What do you think?
Rate this book
Backbone: History, Traditions, and Leadership Lessons of Marine Corps Ncos
Noncommissioned officers stand as the backbone of the United States Marine Corps. The Corps is among the most lasting institutions in America, though few understand what makes it so strong and how that understanding can be applied effectively in today's world. In this insightful and thoroughly researched book, Julia Dye explores the cadre of noncommissioned officers that make up the Marine Corps' system of small-unit leadership. To help us better understand what makes these extraordinary men and women such effective leaders, Dye examines the fourteen leadership traits embraced by every NCO. These qualities- including judgment, enthusiasm, determination, bearing, and unselfishness-are exemplified by men like Terry Anderson, the former Marine sergeant who spent nearly seven years as a hostage in Beirut, John Basilone, the hero of the Pacific, and many others. To assemble this extraordinary chronicle, Julia Dye interviewed Anderson and dozens of other Marines, mining a rich trove of historical and modern NCO heroes that comprise the Marine Corps' astonishing legacy, from its founding in 1775 to the present day. "Backbone is essential reading for everyone in a position of leadership-and all who aspire to lead-no matter their walk of life. Julia Dye nails it-and her exemplars are the finest leaders on the planet-people who know the meaning of 'Semper Fidelis.'" -Oliver North, LtCol, USMC (Ret.), Host of War Stories on FOX News Channel
332 pages, Paperback
First published January 1, 2011
21 people are currently reading
71 people want to read
About the author
Julia Dye
6 books6 followersJulia Dye, PhD, keeps the entertainment industry honest through technical advising and performer training, helping Hollywood directors capture the realities of warfare in all aspects of the media. As a partner in the consulting firm Warriors, Inc., she was weapons master and provided training to Colin Farrell for his title role in the film Alexander. With the military advisory team, she oversaw historical accuracy for the HBO series The Pacific, among many other productions. Dye earned her doctorate in hoplology (the anthropology of human conflict) from the Union Institute & University. Her business background includes venue producing at the 2002 Olympic Winter Games in Salt Lake City, Utah, where she handled all production needs for figure skating and short track speed skating.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 7 of 7 reviews
July 8, 2013
The United States Marine Corps is recognized for the leadership skills displayed at all levels. The day to day running of the Corps is actually in the hands of Marine Noncommissioned officers. Backbone looks at the leadership traits and how they have historically been instilled. The Corps prepares Marines for leadership from day one and trains them to practice leadership several grades above their actual rank. There is an excellent bibliography.
July 1, 2014
JJDIDTIEBUCKLE is an acronym used by Marines representing their 14 leadership traits.
Justice, Judgment, Dependability, Initiative, Decisiveness, Tact, Integrity, Endurance, Bearing, Unselfishness, Courage, Knowledge, Loyalty,& Enthusiasm.
BACKBONE is a fantastic book (Julia Dye, Ph.D., 2011) about those leadership traits and includes fitting stories of iconic Leathernecks and others who signified those traits in their actions in and out of combat.
If there is one constant about the fourteen leadership traits recognized by the Marine Corps, it is that not one of them stands alone or above all the others. They are intertwined and interdependent, like the parts of a fine watch or the gears in a complex machine. Absent one trait, all the others are affected: the watch loses time, the machine malfunctions. Without unselfishness, it may be difficult to be dependable. Without knowledge, it’s tough to make solid judgment calls.
For Marines, it’s about the mission and keeping the mission central to each tactical decision. Today’s complex and knowledge-intensive world requires the kind of bottom-up leadership that Marine NCO’s undertake every day.
I have summarized each trait below, using verbatim text in most cases, based on what I took away from each section in Backbone. I highly recommend acquiring a copy of the book for reference and for the great history lessons.
Justice
Justice is the practice of being fair and consistent. A just person gives consideration to each side of a situation and bases rewards or punishments on merit. As good leaders, we have to hold people accountable. We have to show that if you do good, you get good things. If you do bad, you will be held accountable.
Judgment
Often, leaders must assess situations quickly and without significant time to reflect. The Marine Corps refers to the “70 Percent Solution,” meaning an imperfect solution that can be acted upon quickly, rather than waiting for the perfect judgment – which may never come. This guideline doesn’t advise acting in extreme haste; rather, it advises avoiding “analysis Paralysis.” It argues that with 70 percent of the possible knowledge, having completed 70 percent of the analysis, and with a confidence rate of about 70 percent, the time is right to make an informed judgment.
Dependability
Amidst the stress and chaos of combat, there often is no telling how people will react. A hero one day may be a catatonic wreck the next. Some would say that’s perfectly understandable. Marines say that’s totally unacceptable. Marines demand dependability in all situations – on and off the battlefield. Leaders have consistency in crisis and do not over commit. They do what they say they’ll do when they say they’ll do it.
Initiative
Find a way to take the initiative; don’t do it for the recognition or for the glory, do it to help accomplish the mission. Think outside the box, try new things, and consider new solutions to existing problems. Improvise, Adapt, Overcome!
Decisiveness
Research indicates that most people make decisions intuitively rather than analytically more than 90 percent of the time. The Handbook for Marine NCOs has the following advice for modern Marines: “Make sound and timely decisions. TO make a sound decision, you should know your mission, what you are capable of doing to accomplish it, what means you have to accomplish it, and what possible impediments or obstacles exist (in combat, these would be enemy capabilities) that might stand in the way. Timeliness is also important as soundness. In many military situations, a timely, though inferior, decision is better than a long-delayed theoretically correct, decision.
Tact
Tact is the ability to communicate in the language that best allows a listener to understand the message or meaning that’s being communicated and to be motivated to act upon it. Given that background, the tactful leader chooses the language or behavior that will help the people in his audience to motivate themselves. Tact is the ability to say something or make a point in such a way that not only is the other person not offended; they are totally receptive. Being tactful comes with training and maturity but it’s also determined by making the right decisions – the right decisions about what to say, when to say it, how to say it, and who to say it to.
Integrity
Integrity in a leader is reflected by honesty as well as a desire to inspire and a devotion of values that the leader constantly tried to communicate to those he or she leads. The leader with integrity can rarely if ever relax a commitment to what he or she believes is the behavior that best reflects those closely held values. When followers see leaders acting with integrity, they are more likely to want to emulate that quality. Integrity is the cornerstone of leadership. There’s only one thing that no one can take away from you. They can take your life, they can take your savings, they can take your property, they can take everything you’ve got… but the one thing no one can take from you is you integrity, your honor. You have to voluntarily give that up. You’re the owner of your integrity. And some people sell it awfully cheap.
Endurance
The enduring leader defaults to responsibility. If something must be done, then it must be done, even if the best resources or relevant training aren’t available. During the battle of Guadalcanal, Marine John Basilone exemplified endurance when he manned his machine gun non-stop for three days and nights without sleep, rest, or food stalling the efforts of an entire enemy regiment. At the end of the battle, only three Marines from Basilone’s machinegun crew were still standing. Basilone endured with a pair of burned hands. Basilone’s asbestos gloves had been lost in the chaos and he used his bare hands to handle the hot guns.
Bearing
A Marine with bearing is driven toward a goal with purpose, jumping at opportunities with self-improvement that increase his ability to reach that goal. Bearing is about channeling that drive to other people. Leaders with bearing know where they stand, and they understand the environment in which they work. They set an example for others to follow in both attitude and behavior.
Unselfishness
Unselfish leaders make decisions that benefit as many as possible, without worrying too much about themselves. They look out for the welfare of their teams beyond simple job descriptions, legal concerns, and even their own personal comfort. And they do this most particularly in difficult situations.
Courage
Courage is never an easy commodity to find, whether it’s disciplining a subordinate, standing up to superiors, or facing swarms of charging enemies. Courage is situational; it lives in the moments when it is required by people who believe in themselves and in priorities beyond personal comfort and the risks of pain or failure. Courage is doing what’s right, adhering to a higher standard of personal conduct; to lead by example and to make tough decisions under stress and pressure. It is the inner strength that enables a Marine to take that extra step.
Knowledge
The business of knowing what to do and how to do it lifts the leader above the crowd. Knowledge goes beyond the facts of the job; it is also knowledge of your team: who they are and what motivates them. It is knowledge of the culture in which you work, so that you understand what your superior’s goals and missions are. And is also is self-knowledge: unflinchingly knowing your own strengths and weaknesses, and having a desire to excel. Sharing knowledge with subordinates can feel to some leaders as though they are giving up control, and they may be loathe to do so. In reality, though, leaders are not effective because they are the knowledge holders. Rather, the best leaders are the ones who make knowledge available to their teams and understand how best to deploy that knowledge in the best possible manner.
Loyalty
A leader expresses loyalty to his subordinates by supporting their needs and ensuring their welfare in a number of ways. Subordinates express loyalty to that sort of caring leadership by positively and efficiently carrying out the leader’s orders and instructions. Loyalty is the most common expression of aspects of all Marine Corps leadership traits and characteristics. Those who get it express it through dedication and professional performance of duty. The most loyal Marine or employee is not necessarily the one who has held the job longest. Some are simply marking time, with little or no interest in making valuable contributions to the organization.
Enthusiasm
When we’re enthusiastic about something, we’re willing to sacrifice for it. People who are enthusiastic about a cause will sacrifice time and money for it. People who are enthusiastic about their jobs will make personal sacrifices to spend time at work and educate themselves to do a better job. Men and women who are enthusiastic about being Marines understand that sacrifice might come at a very high price. Even when the requirements are difficult, enthusiastic leaders set aside any negative aspects of the mission and focus on the positive energy they can bring to the table. It’s not easy. It takes more than a little self-discipline. But it works, and a show of enthusiasm often leads to truly inspirational behavior.
Justice, Judgment, Dependability, Initiative, Decisiveness, Tact, Integrity, Endurance, Bearing, Unselfishness, Courage, Knowledge, Loyalty,& Enthusiasm.
BACKBONE is a fantastic book (Julia Dye, Ph.D., 2011) about those leadership traits and includes fitting stories of iconic Leathernecks and others who signified those traits in their actions in and out of combat.
If there is one constant about the fourteen leadership traits recognized by the Marine Corps, it is that not one of them stands alone or above all the others. They are intertwined and interdependent, like the parts of a fine watch or the gears in a complex machine. Absent one trait, all the others are affected: the watch loses time, the machine malfunctions. Without unselfishness, it may be difficult to be dependable. Without knowledge, it’s tough to make solid judgment calls.
For Marines, it’s about the mission and keeping the mission central to each tactical decision. Today’s complex and knowledge-intensive world requires the kind of bottom-up leadership that Marine NCO’s undertake every day.
I have summarized each trait below, using verbatim text in most cases, based on what I took away from each section in Backbone. I highly recommend acquiring a copy of the book for reference and for the great history lessons.
Justice
Justice is the practice of being fair and consistent. A just person gives consideration to each side of a situation and bases rewards or punishments on merit. As good leaders, we have to hold people accountable. We have to show that if you do good, you get good things. If you do bad, you will be held accountable.
Judgment
Often, leaders must assess situations quickly and without significant time to reflect. The Marine Corps refers to the “70 Percent Solution,” meaning an imperfect solution that can be acted upon quickly, rather than waiting for the perfect judgment – which may never come. This guideline doesn’t advise acting in extreme haste; rather, it advises avoiding “analysis Paralysis.” It argues that with 70 percent of the possible knowledge, having completed 70 percent of the analysis, and with a confidence rate of about 70 percent, the time is right to make an informed judgment.
Dependability
Amidst the stress and chaos of combat, there often is no telling how people will react. A hero one day may be a catatonic wreck the next. Some would say that’s perfectly understandable. Marines say that’s totally unacceptable. Marines demand dependability in all situations – on and off the battlefield. Leaders have consistency in crisis and do not over commit. They do what they say they’ll do when they say they’ll do it.
Initiative
Find a way to take the initiative; don’t do it for the recognition or for the glory, do it to help accomplish the mission. Think outside the box, try new things, and consider new solutions to existing problems. Improvise, Adapt, Overcome!
Decisiveness
Research indicates that most people make decisions intuitively rather than analytically more than 90 percent of the time. The Handbook for Marine NCOs has the following advice for modern Marines: “Make sound and timely decisions. TO make a sound decision, you should know your mission, what you are capable of doing to accomplish it, what means you have to accomplish it, and what possible impediments or obstacles exist (in combat, these would be enemy capabilities) that might stand in the way. Timeliness is also important as soundness. In many military situations, a timely, though inferior, decision is better than a long-delayed theoretically correct, decision.
Tact
Tact is the ability to communicate in the language that best allows a listener to understand the message or meaning that’s being communicated and to be motivated to act upon it. Given that background, the tactful leader chooses the language or behavior that will help the people in his audience to motivate themselves. Tact is the ability to say something or make a point in such a way that not only is the other person not offended; they are totally receptive. Being tactful comes with training and maturity but it’s also determined by making the right decisions – the right decisions about what to say, when to say it, how to say it, and who to say it to.
Integrity
Integrity in a leader is reflected by honesty as well as a desire to inspire and a devotion of values that the leader constantly tried to communicate to those he or she leads. The leader with integrity can rarely if ever relax a commitment to what he or she believes is the behavior that best reflects those closely held values. When followers see leaders acting with integrity, they are more likely to want to emulate that quality. Integrity is the cornerstone of leadership. There’s only one thing that no one can take away from you. They can take your life, they can take your savings, they can take your property, they can take everything you’ve got… but the one thing no one can take from you is you integrity, your honor. You have to voluntarily give that up. You’re the owner of your integrity. And some people sell it awfully cheap.
Endurance
The enduring leader defaults to responsibility. If something must be done, then it must be done, even if the best resources or relevant training aren’t available. During the battle of Guadalcanal, Marine John Basilone exemplified endurance when he manned his machine gun non-stop for three days and nights without sleep, rest, or food stalling the efforts of an entire enemy regiment. At the end of the battle, only three Marines from Basilone’s machinegun crew were still standing. Basilone endured with a pair of burned hands. Basilone’s asbestos gloves had been lost in the chaos and he used his bare hands to handle the hot guns.
Bearing
A Marine with bearing is driven toward a goal with purpose, jumping at opportunities with self-improvement that increase his ability to reach that goal. Bearing is about channeling that drive to other people. Leaders with bearing know where they stand, and they understand the environment in which they work. They set an example for others to follow in both attitude and behavior.
Unselfishness
Unselfish leaders make decisions that benefit as many as possible, without worrying too much about themselves. They look out for the welfare of their teams beyond simple job descriptions, legal concerns, and even their own personal comfort. And they do this most particularly in difficult situations.
Courage
Courage is never an easy commodity to find, whether it’s disciplining a subordinate, standing up to superiors, or facing swarms of charging enemies. Courage is situational; it lives in the moments when it is required by people who believe in themselves and in priorities beyond personal comfort and the risks of pain or failure. Courage is doing what’s right, adhering to a higher standard of personal conduct; to lead by example and to make tough decisions under stress and pressure. It is the inner strength that enables a Marine to take that extra step.
Knowledge
The business of knowing what to do and how to do it lifts the leader above the crowd. Knowledge goes beyond the facts of the job; it is also knowledge of your team: who they are and what motivates them. It is knowledge of the culture in which you work, so that you understand what your superior’s goals and missions are. And is also is self-knowledge: unflinchingly knowing your own strengths and weaknesses, and having a desire to excel. Sharing knowledge with subordinates can feel to some leaders as though they are giving up control, and they may be loathe to do so. In reality, though, leaders are not effective because they are the knowledge holders. Rather, the best leaders are the ones who make knowledge available to their teams and understand how best to deploy that knowledge in the best possible manner.
Loyalty
A leader expresses loyalty to his subordinates by supporting their needs and ensuring their welfare in a number of ways. Subordinates express loyalty to that sort of caring leadership by positively and efficiently carrying out the leader’s orders and instructions. Loyalty is the most common expression of aspects of all Marine Corps leadership traits and characteristics. Those who get it express it through dedication and professional performance of duty. The most loyal Marine or employee is not necessarily the one who has held the job longest. Some are simply marking time, with little or no interest in making valuable contributions to the organization.
Enthusiasm
When we’re enthusiastic about something, we’re willing to sacrifice for it. People who are enthusiastic about a cause will sacrifice time and money for it. People who are enthusiastic about their jobs will make personal sacrifices to spend time at work and educate themselves to do a better job. Men and women who are enthusiastic about being Marines understand that sacrifice might come at a very high price. Even when the requirements are difficult, enthusiastic leaders set aside any negative aspects of the mission and focus on the positive energy they can bring to the table. It’s not easy. It takes more than a little self-discipline. But it works, and a show of enthusiasm often leads to truly inspirational behavior.
October 8, 2020
"We sleep safely in our beds because rough men stand ready in the night to visit violence on those who would do us harm." – George Orwell (attributed)
Backbone: History, Traditions, and Leadership Lessons of Marine Corps NCOs by Julia Dye is a history lesson of Marine Corps leadership shown by the actions of its Non Commissioned Officers. Dye earned a PhD in Hopology, the anthropology of human conflict. She is a partner in the consulting firm of Warriors, Inc and has worked as a weapons master in and trainer for the movie Alexander. She also oversaw historical accuracy in the HBO series The Pacific
“In the Navy, Sailors wear rating badges that identify their jobs. A Soldier wears branch of service insignia on his collar, with a metal shoulder pins and cloth sleeve patches to identify his unit. Marines, on the other hand, wear only the Eagle, Globe, and Anchor their ribbons, and their marksmanship badges. Just by looking at the uniform you cannot tell what they do each day, nor the unit which they belong. A Marine may drive and AmTrac, program computers, or fly helicopters. The tasks are unimportant. What is important is that the Marine is a Marine.” (page 8)
Marines are different; we are trained to be that way. The Marines have the lowest ratio of officers to enlisted men of the American services. The additional leadership comes from the Non Commissioned Officers (NCOs), the backbone of the Marine Corps: Corporals and the various ranks of sergeants. Attaining the rank of Corporal a Marine is in a leadership position; it actually means something. There is no need for a piece of felt under your rank insignia to show that you are in a leadership position. Dye uses the 14 Leadership Traits to designate each chapter of the book. Marines learn these traits in boot camp. Why does a Marine in boot camp need to learn about leadership he is the lowest ranking member of the Marines? Even as a private, a Marine may find himself in a leadership position by default; Marine Corps history is filled with examples. Being prepared for it is a very good thing.
Dye delivers a history of excellence. The forward opens with the Marine NCO Creed. Marines portrayed in the book are all real from Dan Daley the Marines that boarded Magellan Star rescuing the ship and crew from Somali pirates. Some of the Marines I recall from Marine Corps history like Dan Daly and Leland Diamond. Some are civilians and and relate how being a Marine helped them, such as Terry Anderson. Terry Anderson was captured by Hezbollah and held hostage for more than six years in Lebanon in the 1980s. He explains how the Marine training helped him survive and gain leverage on his captors. Many of the stories, however, are from combat experiences.
Marines portrayed in Backbone are far from perfect some went up and down the ranks. Some were offered commissions they all refused except for one. Many left the Marine Corps and went into the business world. Dye shows how the traits that made successful Marines translates to success in the business world. Overall the book is about leadership. Leadership works the same in the military as it does in the civilian world. The difference is that in the Marine Corps, poor leaders do not last.
I when I first saw this book I knew I wanted to read it. I served in the Marines in the 1980s and earned the rank of Corporal (twice), so my opinion might be a bit biased, but remember Marines have integrity. In the acknowledgments I saw her note to her husband Captain Dale Dye, USMC, Retired. My first thought was “Oh, a book on NCOs by an officer's wife, too bad.” I was completely wrong in my initial thoughts. Julia Dye does an outstanding job with Backbone and does an excellent job of not only capturing the history, but also the spirit of the Marine Corps and Non Commissioned Officers. She offers an more than adequate bibliography of cited works and interviews. I was so impressed with the book that I shared several quotes with friends including Marines I served with. I highly recommend this book to Marines and everyone else. Semper Fi
Backbone: History, Traditions, and Leadership Lessons of Marine Corps NCOs by Julia Dye is a history lesson of Marine Corps leadership shown by the actions of its Non Commissioned Officers. Dye earned a PhD in Hopology, the anthropology of human conflict. She is a partner in the consulting firm of Warriors, Inc and has worked as a weapons master in and trainer for the movie Alexander. She also oversaw historical accuracy in the HBO series The Pacific
“In the Navy, Sailors wear rating badges that identify their jobs. A Soldier wears branch of service insignia on his collar, with a metal shoulder pins and cloth sleeve patches to identify his unit. Marines, on the other hand, wear only the Eagle, Globe, and Anchor their ribbons, and their marksmanship badges. Just by looking at the uniform you cannot tell what they do each day, nor the unit which they belong. A Marine may drive and AmTrac, program computers, or fly helicopters. The tasks are unimportant. What is important is that the Marine is a Marine.” (page 8)
Marines are different; we are trained to be that way. The Marines have the lowest ratio of officers to enlisted men of the American services. The additional leadership comes from the Non Commissioned Officers (NCOs), the backbone of the Marine Corps: Corporals and the various ranks of sergeants. Attaining the rank of Corporal a Marine is in a leadership position; it actually means something. There is no need for a piece of felt under your rank insignia to show that you are in a leadership position. Dye uses the 14 Leadership Traits to designate each chapter of the book. Marines learn these traits in boot camp. Why does a Marine in boot camp need to learn about leadership he is the lowest ranking member of the Marines? Even as a private, a Marine may find himself in a leadership position by default; Marine Corps history is filled with examples. Being prepared for it is a very good thing.
Dye delivers a history of excellence. The forward opens with the Marine NCO Creed. Marines portrayed in the book are all real from Dan Daley the Marines that boarded Magellan Star rescuing the ship and crew from Somali pirates. Some of the Marines I recall from Marine Corps history like Dan Daly and Leland Diamond. Some are civilians and and relate how being a Marine helped them, such as Terry Anderson. Terry Anderson was captured by Hezbollah and held hostage for more than six years in Lebanon in the 1980s. He explains how the Marine training helped him survive and gain leverage on his captors. Many of the stories, however, are from combat experiences.
Marines portrayed in Backbone are far from perfect some went up and down the ranks. Some were offered commissions they all refused except for one. Many left the Marine Corps and went into the business world. Dye shows how the traits that made successful Marines translates to success in the business world. Overall the book is about leadership. Leadership works the same in the military as it does in the civilian world. The difference is that in the Marine Corps, poor leaders do not last.
I when I first saw this book I knew I wanted to read it. I served in the Marines in the 1980s and earned the rank of Corporal (twice), so my opinion might be a bit biased, but remember Marines have integrity. In the acknowledgments I saw her note to her husband Captain Dale Dye, USMC, Retired. My first thought was “Oh, a book on NCOs by an officer's wife, too bad.” I was completely wrong in my initial thoughts. Julia Dye does an outstanding job with Backbone and does an excellent job of not only capturing the history, but also the spirit of the Marine Corps and Non Commissioned Officers. She offers an more than adequate bibliography of cited works and interviews. I was so impressed with the book that I shared several quotes with friends including Marines I served with. I highly recommend this book to Marines and everyone else. Semper Fi
January 19, 2025
No author has captured the spirit and ethos of what it means to be a Marine as well as Julia Dye. The book grabbed me from the 1st page and I could not put it down. It serves as an outstanding look into the mindset of those men and women who truly "shape the Marine Corps", our cadre of NCOs.
These are not the "stars" such as Chesty Puller or Gen Mattis, these are the stories and lessons shared by rank and file Marine NCOs who understand they are the cogs that turn the Marine Corps machine into the finest fighting force in t he world.
Julia drills deep into the importance of Marine NCO leadership in places far removed from the "glitz and glitter" but rather in the dirt and grease to your elbows motor pool or in a POW/terrorist prison camp where leadership either rises like cream to the top, or you are lost.
There is something for everyone in this book. Think you are "just" a manager? How can you motivate people to do their jobs, how to understand the importance of those jobs in the grand scheme of a company or organization and how to make those around and under you feel empowered. That is leadership.
Not a book you will read once.
Well done, 5 stars.
These are not the "stars" such as Chesty Puller or Gen Mattis, these are the stories and lessons shared by rank and file Marine NCOs who understand they are the cogs that turn the Marine Corps machine into the finest fighting force in t he world.
Julia drills deep into the importance of Marine NCO leadership in places far removed from the "glitz and glitter" but rather in the dirt and grease to your elbows motor pool or in a POW/terrorist prison camp where leadership either rises like cream to the top, or you are lost.
There is something for everyone in this book. Think you are "just" a manager? How can you motivate people to do their jobs, how to understand the importance of those jobs in the grand scheme of a company or organization and how to make those around and under you feel empowered. That is leadership.
Not a book you will read once.
Well done, 5 stars.
August 7, 2018
Lots of great leadership ideas to chew on. She does a good job of using USMC direct examples and also tying those to the civilian world. The writing style and editing mistakes were distracting at times, though.
September 22, 2014
'Backbone: History, Traditions, and Leadership Lessons of Marine Corps NCOs' by Julia Dye, Ph.D. is a most interesting book. It gives a lot of the tenets that make Marines what they are, and is filled with examples of Marines throughout their history.
With a foreward that includes the Marine NCO creed and an intro to these Marines, we learn that the only important thing is that the Marine is a Marine. It doesn't matter what station or task is given. The NCOs are where much off the leadership comes from and is considered the backbone of the Marine Corps.
Every chapter covers a character quality like dependability or justice or endurance. Every chapter illustrates its topic with real stories from the ranks of the Marines throughout its history. From fighting off Somali pirates to conflicts like the Korean War and the major world wars, Marines exhibit these amazing qualities under the worst possible condition. From supply and weather problems to unbeatable odds against them, this group of people shines through. Whether it's innovating a way to hold a heavy machine gun without burning your arm, to giving enthusiasm for seemingly menial chores, there is a lot here to be admired and emulated.
Julia Dye writes a great book here and really knows her subject. As a partner in Warriors, Inc. she helps oversee military accuracy in Hollywood productions. It's a well written book and one I am glad to have read. It makes me even more thankful to those who serve and have served my country so ably.
I was given a review copy of this ebook by Open Road Integrated Media, Warriors Publishing Group and NetGalley in exchange for an honest review. Thank you for allowing me the privilege of reviewing this fine ebook.
With a foreward that includes the Marine NCO creed and an intro to these Marines, we learn that the only important thing is that the Marine is a Marine. It doesn't matter what station or task is given. The NCOs are where much off the leadership comes from and is considered the backbone of the Marine Corps.
Every chapter covers a character quality like dependability or justice or endurance. Every chapter illustrates its topic with real stories from the ranks of the Marines throughout its history. From fighting off Somali pirates to conflicts like the Korean War and the major world wars, Marines exhibit these amazing qualities under the worst possible condition. From supply and weather problems to unbeatable odds against them, this group of people shines through. Whether it's innovating a way to hold a heavy machine gun without burning your arm, to giving enthusiasm for seemingly menial chores, there is a lot here to be admired and emulated.
Julia Dye writes a great book here and really knows her subject. As a partner in Warriors, Inc. she helps oversee military accuracy in Hollywood productions. It's a well written book and one I am glad to have read. It makes me even more thankful to those who serve and have served my country so ably.
I was given a review copy of this ebook by Open Road Integrated Media, Warriors Publishing Group and NetGalley in exchange for an honest review. Thank you for allowing me the privilege of reviewing this fine ebook.
April 11, 2016
Good read. Very informative, but never lacking. I found the examples given refreshing and offered a new way at looking at difficult situations.
Displaying 1 - 7 of 7 reviews