One of the most difficult aspects of leadership is getting everyone committed to the same vision and standards. Culture thrives when expectations and drive are shared, but it weakens when individuals focus on themselves and lack commitment to the success of the group. Organizations truly thrive when there is a clear goal that everyone is working toward. I want to begin with a short clip of Nick Saban, one of the most successful college football coaches ever, and what he says about “getting the right people on the bus.”
While Saban is focused on athletics, this example applies to leadership in any setting. The “bus” refers to the organization as a whole, and the “right seats” represent the roles that individuals play in it. Getting the right people on the bus is not just about an individual’s ability, but about their mindset and commitment to the organization’s success. It is equally important to be willing to get the “wrong people off the bus” to protect the standard that is set. Leaders need to ensure that everyone is working toward the same goal and upholding the same values. When members do not share the same level of commitment as others, performance is damaged and culture weakens.
This metaphor can be used for the team as a whole, but also for selecting leadership. It is important to recognize that not every strong member is the right fit for leadership. Sometimes individuals are simply strong in the roles they are already in. During my time in leadership within my fraternity, I learned that leaders should be selected not only for their ability to execute assigned tasks, but for their investment in the broader goal. When leaders are not aligned in their standards, it causes a trickle effect that begins at the top and eventually filters through the entire organization.
Saban also states that “mediocre people don’t like high achievers, and high achievers don’t like mediocre people.” This may sound blunt, but it highlights a deeper truth about driving a successful culture. A high-achieving culture cannot exist if leaders tolerate inconsistency or act in ways that conflict with the standard they set. When expectations are elevated, discomfort usually follows, but discomfort is necessary for growth to take place. Leaders who are committed to building excellence have to be comfortable with being uncomfortable in order to strengthen the culture.
Driving a successful culture means ensuring that the right people are in the right seats. The people on the bus need to be willing to protect and uphold the standards and values of the organization. Strengthening a high-achieving culture is far from comfortable, but it is necessary for growth. Before focusing on the desired results, think about the environment and those who are shaping it – positively or negatively. Take a moment to reflect on the teams that you are part of. Are the right people in the right seats, actively driving and protecting the standard?
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