WWW.USVETERANSMAGAZINE.COM U.S. VETERANS MAGAZINE 35

companies and moved into a career of re-launching small and midsize tech companies that had reached a plateau, were declining or needed to pivot. Organizations don't fail overnight; they often decay from within over time. For many years I was a CEO or senior leader tasked with turning around failing or floundering organizations. Bold and aggressive decisions and actions are needed to change a toxic culture. Even though the employees know the organization will fail unless major changes occur, the initial response is still negative. Whenever I came into an organization, the first thing I did was to meet with every employee. The meeting had two purposes. The first was to allow each person to tell me their version of the good, the bad and the ugly within the organization and ask them what they would do to improve the situation. The typical reaction was usually a confused or shocked look paired with, No one ever asked me that before. Well, you are being asked now. I want to know what you think will work. The second was to explain why things had to change and the process(es) we were going to follow to implement, monitor and adjust to accomplish the needed changes. I wanted to ensure they felt their input was valued and understood how their role was important in changing the organization's trajectory. I would also ask them, not tell them, to give the process a fair chance. Many will say they are on board with the program but will just stand on the sidelines and wait for you to fail. They want to see how committed you are to the process. They will be watching what you say, what you do, and how you react to real-world situations. Are you really keeping people in the loop? Are you really open to suggestions? The more you stay on course with your process, the more you explain why you are doing what you are doing, the more you share and celebrate the small victories, the more people will start to move from wait and see to maybe this new program has a chance to succeed. As veterans, we know that people thrive in environments of mutual respect and appreciation. Good leaders ensure their people feel they are worth their time and interest. The military taught us two key elements - respect and trust. I recently read; respect is like air. As long as it is present, no one thinks about it. But if you take it away, it's all people think about. The instant someone perceives disrespect; the interaction is no longer about the original purpose. It is now about defending dignity, and things will often spiral out of control. Getting to know people personally and professionally, praising them for things they do well, offering guidance, not criticism for things they don't and helping them achieve their goals go a long way in creating trust and loyalty. Trust takes time, particularly when you are changing the status quo. As veterans, we understand this far better than any freshly minted MBA. We lived it. It is what we are. Our ability to build and sustain relationships gives us a major advantage.