Building a Culture to Win

As part of our #FreeChapterFriday Series, CATSHOT Group is releasing a new chapter of Building a Culture to Win: Expanding the Frontier of Human Achievement. This week, we're looking at Chapter 4: Aligning The Team Below you can find the chapter in full. Enjoy!  
  “All Together Now – “Up We Go...” It is November, and we’re waiting to take off on our final show of the season in sunny Pensacola, FL. As Boss, I have the privilege of sitting in the #1 spot – smack dab in the middle of four shining blue and gold F/A-18 fighter jets at the end of the runway. My team and I are lined up in fingertip formation, which looks like the fingertips of your right hand. The Boss (#1) is your middle finger. The right wingman (#2) is the ring finger. The left wingman (#3) is the index finger, and the slot pilot (#4) is the pinky finger. As Boss, my job is to lead the team through voice calls that serve as the drummer of a rock band, creating and keeping a tempo that we can all follow. This synchronicity will allow all three Diamond wingmen to fly extremely close as all four of us execute our stick-and-throttle movements together. As I am given clearance to take off, I start my cadence: “We're cleared for takeoff, the winds are calm, check your parking brake off, check your trim set. Maneuver is Diamond Burner Loop with a right turn out.” The team acknowledges my commands. I then command the engine run up, “Let's run 'em up.” I look over to my right and left to receive a visual thumbs-up from each of my wingmen. “Smoke on... off brakes now... burners ready now,” I say as we begin the show. A huge cloud of air show smoke billows behind the formation, as the 36,000 pounds of thrust per aircraft has our body weight pushing us firmly against our seats. All four jets accelerate down the runway in very tight formation. Within a few seconds, we have reached 150 knots, as we begin to lift off. I call out several command bursts “Gear,” “A little drive,” “Up we go... a little more pulllll.” My team is in sync with my tempo, understanding that timing is everything. They know to keep pulling on the control stick until the last “L” in “pullll” is sounded. I sense the #4 jet move into the slot position behind me.

As part of our #FreeChapterFriday Series, every first Friday of the month, CATSHOT Group will release a new chapter of  Building a Culture to Win: Expanding the Frontier of Human Achievement. Click the link above and use the Promotional Code: "FreeChapterFridays" to purchase a discounted, full copy of the book! This week, we're looking at Chapter 3: Fostering Chemistry, Core Values, and Trust Below you can find the chapter in full. Enjoy!  
  Building a Better Team Early July 2002: The Day of Reckoning for the 15 Blue Angel candidates who made it to the final round of interviews for the 2003 team. As I sat at my desk in the hangar that housed the Blue Angels’ F/A-18 Hornets, I prepared for the hardest part of being the Boss – turning down 10 amazing candidates. Only five would survive. After the interviews ended just one week before, the finalists had each flown to their home base and were to call me at a prescheduled time to find out if they made it. Our team had been up almost all night the night before, deliberating. The decision was hard because our options were all so good. To be among the finalists is an honor in itself, as they represent the elite pilots, maintenance and supply officers, and flight surgeons from the Navy and Marine Corps. Some of them had been vying for the team for several years, and to be selected would have been the culmination of a lifelong dream. So, as I prepared for the phone calls to come, I remember thinking what a privilege it is to be able to handpick our team from such a talented pool. I was essentially living every CEO’s dream – we were selecting the most technically proficient Relentless Innovators, who also had the personalities, values and character that would make it fun and rewarding to tackle the incredible challenges we would face over the next year. We were going to succeed with style and have fun doing it. Chemistry: Creating a “Family” The deliberations during the selection process for both TOPGUN and the Blue Angels will always remain confidential. However, the results of the selection process are clear – we build an elite team whose members enjoy being together, even under the most stressful circumstances. Elite teams require extensive time to focus on becoming the best, both technically and culturally. This is true across the board from sports teams to industry. It certainly is true at the Blue Angels and TOPGUN. You need people who can create and maintain a positive reinforcing chemistry within the team. They get excited about tackling tough challenges together. The Blue Angels Diamond and Solo pilots are an extreme example. The six pilots spend almost every available hour of every day together from December through March. This is to just prepare for the show season.

As part of our #FreeChapterFriday Series, every first Friday of the month, CATSHOT Group will release a new chapter of  Building a Culture to Win: Expanding the Frontier of Human Achievement. Use Promotional Code "FreeChapterFridays" to purchase a discounted, full copy of the book. This week, we're looking at Chapter 2: The Value of Relentless Innovators. Below you can find the chapter in full. Enjoy!  
“Cultures of excellence naturally attract and select Relentless Innovators who are always seeking improvement and perfection even in the most simple tasks.”
It was a bright sunny day in June 1988 in San Diego when I walked into the front door of the U.S. Navy Fighter Weapons School, better known in the military as TOPGUN. It was my first of two tours as an air combat instructor. I was 29 years old, single and eager to begin training with this elite squadron made famous just two years earlier in the blockbuster movie, “Top Gun.” The Navy’s then-20-year-old process of selecting and training its fighter pilots, as well as its policy to immediately send them right back to their fleet squadrons, remained unchanged since the program’s inception. That process made sense during the Vietnam conflict, as the Navy needed to get the best tactics back to the guys in the fight as quickly as possible—lives were at stake. With all that publicity and fanfare surrounding the TOPGUN program at this time, I was sure that the tried-and-true method of training the best fighter pilots in the world and turning them into instructors was as good as it could get. I was wrong. The tactical landscape had changed dramatically in sophistication and capability. As before, we still needed pilots who had the eye of a tiger in the air-to-air combat arena. However, we also needed our pilots to have a highly technical understanding of their weapons system, as well as the teaching skills to coach others on how to successfully defeat the enemy. Additionally, the list of threat weapons systems that they had to know, equally as well as their own, was only increasing every day in both lethality and proliferation. We needed to raise the level of performance for the best fighter pilots in the world – much, much higher. Prompted by research into U.S Air Force and Marine air combat training programs and by our own intuition that we could find ways to train our combat aviators better, my fellow TOPGUN instructors and I began to formulate a new training methodology. It was bold. It was very different. And it would require significant changes in the manning and equipping of TOPGUN and the fleet squadrons. We knew that our new, improved training would elevate the combat readiness of the entire Naval Aviation community when it was complete. However, we also knew that we were in for a challenge as this was a change in status quo from a system that seemed to be working well and that was glorified in the movies. The changes would require shifting millions of dollars of assets as we fundamentally reorganized how TOPGUN students would be equipped to complete the course and how these students were later assigned their duties. As expected, our first proposals to those effected organizations were met with significant resistance. We heard all of the standard status quo defense arguments: “Why change something that is not broken?” “It will cost more in the long run.” “The Fleet squadrons won’t support this.” Despite clear evidence from our research and planning that we had to change, the project continued to meet with resistance. Yet, from that point forward, a long list of distinguished fellow TOPGUN instructors became Relentless Innovators – they not only had great ideas, but also led the charge for the execution of those ideas. True innovators do not simply toss out ideas; they actually work to make them happen. These Relentless Innovators ignored the naysayers and forged ahead to create the Navy’s new Air Combat Training Continuum (ACTC) and TOPGUN’s new Strike Fighter Weapons and Tactics Instructor (SFWTI) course. They understood the words spoken by one of our nations’ first Relentless Innovators, Henry Ford:
“Enthusiasm is the yeast that makes your hopes shine to the stars. Vision without execution is just hallucination.”
Despite our powerful drive and strong resolve, our new training program was still in jeopardy five years later when I returned for my second tour at TOPGUN. We knew we would have to be relentlessly persistent if we were to do what we knew was right and to overcome our critics. Fast forward to today: The ACTC and SFWTI programs are heralded as the cutting-edge in air combat training. Other communities within the Navy and other services have modeled programs in a similar fashion. Amazingly, many of the former naysayers are now the biggest proponents. Without the dedication of our Relentless Innovators, the TOPGUN changes would never have taken place. This incredible group of dedicated men and women showed what a determined, committed group could do. They made the Navy more effective in combat, and our nation is better for it. The reinvention of TOPGUN remains one of my best examples of what it takes to challenge organizational status quo and win. It highlights the importance of having a system that recruits and promotes Relentless Innovators who will relentlessly pursue organizational improvements. Relentless Innovators Continually Strengthen and Reinvent their Organizations. So, who are the Relentless Innovators? They are people who can think on their feet and have a drive to innovate. They see “No” as a challenge to navigate, not a roadblock to avoid. We have all seen people work their way up in an organization simply by biding their time and not making mistakes. They do not improve anything along the way. They are the maintainers of the status quo. These caretakers, who can be found at every level of an organization, rarely leave an organization much better than it was when they started. They do their jobs, but they do not do much more. They do not innovate. In contrast to caretakers, Relentless Innovators constantly build and innovate. They are not bound solely by status quo procedures and checklists to determine what needs to be done. While caretakers may be good people who are efficient at executing their responsibilities as described, they lack the added motivation, or maybe even the guts, to improve their organizations. Therefore, whether you are hiring from outside or promoting from within, a key attribute of a culture of excellence is implementing a hiring system that will attract a solid core of Relentless Innovator candidates. When you are a fighter pilot – especially when you are part of the Blue Angels or TOPGUN – playing as a team isn’t just a slogan. Your life is literally in the hands of your fellow naval aviators. A wrong move could easily create a tragedy. With that constant reality, everyone wants to know they are working with the best and that those people have the drive to always search for improvement, and the conviction to put the team and executing the plan ahead of themselves.

As part of our #FreeChapterFriday Series, every first Friday of the month, CATSHOT Group will release a new chapter of  Building a Culture to Win: Expanding the Frontier of Human Achievement. This week, we're starting with Chapter 1: The Performance Triad™ Straight Up into the Clouds: How Passion, Free Will and Focus Enable the Impossible. Below you can find the chapter in full. Enjoy!
World-class teams have a unique aura and mystique that people can feel the moment they come into contact with them. Those inside the organization are excited to be there; they know they are part of something special. The passion for what they do fuels a constant effort to always improve and innovate. They are living in a culture of excellence where the success of an individual or department raises the performance of the entire organization. Those on the outside see an unstoppable team exuding confidence in everything they do. Outsiders cannot always put their finger on why, but they feel a desire to be around them, to work with them. The team’s enthusiasm is contagious. I have been lucky enough to be part of two world-class teams with international reputations for excellence— the Blue Angels and the U.S. Navy Fighter Weapons School, better known as TOPGUN. My experience with these two organizations taught me that they had three overarching factors needed for their success — The Performance Triad:
  • Passion. Each team member had a passion for the organization. Passion is the fuel that drives individuals to achieve beyond what is normally considered humanly possible. Passion is what makes team members live, eat and breathe the organization, thus creating momentum.
  • Free Will. Free will may seem to be counterintuitive as a key teamwork skill. Yet, when properly harnessed, it serves as the oxygen for the fire fueled by passion. Free will stokes the fire of innovation and fuels continuous improvement. The more free will, the hotter the flames burn.
  • Focus. Focus brings heat to the fire. Focus is what hones the momentum created by your team’s passion and harnesses the direction of the team members’ free will.
Without fuel, oxygen and heat, you will produce no flame. Likewise, letting any leg of The Performance Triad fall away— passion, free will or focus— will not produce a world-class organization. When the elements of The Performance Triad are present in the proper balance, a team will be functioning at its optimal level. Just as a fire must be continuously managed to produce the best flame, an organization must always be adjusted to produce the best results. Your goal is to build an organizational culture where the proper equilibrium between the three elements becomes self-seeking – the culture finds the best balance with little intervention and adjusts as necessary for changing conditions. Truly world-class teams have cultures that naturally seek optimal equilibrium between passion, free will and focus. CATSHOT Performance TriadIn the fall of 1990, the Navy was transitioning a large portion of its aircraft carrier-based aircrafts from the A-7 Corsair attack aircraft to the new F/ A-18 Hornet Strike Fighter aircraft. Due to that transition, Attack Squadron 105 (VA-105), based in Naval Air Station Cecil Field Florida, was slated for decommissioning. The squadron known as the “Gunslingers” divested itself of most of its key assets including many pilots and maintenance personnel. The remaining pilots flew minimal hours and prepared their old A-7s to be mothballed. In mid-January 1991, President George H.W. Bush ordered the start of Operation Desert Storm to liberate Kuwait after Saddam Hussein’s Iraqi forces invaded. The U.S. military’s plans changed almost overnight, as the massive deployment of nearly all combat-ready squadrons began. The almost-decommissioned VA-105 Gunslingers would not be one of them. As the rest of the naval squadrons began their prep for deployment, the Navy realized it needed a place to send the new F/ A-18 Hornets rolling off the factory floor. As a result, the Gunslinger’s decommissioning was halted, and its designation was changed to Strike Fighter Squadron 105 (VFA-105) as it began receiving the brand new Hornets. When I arrived at the VFA-105, we had new jets and a few great people, but not much else. It was time to rebuild. The partial decommissioning process had taken its toll. The Gunslingers went from being one of the nation’s premier squadrons in the A-7 days, to one that was struggling and unfocused. It was time to kick The Performance Triad into high gear.