Camp Foster, Okinawa, Japan -- Along with the core values of honor, courage and commitment, leadership is a key trait instilled in Marines from inception and developed throughout their career.
The Department of Defense takes a similar approach for its civilian employees.
The executive leadership program, which is provided by the Graduate School USA, is a nine-month leadership development program for federal civil service employees in the grades of general schedule 11-13.
Two employees with Marine Corps Base Camp Smedley D. Butler recently graduated from the course.
About every two months, participants travel from their respective commands to attend four, one-week residential training sessions within the nine-month course, according to Jason M. Wright, a recent graduate of the course and the installations operations officer for G-6, communications and information systems division, MCB Camp Butler, Marine Corps Installations Pacific.
“Competencies such as external awareness, strategic thinking, conflict management, team building, customer service, problem solving and human capital management are developed through the residential training sessions,” said Wright.
The curriculum also requires students to work on assignments while away from the residential training sessions, during which they complete developmental assignments, such as designing a leadership development plan, obtaining a mentor to help define leadership goals, completing a community service project, and other assignments.
“Three of the biggest things I learned during this program were to dream big, reach out to others, and how the program benefits others more than myself,” said Melanie M. Hernandez, the environmental review program manager for G-F, Facilities, MCB Camp Butler.
Much like Hernandez, Wright believes the program identifies ways to help others.
“My biggest take-away from this program is that leadership is about the people,” said Wright. “All too often, we develop ourselves as leaders only to lose sight of the fundamental purpose and our motivation for continued development. As leaders, we must resolve to continually focus on implementing the ‘pay it forward’ mantra. Ultimately, this will synergize the organization and will become a force enabler, amplifying our service to mission and enabling organizational success at all levels.”
A key element put into every aspect of the course was teamwork, according to Hernandez.
“We are required to work on projects as a team for the entire nine months and ultimately make a team presentation,” said Hernandez. “I learned so much more from my teammates and all of my classmates than I ever thought I could. We accomplished great things by just being open to everyone’s ideas.”
Another portion of the class was to complete a community service project.
“We brainstormed about how we could do a community service project that included our entire class and raise as much money as possible,” said Hernandez. “We did a silent auction and had everyone bring items from their location. I brought Japanese dolls, and my teammates from Seattle and Hawaii brought things from their areas. We raised more than $1,000 for St. Jude Children’s Research Hospital.”
The program not only benefited the graduates, but it also helped them advance the Marine Corps, according to Wright.
“This program develops well-rounded, civilian Marines, capable of serving in a flexible and agile environment,” said Wright.
This type of leadership development fosters expertise that cultivate a remarkably capable workforce, allowing federal civil service employees to remain an integral component of mission accomplishment, according to Wright.
“With a passionate commitment, a skillful application of time and task management, and a hunger for what may seem beyond your reach, the opportunities for successful personal and professional development are endless, which will pay dividends back to the respective units and the Marine Corps,” said Wright.