The Culture Code

Daniel Coyle

Overview: Daniel Coyle asks the question, “Why do certain groups add up to be greater than the sum of their parts, while others add up to be less?” In his book, The Culture Code, he investigates some of the most successful organizations, to include IDEO, the San Antonio Spurs basketball team, and the US Navy’s SEAL Team Six to understand what makes them tick. In a nutshell, his research shows that successful teams exhibit the following cues: “We are close; we are safe; we share a future.” Coyle’s book describes and develops upon these cues as three skills: building safety, sharing vulnerability, and establish purpose. Correctly blending these skills together is key to creating a successful team.

• In Chapter 3, Daniel Coyle compares the cultures of Air Force ICBMers with the Navy’s nuclear submariners (SLBMers). Is this a fair and useful comparison? If so, what can the Air Force learn from the Navy’s culture to improve upon recent issues within the ICBM community?
• Chapter 4 highlights the leadership of Coach Gregg Popovich of the San Antonio Spurs basketball team. Popovich mastered the concept of using three belonging cues (“you are part of this group,” “this group is special; we have high standards,” and “I believe you can reach those standards”) to create a highly successful team. How would you implement these three belonging cues within your Air Force team?
• In Chapter 9, Daniel Coyle develops the idea of “vulnerability and interconnectedness” through the example of Navy SEAL training. The six-person SEAL teams perform PT with a 250 pound - 10 foot log regularly. Exercising with the log ensures that the SEALs have to think about and communicate with their teammates in every micro-event, otherwise the log wins. Those that just think of themselves do not become SEALs. What “tools” do we have in the Air Force to create this strong sense of teamwork?
• Coyle’s case studies uncovered a common theme: successful teams use After Action Reports (AARs) for improvement. Effective AARs require a “backbone of humility” because teammates need to see truth and speak truth to each other. This creates the trust and cooperation needed for success. How well does your organization use AARs? Do you have opportunities to perform AARs on more than just major events?
• Coyle came to the realization that team cultures that establish a high purpose do so by small, consistent actions rather than by the inspirational big speeches or red carpet events. He found that several ultra-clear signals aligned with shared goals is key. How does this finding compare with what you see in your unit or the larger Air Force?
• In Chapters 15 and 16, Coyle discerns that leadership styles need to adapt depending on whether you are leading for proficiency or creativity. Leading for proficiency means that the leader is like a “lighthouse” because the mission requires that the people need to know exactly what to do and where to go. In contrast, leading for creativity requires the leader is like “an engineer of a ship,” helping people discover what they need to do for themselves. Today’s environment demands Air Force leaders to be much more innovative and creative. How would you use Coyle’s leadership styles to adjust the way you lead your teams?