Changing the underlying culture of any large organization requires that core values be reassessed and long-term goals redefined. It takes time. Or does it? The standard belief is that culture change takes 2–3 years. That’s one reason people are reluctant to engage in change. But we have all witnessed a recent event that caused rapid change—the COVID-19 pandemic. Although societal changes caused by COVID were the result of a catastrophic event, the pandemic demonstrated that rapid change is possible.
Before we can begin to change commissioner culture, we must first understand what our current culture really looks like and be specific about what changes we want to make. While the answers will be different for each council and district, each of us should consider following an approach that will help us clearly define the current culture, identify what needs to change and decide how to move forward.
A frank assessment and collaborative discussion will provide a clearer picture of your current commissioner culture.
Perhaps the way commissioners are perceived in your council needs to change. Be the Heart is an especially apt phrase to consider when recruiting someone who will be a good fit with commissioner culture. Commissioners who can role model this ideal will fast-track the change you want. Or perhaps commissioners need to Build Relationships with their assigned units. Collaborative culture is founded on open communication and trust. When commissioners unintentionally intimidate unit leaders by attending a unit meeting while decked out like a five-star general, perhaps it’s time to lose the uniform shirt and visit the unit at a campout.
Positive changes in culture can have unexpected results: the role of the commissioner becomes more attractive to other volunteers—commissioners become a friendly group of volunteers who “get stuff done.”
Theodore Roosevelt said, “Nothing worth having was ever achieved without effort.” I think all commissioners would agree that positive change is worth the effort.
Director, Global Security Innovative
Strategies
Bray Barnes is a recipient of the Distinguished Eagle Scout Award, Silver
Beaver, Silver Antelope, Silver Buffalo, and Learning for Life Distinguished
Service Award. He received the Messengers of Peace Hero award from
the royal family of the Kingdom of Saudi Arabia, and he’s a life member of
the 101st Airborne Association and Vietnam Veterans Association. Barnes
serves as a senior fellow for the Global Federation of Competitiveness
Councils, a nonpartisan network of corporate CEOs, university presidents, and
national laboratory directors. He has also served as a senior executive for the
U.S. Department of Homeland Security, leading the first-responder program
and has two U.S. presidential appointments
Managing Member Calje
David Alexander is a Baden-Powell Fellow, Summit Bechtel Reserve philanthropist, and recipient of the Silver Buffalo and Distinguished Eagle Scout Award. He is the founder of Caljet, one of the largest independent motor fuels terminals in the U.S. He has served the Arizona Petroleum Marketers Association, Teen Lifeline, and American Heart Association. A triathlete who has completed hundreds of races, Alexander has also mentored the women’s triathlon team at Arizona State University.
President, CEO & Managing Director
Stonetex Oil Corp.
Glenn Adams is a recipient of the Silver Beaver, Silver Antelope, Silver Buffalo, and Distinguished Eagle Scout Award. He is the former president of the National Eagle Scout Association and established the Glenn A. and Melinda W. Adams National Eagle Scout Service Project of the Year Award. He has more than 40 years of experience in the oil, gas, and energy fields, including serving as a president, owner, and CEO. Adams has also received multiple service awards from the Texas Alliance of Energy Producers.