• Winning battles and responding to crisis hinges on individual and collective competence. Discipline, tactical/technical proficiency, professional development and teamwork are elements of this competency. MCAS New River will support operational units to the maximum extent possible to ensure they achieve the competence required for combat. We will also ensure MCAS New River personnel achieve and sustain competence in air station functions while also being prepared to deploy if called upon.
• This is one of the Marine Corps’ core competencies. To that end, we will be prepared to operate with only what we need, for only as long as we need it and support the expeditionary readiness of operational forces. We must stay adaptive and not be thrown off course by the unexpected.
• We will give Marines, Sailors, and civilian personnel decision-making authority commensurate with their responsibilities and capability. Initiative and imagination must be encouraged.
• “Supervision” is not a four-letter-word. Nor does it insinuate a lack of trust or confidence. It is an important element of leadership. Trust, but verify.
• Everyone is accountable for themselves and those under their charge.
• We must set and enforce high standards of personal conduct. Honor, Courage, Commitment, and Integrity are more than words. They must be ingrained in our profession and daily operations.
Marines, Sailors, Civilian Marines and Their Families
• People form the foundation of our Corps of Marines. The dignity and respect we pay them and their family members are a reflection of our love for them, our Corps and Country.
• We must recognize that family readiness contributes to combat readiness.
• Individual performance is important in that it contributes to the mission of the unit or team. Every member of the MCAS New River Team has a part to play in ensuring forces are combat ready and successful in every assigned mission.
• Marines are aggressive, competitive warriors. This aggressiveness makes opponents fear them. We must be able to regulate our conduct and behavior based a reasonable assessment of risk.
• Risks we take in combat are different from the risks we can afford in peacetime or in CONUS. This is not about avoiding risks at all costs. It is about making sure that our people make sound decisions in all activities. Risk assessment skills must be taught, tested and evaluated. ORM must be a part of the daily routine.
• Some things are more important than others. Some things need to be done sooner than others.
• All personnel must understand what the priorities are.
• Simultaneous operations are a characteristic of maneuver warfare and a reality of the asset-constrained environment we operate in. You will never have enough time, people, or money. Get used to it and figure out how to make it work despite the constraints.
• We will be challenged to handle multiple tasks while shifting priorities to support success.
• Just because something is not a top priority does not mean that we lower our standards.
• Establish, communicate and set timelines for priorities.
• C3 = Communicate, Coordinate, Consultate: The enemy should be surprised, not each other.