Building a Culture of Command
In any organization, the ability to command and lead is essential for success. But creating a culture of commanders within an organization can be difficult, especially if the company is large and decentralized. A strong command culture starts at the top, with a clear and concise vision from the CEO and leadership team. From there, it must be communicated effectively to all company members, down to the lowest levels. Everyone will be working towards the same goals and achieving great things.
What is a culture of command?
A culture of command is a term used to describe an organization where everyone is clear on their role and responsibilities and is working together towards a common goal. It’s essential to ensure that everyone in the company is on the same page and aligned with its vision.
A strong command culture starts at the top, with a clear and concise vision from the CEO and leadership team. This vision must be communicated to all employees, and everyone must buy into it. Leadership must lead by example and be held accountable for their actions. Being held responsible sets a clear example to the organization of what behaviors will or will not be tolerated. Leaders cannot allow the “do as I say, not as I do” mentality to infiltrate the organization.
When everyone in the organization is working towards the same goal, it creates a sense of unity and purpose. This can be a powerful motivating force for employees. It can also help create a more positive work environment, as employees feel like they are part of something larger than themselves.
Build the Culture of Command
A culture of command takes time to develop, but it is essential for any organization that wants to succeed. Leadership must be committed to building this culture from the ground up and setting the tone for the organization. With a strong vision and leadership team in place, an organization can begin to build a culture of command that will help them achieve its goals.
Let Go.
The first step in building a culture of command is letting go. The C-level executives must be able to let go of control. There are numerous layers of organizational hierarchy in place for a reason. Use it to your advantage. Businesses fail when decision-making ability is removed from mid-level management teams. The executives at the top need to trust their employees to make the right decisions.
Empower your employees by giving them the ability to make decisions. Allow for creativity and risk-taking. Encourage out-of-the-box thinking. You will breed a culture of leaders who are not afraid to take risks and innovate when you do this.
Communicate
The second phase of building a culture of command begins with communication. Leadership teams cannot work in silos. Each section of an organization must be aware of what other sections are working on. Daily meetings of team leaders may seem mundane. However, the insight and experience gained by the collective group are invaluable.
During these meetings, everyone must be allowed to share their ideas openly. Leadership must be willing to listen to new and different perspectives. By embracing change and encouraging creativity, an organization can foster a culture of innovation. This is essential for any organization that wants to stay ahead of the curve.
Encouraging creativity does not mean that leadership should allow chaos to reign. There must still be structure and order within the organization. However, by being open to new ideas and ways of doing things, an organization can tap into a wealth of knowledge and experience that they may not have had access to before.
Realize the Potential
Allowing employees to own their work can have a number of benefits for an organization. When employees feel like they are part of the team and that their input is valued, they are more likely to be productive and take pride in their work.
Giving employees ownership also allows them to take risks and be creative. This can lead to new and innovative ideas that can help the organization move forward. When employees feel like they are a part of the decision-making process, they are more likely to be invested in the outcome.
Finally, allowing employees to own their work helps to create a sense of community and teamwork. When everyone feels like they are working together towards a common goal, it can help to improve morale and foster a positive work environment.
Are we on the same page?
The impact of vision cannot be understated. When we communicate to our entire workforce the vision of the organization, we keep everyone in tune with the expectations of progress. A vision should be laid out to where you see the organization in the long term. Not specifically how to get there, but the clear direction of what the outcome should be.
If you’re building a house, the elements that you want in the house should be included in the vision — the number of rooms, rough layout, size, pool, etcetera. Let the management teams, now commanders, decide how to get there. Allow creativity to foster in the environment. Continue to communicate your vision for the organization. Keep everyone locked on the outcome and push the organization forward.
Conclusion
An organization cannot achieve success without a strong leadership team in place. This is especially true when it comes to creating and fostering a culture of innovation. In order for an organization to move forward, the executives at the top must be able to let go of control and trust their employees to make the right decisions. Communication is key, and leaders must be willing to listen to new perspectives in order to foster creativity within the workforce. Allowing employees to own their work helps create a sense of community and teamwork, which can improve morale and productivity. By realizing the potential that a culture of commanders can have, an organization can tap into a wealth of knowledge and experience that they may not have had access to before.
