What Builds Culture?

I recently received a text from a Marine Battery Commander inquiring about the radio call sign his battery used in my day. He was looking to change the culture and knew the name used in every radio call heard by every Marine would become part of their self-image.

In 1991, when I was preparing to assume command of a firing battery, I wrote a note to my first Battery Commander, Rod Buchanan, the best I've ever seen, asking for his insights. A few days later, he called me and gave me his view.

These are some of what I learned and confirmed over my 30 years of taking charge of various units.

Assess your organization

Start from the top and outside with senior leaders, clients, and competitors, then by sections and departments, and finally, operating as a team in the field. What's your organization's reputation? Are you capable of the mission? What are your strengths and weaknesses? Assess your leaders and people; what are their capabilities? Inspect your equipment and state of material readiness. Your people will know you care enough to do the homework.  

Set the standards early

In every area, state the standard you expect for every function. Chalk talk through processes so everyone understands how you expect things to work. If you have any particularly critical or non-standard processes, define the responsibilities of those people in writing. Your people want to be competent, and now they know you are proficient.

Build the organization from the bottom up

Begin training at the lowest level by individual sections, then departments or functional groups, and then as an entire organization. Create a Team of Teams, and everyone will understand how the organization functions and their roles.

Train as a team

Every teammate has a role to play and a responsibility in every action. Train as a team so that everyone understands their role in every evolution and process. Your people want to be on a winning team and will do the work if you lead them.

Be the best advocate and cheerleader for your organization and your people

Reward performance on the spot and invest in training and growing all your people by every means possible. Your people's performance will reflect your trust and faith in them.  

Ductus Exemplo, Live the Standard

Lead by example in all you do and say. Your people will evaluate everything you do against your standards and strengthen or weaken the organization's culture.

Make your people believers in the mission

Provide context so that everyone understands their role and value in the organization's mission. Use every tool of word and action to build camaraderie and a shared sense of purpose. The most powerful motivator is the individual's understanding of their value to the team and their teammates; they don't want to let the team down.