by: Thomas W. Bamford, DVC-DA, DDC-L D7
We are Coast Guard Strong. Having passed the halfway point of the year, we still have more to go, not just the remainder of this year, but for years to come. Right now, I want to say what a fabulous effort every one of you has put forth despite the challenges since March 2020. Yet, the effects of the health concerns have not diminished our continual desire to support the missions of the U.S. Coast Guard Auxiliary and the U.S. Coast Guard. However, the work of this year is not yet been completed. We have the serious task at hand of electing the future leadership for both the flotillas and the divisions.
The year 2020 and now 2021 have brought many changes across the entire spectrum of the Coast Guard. We have a new Vice Commandant, Admiral Linda Fagen; a new District Commander, RADM Brenden McPherson; our new Chief Director of the Auxiliary, CAPT Troy Glendye, and a new commander at DIRAUX, Commander Navin Griffin. In addition to these senior Coast Guard command changes, there are several operational changes in play as well. This is perhaps the single greatest number of organizational changes, all at once, that have come our way.
Probably the most significant cultural change has been the implementation of virtual training and meeting modes. So how do we address and adapt to these significant changes? We know we have all heard the cliché, "change is inevitable" but how do we collectively make this all work out?
We get it done through "culture." What is a culture? There are both good and some cultures that are not so good, which affect every one of us, every day in everything we do. We have developed a strong culture of successes because of the strength of our relationships with other partner groups, and our people. It all comes down to the people in our culture. The Coast Guard has an initiative in place, the "Diversity and Inclusion Action Plan for a Total Workforce." The plan is inclusive of the Active Duty, the Reserves, Civilians, and the Coast Guard Auxiliary.
We have a culture within the Coast Guard and the Coast Guard Auxiliary of many individuals who have the best interest of our units in mind. There is a "servant minded mentality" to support the members and our partner groups. The satisfaction of individual expectations and achievements are complimented by the successes of our organization. This translates into our ability of being able to support the missions of the U.S. Coast Guard Auxiliary and those of the U.S. Coast Guard; the missions to which we have been entrusted.
The culture of any organization, including those of our units, can be undermined by individuals with hidden agendas. Well, maybe with one exception, and that being an agenda to be successful and fulfill ones expectations.
Everyone has expectations. Sometimes individuals have a fear they will fail to meet those expectations. Failure should never be seen as failure, but only as an opportunity to change course in one's direction; like sailboats altering their sails while chasing the wind to stay on course. A strong positive culture provides support and direction toward success and negates any of those perceived fears.
It is human nature to never want to fail, but only to be successful in whatever one does. Most everyone desires the notion to be number one in his or her careers and achievements.
Why? Because no one remembers who was number two.
Another consideration toward the development of a healthy and productive culture of expectancy, can probably be best expressed by contemporary motivational speaker Ralph Marsden, "Don't lower your expectations to meet performance. Raise your level of performance to meet your expectations."
Healthy and positive expectations drive a healthy and productive culture. Individuals considering joining our "Volunteer Organization of Choice" need to express their expectations as well as understand ours.
Why? If the two sets of expectations are not in harmony with one another, there will surely be disappointment all around. Complementary expectations promote a positive environment and cultural chemistry.
When there is this clash of expectations, the next phase of the cultural chemistry is really going to become a serious challenge. And that is the situation of attitude. A simmering, negative, unhealthy attitude is poison to the quality of a culture, and it will definitely lead to divisiveness, which will create a hostile culture. No one will want to be part of such a negative environment and the culture will collapse.
As we continue to provide a respectful organizational culture, there are certainly going to be less than pleasant circumstances, which will arise. However, we must acknowledge the value of what people offer, what our members provide, and instill the servant leadership mentality through productive attitudes. In doing so, we will have created an atmosphere that will foster a climate of respect for one another where each person will have better clarity in understanding their individual responsibility for the growth of the organization.
Acquiring responsibility within a culture means, doing the right thing even when no one is looking. Responsibility breeds the necessity to take ownership concerning the actions of individuals or the group as a whole. Some are ready, willing and able to take on responsibility at any given moment. For others it is a growth process. It also means taking ownership of oneself, and it means an individual is willing to take on the servant minded mentality to support the culture.
Empowerment is the catalyst, which drives new ideas, new processes and new levels of success. Realizing the values gained through these various components, a bright and successful culture can and will thrive within an organization. When we are able to master, or seek help in doing so, you will find, you will know, that a significant portion of the cultural puzzle is being achieved, through empowerment. Empowerment gives each part of the organization the ability to reach higher, achieve more, and cultivate new responsibilities for the unit or individual members.
We are stronger together. It all comes back down to the people who create the culture. The final piece; the glue, which brings the organization together, is recognition. Be proud of what you do, be proud of your organization, and most importantly be proud of who you are.
Posted by:
COMO David G. Porter
Asst. National Commodore
National Diversity Team
US Coast Guard Auxiliary
