It’s crucial for your team to work effectively within the framework of your culture, and this should heavily influence your decision to hire them. In the Army, the principle is simple – we don’t expect others to do anything that we wouldn’t do ourselves. This concept is eloquently discussed by Simon Sinek in his book “Leaders Eat Last” and further elaborated on by Patrick Lencioni in “The Ideal Team Player.”
In my experience with various military organizations, I’ve found that the strongest cultures and values are evident when leaders lead by example. For example, when planning a helicopter flight, meticulous preparation of the route, weather conditions, and aircraft maintenance is essential. Leaders who want to ensure that their crews take pre-flight checks seriously are actively involved and present during this process. This level of dedication and commitment sets clear expectations for the aircrews, maintainers, and staff aviators.
It’s worth noting that leaders’ actions significantly impact team dynamics and cohesion. By demonstrating a strong work ethic and a commitment to following procedures without taking shortcuts, leaders set the tone for their team members to do the same. Conversely, if shortcuts are taken or standards are not upheld, it becomes evident that certain individuals may not be the right fit for the team. Ultimately, a strong organizational culture starts at the top, with owners and their leaders setting the standard for behavior and work ethic and relentlessly holding onto their culture, even when it may seem challenging.