The Marshall Foundation conducts educational programs to prepare emerging leaders in military service, public administration, foreign service and business in the essentials of strategy, vision and leadership. Using the leadership principles of George C. Marshall presented in contemporary analysis and example, coupled with the expertise of outside authors and lecturers in leadership, the Foundation tailors each seminar or conference to the objectives of the organization or client. The Courage to Lead series offers an unusual look at leadership challenges today through a distinctive prism.
We have served the U.S. Army and the U.S. Air Force with our annual Marshall ROTC Award Seminars on Leadership and National Security, the Army Junior ROTC Leadership Award Symposium, the Federal Executive Institute and the Treasury Executive Institute with seminars on Marshall and Leadership, NASA and other federal government units, local and regional governments as well as corporations. Explore the tabs below to learn more.
Why Study Marshall’s Leadership?
Leaders today are expected to develop bold vision for strategic change and to produce results that address the demands and expectations of multiple, often conflicting constituencies. These requirements were true for Gen. George C. Marshall when he became chief of staff of the Army in the fall of 1939. Against great odds, General Marshall took a poorly led group of about 174,000 soldiers and turned them, in less than six years, into the world’s largest military force of eight million men and women.
Considered one of our nation’s most courageous, innovative and effective leaders, Marshall was defined by his strong character, his reputation for honesty and candor, his commitment to facing tough problems head on, his capacity for hard work, his eye for detail, his optimism and his selfless service. He solved big problems. There is something in his story that will transform emerging leaders.
Flexible and tailored to the needs of a particular organization, we will deliver a unique and compelling program for your company, department, organization or outfit. Contact Rick Drake at email@example.com or 540-463-7103, ext. 137 for more information.
Leadership Session Topics
Depending on your leadership education goals, we offer combinations of the following sessions to fit your budget, agenda and timeline.
The Character and Skills of Courageous Leaders—Using Marshall’s principles of leadership as the benchmark, this session will start with leading self and shift to a discussion of leading others using key concepts such as selfless service, commitment, courage, candor and integrity. A portion of the session will examine the combination of moral courage, loyal dissent and the essence of followership for new leaders who express a different point of view yet must ultimately in many instances follow the direction of the team leader.
The Ethics of a Courageous Leader—This session will examine those characteristics that can be found in nearly every successful leader. Some of those character traits include the ability to generate trust and respect, the ability to communicate effectively, employing energy and enthusiasm, developing a sense of fair-mindedness, developing humility, developing self-confidence, the ability to adapt and innovate, and the ability to compromise. The session will also include discussion of integrity, selflessness, and situational ethics as well as a case study or problem-solving exercise.
Leading Change: the Power of Vision—This session is based on the idea that executive leadership demands the ability to envision the future and implement that vision to bring about change. George Marshall faced that challenge as Secretary of State when Europe was on the verge of collapse after World War II. Referring to Marshall and bringing in contemporary examples, we examine strategic and systemic thinking and the use of political and change management skills.
The Power of Partnering in Leadership Success—This module challenges the time-honored notion that all great institutions are run by a Great Man or Great Woman. A hallmark of our times is that significant organizational achievements require truly collaborative efforts. The organizational world needs teams of talent—leaders and co-leaders working together—to get important things done. In such teams, leadership may flow back and forth as each person subordinates his or her own ego to contribute to the greater good. In this session, participants will examine the theory of Social Power and Co-Leadership.
Leadership and Social Power: Leading Up—Wherever we are in our careers, we have to work with people who have more power than we do. This is especially true early in one’s career, but even George Marshall, as a general officer, had to report to the president. This session will focus on how to influence others when the position you are in does not by itself give you the power you need to get things done.
Communication and Collaboration for Team Success—The ability to communicate and work across organizational boundaries is essential to leading change in government and business. This highly engaging simulation explores what blocks and what assists effective communication and collaboration, how effective teams are built and maintained and what leaders can do to foster team excellence. This absorbing and interactive session runs three to four hours and serves as an outstanding conclusion to many of our programs.
Loyal Dissent and Moral Courage—In today’s world, individuals are often uncomfortable with opposition and dissent. The session, using video clips, vignettes, small group and facilitated discussion, examines the need to participate in loyal opposition as well as encourage and build a climate of candor.
Leadership in an Era of Exponential Change—Marshall was a predominant leader in the twentieth century. What are the leadership demands of the twenty-first? This session, led by a futurist, author, lecturer, and Marshall scholar Jack Uldrich, will focus on how to lead amidst the demands of a fast-paced, technology-driven future. Marshall’s life, character, and leadership skills will inform a discussion of how to anticipate changes to come and lead today and tomorrow.
Strategic Leadership: The Marshall Plan Example—Executive leadership demands the ability to envision the future, communicate that vision in a powerful way and then bring about change. George Marshall faced that challenge as Secretary of State in 1947. With post-war Europe on the brink of economic and social collapse, he had to fashion a strategy to save the hard-won peace. The result was the Marshall Plan. This session explores how Marshall approached his task. Through reading and discussion of his famous “Marshall Plan” speech, we examine how a leader creates a vision, thinks in systemic ways about the future, and uses political and change management skills to move a vision forward.
The Leader as Mentor: Developing the Next Generation—General George C. Marshall believed in planning for the first six months of the next war as well as insuring that the next generation of leaders would be prepared to lead it. Mentoring and succession planning are key tasks of leadership. This session focuses on developing leadership talent and leadership success, both of which are essential to organizational success and cannot be left to chance.
What Others Have Said About Our Leadership Programs
“Our two-day executive leadership conference on Marshall, vision, planning, leading and managing gave our senior leadership team the chance to address the key issues and opportunities we will face together as a company in the near future. The value was in actually committing to doing it and then doing it. The result was something we could not have achieved without the direct participation of the Marshall Foundation in providing a meaningful, productive context. This was a great experience for all 16 of us and was very professionally executed.”
Jason Chamberlain, President and CEO, HDT Global
“This experience has inspired me to become a student of Marshall’s life and legacy. The day was so rich. I am confident that I’ll be able to continue mining the material for a long time.”
Federal Executive Institute student
“I thank you for the incredible seminar you presented for our regional administrative and elected officials. Jack Uldrich did an outstanding job presenting General Marshall’s leadership principles and their relevance to the challenges we face today. I was impressed by his ability to bring both his work as a futurist and as a biographer of George Marshall to bear on our regional issues. I know this seminar will make a difference in the work we do to improve the Roanoke region.”
Christopher Morrill, Roanoke City Manager
“I truly do appreciate what you do for our future Army officers. This award (Marshall Army ROTC Award) was special to me and was a highlight of my career. I am now in Command of the Army’s Aviation branch at Fort Rucker. Let me know if I can ever help with the seminar again.”
Major General Anthony G. Crutchfield, Commanding General, USAACE
With experience in various disciplines including corporate management, public and military service, public speaking, consulting, writing and teaching, the following core faculty is deeply knowledgeable in many aspects of leadership that can be adapted to our key audiences and experience levels. The core faculty is augmented by other equally credentialed instructors when necessary.
Grace Cummings is the founder of “Working with Congress,” a company that designs and conducts seminars to help people understand and effectively participate in the legislative and policy process in Washington, DC. Since 1995, Grace has pursued her passion for teaching as an adjunct faculty member at the Federal Executive Institute. There she teaches an intensive three-day seminar entitled “Working with Congress” and has facilitated numerous seminars devoted to understanding “How Washington Really Works.” Prior to establishing “Working with Congress” in 2005, Grace served as the Executive Director of The Faith & Politics Institute, a nonprofit organization that provides members of Congress and congressional staff opportunities for reflection and dialogue focused on the intersection of their faith and their role in public service. From May 1998 to December 2000, she served as the chief of staff to Congressman Jack Kingston of Georgia, a member of the House Appropriations Committee. Before joining Kingston’s staff, she worked with McCaffery Associates, a firm specializing in communications and management consulting. From 1988 to 1994, Grace was chief of staff to Louisiana Congressman Jim McCrery, a member of the House Ways and Means Committee. She has been a contributing author for two books: The Trusted Leader: Building the Relationships That Make Government Work published in 2007 by Congressional Quarterly Press and Campaigns and Elections American Style: Second Edition published in 2004 by Westview Press.
Russ Linden is a management educator and author who specializes in organizational change methods. Since 1980, he has helped government, non-profit and private-sector organizations develop leadership, foster innovation, and improve organizational performance. He is an adjunct faculty member at the universities of Virginia, Maryland and Connecticut and at the Federal Executive Institute. His current teaching and consulting interests include leading across organizational boundaries, managing change, strategic thinking and planning, maintaining resiliency, and fostering customer-focused organizations. He has published numerous articles, and five books. His book Seamless Government: A Practical Guide to Re-engineering in the Public Sector (Jossey-Bass) is considered a primary source on that topic. Working Across Boundaries: Making Collaboration Work in Government and Nonprofit Organizations, is now in its seventh printing. His latest book, Leading Across Boundaries (published 2010), focuses on the leader’s roles and challenges in making collaboration work. His clients have included several military and intelligence agencies, the National Parks Service, the Drug Enforcement Administration, the Nuclear Regulatory Commission, Departments of State, Treasury, HHS, Interior, Veterans Affairs and Education, and the National Geographic Society. He’s also worked with a governor, two state attorneys general, over four dozen state and local government agencies, and several non-profit agencies in the U.S. and Israel.
Joe Mangino is president of Mangino Resources, a consultancy in the greater Washington, DC area. His many teaching and coaching assignments include 25 years as a member of the adjunct faculty of the Federal Executive Institute in Charlottesville and recent assignments at the Naval Facilities Engineering Command. He is a certified executive coach and a team building facilitator. Joe is also an adjunct faculty member of the Graduate School, USA. He has taught leadership and team courses and has served as an organization development consultant, a role in which he has assisted many organizations through complex change transformations. Joe is a graduate of Columbia University’s Advanced Program in Organizational Development and Human Resource Management and the U.S. Army’s Organizational Effectiveness Program. His credentials also include adjunct professor of organizational behavior and personnel management at both graduate and undergraduate levels. Joe received a master’s degree from Webster University in organizational behavior and a bachelor’s degree in engineering from the United States Military Academy at West Point.
Terry Newell is president of Leadership for a Responsible Society, a firm with a focus on ethical leadership. He has an Ed.D. in educational administration and was formerly dean of faculty of the Federal Executive Institute (FEI) in Charlottesville, Virginia and director of training for the U.S. Department of Education. A former Air Force officer, he now also serves on the adjunct faculty at FEI, the Eastern Management Development Center and the University of Virginia. Terry has more than 25 years’ experience working in management and executive development, and his focus in recent years has been on leadership development and ethical leadership. He has also offered courses and consulted with numerous federal agencies on designing exceptional customer experiences. The author of more than a dozen articles, he is also co-editor of The Trusted Leader: Building the Relationships That Make Government Work. He is just published completing a new book with Palgrave Macmillan: Statesmanship, Character and Leadership in America. He writes a regular blog for The Huffington Post.
Mark Nozaki is an organization development consultant and executive coach with more than 30 years of experience with numerous private, public and non-profit organizations. In addition, he has also served in leadership roles with several organizations, including Exxon Mobil and other public and privately held global corporations. His areas of expertise include leadership and team development, executive coaching, organizational change and transition management, strategic planning and implementation, leadership assessment and succession planning and diversity and inclusion training. During his career, he has played a lead role in several major large-scale organizational change efforts and strategic initiatives. He has a proven record of accomplishment of working effectively as a valued business partner with all functions and levels of organizations. Past and current client organizations include Major League Baseball, Marriott, Conoco Phillips, Eli Lilly, IBM, and CIA, DHS, SSA, OPM, FBI, EPA, FDA, US Army, and US Navy among other federal and corporate clients. He is currently a member of the adjunct faculty at the Federal Executive Institute (FEI), and he serves on the faculties of the University of Virginia Leadership Development Center and the Center for Executive Development, Georgetown University Continuing and Professional Studies, and American University MSOD Program. Mark holds an M.S. in Organization Development from American University/NTL Institute, an M.S. in Operations Research, and a B.S. in Engineering from the University of Southern California.
Jack Uldrich is a global futurist, independent scholar, business speaker, and author. His books include Soldier, Statesman, Peacemaker: Leadership Lessons from George C. Marshall. Jack’s other written works have appeared in The Wall Street Journal, BusinessWeek, The Futurist, Future Quarterly Research, The Wall Street Reporter, Leader to Leader, Management Quarterly and hundreds of other newspapers and publications around the country. He is also a frequent guest of the media worldwide—having appeared on CNN, MSNBC, and National Public Radio on numerous occasions. In addition to speaking on future trends, emerging technologies, innovation, change management and leadership, Uldrich is an expert on assisting businesses to adapt. He has served as an advisor to Fortune 1000 companies and is noted for his ability to deliver provocative, new perspectives on competitive advantage, organizational change and transformational leadership. Uldrich, a former naval intelligence officer and Defense Department official, also served as the director of the Minnesota Office of Strategic and Long Range Planning.
John Whitlow is president of JHW Consulting Services, an organizational consulting and training firm. John has a Ph.D. in organizational development and has had adjunct faculty appointments at The Center for Creative Leadership in Greensboro, North Carolina and the Federal Executive Institute in Charlottesville, VA. He also serves as faculty with the University of Virginia’s Center for Executive Development. John has more than 25 years serving in management and executive positions within the public and private sectors. He was senior vice president of Plow & Hearth for 11 years and also served as director, employee assistance for BellSouth Corporation. John currently works with a range of federal and Department of Defense agencies as well as a variety of private sector clients, including Marriott Corporation, U.S. Naval Air Command, Bureau of Alcohol, Tobacco, Firearms, E.P.A., Department of Homeland Security and the National Criminal Justice Command College.