Book Report - 'Lead Like a Marine' by Captain John Warren and Master Sergeant John Thompson, Ret.

As I was considering what book to cover for February's Book Report, I received the news that my position was being dissolved and I was being terminated from the company. It felt fitting, then, to read the book written by the co-founders of Lima One Capital.

I'll wax poetic about my time at Lima later, but reading 'Lead Like a Marine' was a cathartic exploration into that shared experience. I never met John (Warren) in person, but I met Top (Thompson) several times and worked closely with several of the first few employees mentioned in the book. Chris Wilhoit participated in my team's daily standup for months. This book wasn't just recounting the history of some people at some random company; it was my job for several years, with people that I knew personally.

The general pattern of the book is a military anecdote from John and Top (typically from Ramadi, Iraq), followed by the principles they learned from that experience, and then how they applied that to their business operations at Lima One Capital or their crypto endeavor GEM Mining. The authors use this sequence to associate military (specifically Marine) training with tangible benefits in the business world.

The subtitle "Run Towards a Challenge, Assemble Your Fireteam, and Win Your Next Battle" is a very apt and brief summary of the entire book. By running towards a challenge, you engage in possible dangers early and on your own terms. The concept of assembling a fireteam refers to the 4-man building blocks that the entire Marine Corps is based upon: smaller teams allow leaders to be more directly involved. Winning your next battle, something we all want to do, boils down to operating on values that do not shift and applying your training and practice to every new situation.

Much of what John and Top discuss is a scenario of "simple, but not easy." In fact, most of their recommendations are very straightforward. The problem is that we aren't conditioned to operate like that in civilian life, and it can come across as unorthodox or even downright crazy. The authors are fully bought in, "true believers" you could say. I don't know that I'm fully convinced that they're always the right tactics, but I can see where they're coming from.

One of the concepts that I thought was most novel is the idea of "Up-or-Out." The authors elaborate that in the Marines, individuals are promoted early and frequently based on merit and ability, or they are encouraged to leave the Corps. If someone hasn't proven their worth to be promoted in a reasonable time frame, they aren't really given the opportunity to stagnate in their current rank.

This is a stark contrast to much of the corporate world, where promotions are frequently tied exclusively to tenure. The person on the team for the longest is the one who receives the next promotion, almost without fail. They suggest that this promotion based on seniority rewards the wrong type of behavior, incentivizing employees to do whatever they can to maintain the status quo. High performing employees are thus not appropriately rewarded and they become increasingly more likely to leave for more rewarding positions. By promoting those who truly excel, and doing so early, employees are appropriately incentivized to do their very best work.

Another philosophy that I've tried to follow already is "Eat Last." In the Marines, meals are served from the lowest rank up. It is a sort of embodiment of the idea that leaders should not be willing to assign duties that they would not perform themselves, similar to "lead from the front" as I've heard it put here and elsewhere. Taking care of your employees and specifically putting their needs ahead of your own almost always reflects more positive on the leader, the kind of leader that I strive to be.

I read this book in a physical format, not because it isn't available in audiobook format, but because I already owned a copy. When John and Top first released the book, Lima bought copies for all current employees. It sat on my bookshelf for a while, untouched. I realized I ought to read it if I were going to be a model employee (I'm not). When I was laid off, I suddenly found myself with significantly more free time. My inability to find time to read physical books was no longer a factor, at least temporarily.

In those early days after my termination, I was navigating a lot of uncomfortable emotions. I considered postponing the book until I had come to terms with the transition; maybe wait until I had another job so that I could approach the content objectively. Instead, I decided to jump in immediately, the very next day. In hindsight, I'm glad I did. From a perspective of hurt, I believe I was able to more effectively and permanently internalize what I learned.

While I do think "Lead Like a Marine" was an interesting and informative book, I can't guarantee it will land the same with anyone who didn't work at Lima One Capital or serve with Lima Company in Ramadi. The individuals mentioned in the book exist, obviously, but they aren't as relatable to people who have never met them. If you're just looking for some new leadership strategies and theories, it's still a good read.

Resources:

Warren, J., & Thompson, J. (2023). Lead Like a Marine: Run Towards a Challenge, Assemble Your Fireteam, and Win Your Next Battle. HarperCollins.