Is being called a "company man" generally considered a compliment in today's corporate environment? Usually not. The term is used to describe an individual who doesn't "think out of the box," and who behaves like an obedient corporate soldier, doing everything "by the book." In short: an employee who is kow-towed by management, unimaginative and uninspiring.

Well, we are here to tell you that the most inspiring individuals we know - the Marine Corps Drill Instructors - are definitely "company men." They teach the Marine Corps Way; they teach "by the book;" and they never apologize for official policy. One might even hear them proclaim, "I love my Marine Corps!"

What would be our reaction if a fellow employee walked around announcing their "love" for the company? We might be tempted to take them aside, and warn them that - while it's nice to love your company - management might take advantage of such openly declared sentiments. And, if we belong to a union shop, we might refer that poor misguided soul to counseling.

The problem is, when your trainers are not company men and women, they end up giving mixed messages. They first teach the "company way," then - with a wink and a nod - they teach the " street smart way," which is the way they feel things really get done. Now what have they done to that classroom full of eager-beaver newly hired employees? They have turned them into cynics on their first day. And, dear readers, cynics are not winners.

Whenever your associates and customers hear you apologize for company policy, you have diminished not only your organization, but yourself, in their eyes. It's best to be a "company man," like the Drill Instructor, and to inspire similar confidence in the mind of your fellow workers and customers. And , if there is a contradiction between official company policy and the "street smart way," that should be taken to upper management. Upper management isn't [naive]; if they can see a policy isn't working on the competitive battlefield of the marketplace, it's in their self interest to change it. Until then, we recommend that you remain, in public and private, a "company man." After all, it works for one of the most elite high performance organizations in the world.

(Reprinted with permission of Semper Fi Consulting, 14852 Ventura Blvd. Ste. 210, Sherman Oaks, CA. 91403, (818) 385-2999,
FAX (818) 385-2900, email: SemperFiConsulting@usa.net, Visit the Site - Click Here)

This article is illustrative of two concepts presented in Session I of the Deputy Leadership Institute: supportiveness and dissent. Whenever members of an organization fail to give 100% of their aggressive support to an organization and its mission, they run the risk of creating dysfunctional and polarizing effects. When organizational values and those of its members are equivalent, it's easy to have support at all levels. Members share an enthusiasm and motivation to work towards stated goals and to operate within established policies, procedures and guidelines. Even the formal lines of organizational rank and structure tend to be minimized in the interest of getting the work done without concern for personal rewards or advancement. The only personal rewards gained are the development of strong and trusting professional working relationships. But whenever an individual begins to withdraw support, they run the risk of developing a cynical outlook toward the organization. This can be very disconcerting because such individuals are generally respected persons who have longevity and experience. However, due to some personal setback they become critical of the organization and their job. It's important that leaders recognize how such an individual can tear down and steal power from everybody around, creating a demoralizing atmosphere. The failure of other members to hold cynics accountable can give them the latitude to manipulate and undermine the organization.

Another way members of an organization can demonstrate a lack of support and not necessarily exhibit a cynical attitude is through a training or orientation program. Persons (i.e. training officers, civilian trainers, mentors) who are tasked with the responsibility to train or give orientation to new members in an organization, can dramatically effect that new member's "first impression.". As pointed out in the article, if a trainer draws a significant difference between the "company way," and the " street smart way," the seed of compromise has been planted. It is therefore imperative that each and everyone of us exhibits behavior which is above reproach.

If we accept the notion that one of the only certainties in life is change, how can we ensure that new and creative changes might be considered as viable alternatives to traditional practices? That responsibility lies with the leader who demands dissent. Dissent is a term that is frequently misunderstood. The very sound of it conveys an impression of antagonism and argument. Instead, it is the conveyance of differing or contrary opinion, the nature of which is to provide for open dialogue and disagreement. The proper time for dissent is before a decision is made. Dissenting opinion is extremely important in the decision making process since to ignore viable alternatives minimizes our choices and can increase our anxiety about the job. The difficulty for leaders in considering other ideas, stems from our individual inability to suspend our personal beliefs and assumptions, and put aside our ego. As General Colin Powell noted, "Never hold your position so close to your ego, that if your position falls, your ego goes with it." In other words, we should never view acquiescence to another opinion or alternative, as a personal weakness. But rather whatever choice is made, it is in the overall interest of the organization and its members. Thus we are operating as company men and women to make us an elite high performance organization.

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