When I was en route to take command of a ship, the feeling of anticipation and readiness to tackle something so big was unmistakable. Years of qualifying and learning, accentuated by the final months of intense preparation, finally culminate when the words, “I relieve you, sir,” are uttered to the outgoing Captain. Assumption of command is a fresh start, with a clean slate and endless possibilities of missions, operations, and challenges ahead. It’s a fresh start for the crew as well. 

When leaders change, the organization changes around those personalities and styles.

It may appear imperceptible, but the change of command climate that accompanies a change of command is undeniable. You might experience similar sentiments within your company when you move people around, hire from within, or hire someone from outside. The culture will adapt even in companies with an eye-watering command climate.

Most senior naval officers and senior enlisted can step aboard any ship in the fleet and sense positive or negative energy nearly immediately. A ship’s culture is directly associated with its leadership, from the Captain, through the wardroom’s officers, through the Chief’s Mess, and right down to the deck plates. Culture cannot be polished, painted over, or otherwise swept away.

I recently attended the change of command of the Coast Guard Cutter RESOLUTE, where Commander Ian Starr relieved Commander Michael Ross. This 60-year-old ship is over twice the age of the oldest ships in our Navy. As a mariner, I can attest that it is a stunning achievement that this ship continues to execute drug, fishery, and law enforcement missions as it did when it was first commissioned. RESOLUTE operates under the leadership of a very small wardroom and chief’s mess. With very limited resources, the ship maintains one of the highest readiness ratings in the entire Coast Guard and makes headlines on virtually every deployment—headlines for high-end drug busts and lifesaving achievements.

The first ship I commanded was five years old, practically brand new at the time.

Of the six ships on which I served, two others were newer ships that were either brand new or less than five years old. The second ship I commanded was 17 years old. The difference in emphasis of effort was significant. Material readiness plays a big role in keeping any ship at sea; keeping older ships at sea requires extremely detailed knowledge of every aspect of the ship’s hull and mechanical and electrical systems. These HM&E systems underpin the ship’s ability to function in its operational missions.

It’s not that newer ships don’t demand the same level of knowledge about the underlying systems; those systems just tend to be more reliable. When you’re not so intensely focused on maintenance actions, you have the time, energy, and downright freedom to be more innovative with your operations. You can spend more time on training without wearing the crew down. Yet, CGC RESOLUTE stands as a testament to the crew’s resilience in taking care of the ship and crew so that they routinely execute to the highest possible standard.

CGC RESOLUTE might not sparkle with the fresh paint and brightwork of a newly commissioned ship, but the ship and crew regularly get the job done.  Ships are not static displays; they carry the imperfections born from a life in a harsh and unforgiving salt environment. 

“A ship in harbor is safe, but that is not what ships are built for.” ~ John Shedd 1928, “Salt from My Attic”

I work with companies at both ends of the spectrum in terms of their “years in service,” so to speak.

Some are working on their first contracts; others have been in business for decades with low levels of turnover. Two are in business over 50 years, no small feat and a testament to enduring cultures capable of adapting to changing times. 

I’ve worked with many companies that were in the “scaling” phase, suggesting they were interested in rapid growth to reach their exit or equity event. Their technology made them special as opposed to their leadership. As capitalism rewards, the investors and leadership teams of their day were interested in the fewest years to the event where they might experience the greatest return on investment. Culture wasn’t a priority, and when the inevitable transition took place, the personnel scattered and went their separate way.

At the RESOLUTE change of command, the officiant was VADM Nathan Moore, Commander of US Coast Guard Area Atlantic. Years prior, as a young Commander himself, he had command of RESOLUTE as well. Even then, it was an old ship. Yet the ship’s legacy was as strong then as it is today.

My clients, with decades of incredible business success behind them, can also proudly point to a strong focus on values and culture that centers on their own people, in support of the greater mission. It’s people first, then mission.

CGC Resolute sustains as a top-performing ship because of its people. The ship does not set out to be the best in the fleet; that’s a by-product. The ship excels because the relatively young crew is well cared for. Excellent food, training opportunities, morale-boosting events, promotions, recognition events, communications with families, and a persistent culture of resilience all work together to make a great ship.

Some questions for any business leader:

• What’s your recipe for success? 
• Are you using all the ingredients at your disposal? 
• How do you know it’s working? 
• When your customer comes to visit, what’s the energy they perceive?
• What’s your turnover rate and retention percentage?
• Are you hiring from within or without?
• What do your competitors say about your company culture?
• What event are you driving toward?

For a copy of my book, Pitching the Big Top: How to Master the 3-Ring^® Circus of Federal Sales, and more information on federal sales, visit Capitol Integration.