Marching Together: Applying Military Team-Building to the Modern Workplace

One of the most tangible lessons from military service is the power of shared hardship and collective purpose. When soldiers train, deploy, and live together, they form bonds rooted in trust, accountability, and mutual dependence. These bonds are not accidental but are the result of deliberate leadership strategies that can be adapted to civilian workplaces. For instance, military units frequently conduct after-action reviews (AARs) not only to assess performance but also to reinforce team identity and ensure that every member feels their input matters. Leaders in civilian organizations can adopt a similar approach by conducting team debriefs after major projects or events, encouraging open feedback and focusing on collective learning rather than individual blame.

Another transferable element is the use of rituals and routines that strengthen group cohesion. Morning formations, unit runs, and ceremonial events all serve to remind service members that they are part of something larger than themselves. Civilian leaders can replicate this by establishing consistent, meaningful rituals within their teams, such as regular recognition meetings, shared service projects, or informal gatherings that go beyond the transactional nature of work. These shared experiences create a rhythm that binds the team together and fosters a sense of belonging, particularly important for veterans adjusting to civilian environments where such structures are often absent.

Building Mentorship Programs Inspired by Military Traditions

Mentorship in the military is not a peripheral activity; it is embedded into leadership expectations at every rank. Non-commissioned officers (NCOs) are trained not just to manage tasks but to grow their subordinates' technical skills and character. This structured approach to mentorship can be especially beneficial in civilian organizations where newer employees often struggle to find guidance. By establishing formal mentoring programs that pair experienced staff with new hires, organizations can replicate the military model of continuous development and accountability. These programs are most effective when they include clear objectives, regular check-ins, and a feedback loop that informs future iterations.

Additionally, leaders should consider the role of peer mentorship, which is prevalent in military units. Peer support structures, such as battle buddies or squad leaders, ensure that no individual is left isolated. This concept can be applied by creating small work teams or affinity groups in civilian offices, particularly those with multiple veteran employees. These peer structures enable informal knowledge sharing and emotional support, reducing turnover and increasing job satisfaction. Research has shown that mentorship increases employee engagement and retention, particularly when mentors model desired behaviors and provide honest, constructive feedback (Allen et al. 2004)¹.

Fostering a Shared Purpose Through Mission-Driven Work

One of the key drivers of morale in the military is the clarity of mission. Every member of a unit understands the objective, their role in achieving it, and the impact of their performance. In contrast, many civilian organizations suffer from a lack of alignment between individual responsibilities and organizational goals. Leaders can address this by clearly articulating the mission and vision of their department and by regularly communicating how each team member's work contributes to those goals. Departmental meetings should not just focus on metrics but also highlight stories of impact, particularly those that serve the community.

A practical step is to involve employees in goal-setting processes, much like military planning cycles that incorporate feedback from multiple echelons. When employees help shape objectives, they are more likely to feel ownership and invest emotionally in outcomes. This is particularly relevant for veterans who are used to mission-oriented environments and often feel disconnected in workplaces where purpose is unclear. A study by the RAND Corporation found that veterans report higher job satisfaction in organizations where the mission aligns with their personal values and where leaders communicate clear expectations (Breslau et al. 2017)².

Recognition and Morale: Lessons from Unit Awards and Commendations

Recognition in the military is both formal and informal. From medals and certificates to informal praise in front of peers, these gestures reinforce the value of individual and collective contributions. Civilian workplaces often overlook the importance of timely and meaningful recognition. Leaders can implement recognition programs that reward not only outcomes but also effort, collaboration, and innovation. Public recognition during staff meetings or through internal newsletters can have a strong motivational impact, especially when tied to organizational values.

Importantly, recognition should be equitable and transparent to avoid perceptions of favoritism. In the military, award criteria are typically standardized and reviewed by multiple layers of command, which enhances credibility. Civilian leaders should develop clear guidelines for recognition and ensure that all team members understand how they can be acknowledged. This fosters a culture of appreciation and drives performance. According to a Gallup report, employees who feel recognized are more likely to be productive, loyal, and satisfied with their work environment (Gallup 2023)³.

Practical Implementation for Local Government Leaders

For leaders in local government, translating military camaraderie into departmental culture requires intentional effort. Begin by assessing existing team dynamics and identifying gaps in trust, communication, or shared purpose. Then, introduce structured mentorship and recognition programs that emphasize both individual growth and team success. Consider incorporating routine team-building activities that reflect the values of service, discipline, and mutual accountability, hallmarks of military life.

Local government departments often face high workloads and limited resources, making it tempting to prioritize technical tasks over cultural development. However, investing in team cohesion enhances operational effectiveness and employee retention. Veterans, in particular, bring a wealth of leadership experience that can be leveraged to guide these initiatives. By drawing on military frameworks for leadership, mentorship, and morale-building, leaders can cultivate a workplace where every member feels connected to the mission and valued by their peers.

Bibliography

Allen, Tammy D., Lillian T. Eby, Mark L. Poteet, Elizabeth Lentz, and Lizzette Lima. 2004. "Career Benefits Associated with Mentoring for Protégés: A Meta-Analysis." Journal of Applied Psychology 89 (1): 127-136.
Breslau, Joshua, Elizabeth A. Roth, Terry L. Schell, and Terri Tanielian. 2017. "A Needs Assessment of New York State Veterans: Final Report to the New York State Health Foundation." RAND Corporation. https://www.rand.org/pubs/research_reports/RR1424.html.
Gallup. 2023. "State of the Global Workplace: 2023 Report." Gallup, Inc. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx.