By serving as a noncommissioned officer in theUnited StatesMarine Corps, I learned and developed valuable leadership skills that would prove crucial to my success as a leader and to my ability to gain the respect of my subordinates. The Marine Corps places great emphasis on leadership characteristics, believing that great leaders are not born, they are properly trained. I submitted to grueling training on my way to becoming an officer in the Marines, and believe this training gives me the foundation of strong leadership skills that I will need in every day corporateAmerica.

Leadership in the Marine Corps is more complicated than the simple management of employees. I learned this lesson the hard way, being thrust into a management position as my unit was being shipped over seas during the Persian Gulf War. As a newly promoted Corporal, I was given the job of night crew supervisor in charge of 15 other marines. In the Marine Corps, leaders are not only held accountable for the work getting done but also for the performance and conduct of their marines. At the age of 21,I had the responsibility not only to carry out my orders but also to safeguard the personal lives and protect the general welfare of my men. This being my second time over seas, I understood many of the difficulties that a young marine can have on their first extended trip away from their family. I enjoyed helping my marines over come their problems, and learned that the benefits were well worth the time that I invested. I discovered that employees who have the support of their management tend to be more focused on the tasks at hand, gaining levels of trust and loyalty that can only benefit the organization.

Related to this issue of gaining trust and loyalty through management supportiveness is that the Marine Corps requires creative means to motivate subordinates. It can be very difficult at times to be in charge of individuals, yet have no direct control over their salaries or advancement in the organization. The government decides military salaries, and promotions are controlled by boards with the primary means of measurement being time in service. For this reason, I learned to manage through mutual respect. I believe it is much more important to gain the trust and confidence of your employees than to use direct compensation to motivate them.

Throughout my Marine Corps career and beyond I developed many strong leadership skills, but most of all I learned that to be effective as a manager one must remain focused on the human aspect of leadership. By concentrating too much on the goal and not on the people needed to meet it, leaders risk alienating their employees and thus failure in achieving the goal itself. By leveraging the lessons and qualities I gained while serving as an officer in the Marine Corps, I hope to meaningfully contribute to the academic environment at the Anderson School of Business.

點(diǎn)評(píng)：

本文是一篇表現(xiàn)了leadership skills的優(yōu)秀文書，可以顯示出作者是一個(gè)具有管理能力和技巧的MBA候選人。

1．文章結(jié)構(gòu)

文章只有四段不到500字的篇幅，可以分成總分總?cè)齻€(gè)部分。第一部分總起說(shuō)自己在海軍培養(yǎng)到了領(lǐng)導(dǎo)能力。第二部分就具體說(shuō)自己得到的是什么樣的領(lǐng)導(dǎo)能力。第三部分再次強(qiáng)調(diào)自己的領(lǐng)導(dǎo)能力，表達(dá)要進(jìn)入安德森商學(xué)院學(xué)習(xí)的決心。

2．文章內(nèi)容

文章一開頭就描述自己在海軍得到了寶貴的領(lǐng)導(dǎo)技巧。吸引讀者往下看究竟是何種技巧那么重要。在文章的第二部分，作者通過描述作為一名海軍軍官所肩負(fù)的責(zé)任，以及他怎么處理上司與下屬的管理關(guān)系的技巧，得出相互尊重，人性化是管理的訣竅。

3．總體評(píng)價(jià)

MBA文書向來(lái)要求簡(jiǎn)潔凝練，觀點(diǎn)集中，這篇文書首先就滿足了這些要求。領(lǐng)導(dǎo)素質(zhì)和技巧有很多，但是不可能在一篇文書里全部表現(xiàn)出來(lái)，因此就要選取一個(gè)別人不太可能有的素材來(lái)展現(xiàn)自己某方面的領(lǐng)導(dǎo)天賦。作者選取的素材是他在海軍作為一名軍官的經(jīng)歷。在文中作者不是體現(xiàn)自己如何有能力帶兵打仗，而是把這段經(jīng)歷提升到自己注重管理人性化，與下屬相互尊重，從而可以達(dá)到良好的管理效果。

4．可借鑒因素

文章可借鑒之處就是簡(jiǎn)潔明了，主題明確，選取的素材并不是常人可以經(jīng)歷到的，還有就是從不平凡的經(jīng)歷當(dāng)中提煉出一種獨(dú)特的觀點(diǎn)。本文中作者得出的管理之中注重管理之中的人性因素，相互尊重比用獎(jiǎng)金激勵(lì)員工更加具有效果的觀點(diǎn)就是比較獨(dú)特，常人不是很容易想到的觀點(diǎn)。

譯文：

作為美國(guó)海軍的一名軍官，我學(xué)會(huì)并且培養(yǎng)了寶貴的領(lǐng)導(dǎo)技巧。因?yàn)檫@種技巧對(duì)于我成為一名成功的領(lǐng)導(dǎo)者，得到下屬的尊重來(lái)說(shuō)是至關(guān)重要的。海軍對(duì)于領(lǐng)導(dǎo)特質(zhì)的培養(yǎng)很重視，他們相信領(lǐng)導(dǎo)者不是天生的，而是經(jīng)過恰當(dāng)?shù)挠?xùn)練得到的。我歷盡磨練成長(zhǎng)為海軍的一名軍官。我相信這樣的訓(xùn)練培養(yǎng)了我的領(lǐng)導(dǎo)能力，而且這種能力在我以后每天的工作中都是需要的。

在海軍作為一名領(lǐng)導(dǎo)者比簡(jiǎn)單的員工管理復(fù)雜得多了。我是經(jīng)過艱苦的學(xué)習(xí)培養(yǎng)了自己的領(lǐng)導(dǎo)能力。海灣戰(zhàn)爭(zhēng)的時(shí)候我被委任到海軍的領(lǐng)導(dǎo)層。作為一名新提拔的下士，我的工作就是帶領(lǐng)一個(gè)15名成員的夜間行動(dòng)部隊(duì)。在海軍里，領(lǐng)導(dǎo)者不僅僅要負(fù)責(zé)任務(wù)的完成，還要負(fù)責(zé)士兵的表現(xiàn)。在我21歲的時(shí)候，我肩負(fù)的責(zé)任不僅僅是執(zhí)行任務(wù)，還有就是要確保下屬的生命安全和福利。這已經(jīng)是我第二次出海了，我明白一個(gè)年輕士兵首次離開家鄉(xiāng)出海會(huì)遇到的許多困難。我很樂意去幫助下屬克服困難而且我也明白我的付出是有價(jià)值的。我發(fā)現(xiàn)那些支持管理者的員工會(huì)更加關(guān)注手頭的工作，對(duì)于公司的信任和忠誠(chéng)也會(huì)得到加強(qiáng)。

與通過支持管理者而產(chǎn)生的信任及忠誠(chéng)相關(guān)的就是海軍要求創(chuàng)新方法去激勵(lì)下屬。在一個(gè)公司管理員工是非常困難的，因?yàn)樾剿吞岚味紱]有統(tǒng)一直接的控制。而政府決定了部隊(duì)的薪水，提拔也是由委員會(huì)根據(jù)服務(wù)時(shí)間的長(zhǎng)短來(lái)決定的。因?yàn)檫@個(gè)原因，我通過相互尊重來(lái)管理。我相信去獲取年輕員工的信任和信心遠(yuǎn)比通過獎(jiǎng)金來(lái)激勵(lì)他們更為重要。

在我海軍生涯之中我培養(yǎng)了許多領(lǐng)導(dǎo)技巧，但是最為重要的是我學(xué)會(huì)了要做一名高效率的經(jīng)理必須注重領(lǐng)導(dǎo)當(dāng)中的人性化。假如領(lǐng)導(dǎo)者過于注重目標(biāo)而忽視實(shí)現(xiàn)目標(biāo)需要的員工，他們將會(huì)與員工漸行漸遠(yuǎn)并最終達(dá)不到目標(biāo)。我希望在海軍中作為一名軍官學(xué)到的領(lǐng)導(dǎo)技巧和平衡能力可以為安德森商學(xué)院的課堂作出應(yīng)有的貢獻(xiàn)。