What institutional purge? Some people may self-select out due to LOCKSFORGEN I guess, but I doubt many dinosaurs will be newly-meteored who weren’t already by BOOT/WEEDFORGEN, or the new culture wherein one keeps one’s appendages out of subordinates… do you really think this will be a tipping point for many people, AND that those people will be particularly relevant?
New Dress Regs 🤣
- Thread starter Fishbone Jones
- Start date
Armies throughout history have had long hair, beards, and even mandatory moustaches. These things change with the fashion of the times, and that’s all it really is, just fashion. If fashion was important to warfighting, there’d probably be a sponsored masters programme at the London College of Fashion for us all to compete for.
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Ask all the GOFOs who are out probably looking for work, most of which weren't removed for criminal offences. We even stood up a new command focused on culture.
I agree with the changes btw, that doesn't mean this isn't a purge because it very much is.
You’re talking above and beyond the new dress regs then, I gather.
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Also on the highly entertaining front...
Canadian Army: RCCS, you are not allowed to wear the Sigs flag as a tactical identifier patch on your CADPAT.
Also Canadian Army: RCCS, you can dye your hair into a Sigs flag but you better not wear that god-damned patch.
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Yes but they are a part of the larger campaign. It's a piece of the larger puzzle.
daftandbarmy
Army.ca Dinosaur
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And it's all looking pretty 'superficial' overall IMHO
5 Signs Your Company Culture is Superficial
Businesses love to preach the importance of company culture, but how can you tell if your culture is real and sustainable?Businesses love to preach about the importance of company culture, but many companies struggle with a disconnect between what they say and the reality of their own company culture.
A joint study between the Fuqua School of Business at Duke University and Columbia Business School surveyed over 1800 CEOs and CFOs worldwide focusing on over 1400 from the United States and Canada. While more than 90 percent of respondents said that company culture was very important, just 15 percent said their own company culture “was exactly where it needed to be.”
So how exactly can you distinguish between an authentic and a fake when it comes to company culture? What are the signs that your own business culture is in trouble, and how can leaders become genuine about company culture and make it stick with their teams? Read on to learn what you need to know about recognizing and combating a superficial company culture.
What is Company Culture?
“Company culture is often perceived as a set of values, the type of thing that is painted on the walls of the lobby in an office building,” says Catherine Spence, COO and co-founder of business culture management and analytics firm Pomello. However Spence points out that the true measure of culture is the behaviors that underpin those values. “If employees are not living those values through their day-to-day behavior then there is a high probability that those values are just lip service, and that there is, in fact, some other set of cultural norms operating within your organization.”5 Signs of a Superficial Company Culture
#1 – Inconsistency
According to S.Chris Edmonds, executive consultant and author of Amazon bestseller, The Culture Engine, your company culture may be only skin-deep if the behavior of leaders and employees is at odds with the stated company values.“A superficial culture is deeply inconsistent,” he says. “One of your company’s values might state ‘people are our most important asset,’ yet leaders dismiss, discount, and demean team members every day.”
Edmonds also says not linking consequences to unacceptable actions consistently suggests a weak company culture.
“A stated value might be “integrity,” yet people withhold information, don’t deliver what they promise, and poach customers from their peers – with no consequences to their actions.”
Fight inconsistency by enforcing consequences for behaviors that don’t reflect the core values underpinning your company culture. This requires coaching leaders and other team members on their behaviors, and disciplining those who continue to behave in ways that don’t align with your culture.
#2 – Too Many Core Values
If you see more than five core values listed in your annual report, it’s a sign that your company culture could become superficial – or that it already is.“As the number of core values increases, the likelihood that a company is trying to be all things to all people increases,” says Spence. “Many companies fall into the trap of listing every value that sounds desirable, not realizing that they are diluting the message they are sending to employees about what is most important, and therefore diluting their culture.”
Fewer core values makes it easier for your team to identify and embrace behavior based on what your company deems important, creating an authentic company culture. Review your core values with an eye to whittling down the list to the top three or four that most embody your company’s true philosophy.
#3 – Lack of Independent Decision Making
If your team has trouble making decisions without you, this could point to a superficial company culture.When team members know the behavior that’s expected of them as employees of your organization, they’ll draw on their understood core values and company culture to guide their decision, leading to an outcome that best reflects the company.
“When employees are able to make decisions independently, it indicates that leadership has explained the strategic priorities of the team/company, and that employees understand how their core behaviors influence achieving those priorities,” explains Spence.
Related: Maintaining a Vibrant Company Culture: Why You Should Hire, Promote, and Terminate Based on Your Values
#4 – Rewarding Exceptions to Rules
Are there people in your organization whose questionable behavior gets overlooked and rewarded even if it doesn’t align with your core values? This could be a sign of a shallow company culture because you’re accepting behavior that doesn’t back up what you say your business stands for.Accountability expert, keynote speaker, and author Linda Galindo says this behavior may show up in the “rock stars” of your company.
“[You may see it] in the form of top performers who are not held to the same requirements as everyone else on the team,” she says. And often this behavior is excused because of the results achieved.
Galindo says that these excuses may include statements like “He brings in more revenue so he can turn in his reports incomplete or late,” or “She does not have to attend meetings, she exceeds expectations and her team loves her.”
If this sounds like your organization, it’s time to revisit the rules with your managers and top performers to ensure their behavior aligns with company core values and culture.
#5 – Fragmented Culture
Fuzzy, incomplete, or wildly differing answers from your staff when asked about your company’s values and behavior is another sign your company culture isn’t getting soaked up the way it should.“If you asked 15 to 20 people from across the organization what the most valued and rewarded behavior is, would you get two to three consistent answers? Or would you get 15-20 answers?” asks Spence. “If you get two to three consistent answers, that indicates that a consistent set of core values and priorities has been communicated and internalized across the organization.”
If you get more than a handful of answers, Spence says you could have a fragmented culture. This may result from inconsistency in communicating company values, or from having too many company values for team members to really embrace. So take it as another sign that it’s time to reduce the number of your company values and revisit or revamp company communication methods.
See how Zenefits’ HR software can help empower your company culture.
What’s The Solution to a Superficial Culture?
There’s no sugar-coating it. Combatting a superficial company culture takes work, and Galindo says it starts with the leaders of an organization.“Leadership has to communicate, demonstrate, and give permission to [the] workforce to hold them accountable to living the values of the culture they expect,” she says.
So learn to identify the signs of a superficial company culture. Then you can work to strengthen your own.
5 Signs Your Company Culture is Superficial
Businesses love to preach the importance of company culture, but how can you tell if your culture is real and sustainable?
www.zenefits.com
Haggis
Army.ca Veteran
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For over 150 years we strived to emulate the dress and appearance of the two militaries we most wanted to be like, the British and Americans. At the same time we selectively eschewed items of dress for no good reason other than "it's not issued" (e.g. American rain jackets). We shunned bling, assuming our actions would speak for us but then brought in useless and irrelevant badges and bows.
We are conflicted and confused on dress and appearance. Finally, we're doing something truly Canadian, convening an inclusive dress policy.
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OldSolduer
Army.ca Relic
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So what do we as taxpayers want from our military?
Other than rescuing Canadians in times of crisis.
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i.e. "How much do you value you career?", or "Is your Pte's dumb clothing worth risking being accused of an "ism"?"
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I see this going one of two possible ways:
We have a desire to be like the Scandinavians but is the culture our has Military been built on capable of adapting to that new culture? Are we going to become like Norway?
Or are we going to go the way of the South African Defence Force and become our own version of "inclusive" at the expense of everything else? Is Canada even capable of emulating Scandinavian model?
It will be interesting to watch and see how this all plays out.
Mostly something to be outraged about on a slow news day. Maybe the odd distraction.
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For about a week every Oct/Nov the CAF makes a convenient backdrop for pictures as well...
Colin Parkinson
Army.ca Myth
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If the rocket launcher sets fire to your hair, it's to long.
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As long as someone doesn't have to wear an SCBA, no problem. That basically rules out the entire sea going crew though, and anyone on a normal alongside duty watch, so really not practical. This one will be covered under the 'unless operational requirements require being clean shaven'.
Basic safety issue that we've done actually testing to prove with our specific SCBA. Clean shaven, people are able to do 20 minutes+ no problem (the firefighters can actually get 45 minutes out of it, but takes a lot of specific practice controlling breathing at high exertion).
With a day old stubble, dropped down to half that. Very quickly was below 5 minutes (ie essentially useless). Also, blows the seal, and allows stuff in. Positive pressure of the mask doesn't mean nothing gets in (and hot toxic smoke is also at a positive pressure), which we also demonstrated by actual testing.
For ref, we know people in real fires will get 10 minutes or sometimes less now even clean shaven, so we can't afford the drop, and no one wants to breath in hot toxic gas (even at small concentrations). Aside from carbon monoxide, most smoke is a giant toxic soup with things like hyrdogen cyanide, all kinds of acid gases etc involved.
CAF policy for SCBA is clean shaven, and that's to meet Canadian OSHA laws. RCN doesn't have authority to override that. C4 gas mask has similar requirements (for similar reasons) so it will be an operational requirement. Hopefully the RCN shows some institutional leadership and sends an accompanying message to reinforce that, as most people on ships have no idea what the relevant policies are.
Some ongoing discussions on religious accomodations to grow beards, but potentially means that person would not be able to fill most duty watch positions (which would be popular), and very few at sea positions. And in case anyone is curious, Sikh FFs etc generally just shave, and have a religious exemption, because no one wants their folks to die unnecessarily.
(And no, don't care that beards were allowed with the old Chemox, or that other navies allow it. We can always lead on basic safety.)
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"Is Canada even capable of emulating Scandinavian model?
Nope. We're too immature and stuffy. We'll need a complete cultural population culture shift. Husbands and wives are not going to be happy with spouses sharing coed showers, shitters and saunas on deployment or the hangar lines.
I served in Germany in 72. Hohne where we do gun camp, also housed the Dutch. Most were conscripts. Watched Dutch Leopard convoys on the ring road where every crewman looked like a Viking. Long flowing locks and beards flying out behind them. In 1972.
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@rmc wannabe
I haven't been able to find anything on the CBRN attack in Pet where there were no fatalities, that you mentioned. Can you point me to where you got your info?
I haven't been able to find anything on the CBRN attack in Pet where there were no fatalities, that you mentioned. Can you point me to where you got your info?
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Perhaps you might find it in the same place I put my sarcasm; it's in the post?
