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CAMP PENDLETON, Calif. - The Marine expeditionary unit represents
everything the Marine Corps offers.
The Marines that comprise
the MEU are the first responders to crisis around the world. Its
success is carried out by young Marines dedicated to maintaining a
force in readiness. However, this would not be possible without
exceptional senior leadership at the MEU.
Throughout the past
24 years, Lt. Col. John R. O'Neal has been on numerous operations
and deployments including six Marine Expeditionary Unit deployments.
This experience has allowed the 46 year old from Southfield,
Michigan, to establish his style of leadership that has led to a
successful career and has influenced countless Marines.
In this interview O'Neal, commanding officer, 15th Marine
Expeditionary Unit, shares how he makes an impact on the MEU and
what it takes to refine your style of leadership.
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July 10, 2014 - Lieutenant Col. John R. O'Neal, commanding officer, 15th Marine
Expeditionary Unit, has more than 24 years of experience leading
Marines. In his time he has developed a leadership style focused on
commitment to developing troops and mission accomplishment. O'Neal,
46, is from Southfield, Michigan. (U.S. Marine Corps photo by Cpl.
Emmanuel Ramos)
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Q: Are you a natural born leader, or was it a trait you
developed over time?
A: It's definitely a trait that
was developed over time. I don't think there is such a thing
as a natural born leader. There are people who have
attributes that enable good leadership; people that have a
good speaking voice, a degree of confidence, a sense of
humor and the intellect that allows them to see the bigger
picture. Those are all attributes that help leaders, but
leadership is something is learned. I don't think anyone one
is born a leader. I was not born a leader. It's something
I've learned over time.
Q: Was there a definitive moment of self-realization
were you saw yourself as a leader?
A: I don't recall
a single moment where I felt this mantle of leadership. It
was learned over time. It started with sports and Boy
Scouts. Taking leadership billets in Boy Scouts and moving
up through that, which is similar to the Marine Corps in
leadership responsibilities. The same with sports, moving up
and becoming team captain and positions like that. It was a
gradual progression. As a second lieutenant, you're given
the tools to lead, the Marine Corps puts a little polish on
what you've got and you go out. Throughout a career, you
develop as a leader. You learn new techniques; you build
confidence, knowledge, and a sense of how to lead. Everybody
has their own style, and developing that style, a style that
works for you, that accomplishes the mission, that's
something that is developed over time.
You watch
other leaders; you're counseled by your peers, seniors and
your subordinates as well. Over time you develop better
skills as a leader. This command is full of leaders at one
level or another. The old Marine Corp saying, ‘If there are
any two Marines together, one of them is in charge,' that
breeds a sense of leadership at the lowest level, and it
develops as you go through the ranks ultimately up to
sergeant major or general. Every time you advance, or come
across a new challenge, you're exercising those attributes
of leadership at the appropriate level and preparing to rise
to the next level. You are constantly honing those skills.
Q: What is your style of leadership?
A: I have
been watched and mentored by some truly phenomenal leaders
and I've developed my own style. I tend to be a supporter
and enabler. I look at the men and women that I'm charged to
lead. I look to how I can support them and how I can enable
their success and give them the resources they need to
accomplish the mission. I provide broad guidance and enable
success in a calm deliberate manner that reassures the
people I'm charged to lead. Trust in their abilities and
hold them accountable.
Q: What does it take to be a
great leader?
A: One: you need to have the
opportunity. Two: you need to be committed to the people in
the mission. Whether it's leading a soccer team, a Boy Scout
troop, or a MEU; you have to understand that mission and be
committed to the mission and to the people. If you're not,
than there is no way you can lead. It's not simply running
at the front of the formation, that's not leadership. It's
providing the guidance and enabling what's going to happen,
and be committed to the people you are going to lead. If
you're not committed, they're just not going to follow.
Q: In addition to commitment, what else do you demand
from yourself?
A: You have to be a student and be
willing to learn. You have to be a student of the human
condition. You need to understand your people; what
motivates them, issues they're dealing with, and how to
enable their success.
Q: It seems like being a leader
takes a lot out of someone, what's been the hardest thing
for you as a leader?
A: It certainly takes more
effort, but there's a reward that goes with it. Yes it takes
more effort, but there is a greater reward that comes from
leading. Accomplishing the mission, helping the people you
lead get better at what they do and hopefully be better
people at the same time. I don't think it takes something
out of you, because you get something back.
Whenever
you're going to a new command, and this holds true if you're
going to a new sports team, Boy Scout troop, or whatever
organization, there is a balance between what you give and
what you get. Ideally, it's a perfect balance. I'm giving of
myself and I'm getting back something in return. I'm passing
on wisdom, guidance, knowledge, but I'm also learning at the
same time. So at the end of that relationship, I'm better
for having been there, and the organization is better
because I was there.
Q: What's been the most
rewarding about being
a leader?
A: The
satisfaction of being a leader is knowing I contributed to
the success of the team, and hopefully the success of the
individual. That's part of what a leader gets back; it's
that satisfaction that their efforts made a difference in
the mission and the people.
Q: What kind of legacy
are you hoping to leave with the 15th MEU?
A: The
15th MEU institutionally has such a strong legacy of
leadership. To contribute in some small way to that legacy
is what I hope for. We have accomplished every mission we've
been assigned while I've been here as [executive officer]
and [commanding officer]. We've raised the bar and exceeded
expectations on numerous occasions. That reinforces an
institutional reputation the 15th MEU already has.
Q:
Do you feel like you've left your mark on the 15th MEU?
A: I think I've left the positive mark here overall. On
the margins, driving the little things that could be
affected. Continuing to develop [standard operating
procedures], driving to improve the exercise that we do with
our foreign partners to gain more training. I've done that
to the best of my ability. I don't think that I or we could
have done it better.
Q: As you prepare to continue
your career with another unit, are there any words of wisdom
you'd like to leave to the Marines?
A: My words to
the Marines are thank you for what you do, thank you for
being a part of that team, thank you for believing in the
team, me and the mission. Continue to do that and chase
excellence. Don't ever give up and every member of the team
is important.
By U.S. Marine Corps Cpl. Emmanuel Ramos
Provided
through DVIDS
Copyright 2014
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