QPME: History and Traditions of the United States Marine Corps: Ethics, Values, and Leadership Development

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Fast. Motivated. Hard-hitting. That's what every business wants to be. And that's why the U.S. Marines excel in every mission American throws at them, no matter how tough the odds. In Corps Business, journalist David H. Freeman identifies the Marine's simple but devastatingly effective principles for managing people and resources -- and ultimately winning. Freedman discusses such techniques as "the rule of three," "managing by end state," and the "70% solution," to show how they can be applied to business solutions.

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This book builds on the U.S. Marine Corps' legendary publication Warfighting, showing how to apply the Corps' proven leadership and strategy doctrine to all forms of public communication — and achieve extraordinary results. Communication is the absolutely indispensable leadership discipline. But, too often, leaders and professional communicators get mired in tactics, and fail to influence public attitudes in the ways that would help them the most. World-renowned leadership communications expert, consultant, and speaker Helio Fred Garcia reveals how to orient on audiences, recognizing their centers of gravity and most critical concerns. You'll learn how to integrate and succeed with all three levels of communication: strategic, operational, and tactical. Garcia shows how to take the initiative and control the agenda… respond to events with speed and focus… use the power of maneuver… prepare and plan… and put it all together, becoming a "habitually strategic" communicator.

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Jack Hoban was shaped by service in the U.S. Marine Corps, a life-changing epiphany at a Cold War bar, and mentorship under two masters: The 34th generation grandmaster of the shadowy art of the Ninja and a sage of the Natural Law who may just have deciphered the meaning of life. He now delivers a revolutionary view of moral values for our time epitomized by the Ethical Warrior - protector of self and others as equal human beings. Hoban's methodology reaches from the Greek ancients to the counterinsurgency efforts of today's Marines to provide ethical clarity and confidence in our moral actions.

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Authoritative battle history of the Marines from the islands of the Pacific to Korea to the Middle East. It reveals how "the few and the proud" have drawn on their timeless precepts across six decades while reinventing themselves in the face of political change to forever remain America's finest warriors.

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Though there have been many men who have left their mark on the United States Marine Corps, few have created such a lasting impression as John Archer Lejeune. There is no doubt that the modern Marine Corps can trace its roots to Lejeune. He was a skilled soldier, a visionary, and a leader of uncommon talent whose decisions, guidance and foresight are still being felt by today's Marines. The Reminiscences of a Marine is an autobiography by this unusual man. Written in a more flowery language, popular when the book was first published (1930), Lejeune's book offers a fascinating glimpse into the private world of this turn-of-the-century Marine. From his early childhood days in Louisiana, shortly after the Civil War, all the way to the Commandant's house at 8th and "I" Streets in Washington, D.C., Reminiscences delves not only into the life of the man, but more interestingly, into the places and events in which he found himself. With each step upward in his 39-year career, Lejeune tells of the Country and the Corps from the viewpoint of a man privileged to observe from a unique advantage. Even as a young lieutenant, Lejeune was often in the middle of, or on the periphery, of the great happenings of his time. More often than not, in his later career, he was the focal point of these happenings as his leadership of the Second U.S. Army Division of the American Expeditionary Force during World War I demonstrates.The preface of the book is new and was written by General Lemuel C. Shepherd, himself a former Commandant of the Marine Corps, who, as a captain, served as Lejeune's aide. When asked in a November 1982 Leatherneck Magazine interview what the "real" Lejeune was like, Shepherd said, "He was more like a father to us all; he was truly a great leader."

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Why do some people achieve great personal success, yet never succeed in building a business or making an impact in their organization? John C. Maxwell knows the answer. “The greatest leadership principle that I have ever learned in over twenty-five years of leadership,” says Maxwell, “is that those closest to the leader will determine the success level of that leader.” It’s not enough for a leader to have vision, energy, drive, and conviction. If you want to see your dream come to fruition, you must learn how to develop the leaders around you. Whether you’re the leader of a non-profit organization, small business, or Fortune 500 company, Developing the Leaders Around You can help you to take others to the limits of their potential and your organization to a whole new level.

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The United States Army and the German Armed Forces traveled different paths to select, educate, and promote their officers in the crucial time before WWII. The author explores the paradox that in Germany officers came from a closed authoritarian society but received an extremely open minded military education, whereas their counterparts in the United States came from one of the most democratic societies but received an outdated military education that harnessed their minds and limited their initiative. While German officer candidates learned that in war everything is possible and a war of extermination acceptable, American officers, raised in a democracy, learned that certain boundaries could never be crossed.

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Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders are creating environments in which people naturally work together to do remarkable things. In his travels around the world, Simon Sinek noticed that some teams were able to trust each other so deeply that they would literally pull their lives on the line for each other. Other teams, no matter what incentives were offered, were dooming to infighting, fragmentation, and failure. Why? The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is serious on the battlefield: great leaders sacrifice their own comfort -- even their own survival -- for the good of those in their care. Today's workplaces tend to be full of cynicism, paranoia, and self-interest. But the best organizations foster trust and cooperation because their leaders build what Sinek calls a Circle of Safety that separates the security inside the team from the challenges outside. The Circle of Safety leads to teams where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities. Sinek illustrates his ideas with true stories from a wide range of examples, from the military to manufacturing, from government to investment banking.