efforts.
Offer incentives for DUI incident reduction (e.g., a 72 for 96 days without an alcohol incident).
Incentives/time off for consecutive days without DUIs/ARIs increases the likelihood that peers/supervisors will be more assertive in controlling the issue.
If alcohol abuse is suspected, add appropriate probing survey items to online surveys.
Do not make a DUI event a mass punishment event.
Have NCO-led, small group discussions to address the concerns over substance abuse. The desired outcome is a list of bottom-up recommendations that will more effectively address the issue.
Ensure the legal ramifications of alcohol abuse are understood, then focus on physical, mental, and emotional effects of alcohol.
Implement frequent drug tests on key dates/times (e.g., after long weekend, etc.)
Increase unit SACO program interface.
Incorporate small unit leader discussions about alcohol and knowing your limits.
Put more command attention and focus on the ride alive program or use of a designated driver, Uber, LYFT, etc..
Create an alcohol abuse campaign plan.
Implement a Safe Driving Campaign to address drinking and driving.
Emphasize responsible use of alcohol and zero drug tolerance during weekly liberty briefs.
Add section level leadership to the Force Preservation Council.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit keep families well informed.

The Unit, Personal and Family Readiness Program (UPFRP) provides quality family readiness support to all unit personnel.
CO sends spouses of the unit a letter monthly discussing upcoming unit events.
Timely information is important . . . it allows spouse more time to schedule attendance to family events.
Not all Marines want the Unit, Personal and Family Readiness Program (UPFRP) personnel to keep their spouse informed.
One unit started doing Instagram videos with the CO explaining current and future events/tasks to help spread the word and flatten communication.
Host a live Facebook feed in which spouses are able to directly ask questions to CO or others.
Conduct quarterly town hall meetings with spouses and families.
Leverage technology to improve communication (e.g., instant messaging, social media, etc.).
Incorporate new measures to communication with spouses.
Train additional Family Readiness assistants.
Institute a bi-monthly family informational newsletter vice quarterly newsletter.
Obtain input from personnel and family members for planning Unit, Personal and Family Readiness Program (UPFRP) events.
Implement planning and involvement from members within the unit for family-related events.
Implement a detachment-specific UPFRP newsletter.
Implement an information management working group to better inform Marines and families of resources and events.
Implement a command information distribution list led by the SgtMaj to those spouses who volunteer to receive e-mails from the command.
Create a unit Facebook page to improve family readiness communication.
Explain to unit members that family readiness funds cannot be used for operational readiness and will either be used for our battalion or will be spent by a sister unit.
Schedule monthly briefs by the Military & Family Life Counseling (MFLC) group to aid Marines and their families.
Schedule quarterly activities that are placed on the calendar well in advance, such as golf tournament, site visit to the WWII museum, battlefield study, etc.
Review the list/matrix of relevant Issue Papers on this website.

CCS

My unit is well prepared to accomplish its primary mission.

CO has a realistic plan to move forward with the assets provided.
CO keeps higher headquarters appraised of its capabilities within the human and materiel resources provided.
Ensure everyone in your unit knows the mission and their part in accomplishing it.
Do not let mission creep overcome your unit's capabilities.
Plan to go to war with what you have, not what you think you will get.
The unit must balance morale, quality of life, family, etc. with mission accomplishment.
Consideration should be given to where the unit is in the TEEP, training cycle, rotation, and upcoming deployments.
Beware if a few seasoned Marines are carrying the burden of the load to accomplish the mission.
Ensure training and qualification programs are adequate to accomplish the unit's current and future operational requirements.
Although we often "do more with less," always look for opportunities to eliminate non-essential tasks, share workloads, or improve planning to more effectively meet mission goals.
Review unit capabilities in a sustained high OPTEMPO environment.
Review how OPTEMPO is impacting morale and try to mitigate.
Conduct more warrior type training.
Seek Marine SMEs external to the unit to conduct training (e.g., Lejeune Leadership Institute, mobile training teams, etc.).
Implement efficient sleep schedule using circadian rhythm guidelines.
Implement more frequent, lower level training done in small groups.
Implement section level weekly training schedules that included command events so section Marines will have visibility of all things happening within the command.
Implement steps to ensure the unit mission is well understood by all. The new join orientation brief includes a clear vision of what is expected and where the unit is going.
Increase participation of the Battalion Aid Station at formations and training meetings.
Initiate a training cadre within the Bn that provides standardized training to all new-joins. The standardized training will provide better basically trained Marines to the COs for follow-on, specific detachment training.
Modify training to include more leadership, character, decision-making, and resilience topics. This approach will help guide Marines to make the right choices.
Implement a personnel working group to evaluate how personnel are assigned, how tasks are levied, and how the Bn can best support ever-increasing operational tasking with dwindling manpower.
Reinforce the understanding and adherence to mission, commander's intent, policies and procedures, training plans, and the proper use and maintenance of equipment.
Utilize survey results as evidence and supporting documentation to request more capability (personnel and equipment).
Utilize survey results as evidence for change as presented to the higher headquarters.
Direct senior leadership to visit the Marines at their school house on a regular basis and sit in on classes. Demonstrates to the Marines that the command leadership is involved and interested in their learning.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit routinely visit my work space.

CO has a policy that leaders/supervisors will "get out and about" daily as part of their leadership role.
The SgtMaj motivates Marines daily when he walks through our workspaces.
Engage the Marines and Sailors and attempt to discover their issues and concerns.
Beware of the trap that leadership can occur from the computer screen.
Beware that visiting work spaces too often can be perceived as micro-management.
Ensure junior officers visit a different work center/shop at least once a month to increase their knowledge, unit camaraderie, and enlisted/officer morale.
BN commander or XO visiting the workspaces and just talking to the junior Marines and getting to know them would greatly increase not only morale, but also let the Marines know that their command cares about them and listens to them.
Advise unit leaders/supervisors to get out from behind their computers and be visible in the workspaces.
Direct senior leadership to visit the Marines at their school house on a regular basis and sit in on classes. Demonstrates to the Marines that the command leadership is involved and interested in their learning.
Implement more clinic visits by the CO to foster morale and trust.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit provide opportunities for junior Marines to assume greater responsibility.

Allow junior Marines the opportunity to grow even if it means they make mistakes . . . it is part of the maturation process.
Know the unit's current grade and rank structure as this may limit junior Marines opportunities.
Beware of favoritism clouding your judgment regarding who moves forward.
Beware that micromanagement stifles opportunities for Marines to assume greater responsibility.
Communicate your thoughts and intent on assigning personnel greater responsibilities (overall experience, rank based, time in service, etc.).
Improve morale within the SNCO/officer ranks by increasing their authority and control of their sections/departments (e.g., liberty/leave approval, planning, training, etc.).
Form a tiger team of junior Marines to solicit their ideas on ways to improve any areas of concern that were raised in the survey results.
Push authority to appropriate NCO, SNCO, and junior officer levels.
Establish Leadership Development Program in order to better prepare junior leaders on coaching, counseling, and mentoring.
Counsel and monitor supervisors who think it is okay to cut corners or not follow standards.
Create a Junior Enlisted Council to provide ideas on how to improve morale in the unit.
Create an ‘Innovation Lab’ to grow ideas from NCOs.
Decrease frequency of meetings, increase involvement of XO with the staff (and decrease CO involvement).
Develop leadership forums where input is provided by all ranks to stimulate critical thinking and draw out ideas.
Direct more NCO involvement in Safety meetings.
Empower Marines so they feel trusted.
Enact more decision-making authority to the NCO council.
Encourage all staff and students to send their ideas to the Training Command Creativity and Innovation Contest.
Establish a female Marine council to provide feedback and recommendations to the Chain of Command.
Establish NCO council to inform the NCO leadership on Bn challenges and provide a forum for NCO input into Bn activities.
Focus training on team building.
Add section level leadership to the Force Preservation Council.
Conduct CO sensing sessions with small groups (e.g., E-2 to E-5, E6s, E-7-E8, and Officers) to discuss trends, gain trust through buy-in, and make them part of the solution.
Form an innovation working group to address physical issues within the barracks and improve quality of life.
Implement "Staff Resilience" training and events to help develop coping strategies for our staff. The nature of our battalion is such that the staff is constantly dealing with families in crisis, high risk Marines, and wounded/ill/injured service members, which takes a toll on all involved.
Implement direct communication with Junior Marines to get "ground truth", hear their ideas, and empower them.
Implement more frequent, lower level training done in small groups.
Implement policy allowing junior Marines to hold certain qualifications normally reserved for NCOs.
Incorporate the Regimental and Company Safety Reps into staff meetings, operational planning, and safety briefs.
Initiate a training cadre within the Bn that provides standardized training to all new-joins. The standardized training will provide better basically trained Marines to the COs for follow-on, specific detachment training.
Initiate an NCO Barracks Council to prioritize barracks quality of life improvements.
Institute opportunities for Marines to speak up on behalf of themselves and their section as the CO frequently visits their sections.
Involve the small unit leaders in all levels of planning and training, which will close the communication gap and the divide between the battalion leadership and the Marines.
Push leave approval authority to the section/department level to address SNCO/officer concerns about lack of authority/control of their sections. This decision had immediate positive results.
Modify and implement the Mentorship Program.
Modify training to include more leadership, character, decision-making, and resilience topics. This approach will help guide Marines to make the right choices.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit routinely visit the barracks.

If the Duty is the only individual visiting the barracks, it is perceived as a requirement and not as caring.
Barracks visits may be viewed as prying into their lives . . . visits must be done with in an atmosphere of caring about their quality of life.
Find the correct balance of having the right presence at the barracks versus too much of a presence.
Often the current condition of the barracks and the command's involvement in fixing those conditions have the utmost impact on barracks personnel's quality of life.
Leaders/Supervisors should be familiar with their subordinates' quality of barracks life issues (e.g., mold, heat/air conditioning, washers/dryers, etc.).
Conduct regular CO/SgtMaj barracks inspections/walkthroughs and implement SNCO walk-throughs of the barracks at odd hours on the weekends.
Get S-4 involved, along with base personnel, to address facility issues (e.g., hot water, broken locks/doors, HVAC, etc.) and get a weekly brief on the progress.
Establish protocol for visiting the barracks . . . off-duty visits should be wellness checks, not inspections.
Implement leader/supervisor visits of the barracks during off-duty hours.
Initiate regular "walk-throughs" of various unit locations around the base by the command Triad on a rotational basis to be seen more.
Reinforce leadership presence in the barracks during and after hours.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Offensive materials/comments are not tolerated in my unit.

[MARADMIN 291/13 outlines what is considered offensive material.]
An atmosphere of dignity and respect within a unit can help alleviate many of these type issues.
Have a JAG officer provide instruction on what is/is not considered offensive.
Do not rely on "common sense" to define what are/are not offensive materials/comments.
Offensive comments made while "joking around" are still offensive comments.
Beware of senior Marines (officer or enlisted) making offensive comments.
Be aware of possible misperceptions of what is acceptable and not-acceptable.
Beware of rationalizations used to justify offensive comments (e.g. "This is the Marine Corps," "Toughen up, buttercup," "It's the grunts." etc.).
Address the need for all ranks to maintain the same-level standards.
Discuss perception management with Officers and SNCOs.
Employ a strategy of commander's intent emails and targeted messages with commander's intent and guidance.
Establish a female Marine council to provide feedback and recommendations to the Chain of Command.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Members of my unit can count on each other during a personal crisis.

Trust is a key element to be counted upon in times of crisis.
Identify and personally reward those individuals who made a difference to their fellow service members during a personal crisis.
Feelings of comradery and being a part of a group (friendship and brotherhood) allow members to be counted upon in times of need.
Individuals tend to first turn to their peers for support during times of crisis.
Leaders/Supervisors should take appropriate action on subordinates' issues, so that it does not appear that they are ignoring their concerns.
Incorporate mentorship at every level.
Capitalize on SNCO leadership/experience.
Implement a Reintegration Board. It is a meeting that occurs at the company level with the Chain of Command augmented by the Chaplain, Behavioral Health, Bn Surgeon, and Military & Family Life Counseling (MFLC). The goal is to reintegrate a Marine into the unit after a major event (NJP, death in the family, poor performance, etc.). This is for the support cast as well as the Chain of Command so that each stakeholder in this Marine's life understands what has been done.
Review the list/matrix of relevant Issue Papers on this website.

CCS

My unit does not sacrifice safety for mission accomplishment.

If safety is a value, it will be incorporated into decision-making. If safety is a priority, it can be overcome by other "more important" priorities.
Mission accomplishment may be first on your priority list, but it should not be the only priority.
Leadership should establish unit priorities (at all levels) and make every attempt to live by them.
Review the OPTEMPO of your unit and its effect on safety and unit performance.
If mission accomplishment is your unit's only objective, everything else will suffer (e.g., morale, quality of life, off-duty education, etc.)
Ensure everyone in your unit knows the mission and their part in accomplishing it.
Ensure your unit's goals are realistic with the resources available.
Empower ALL personnel in your unit to halt unsafe activities until hazards/risks are resolved.
Closely monitor individuals who think it is okay to cut corners.
Professionals naturally ingrain ORM into everything they do.
Integrate the ORM process into planning and executing operations.
Implement efficient sleep schedule using circadian rhythm guidelines.
Examine unit rest policy following a 24-hour stay-awake duty.
Ensure work hours between day crew and night crew are fairly distributed.
Routinely encourage your subordinate leaders to work with your Safety Representative(s).
Ensure your unit has a safety climate that encourages reporting safety issues.
Counsel and monitor supervisors who think it is okay to cut corners or not follow standards.
Develop CCIRs to prevent unsafe acts such as fatigued driving. If members operate outside of normal working hours, the command must be informed.
Direct more NCO involvement in Safety meetings.
Direct the command group to drive to individual RSSs for meetings. This helps mitigate risk associated with recruiters and poolees having to drive long distances multiple times per quarter and reinforces the concept of the full-service command group.
Incorporate the Regimental and Company Safety Reps into staff meetings, operational planning, and safety briefs.
Make Marines aware of the duration of time to go from reporting a dead-lined piece of equipment to getting the part on hand, mitigating frustration with the process.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit have made it clear that sexual assault is unacceptable criminal behavior.

Establish, communicate (make visible), and enforce performance standards in your command. Ensure subordinates do the same.
Leaders/Supervisors should know appropriate regulations governing sexual assault.
Provide awareness training and discuss what is considered a sexual assault.
Leaders/Supervisors at all levels must periodically review standards with subordinates.
Be aware of possible misperceptions of what is acceptable and not-acceptable.
Ensure all personnel know how to report a potential sexual assault.
Ensure sexual assault allegations are quickly and factually investigated.
Personally attend all sexual assault training so you know exactly what is being passed and you're in a position to make corrections, as required.
Counsel unacceptable behaviors.
Ensure leaders/supervisors in your unit are enforcing the standards that you established.
Curb unacceptable attitudes/behaviors on the spot.
Do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Ensure your unit has a command climate that encourages reporting issues without fear of repercussions.
Capitalize on SNCO leadership/experience.
When feasible, conduct more face-to-face communication than electronic messaging . . . use electronic means as a backup.
Return to basic leadership counseling to improve communication.
Reiterate important information at formations.
Emphasize leadership by example.
Establish a female Marine council to provide feedback and recommendations to the Chain of Command.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit have set a command climate wherein sexual harassment is not tolerated.

Establish, communicate (make visible), and enforce performance standards in your command. Ensure subordinates do the same.
Leaders/Supervisors should know appropriate regulations governing sexual harassment.
Ensure the command is following and acting in accordance with the sexual harassment and sexual assault training.
Provide awareness training and discuss what is considered a sexual harassment.
Leaders/Supervisors at all levels must periodically review standards with subordinates.
Be aware of possible misperceptions of what is acceptable and not-acceptable.
Counsel unacceptable behaviors.
Ensure leaders/supervisors in your unit are enforcing the standards that you established.
Curb unacceptable attitudes/behaviors on the spot.
Do not miss opportunities to reinforce the behaviors you are trying to strengthen.
Monitor closely those individuals who believe the rules are not for them.
Ensure sexual harassment allegations are quickly investigated.
Ensure your unit has a command climate that encourages reporting issues without fear of repercussions.
Capitalize on SNCO leadership/experience.
When feasible, conduct more face-to-face communication than electronic messaging . . . use electronic means as a backup.
Return to basic leadership counseling to improve communication.
Reiterate important information at formations.
Address the unit on how CO handles disciplinary action.
Establish a female Marine council to provide feedback and recommendations to the Chain of Command.
Emphasize leadership by example.
Review the list/matrix of relevant Issue Papers on this website.

CCS

Leaders/Supervisors in my unit know the personal and professional goals of their Marines and Sailors.

Plan and set aside time to formally counsel and discuss your subordinates' personal and professional goals.
Counseling should include a constructive path forward.
Done correctly, knowing your personnel's personal and professional goals will build trust and approachability.
Individuals' first review of their personal and professional goals should be when an individual checks into the unit and then periodically thereafter.
Help individuals develop a plan to achieve their personal and professional goals.
Attempt to balance the personal and professional goals of your personnel with those of the unit.
Mentoring sessions are an excellent time to develop/review individual's personal and professional goals.
A plan of action should be clear, specific, and forward looking.
Knowing your subordinates' personal and professional goals is an integral part of leadership.
Leaders/Supervisors should be aware of individuals' off duty life.
Capitalize on SNCO leadership/experience.
Advise unit leaders/supervisors to get out from behind their computers and be visible in the workspaces.
Ensure an active unit-level Mentorship Program.
When feasible, conduct more face-to-face communication than electronic messaging . . . use electronic means as a backup.
Return to basic leadership counseling to improve communication.
Ensure kneecap-to-kneecap counseling sessions are occurring.
Conduct basic leadership counseling training.
Focus initial counseling on the fitrep process following promotion to sergeant.
Implement an education tracking system. TPME statistics and monitoring are now part of the weekly regimental command update brief to the staff and commander. This allows total visibility on the status of our Marines' education.
Implement Staff Sergeant Breakfast to improve the development of our young SNCOs.
Review the list/matrix of relevant Issue Papers on this website.

CCS

My commanding officer establishes an environment that promotes mutual trust and respect.

Trust is not guaranteed by rank or billet . . . it is earned each and every day.
Micromanagement suggests mistrust to those being micromanaged.
Double standards lead to mistrust and lack of respect.
"Do as I say, not as I do." can lead to mistrust and lack of respect.
Failing to take subordinates' recommendations/concerns into account can lead to mistrust.
Failing to communicate with subordinates can appear to be mistrust in them.
Commanders who provide servant leadership to their personnel will facilitate open communications and build trust across the unit.
COs who are unreliable are not trusted or respected.
Having "favorites" can result in mistrust by others.
Ensure the environment that you want to establish (one of mutual trust and respect) is being supported by your subordinated commanders, leaders and or supervisors.
Sharing information that was provided in confidence can lead to mistrust.
Covering up issues can result in mistrust and lack of respect.
Assisting individuals with their reasonable requests builds trust and respect.
Honest communication promotes trust.
Broken promises (e.g., time off, reward for accomplishing a goal, etc.) lead to mistrust and lack of respect.
Upholding one's word, principles, and standards builds trust.
Establish focus groups to more deeply determine root causes of mistrust between certain ranks, work centers, and/or departments.
When feasible, conduct more face-to-face communication than electronic messaging . . . use electronic means as a backup.
Implement weekly informational meetings with unit personnel.
Hold CO all-hands calls.
Conduct separate town hall meeting with the Junior Marines, NCOs, and Officers.
Conduct periodic lunch socials with SNCOs to discuss issues and improve communication.
Offer a "Retribution Free" discussion period for personnel to allow discussions with leadership.
Engage your personnel and attempt to discover their issues and concerns.
Leaders/Supervisors should take appropriate action on subordinates’ issues, so it does not appear that they are ignoring their concerns.
Publicly address the Marines' concerns cited in the survey.
Push leave approval authority to the section/department level to address SNCO/officer concerns about lack of authority/control of their sections. This decision had immediate positive results.
Provide more details about events to senior enlisted in an effort of transparency.
Involve the small unit leaders in all levels of planning and training, which will close the communication gap and the divide between the battalion leadership and the Marines.
Implement direct communication with Junior Marines to get "ground truth", hear their ideas, and empower them.
Emphasize leadership by example.
Empower Marines so they feel trusted.
Enact more decision-making authority to the NCO council.
Establish NCO council to inform the NCO leadership on Bn challenges and provide a forum for NCO input into Bn activities.
Establish a female Marine council to provide feedback and recommendations to the Chain of Command.
Highlight at Sqdn formations how Marines could get issues resolved.
Focus training on team building.
Create a Junior Enlisted Council to provide ideas on how to improve morale in the unit.
Create an ‘Innovation Lab’ to grow ideas from NCOs.
Develop leadership forums where input is provided by all ranks to stimulate critical thinking and draw out ideas.
Conduct CO sensing sessions with small groups (e.g., E-2 to E-5, E6s, E-7-E8, and Officers) to discuss trends, gain trust through buy-in, and make them part of the solution.
Review the list/matrix of relevant Issue Papers on this website.