You are a unicorn in a balloon factory (Seth Godin, Tribes) so yes, people won't like it and some won't like you. You are a trailblazer and though it is so unfortunate that the system worked against you (b/c yes it is archaic) in the dismissal, I believe it is a good thing that it is so public. Though I feel for what you are going through and it must be tough to have the world watching; however, know that this is generating a lot of great conversations and I hope this will bring the toxic/sexist tendencies to light.
I cheered when you said [you would not be accused of] “being overly aggressive if I were a male.” I was saying the same thing before I read your words. I am also thrilled you pushed back with your own investigation. I'm disappointed in the results, but it actually proves the point that I often try to make that these biased tendencies are so subtle and hard to note. The commander [who], whether consciously or sub-consciously exhibits the sexist/biased behavior, has so much plausible deniability. We must figure out a way of bringing to light those toxic tendencies…
You may have many more emails to read so I will stop here. Know that you have ranks of women (and men too I'm sure!) backing you and your leadership style. I love how we are now at a point where it's not enough to show up, we must challenge ourselves to BE and DO more.
Thank you for who you are, what you do, what you represent, and what you are enduring.
V/R,
Mel
Melody H. Mitchell, Maj, USAF
I realized immediately I would have to hold people accountable from top to bottom, both for performance and for safety. We simply couldn't continue the “tears and cupcakes” routine if we were going to be credible. I'd come in hoping for team-building and joint decision-making, but some folks just weren't making the shift. So, I hit hard with my command philosophy, which I began to develop after my first trip to Parris Island before I took command.
I knew that my command philosophy needed to reflect that I expected my Marines to be responsible for their own actions, as well as for the actions of their peers and the recruits. I had also gone to a Marine Corps commanders’ conference in May, where they talked about the need to have a command philosophy to define a commander's leadership expectations for his or her Marines and sailors.
It's no different from a performance-management system, really. Without a kneecap-to-kneecap discussion about performance goals, expectations, and metrics for assessment, how could anyone be successful anywhere—in the corporate world and beyond?
So I put together a command philosophy designed to improve accountability in the battalion, while also increasing esprit de corps and morale. My goal was to make the place no different from anywhere else in the Marine Corps. I had three focus points: confidence, accountability, and pride. I knew if I improved the confidence of my Marines and recruits, they would achieve better results and would feel more empowered to do more than just admin and support jobs. I also knew that if I focused them on improving their overall accountability for their actions and those of their subordinates, there would be less drama in the battalion, and they would be more successful individually. If we improved those two key areas, the amount of pride in the battalion and the recruits would increase. For the service that prides itself on having the highest standards of all of the branches of the military, this seemed like common sense.
And, it had worked before, when I was in San Diego.
We already had the essential guideline: The Recruit Training Order, written guidance from the Parris Island commanding officer, laid out how recruits should be trained, what qualified as abuse, and how to address their physical and emotional needs.
This is what I presented as a guideline of my expectations to my Marines:
Confidence: Physical, Mental, Emotional
Confidence: I know and follow the Recruit Training Order to the letter, and understand what to do to protect the safety and well-being of those under my charge at all times.
I can handle anything that comes my way with the help of my brothers and sisters in the command.
I understand how critical getting quality sleep is to my mental, emotional, and physical well-being and ensure that I and those under my charge maximize opportunities to rest: We take care of each other.
No excuses and no drama—“We've got this.”
Accountability: For my mission, actions, and attitude
I am responsible for everything I and my subordinates do and fail to do. I will not make excuses.
I understand that my actions and words have a direct impact on the attitudes and feelings of my subordinates, my peers, and my family, and that positive words, thoughts, and deeds are a force multiplier.
I trust the command to treat me fairly if I make a mistake.
I know taking care of and developing my recruits, my Marines, and my family members is my mission, and everything I do will be focused on this effort.
I understand that everyone in the command will be held to the same high standards and challenged to excel.
Pride: In myself, my subordinates, my peers, the command, and the institution.
I know I have one of the most important (and coveted) jobs in the Corps.
I know my command is dedicated to taking care of our Marines and sailors, our recruits, our families, and our resources.
I know I will be properly recognized for our accomplishments.
Everything I say and do is a reflection on my command.
I know
