The Marine Corpsâ€™ style of warfare requires intelligent leaders with a penchant for boldness and initiative down to the lowest levels. Boldness is an essential moral trait in a leader for it generates combat power beyond the physical means at hand. Initiative, the willingness to act on oneâ€™s own judgment, is a prerequisite for boldness. These traits carried to excess can lead to rashness, but we must realize that errors by junior leaders stemming from overboldness are a necessary part of learning. We should deal with such errors leniently; there must be no â€œzero defectsâ€ mentality. Abolishing â€œzero defectsâ€ means that we do not stifle boldness or initiative through the threat of punishment. It does not mean that commanders do not counsel subordinates on mistakes; constructive criticism is an important element in learning. Nor does it give subordinates free license to act stupidly or recklessly.
Not only must we not stifle boldness or initiative, but we must continue to encourage both traits in spite of mistakes. On the other hand, we should deal severely with errors of inaction or timidity. We will not accept lack of orders as justification for inaction; it is each Marineâ€™s duty to take initiative as the situation demands. We must not tolerate the avoidance of responsibility or necessary risk.
Relations among all leadersâ€”from corporal to generalâ€”should be based on honesty and frankness regardless of disparity between grades. Until a commander has reached and stated a decision, subordinates should consider it their duty to provide honest, professional opinions even though these may be in disagreement with the seniorâ€™s opinions. However, once the decision has been reached, juniors then must support it as if it were their own. Seniors must encourage candor among subordinates and must not hide behind their grade insignia. Ready compliance for the purpose of personal advancementâ€”the behavior of â€œyes-menâ€â€”will not be tolerated.
—Warfighting Pages 57-58