There are many programs and leadership strategies that contribute to the positive working culture at U.S. Integrity (USI), but in my opinion there are three keys. They are, in no specific order: transparent two-way communication, empathy, and leadership dynamics.

• Transparent Two-Way Communication – Providing all members of the company with understanding of current initiatives and priorities, expectations of each department or team member, and future strategies or areas of emphasis. Additionally, our CEO hosts Quarterly Check-ins with each employee individually and all leadership has genuine open-door policies for any employee within our company. This creates opportunities to raise issues or express differing opinions, giving a voice to each employee regardless of where they sit within the company organization chart, and for them to know their concerns were heard.

• Empathy – I think many organizations say they empathize with employees, but actions do not always align with the words. I have found empathy within a department or team is relatively usual and somewhat easy to foster, whether we are talking the private or public sector, but it being valued at a company-wide level and seeing actions that reinforce that value at that level does not seem as usual. I have seen actions that “walk the walk” for employees within our company and I have been the recipient of some of those actions.

• Leadership Dynamics – One of the first lessons I was taught about leadership in the military was that leaders work for the people they supervise, not the other way around. It is an ethos I try to incorporate into my leadership practices to this day and feel USI’s overall culture embodies. There are multiple things that fit within this, but working for the well-being of those that fall within your leadership scope and being accountable to the team is at the core of it. I have watched our CEO use his own areas of needed improvement or incidents of miscommunication as talking points to address the company. That type of leadership sets an example for the rest of our company, regardless of position, to hold ourselves accountable and responsible for each other in the same manner.

I have tried to take the positive and the less than positive aspects of each of my earlier roles or career stops with me. Out of all my experiences, some of those I gained in the U.S. military seem to still be the most relevant. During my career, I had the benefit of serving in multiple branches, both on active duty and in reserve statuses, during peace and wartime, and with units ranging in size from three to hundreds. I feel that has provided me some diverse experiences that have taught me the ability to adapt to quick changing dynamics, a focus on teamwork, and sense of how to delegate responsibilities to the lowest appropriate level and empower my team members with enough decision-making ability to fulfill those responsibilities.

For me, the most rewarding part of this current role is being part of a team that is helping to protect something I love. I love sports. I love how they bring us together and at the same time divide us into an “us versus them” mentality. How time can fly when your team is doing everything right and how it can crawl when a competition is close. I love how we get personally attached to people we have often never met, and, at times, their performance can leave us in awe. I have so many memories in my life that revolve around sports, including watching events overseas while on deployments with the military.

Specifically, there is an initiative that USI is pursuing called AthleteAlert. AthleteAlert provides a mechanism to anonymously report threats, intimidation, or influence attempts on athletes, athletic programs, or integrity of the competition. Those reports come to my department for investigation to find and hold accountable those that feel this type of behavior is acceptable. For me, knowing that I am helping to protect an area of sport so it can continue to be free from outside influences and something others can enjoy in the same manner I have is really rewarding.

It is important for us to keep the lessons we learned while serving our nations, but it is also important to recognize we are not in the military anymore. Some of the things that make militaries so successful is the rigidity of structure and processes. While a need within a military environment, many areas of life and business does not necessarily thrive if similar rigidity is applied.

Next, within the military there is a set rank structure and members are always trying to move to the next rank up, typically not going down in rank unless there has been some type of negative incident. In the private sector there still exists the climb up the corporate ladder, but also it is important to recognize your career may take a side-step or what a service member would consider a step-down. This is not a bad thing and at times can just be the result of what is valued in your life at that time.

Lastly, ask for help. Self-reliance is a positive characteristic the military instills in its members. As service members transition though, there are inevitably unforeseen complications and situations that time in the military has not prepared us for. Willingness to ask for advice, expectations, how others transitioned, and what to expect after you take off the uniform is important. I liken it to any military operation or event. A service member would not go on a convoy in a combat zone without briefings and plans that required multiple other sections, so why attempt to transition without similar support?

I am usually between multiple books and audio selections. Currently, I am reading Covert: My Years Infiltrating the Mob by Bob Delaney, who I had the privilege of meeting while in my current role. I am also reading Gambler: Secrets from a Life at Risk by Billy Walters. I am also listening to Start with Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek and lectures from a virtual course I am enrolled in, titled “Sport Safeguarding & Accountable Institutions.”