Marine Corps May Get a Cyber-Only MOS

Military.com | Jan 12, 2017 | by Hope Hodge Seck

The top officer of the Marine Corps wanted to expand the service’s cyber community, and he’s looking at ways to make the job more appealing to qualified Marines.

Speaking at the Surface Navy Association’s annual symposium Thursday, Gen. Robert Neller said he is entertaining several options to recruit and retain a growing cyber force.

At Marine Forces Cyber Command, there are about 1,000 uniformed troops and civilians, he said, and most have military occupational specialties in signals intelligence, data, networks or cyber protection.

“There’s no cyber MOS,” he said. “How am I going to keep them? We spent a lot of money training these Marines.”

FULL STORY HERE

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How does your organizational leadership compare with Mr. Trump’s Process?

Great reference to Jim Collins’ Good to Great. Couldn’t agree more. Get the right people on the bus, and get them in the right seats on the bus.
Cpl. Beddoe

By Major General Michael J. Diamond, US Army (retired), author of The Diamond Process

Regardless of what side of the aisle you sit on, from a professional organizational leadership standpoint, we are seeing an ambitious new way to run a transition process. President-elect Trump and his transition team have established some precedents that soon will set a new standard for future transitions. And, American organizations should sit up and take notice of how these processes may apply to their own company.

Three big reasons are evident to be the basis for the strong Trump Team hiring decisions: the hiring process supports a strategic objective for the organization; they are using an approach I have labeled the Knowledge, Skills, and Abilities (KSA) method; and candidates fit the ‘new culture’.

That’s right, top leaders in any organization share one major responsibility which is prevalent in this transition process and that is making sound decisions. In order to make effective and sound decisions, leaders should have in place a process for decision making which I like to call a Decision Support System (DSS). It is apparent that Mr. Trump has set a strategic organizational objective [read VISION] to build a good DSS and is using his hiring process for his cabinet and advisors to support that objective, which he has stated as “Make America Great Again.”

It is obvious that we see candidates being screened based on their ability to have used sound judgment under stressful conditions yet performed successfully. We see that with Rex Tillerson from Exxon Mobil in building that company into a global giant and many of the others who have steered their organizations through difficult times on the way to success. Mr. Trump is obviously selecting people that know what right looks like but also know what success looks like as well.

Secondly, his screening process seems to be using a KSA methodology where his transition team is looking for specific knowledge, skills and abilities needed to achieve the vision of “Making America Great Again.” The knowledge required is quite extensive but it must be apparent that strategic knowledge is paramount in the organization they are being considered for. Skills must be proven under fire in successful endeavors. But there seems to be more emphasis placed on the abilities part of the equation for the candidates to grow into the position to meet the vision of tomorrow.

They are following Jim Collins’ strong suggestion to “get the right people on the bus.” KSAs are at the heart of most successful organizations and their leaders must be at the center of driving this process that starts with their top team members.

Some of the KSAs that seem to be prevalent in the hires are: Defense requiring a deep understanding of impacts of combat along with how to lead that effort; State being able to return the US to their previous leadership role and projecting global presence through an aggressive foreign policy; and Homeland Security possessing extensive strategic global counterterrorism experience.

Thirdly, candidates fit the culture of the organization. Mr. Trump is outspoken, not afraid to speak out with what he feels, questions the status quo, looks for what right looks like. Candidates are being screened for these cultural traits as well. He is certainly not looking for any ‘yes people’ as evidenced by his considering many of his campaign opponents [Perry, Carson, et al] as well as naysayers [Romney].

Moreover, some of his selections are critics of organizations they about to lead [Sessions, Pruitt, et al] or have been crossed with some of the policies [Mattis, Flynn] of the previous administration. If nothing else, he and we should expect some very lively discussions with these top-level leaders/advisors. He/we should expect all to speak what they feel is right and stick to their guns.

So, how does this relate to your organization and how you lead. One must first learn that in order to lead an organization, you must get the organization “right”. That means getting everyone toting the load in the same direction contributing toward the same key drivers: Mission, Vision, Goals. Streamlining processes and out of date policies to achieve efficiencies. Properly resourcing these efficient processes to achieve the key drivers. Balance these three components of any organization for long term success.

We see many pieces of this complex puzzle coming together with TEAM Trump. It appears to be a good start to organizational success.

Mike Diamond is a retired Army Major General and is CEO for Diamond Strategy Group. His Diamond Process Model is presented in a book he has co-authored with his son Chris Harding that is being released in April, 2017. You can learn more about the book and this model by visiting their web site: diamondstrategygroup.com.

Major General Michael J. Diamond, US Army (retired) served a combined 35 years on active duty and in the Reserves. He brings this wealth of experience in military, manufacturing, retail, consulting, IT and many other sectors to help improve performance in organizations. His new book, The Diamond Process: How to Fix Your Organization and Effectively Lead People, co-authored by his son, Capt. Christopher R. Harding, presents the Diamond Process Model referenced above. The book will be available in April 2017 on DiamondStrategyGroup.com, Amazon and other fine booksellers. For more information, visit DiamondStrategyGroup.com.

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Essays on War: Mattis

by Stan Coerr November 28, 2016

America knows General James Mattis as a character, Mad Dog Mattis, fount of funny quotes and Chuck Norris-caliber memes.

Those of us who served with him know that he is a caring, erudite, warfighting general. And we know that there is a reason he uses the callsign Chaos: he is a lifelong student of his profession, a devotee of maneuver warfare and Sun Tzu, the sort of guy who wants to win without fighting—to cause chaos among those he would oppose.

image source: https://wn.com/james_mattis

To Marines, he is the finest of our tribal elders. The rest of the world, very soon, will know how truly gifted he is. Our friends and allies will be happy he is our new Secretary of War; our enemies will soon wish he weren’t.

I worked for General James Mattis three times: when he was a Colonel, a Major General, and a Lieutenant General.

Read the entire story here

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Four Marines charged in boot camp abuse scandal

It’s a slippery slope..

PARRIS ISLAND, S.C. — The training of Marine recruits at Parris Island is supposed to be tough. But investigations have found it to be downright cruel. Drill instructors abusing, humiliating and hazing recruits — none of it permitted, according to Commanding Gen. Austin Renforth.

“You put your hands on a young man or woman you have crossed the line and we are not going to tolerate it,” Renforth said.

But investigations show that behavior was tolerated until last spring, when the abuses came to light.

An e-mail sent to the White House titled “Concerned Loved Ones of Innocent Recruits” described incidents of drill instructors withholding food, drinking on the job, calling recruits “terrorists” and “faggots,” and warning them that “snitches get stitches.”

The most notorious case, involving a Muslim recruit named Raheel Siddiqui who allegedly jumped to his death after being slapped and choked by a drill instructor, is still under investigation.

In an earlier incident that same drill instructor allegedly ordered another Muslim recruit into a clothes dryer.

Renforth was supposed to fix all that when he assumed command last June. He said that choking, slapping and name-calling are not acceptable.

“Any allegation of recruit abuses comes directly to me. That is something I implemented when I took over,” he said.

But since then, one recruit has been found dead in his bunk, the cause still unknown.

Another is in critical condition after jumping from a second floor landing.

Both cases are still under investigation.

The Marines have brought charges ranging from lying to cruelty and maltreatment against four Marine sergeants involved in the abuse scandal; All four are slated for courts martial. None of those charges involve Siddiqui’s death.

More charges ranging from assault to dereliction of duty are expected to be filed against both officers and drill instructors.

But Renforth says the training at Parris Island will remain as tough, though not as cruel, as ever.

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General Mattis Quotes

“You are part of the world’s most feared and trusted force. Engage your brain before you engage your weapon.”

“You cannot allow any of your people to avoid the brutal facts. If they start living in a dream world, it’s going to be bad.”

“The most important 6 inches on the battlefield is between your ears.”

“If in order to kill the enemy you have to kill an innocent, don’t take the shot. Don’t create more enemies than you take out by some immoral act.”

“I come in peace. I didn’t bring artillery. But I’m pleading with you, with tears in my eyes: If you f— with me, I’ll kill you all.”

“Be polite, be professional, but have a plan to kill everybody you meet.”

“We’ve backed off in good faith to try and give you a chance to straighten this problem out. But I am going to beg with you for a minute. I’m going to plead with you, do not cross us. Because if you do, the survivors will write about what we do here for 10,000 years.”

“I don’t lose any sleep at night over the potential for failure. I cannot even spell the word.”

“A country that armed Stalin to defeat Hitler can certainly work alongside enemies of Al Qaeda to defeat Al Qaeda.”

“The first time you blow someone away is not an insignificant event. That said, there are some a–holes in the world that just need to be shot. There are hunters and there are victims. By your discipline, you will decide if you are a hunter or a victim.”

“You go into Afghanistan, you got guys who slap women around for five years because they didn’t wear a veil. You know, guys like that ain’t got no manhood left anyway. So it’s a hell of a lot of fun to shoot them. Actually it’s quite fun to fight them, you know. It’s a hell of a hoot. It’s fun to shoot some people. I’ll be right up there with you. I like brawling.”

“There are some people who think you have to hate them in order to shoot them. I don’t think you do. It’s just business.”

“Marines don’t know how to spell the word defeat.”

“PowerPoint makes us stupid.”

“In this age, I don’t care how tactically or operationally brilliant you are, if you cannot create harmony — even vicious harmony — on the battlefield based on trust across service lines, across coalition and national lines, and across civilian/military lines, you need to go home, because your leadership is obsolete. We have got to have officers who can create harmony across all those lines.”

“Find the enemy that wants to end this experiment (in American democracy) and kill every one of them until they’re so sick of the killing that they leave us and our freedoms intact.”

“Treachery has existed as long as there’s been warfare, and there’s always been a few people that you couldn’t trust.”

“Fight with a happy heart.”

“For the mission’s sake, for our country’s sake, and the sake of the men who carried the Division’s colors in past battles — ‘who fought for life and never lost their nerve’ — carry out your mission and keep your honor clean. Demonstrate to the world there is ‘No Better Friend — No Worse Enemy’ than a US Marine.”

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We Win Battles

Enjoy the latest video from HQMC

It’s what we do. It’s who we are. It’s what makes us Marines.

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Mattis and Women in Combat

Women Train to Become U.S. Marines
PARRIS ISLAND, SC – JUNE 23: Women Train to Become U.S. Marines (Photo by Scott Olson/Getty Images)

What’s your opinion? Will Mattis reverse Obama’s policy to allow women in combat?

Women in combat is not a new idea and there’s been much discussion on the topic in the past few years. But what might General Mattis have to say about it when he becomes SECDEF?

In a post by Kassia Halcli on December 9:
He [Mattis] also drew an analogy between allowing women in combat and making Stanford University’s football team 50 percent female, a notion he dismissed as laughable. “We take football more seriously than national defense,” he said.

SOUND OFF!

See also http://www.txdevildog.com/women-in-combat/

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Parris Island: Making Marines for 100 years

A special report on the past and present of Marine Corps Recruit Depot Parris Island on its 100th anniversary.

12-5-2016-9-30-40-am

Read more here: http://www.islandpacket.com/news/local/community/beaufort-news/bg-military/article39395994.html#storylink=cpy

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Happy 241st Birthday Leathernecks!

As we celebrate our Corps’ Birthday, a heartfelt Semper Fi! We’ll toast to those who have gone before us and to those forever by our side.

cwmln7g

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Kentucky Marine

Kentucky Marine – Major General Logan Feland and the Making of the Modern USMC by David J. Bettez, Winner, Marine Corps Heritage Foundation’s Colonel Joseph Alexander Award

Always Faithful, but Forgotten to History

New book examines the life career of one of the most influential figures

BettezCompF.inddLexington, KY—Soldiers of the Sea serve with a quiet dignity that belies the extraordinary feats they accomplish. Major General Logan Feland, an influential and significant figure in the history of the United States Marine Corps, served his country and his Corps in a career that spanned the Spanish-American War, World War I, and the Nicaraguan Revolution, and which nearly concluded with an appointment as Commandant of the Marine Corps.

In Kentucky Marine: Major General Logan Feland and the Making of the Modern USMC, by David J. Bettez, now available in paperback, Feland has finally received the long-overdue biography brings this quiet, intelligent, acerbic, and brave strategist and technician to the attention of a new generation. Drawing on personal letters, contemporary news articles, official communications, and confidential correspondence, Bettez captures Feland as a transitional figure in Marine Corps history, reflecting its changing nature during the early twentieth century.

A native of Hopkinsville, Kentucky, Feland led a momentous life. His service coincided with the United States’ expansion as a global power, with territories and responsibilities around the world. In an expanding Marine Corps, which was often the tip of the spear in times of crisis, Feland became one of the USMC’s most highly ranked and regarded officers.

Decorated with the Distinguished Service Cross for his heroic actions during the battle of Belleau Wood in World War I, Feland was specially selected to command the hunt for rebel leader Augusto César Sandino during the Nicaraguan revolution from 1927 to 1929—an operation that helped to establish the Marines’ reputation in guerrilla warfare and search-and- capture missions. He was one of the first instructors in the USMC’s Advanced Base Force, which was the forerunner of the amphibious assault force mission the Marines adopted in World War II, and during his tenure as an officer, the Corps expanded exponentially in manpower, influence, and prestige. Yet, despite Feland’s role in the development of the modern Marine Corps, he has been largely ignored in the Despite failing to achieve the ultimate goal of Commandant, Major General Logan Feland could be proud of his service to the Corps and to his country. He had proved his bravery and his willingness to step into and succeed in leadership positions in the Corps. Had Feland been named Commandant of the Marine Corps in 1930 in place of Brigadier General Ben Fuller, Feland’s place in the storied history of the Marine Corps would have been assured. Kentucky Marine was named the winner of the Marine Corps Heritage Foundation’s 2015 Colonel Joseph Alexander Award.

David J. Bettez served as director of the Office of International Affairs at the University of Kentucky and is the author of Kentucky and the Great War: World War I on the Home Front.

Available at kentuckypress.com.

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