Sustaining the Transformation

Sustaining the Transformation
Name
Student
Institution
Date

Summary
Sustaining the transformation is one of the key steps and processes for subordinate Marines. Various ways and methods can enable a unit to enhance sustainable transformation. The methods adopted by the unit include ensuring that the non-commissioned officers are concerned with the welfare of their fellow Marines, leaders acting as role models for the subordinates, and maintaining clarity of tasks and orders for the subordinates. Additionally, the management also fails to sustain the transformation due to lack of encouraging teamwork amongst the subordinates and micromanagement because most of the recruited leaders do not meet the expected capabilities and competencies. Lack of confidence in leaders is also another cause of failure in sustainability. To sustain the transformation for subordinate Marines, it is imperative to training the recruitment candidates based on teams, effective recruitment of leaders, and implementation of transformational type of leadership.

Sustaining the Transformation
Introduction
I am a non-commissioned officer currently stationed in Quantico, VA. Precisely, I am under the unit Headquarter Marine Corps, Reserve Affairs, Reserve Affairs Monitor-1 (HQMC, RA, RAM-1) whose location is also in Quantico. The main aim of the reserve affair is to assist the Commandant through effective planning and supervision of reserve forces. Quantico is the main headquarter for the largest HQMC, and its focus is on Marine Corps.

Transformation sustainability is a key requirement for this unit. According to Ventrone & Blue (2015), sustainment is a continuous and crucial process for the Marine Corps. Although our marine unit has managed to sustain the transformation, there are few failures, and action needs to be taken in order to enhance long-term sustainability.
To effectively sustain the transformation, the management of our marine unit ensures that the non-commissioned officers know their Marines well and that they are able to seek their welfare. Having a healthy relationship amongst the Marines is crucial since it provides a conducive environment for performing tasks (Ventrone & Blue, 2015). Therefore, the Marines are encouraged to become approachable and encourage the development of fellow subordinates. Second, the unit has sustained transformation by ensuring that leaders set the example by acting as role models to the subordinates. Precisely, a marine leader should have a moral compass and possess the necessary traits such as confidence and hard work. The leaders in our unit are always positive-minded and never ask Marines to complete tasks that they would not do by themselves (Ventrone & Blue, 2015). Additionally, these leaders ensure that the flame of enthusiasm towards transformation does not wane. By having competent and reliable leaders, our unit has managed to undergo positive and sustainable transformation. Third, the management of our unit always sets clear and concise orders for the subordinates. This clarity is a crucial step since it ensures that the Marines understand and accomplish the assigned tasks, and that they are well supervised. To achieve success, the management makes sure there is adequate supervision and that the Marines respect the chain of command. The leaders also encourage questions from the Marines to avoid confusion on what is expected from them. Overall, the three steps have greatly helped in sustaining the transformation within our unit.
On the other hand, there are key areas whereby the unit has failed in sustaining the transformation. Firstly, the management fails to train its Marines as a team, which is a major requirement. During phase two of the transformation, which involves training of recruits, the leaders divide subordinates into small groups, based on their competencies and tasks assigned to them (Ventrone & Blue, 2015). In my perspective, this has greatly contributed to lack of unity and cooperation amongst the subordinates. As a result, the management blames individual subordinates when a small team fails. The lack of teamwork has contributed to poor and unsustainable transformation. Another failure of the unit is that some of the leaders selected do not meet the expected capabilities and competencies, and this leads to micromanagement. Micromanagement has been a major issue affecting the unit in that the managers exercise too much control over the subordinates (Ventrone & Blue, 2015). This practice has had a negative implication in that the subordinates lack motivation since they are not involved in the decision making process. Micromanagement has resulted in the existence of managers who exercise too much control over the Marines. Resultantly, issue has caused a direct management failure in regards to focusing on the unit’s major details. Another issue that has negatively affected the transformation process is lack of confidence in the unit’s leaders. The existence of some incompetent and unreliable leaders has resulted in most submarines lacking faith in their ability to manage the unit (Moran, 2013). This issue has resulted into lack of work efficiency between the management and the Marines.
To sustain the transformation for subordinate Marines, the management of the unit should use realistic training, which involves training the recruitment candidates in accordance with the functional teams (Hall, 2002). The management needs to realize that teamwork is essential in the fulfillment of the units goals and objectives. Working as a team will ensure that the subordinates are able to complete task faster and efficiently. The management also has a role to encourage the Marines to work together as a team. Second, the unit should observe the right procedure during the recruitment of leaders. Preferable, the management can introduce the policy of appointing leaders through the voting process whereby all member of a unit have a voice on who should lead them. Third, the managers should implement a transformational type of leadership whereby they are able to interact well with subordinates by ensuring they are part of the decision-making process. Avoiding micromanagement will create a free and conducive environment for completing the marine tasks. Implementing these strategies will greatly help to sustain the transformation process. Both the management and subordinates have a responsibility to maintain the unit’s value and capitalize on its assets.

Reference
Ventrone, J., & Blue, R. W. (2015). From the Navy to college: Transitioning from the service to higher education. Lanham, MD : Rowan & Littlefield.
Hall, Richard D. The Marine Corps Martial Arts Program: Sustaining the Transformation. MARINE CORPS COMMAND AND STAFF COLL QUANTICO VA, 2002.
Moran, D. (2013). Leading the way in policy implementation: An examination of how the United States Marine Corps has managed the Don't Ask Don't Tell repeal. Journal of Public Management & Social Policy, 19(1), 81.