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Field Medical Training Battalion - West

"We Learn Today, So We May Lead Tomorrow"

FMTB-W Slideshow
Capt. Cornwell
Commanding Officer
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Command Master Chief
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 Command Philosophy 


My philosophy is basic, provide the highest quality service possible to every person you encounter. We are an institution of higher learning; we need to be the best with everything we do.  

We are preparing the next generation of heroes for the greatest fighting force on the planet - the 8404 Hospital Corpsman assigned to the United States Marine Corps. They operate at the tip-of-the-spear providing combat medicine to our operational forces; they are critical to the success of the Navy & Marine Corps Medicine Team.  What each one of us does on a daily basis matters, regardless of our job. We all contribute to the mission. No one job is more important than the other. If just one link (team member) in this chain fails to perform a portion of the mission to standard, we all fail. You have the ability to make a positive difference in peoples’ lives every day. Every member of this team should ask themselves, “Am I living by our core values and making decisions that are consistent with these values when I interact with students, staff and the American public.”  

Key points:

- Know your chain of command and how to use it. You have not exhausted your chain of command at FMTB-West until the issue reaches me.

- If you are lacking something to perform your mission, bring it to the attention of leadership so we can promptly address it.

- Any safety issue should immediately be brought to leadership.

- Continually strive to improve processes; ask for help before it’s too late (in all aspects of your life and career). 

- If you see a problem, fix it or bring it to the attention of someone who can. Don't ignore it.

- Supporting each other is just as important as supporting the mission.

- Continue the relentless pursuit of customer satisfaction; feedback is a valuable tool in life and career.

- Basic military courtesy should be a part of everyday life.

- Always strive to do the right thing, even when no one is looking or when tempted to take the “easy” wrong.  

As a leader, I believe all members of the team are important. Our civilian shipmates are essential to the success of our mission. As a military leader, I believe, as the Sailor creed says, “I proudly serve my country's Navy combat team with Honor, Courage and Commitment.  I am committed to excellence and the fair treatment of all”.  

I cannot over emphasize the importance of leadership from E-1 to O-6, everyone has a part; I expect officers to lead from the front by setting the example. Be sure that regularly scheduled performance counseling sessions are conducted for military and civilian employees. Cover the good which should be sustained as well as the areas which need improvement. Although I like to be informed, I believe in allowing leaders to lead, managers to manage. A big part of my job is to provide you the support systems necessary for you to accomplish your mission. Tell me what you need and don't worry how it will be resourced. Let me worry about that.  

Expectations of leaders at all levels:

- Take care of your people.

- Set the example of how the team should think and act because all will be watching you to model your behavior.

- Know your people - keep them informed, be sensitive to their needs, make their lives as predictable as possible.

- Develop your subordinates, military and civilian, so that they will be ready to lead others with high quality, effective leadership skills.

- Don’t ask your staff to do anything you aren’t willing to do yourself.

- Set the example in military bearing: weight, uniform, physical fitness or civilian professional appearance.  

- Live the Navy Core Values: honor, courage, commitment. 

- Reward individuals for going above and beyond; we do not thank our people enough.

- Work hard, but don’t forget to have fun, too.  

I have my “pet peeves” like anyone else. These are the things that will cause an emotional response on my part. In fairness, I’ll share those with you now. My trigger points include:  

- Inconsistent and/or unfair treatment of others.

- Rudeness/Disrespect/Inconsiderate/Taking Advantage 

- Not giving the chain of command the opportunity to fix a problem before you take it outside the facility.

- Answering with, “Because we’ve always done it that way,” when there is no understanding as to the rationale for a process/action. This usually indicates lack of motivation or no consideration of potential improvements.

- Trying to cover up an honest mistake rather than admit to it and learn from it.

- Blaming others for your mistakes or errors.

- Having no initiative to improve your work area. You should strive to leave an area better than you found it.  

Take pride in your profession. We are all here as volunteers; let’s strive to do our very best.  I am honored to be here, to lead you, to serve with you; I promise to give you my best. 

DAN CORNWELL
CAPT/MSC/USN
COMMANDING OFFICER

Mission
Develop, coordinate, resource, execute and evaluate training and education concepts, policies, plans and programs to ensure the Fleet Marine Force Hospital Corpsman is prepared for assignment with the operational forces.
Vision

To be the best training command within the United States Marine Corps; producing the best trained, best prepared, and battle ready Fleet Marine Force Hospital Corpsman.  He will be prepared to meet the challenges of present and future operational environments.

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