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Each Marine was imbued with time-tested values of honor, courage, and commitment that provide the foundation for success in any endeavor. •These values serve as a moral compass "issued" to each Marine. •Small unit leaders must train Marines to maintain and further develop the use of the moral compass in more complex and challenging environments.Many methods used to sustain the transformation that occurred in boot camp arebeing successfully employed in the operating force today. •The figure shown highlights some of the opportunities leaders use in the sustainment of our Marines. •The first six months of being with a new command are critical to facilitating unit cohesion. •These should serve as a reminder to leaders and be implemented wherever practicable.The unit cohesion process provides an opportunity for small unit leaders to be matched to their teams and provide leadership mentoring at the earliest possible opportunity. •The sooner a unit can establish contact with incoming Marines, the better. •If possible, contact should be made at the school of infantry (SOI) or the MOSschool. •A little effort can go a long way in ensuring a smooth transition for a new Marine.How your unit receives and processes new joins greatly impacts the vertical cohesion created within the command. The following bullets identify ways that units can successfully transition Marines into the unit and foster vertical cohesion: Upon arrival to a new unit, Marines should be welcomed by the commanding officer and the sergeant major.
•Unit information packets can provide valuable input to many questions concerning relocation, but remember: leadership is a business dealing with people. •Unit history briefs begin the vertical cohesion process as they develop a sense of pride in belonging to an honorable legacy. •Young Marines look forward to their deployment overseas; unit schedules anddeployment briefs are inspiring and will assist them in mentally preparing for the future. Guide new Marines through their administrative and logistical in- processing in anefficient manner. •If a section is on the check-in sheet, they should have a process for collecting information and issuing the Marine appropriate gear at the time of check-in. •As this is the Marine's first orientation with the way the command functions, the check-in process should represent efficiency and esprit de corpsMany units will receive small numbers of individuals and therefore cannot conduct a detailed unit reception. In this case, units may establish in-briefs that are conducted at regular periods to reach new Marines shortly after entering the unit. •This does not take the place of meeting the commanding officer and sergeant major, or the in- processing. •These are more detailed briefs on local orders and regulations, the local area,assistance programs, off- limits areas, and organizational values.