11 Marine Corps Principles to Apply to Business

1 1 M A R I N E C O R P SP R I N C I P L E S

F O R S U C C E S S O N W A L L S T R E E TA N D O N M A I N S T R E E T

b y K e n M a r l i n

S E E M O R E A N D D O W N L O A D A N E X C E R P T A T M A R L I N L L C .C O M#M A R I N E W A Y T O W I N

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M A R I N E S H A V E A C H I E V E D V I C T O R YT H R O U G H O U T H I S T O R Y B E C A U S E O F

O U R C O R E V A L U E S .

http://www.marlinllc.com/marinecorpsway


I T ’S A B O U T H O N O R , C O U R A G E ,C O M P E T E N C E , C O M M I T M E N T ,

T E A M W O R K A N D L O Y A L T Y ,D I S C I P L I N E , R E S P E C T A N D

P E R S E V E R I N G I N T H E F A C E O FA D V E R S I T Y .



T H E R E 'S N O S U C H T H I N G A S A"F O R M E R M A R I N E . "



WALL STREET ONCE WAS ABOUT DOINGTHE RIGHT THING FOR THE CLIENT -

BEING A TRUSTED ADVISOR



T H E N C A M E :Ivan Boesky

Michael Milken

Gordon Gekko

Bernard Madoff

Enron

WorldCom

GM

VW

Vietnam

Iraq

S&L Crisis

Great Recession

conflicts of interest

currency

manipulation

fraudulent mortgages

and more...



SEVEN OUT OF TEN SAY EVERYONE ON WALLSTREET IS WILLING TO BREAK THE LAW FORBIGGER PROFITS. ONLY OUR POLITICIANS FARE WORSE.

TWO-THIRDS OFAMERICANS THINK THATTHOSE WHO WORK ONWALL STREET “ARE NOTAS HONEST AND MORALAS OTHER PEOPLE,”



“THE REASONABLE MAN ADAPTS HIMSELFTO THE WORLD; THE UNREASONABLE ONE

PERSISTS TO ADAPT THE WORLD TOHIMSELF. THEREFORE ALL PROGRESS

DEPENDS ON THE UNREASONABLE MAN.”

- GEORGE BERNARD SHAW



THE MARINE CORPS ISFILLED WITH

“UNREASONABLE”PEOPLE TRYING TO

CHANGE THE WORLD...



THE MARINE CORPS WAY HAS ELEVEN PRINCIPLES WHICH, WHEN COMBINED, CAN

IMPROVE THE ODDS OF SUCCESS ON THEBATTLEFIELD, ON WALL STREET, IN

WASHINGTON AND ON MAIN STREET – ANDLET PEOPLE FEEL GOOD ABOUT IT.

IT WORKS

#M A R I N E W A Y T O W I Nhttp://www.marlinllc.com/marinecorpsway



TOO MANY PEOPLE FOCUS ON TACTICS(MAKING SALES, REDUCING COSTS,CLOSINGDEALS)– AS OPPOSED TO FOCUSING ON THE

ACTIONS (OR TRANSACTIONS) THATADVANCE US MOST TOWARDS STRATEGIC

GOALS.

1) TAKE THE LONG VIEW:



IT IS NOT NECESSARY TO FIGHT EVERY BATTLETHAT PRESENTS ITSELF.

JUST AS ADMIRAL NIMITZ AND GENERALMACARTHUR SKIPPED ISLANDS IN WWII,

SOMETIMES, NOT TAKING ADVANTAGE OFOPPORTUNITIES CAN ADVANCE YOU TOWARDS

YOUR OBJECTIVES MORE EFFICIENTLY THANFIGHTING THEM.

IT'S ALL ABOUT KEEPING THE LONG-TERMMISSION AT THE FOREFRONT.



“IN THE SIMPLE MORAL MAXIM THE MARINECORPS TEACHES: DO THE RIGHT THING, FORTHE RIGHT REASON. NO EXCEPTION EXISTSTHAT SAYS: UNLESS THERE'S CRITICISM OR

RISK. DAMN THE CONSEQUENCES.”

MISSION AL JAZEERA: BUILD A BRIDGE, SEEK THETRUTH, CHANGE THE WORLD

- JOSH RUSHING

2 )T A K E A S T A N D :



HAD SOME SENIOR PEOPLE AT VOLKSWAGENTAKEN A STAND ON EMISSIONS TESTING, VWWOULD NOT NOW BE LOOKING AT BILLIONS

OF DOLLARS IN LOSSES—AND A SERIOUSDENT IN THEIR REPUTATION.



HAD SOME SENIOR PEOPLE AT GM TAKEN ASTAND ON FAULTY IGNITION SWITCHES,

MORE THAN FIFTY-ONE PEOPLE MIGHT BEALIVE AND GM WOULD NOT BE NOW PAYING

COMPENSATION TO THE FAMILIES OFTHOUSANDS OF VICTIMS.



HAD SOME US POLITICIANS TAKEN A STAND,FIFTY-EIGHT THOUSAND AMERICANS (ANDMORE THAN A MILLION CIVILIANS) MIGHT

NOT HAVE DIED IN THE VIETNAM WAR;

AND WE WOULD PROBABLY NEVER HAVESENT FORCES INTO LIBYA, SYRIA, OR IRAQ .



HAD SOME POLITICIANS AND A FEW BANKERSTAKEN A STAND THE WORLD MIGHT HAVE

AVOIDED THE GLOBAL FINANCIAL CRISIS OF2008, MILLIONS OF LIVES MIGHT NOT HAVEBEEN DISRUPTED, AND BANKS WOULD NOT

BE PAYING HUNDREDS OF BILLIONS OFDOLLARS IN FINES.



WALL STREET, MAIN STREET ANDWASHINGTON HAVE TALENTED

TRANSACTION EXPERTS – BUT IN TOO MANYCASES THE LEADERSHIP HAS LOST ITSEXPERTISE IN OPERATIONAL AREAS.

3) BE THE EXPERT :



MY FATHER, WHO IS A RETIREDMECHANICAL ENGINEER FROM THE

CUMMINS ENGINE COMPANY, USED TOBEMOAN THAT SENIOR EXECUTIVES AT THE

COMPANY KNEW ALL ABOUT GENERALMANAGEMENT TECHNIQUES BUT DIDN’T

KNOW A CRANKSHAFT FROM A PISTON ROD.



MARINES GET ALL THE INTELLIGENCE THEYCAN ABOUT THE PEOPLE ON THE OTHER

SIDE - THEIR GOALS, THEIR CAPABILITIESAND THEIR MOTIVATIONS.

4) KNOW THE ENEMY:



PEOPLE RARELY SEE THEMSELVES AS THE BADGUYS.

PEOPLE RARELY SEE THEMSELVES AS ILLOGICAL

DEMONIZING THEM, CARICATURING THEM,OVER-SIMPLIFYING THEM, UNDER- OROVER-ESTIMATING THEM CAN BE VERY

DANGEROUS.

UNDERSTANDING THEIR GOALS AND MOTIVATIONSIS CRITICAL TO LONG TERM SUCCESS.



KNOWLEDGE IS POWER. WITH GREATERKNOWLEDGE ABOUT THE OTHER SIDE YOUCAN BETTER ANTICIPATE HOW THEY WILL

ACT AND REACT TO YOUR MOVES.



5) KNOW WHAT THE TERRAIN IS WORTHBEFORE COMMITTING TO BATTLE:

NO MARINE WOULD SAY THAT BECAUSE WE PAIDFOR IWO JIMA WITH SIXTY-THREE HUNDRED

AMERICAN LIVES (AND TWENTY-FIVE THOUSANDCASUALTIES) PLUS TWO US NAVY AIRCRAFT

CARRIERS, THAT THIS PRICE SOMEHOW DEFINESTHE PRICE (LIVES, CASUALTIES, SHIPS) WE WOULD

PAY TO TAKE GUADALCANAL.



FOUR QUESTIONS BEFORE YOU ENGAGE INBATTLE:

1) IS WINNING THIS BATTLE ON THE PATH TOACHIEVING THE LARGER MISSION?

2) IS THE TIMING RIGHT;

3) IS THE COST OF TRYING BOTH AFFORDABLE ANDREASONABLE? 4) IS THE REWARD WORTH THE RISK?



HUBRIS LEADS TO FAILED DEALS AND FAILEDSTRATEGIES—

HUBRIS LED HP TO BUY COMPAQ FOR $25 BILLION,

IT’S HOW YAHOO! WOUND UP PAYING $5.7 BILLIONFOR BROADCAST.COM

TIME WARNER AGREED TO A $164 BILLION DEALWITH AOL.

IT LED THE UNITED STATES INTO QUAGMIRES INVIETNAM, AND THE MIDDLE EAST.



6) KNOW YOURSELF: IDENTIFY AND CAPITALIZE ON YOUR COMBAT

ADVANTAGES



EVERY CEO AND EVERY BANKER SHOULD BEABLE TO ARTICULATE WHAT THEY DO THAT

IS BETTER THAN ANYONE ELSE ON THEPLANET.



“YOU CANNOT ALLOW ANY OF YOUR PEOPLETO AVOID THE BRUTAL FACTS. IF THEYSTART LIVING IN A DREAM WORLD, IT’S

GOING TO BE BAD.”

-GENERAL JAMES MATTIS, USMC



IT’S NOT ABOUT SURPRISE.

7) TO WIN, CONTROLTHE TIMING:



SADDAM HUSSEIN COULD NOT HAVE BEENSURPRISED AT THE ASSAULT BY U.S.-LED

COALITION FORCES IN THE FIRST GULF WAR.HE PROBABLY WATCHED THE BUILDUP ONCNN. IT TOOK MORE THAN FIVE MONTHS.



FOR TOO MANY CORPORATE EXECUTIVES,POLITICIANS AND BANKERS THE TIMING OF

MAJOR STRATEGIC MOVES IS PURELYREACTIVE—



8) NEGOTIATE FROM THEHIGH GROUND:

FROM A TACTICAL PERSPECTIVE, THE HIGHGROUND IS THE PHYSICAL PLACE YOU WANT

TO BE, SINCE IT’S USUALLY BOTH MOREDEFENSIBLE THAN THE LOW GROUND AND A

BETTER PLACE FROM WHICH TO LAUNCHASSAULTS.



CLEARLY, THE HIGH GROUND HAS ASECOND, ETHICAL CONNOTATION TOO. ITINVOLVES DOING THE RIGHT THING FOR

THE RIGHT REASONS, EVERY TIME.



BE COMMITTED TO ACHIEVING YOUR OWN"REASONABLE" OBJECTIVES.

(IF THE OTHER SIDE PERCEIVES THAT YOUARE UNWILLING TO WALK FROM THE TABLE,THEN YOU ARE NOT NEGOTIATING. YOU ARE

JUST BEGGING.)



MOST WARS END NOT IN SURRENDER BUTWITH A NEGOTIATED PEACE, AFTER WHICHTHE TWO SIDES OFTEN NEED TO LEARN TO

LIVE WITH EACH OTHER.

#M A R I N E W A Y T O W I N




9) SEEK FOREIGN ENTANGLEMENTS - IT’SAN INTERCONNECTED WORLD:

COMPANIES, POLITICIANS ANDBANKERS WITH A COMPETITIVE

ADVANTAGE ARE THOSE THAT DO NOTDEFINE THEMSELVES BY GEOGRAPHIC

BORDERS.



MARLIN’S EIGHT RULES FOR CROSS BORDERNEGOTIATING:

1: BE SENSITIVE (BUT NOT TOO SENSITIVE) TO CULTURE. YOUCAN’T GO “NATIVE.”

2: BE AWARE OF THE OTHER SIDE’S OBJECTIVES. IT’S NOTALWAYS ABOUT THE TERRITORY, OR THE MONEY

3: KNOW THE LOCAL RULES—AND THE LOCAL CONCERNS.

4: FIGURE OUT WHO IS CALLING THE SHOTS. IT MAY NOT BEOBVIOUS



5: SET REALISTIC DEADLINES (AND MEAN THEM!)

6: SEEK FACE TIME

7: DON’T OVER-LAWYER

8: PUT SOMEONE ON THE GROUND WITH AUTHORITY TONEGOTIATE

10) TRUST AND VERIFY:

CAREFULLY VETTING YOUR ASSUMPTIONS CANGO A LONG WAY TO ENSURING VICTORY.

IT’S SOMETHING THAT MARINES DO NEARLYEVERY DAY.



NEITHER CONTRACTS NOR TREATIES CAN PROTECTAGAINST EVERYTHING

THEY ARE ONLY WORTH WHAT THOSE BACKINGTHOSE CONTRACTS ARE LATER ABLE TO DELIVER.

FEW PARTIES ARE WILLING TO ACCEPT ALLOCATIONOF ALL RISK.

THERE ARE NO PERFECTLY CLEAR CRYSTAL BALLSMACROECONOMIC CONDITIONS CHANGE

FORECASTS MISS THE MARK.http://www.marlinllc.com/marinecorpsway


11) LUCK IS NOT A PLAN:



WINNING REQUIRES PLANNING,PROCESS, DISCIPLINE AND

LEADERSHIP



MARINES LIKE WINNING.WE DON'T LIKE DRAMA.



LUCK IS NEITHER A PLAN NOR AN EXCUSE.

MARINES DO NOT RELY ON LUCK.

AND WE REFUSE TO BE ITS VICTIM.



DISCIPLINE MAY BE A HALLMARK OF THEMARINE CORPS, BUT WE DON’T HAVE A

MONOPOLY ON IT. GENERAL ELECTRIC ANDWARREN BUFFET BOTH HAVE LONG BEEN

KNOWN FOR THEIR DISCIPLINEDAPPROACH.



THE MARINE CORPS WAY IS NOT EASY.



IT REQUIRES RIGOROUS PLANNING,THOROUGH PREPARATION, HARD WORK,

LEVERAGING RELEVANT EXPERTISE, CLEARCOMMUNICATION, AND THE PROFESSIONAL

LEADERSHIP OF A WELL TRAINED ANDPROPERLY MOTIVATED TEAM.



IT'S ABOUT HONOR, COMPETENCE,DISCIPLINE, TEAMWORK, LOYALTY,

RESPECT, COURAGE, EXCELLENCE ANDPERSEVERANCE IN THE FACE OF

ADVERSITY.





THE MARINE CORPS WAY IS A PATH TOVICTORY AND HONOR ON THE

BATTLEFIELD, WALL STREET – AND ONMAIN STREET.



READ MORE AND DOWNLOAD AN EXCERPT AT:

WWW.MARLINLLC.COM/MARINE-CORPS-WAY

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