The Marine Corps Way: Using Maneuver Warfare to Lead a Winning Organization

Marines view boldness as a force multiplier , and they have created a culture that encourages, at all levels, this second guiding principle of maneuver warfare . They train their junior leaders to make decisions in the face of limited information and exercise initiative with confidence. They foster an obligation to dissent in the decision-making process. They tolerate mistakes ”except in the cases of indecision, timidity, or lapses in integrity ”and even go so far as to celebrate well-intended failure. Finally, they rely on bold action as a default when all else fails. These practices can serve you as a useful guide to fostering a propensity toward boldness among the members of your organization.

80 Percent Rule

Marines train their junior leaders to rely on the 80 Percent Rule, which states that delaying any decision so that it can be made with more than 80 percent of the necessary information is hesitation. Throughout initial training, newly minted officers are repeatedly placed in situations intentionally designed to deprive them of the full information needed to make a comfortable decision. For example, lieutenants go through an urban combat training exercise in a mock town (the FBI s Hogan s Alley ) where they have to deal with hostile locals and rioting crowds. The lieutenants, who have no idea what to expect and no clarity as to who is friend and who is foe, are expected to make decisions and act on limited information. Initially the individual might be nearly paralyzed when faced with such a situation, but over time he or she becomes increasingly willing to decide and increasingly able to act in the face of limited information.

Obligation to Dissent, Part I

The Marine Corps s traditional hierarchical nature does not preclude commanders from encouraging those in their charge to speak up during the formation of tactical plans and suggest superior courses of action. This obligation to dissent not only leverages the insights of lower-ranking and sometimes more experienced members, notably senior enlisted staff noncommissioned officers, but also signals that juniors have the latitude to form their own viewpoints and take the appropriate risks to act on those viewpoints.

Acceptance of Certain Mistakes

Marines acknowledge that boldness sacrifices precision in execution and therefore reject the dreaded zero defect mentality . Leaders correct, rather than punish, mistakes that stem from bold zeal, such as an inexperienced lieutenant charging off and leading his unit in the wrong direction during a night training exercise. At the same time, there is zero tolerance for indecision, lapses in integrity, and, above all, weakness ”all of which can be career-ending.

Toilet Seat Awards

Marines celebrate failure almost as much as they celebrate success. Obviously, Marines receive formal awards, such as medals and letters of commendation and praise for noteworthy accomplishments in front of their peers. But one Marine commander sponsors in his organization the unique practice of handing out a monthly toilet seat award to the junior Marine who shows the most initiative in an endeavor with an unsuccessful outcome. The commander s Marines consider receiving the toilet seat a special honor , second only to receiving an actual medal or other form of official commendation. This form of dubious distinction reinforces ingenuity, action, and the willingness to take a chance.

The Default

Finally, when all of these practices fail to deliver breakout results, Marines learn that it is better to beg for forgiveness than ask for permission .