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                Command Climate Tiger Teams
BG Beagle’s approach on improving the command’s climate is that it is a never ending cycle involving several phases, currently as an organization we are on the second lap of this cycle. A great initiative that he directed this past fall was the implementation of a command climate tiger team concept. Under the direction of the Fort Jackson EO office, three tiger teams were formed, each comprising a diverse mix of approximately six to ten Soldiers and Army Civilians, with a specific area of focus.
The CG’s intent for the tiger teams was that their number one priority was to listen (“Tiger teams are listening teams”) to Soldiers and Army Civilians issues and concerns, second, to leverage insights, expertise and experience from across the installation at all levels, and third, each team would conduct at least three listening / focus group sessions and out brief their respective results at an installation town hall. One of
the main goals in forming these tiger teams was to convey to everyone in the organization the command’s sincere desire to let all voices be heard. After all of the town halls, the EO office consolidated all of the feedback received and developed an installation action plan to address all the issues noted. Tracking the execution and transparency of this action plan is already a part of the command climate assessment cycle that I mentioned earlier.
Organizational Culture
The common definition of culture is that it is the shared beliefs, values and assumptions that distinguish the organization from other organizations. I believe the importance of culture is critical to both the day to day operations and future of Fort Jackson. Many of us are familiar with the often quoted saying “Culture eats strategy for breakfast.” Edgar Schein, a former professor at the MIT Sloan School of Management and renowned expert on organizational culture is famous for saying, “The only thing of real importance that leaders do is create and manage culture. If you do not manage culture, it manages you and you may not even be aware of the extent to which this is happening.”
At Fort Jackson we look at culture and strategy as different sides of the same
coin. Culture is what brings strategy to life. Changing people’s mindsets and
behaviors doesn’t happen all at once. Transforming an organization’s culture
takes time and commitment from all levels of the organization. The alignment
between culture and strategy is critical to achieving long-term, sustainable
success for Fort Jackson. We believe that culture belongs to everyone.
Commanders and leaders definitely set the tone and can help shape culture, but real culture change only happens when everyone across Fort Jackson, at all levels, functions and organizations work together.
“One” Fort Jackson
Although there are a multitude of brigade level organizations that comprise and highlight the uniqueness and diversity of Fort Jackson, at the end of the day, senior leaders across the Army, Department of Defense and nationally only see one entity – Fort Jackson. Developing the mindset that everyone is a part of Team Jackson is an important part of changing our culture. We want our interconnectedness to become a key part of our culture.
Winning Matters
Winning matters was the message the 40th Chief of Staff of the Army, GEN James McConville told leaders in several small group sessions during his visit of Fort Jackson on August 1st, 2019. “Winning matters...but we must do it the right way,” he reiterated to Soldiers throughout the day.
The good news for Fort Jackson is that we are certainly on the right path with regards to winning. Winning is defined as, “gaining, resulting in, or relating to victory in a contest or competition.” In our case, we are not in a competition with other installations; we are in competition with ourselves and our identity.
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