Click acknowledge to continue.
by Jeff Tiegs
March 13, 2018
by Jeff Tiegs
March 13, 2018
"Culture eats strategy for breakfast." I first heard this phrase two years ago in a business course a few months after I retired from the military. I had never heard this exact phrase in the Army, but the sentiment behind it is a crucial part of any effective unit I was ever a part of during 25 years of service.
In US Army Special Operations, individuals are assessed, selected, and trained to be part of a team and must be able to fit into a culture that was "there before them and will be there after them." We had a saying for prospective hires, "We are looking for the right guy, not necessarily the best guy." All of these sayings attempt to express the same thought.
Core Values must come first. They must be clearly established, reinforced, and even held sacred, if they are expected to last. In the military, we are taught about the men and women that went before us. We are taught our history. We are educated in our victories alongside our defeats. We learn to share the vision, ethos, and core values of our predecessors.
To build this esprit de corps rapidly and near permanently, the military has mastered the art of stripping away a soldier's identity and rebuilding it with what is required to be successful under fire.
That's not quite the way it works in the civilian world. For starters, no one should be going "under fire" and secondly the demography of the business world is much more diverse than a Special Forces Team. So, if you can't strip someone to their core and rebuild them, how do you develop a lasting and impactful culture at your business?
Many of the principles are the same.
: The last step is harder than all of the others combined. Leaders cannot expect core values to survive or ever evolve into a culture if they do not live it themselves.
Take a look at Guardian Group's Core Values. We've been thinking about them for years and recently wrote them down at a StratOp workshop. We've already had opportunities to negatively and positively reinforce them and are in the day-to-day practice of living them to the fullest.
Future StratOp workshops will also delve into these core values with a focus trying to ensure our strategy will live past breakfast.
Guardian Group ( www.theguardiangroup.org ) complements resource-constrained law enforcement, ensuring sex-trafficking safe-havens are disrupted and eliminated. We currently operate in over 20 states and have completed hundreds of successful sex-trafficking engagements in direct support of law enforcement and families that need our help. We are in the process of developing strategic partnerships with world-wide and world-class organizations that understand the social and business benefits of tackling this exponentially increasing social injustice. Guardian Group is a non- profit that hires retiring U.S. Veterans from Army Special Operations Forces, specifically those within the intelligence, analytical, and tactical divisions of the force.
DISCLOSURE: The views and opinions expressed in this article are those of the authors, and do not represent the views of equities.com. Readers should not consider statements made by the author as formal recommendations and should consult their financial advisor before making any investment decisions. To read our full disclosure, please go to: http://www.equities.com/disclaimer