Culture: How We Think, Act, and Operate

Culture: How We Think, Act, and Operate

By CAPT Brannon Bickel, USN

Everyone has a journey in the Navy, and while most are unique, we share a common purpose in the oath we take upon service entry and every time we promote or reenlist. Our service is based on the defense of the Constitution and our commitment to the principles of democracy and freedom. To answer the nation’s call to service, we must care for ourselves and embody character, competence, and dedication to our mission.

In my current tour with the OPNAV Staff, I have the opportunity to see the initiatives senior leadership has put in place to shape our future. From programming money for future warfighting platforms and capability to improving recruiting efforts and retaining our best and brightest, the Navy is focused on thinking, acting, and operating differently than it did when I entered the service over three decades ago.

The most significant initiative that will have a profound impact is Culture of Excellence 2.0 (COE 2.0). The concept is straightforward - through concentrated efforts on our culture, we will evolve into the best versions of ourselves and be capable of doing the most valuable work of our lives alongside our fellow Sailors and civilians. We will intentionally enhance the resilience of our people, foster teamwork, and elevate the culture of Navy leaders through a focus on mind, body, and spirit. I understand that this might sound like I’m advocating for yoga retreats and wellness lectures, but COE 2.0 is fundamental stuff that can be both practical and applicable.

By prioritizing the wellness of our people, we foster trust and respect. This is crucial to building great teams. Great teams thrive because they are tightly knit, support each other during times of stress, and are more connected. Great teams reject toxicity and destructive behaviors. Great teams prioritize their people. Embracing COE 2.0 not only benefits the Navy as a whole, but it also enhances your personal growth and wellbeing.

Now, you might be thinking, “That all sounds good, but how do we put COE 2.0 into action?” First and foremost, I urge you to read the COE 2.0 Playbook released in March 2024. I have included the link below for your convenience. Inside, you will discover that COE 2.0 is all about building great people, great leaders, and great teams, with the understanding that this is the best way to prepare for victory in combat, innovate and solve hard problems, and prevent harmful behaviors. To reiterate what I said earlier, success is based on bringing key principles to life through consistent action. We take care of our Sailors, and our Sailors take care of us. We build trust and our teams become stronger and more interconnected. COE 2.0 is not just a theory, it is a practical and applicable approach that you can confidently implement in your daily operations, knowing that it has been designed with your success in mind.

Another helpful tool is the COE 2.0 Placemat. The placemat allows you to self-assess your command’s culture. It provides specific examples of what it takes to produce connected and cohesive teams. There are examples of best practices and measures for what is good, better, and best. It also provides thoughtful questions for reflection. How is the relationship between the CPO Mess and the Wardroom? How do you best onboard Sailors? Are you able to listen and understand? If not, there are recommended best practices. I encourage you all to review both the COE 2.0 Playbook and Placemat. The subject is ripe for discussions during maintenance meetings, all-officer meetings, or during conversations with your Commanding Officers and Wing Commanders. It is then important to put the concepts into action.

At the unit level, we can prioritize fitness and personal wellbeing better. A simple starting point is actively mentoring our Sailors to encourage them to be the best versions of themselves. By actively promoting protective factors, we can reduce the harmful behaviors within our commands. Just as we focus on Aviation Safety, we can also focus on personal wellness at the unit level so that instances of discrimination and harassment can be eliminated. Encourage Sailors to spend time at the base fitness centers, discuss the availability of services at the Fleet and Family Support Centers, make time for Sailors to schedule appointments with Deployed Resiliency Counselors, and reward those who become involved in community service projects. Promote spiritual fitness to foster a sense of meaning and purpose within our Sailors. Speaking with a chaplain can relieve stress and promote wellness. Those conversations are confidential and include all religious beliefs. Spiritually fit

Sailors are less susceptible to depression and more tolerant to the stressors in life. Ultimately, spiritual fitness means we are connected to groups that add meaning and purpose to our lives.

As we commit to becoming the best versions of ourselves by focusing on mind, body, and spirit, we bring COE 2.0 to life. Concepts become action, and action becomes repeatable behavior. We improve by building great people who work together to form great teams. With the end objective in mind, we build great teams to achieve warfighting excellence. If we embrace the concepts and take action to bring COE 2.0 to life within our commands, we ultimately prepare ourselves to be the dominant naval force that our nation demands, and we ensure that we will be ready to deter conflict and decisively fight and win in combat. Remember, the success of COE 2.0 is not just an individual effort, it is a collective responsibility that we all share. By embracing COE 2.0, we strengthen our Navy and achieve our mission, fostering a sense of unity and shared purpose among us all. Each one of us plays a crucial role in this journey, and together we can make a significant impact.

MyNavy HR website for COE 2.0 Playbook: https://www.mynavyhr.navy.mil/Support-Services/ Culture-Resilience/Culture-of-Excellence/ The Placemat and Playbook links are found under the "Essentials" Menu.