A “culture of discipline” is a phrase used by Jim Collins (Good to Great) in his study of great companies. All great companies, those that far outperform others, have a culture of discipline. This does not mean that they spend their time disciplining people. When you have a culture of discipline, you rarely need to discipline people.

A culture of discipline is not about punishing people, but about controlling. It’s about self-control. Disciplined thought leads to disciplined action. All greatness, whether in athletics, music, art, business, leadership, the healing arts and sciences, teaching, or sales, is the result of discipline.

Whether we are talking about an individual or an organization, it all starts with the question: “Who are you and what is your purpose?” Your purpose is found at the crossroads that you are passionate about and that you are good at. Once we are clear about our purpose and the type of person and/or organization we are, then we need to discipline our thinking to achieve it. Then thoughts and behaviors that contribute to the purpose are nurtured and expanded.

Most people and most organizations are undisciplined. We open thoughts in our mind that contradict our purpose. We allow behaviors in ourselves and others that should be unacceptable. In a culture of discipline we are clear about who we are and where we are going. We approach contradictions honestly, first in ourselves and then in others, and we resolve them.

A year ago I wrote in this newsletter about two very different companies, one that has a culture of discipline and one that doesn’t. Schulers Books and Music, a local bookstore and cafe is my example of a culture of discipline. In one of the stores I often see the manager on the floor. Every time a customer approaches him, he drops everything and serves the customer. I always get cheerful and helpful service every time I go there.

One restaurant chain I visited, called Steak and Shake, does not have a culture of discipline. I went in to get a take out order and could not be served or even acknowledged. I wrote to the Steak and Shake corporate office and received a perfunctory response.

The difference between these two businesses is that at Schulers, people think a certain way and act on those key thoughts. These are thoughts about valuing customers and providing excellent service. At Steak and Shake, people are alone. They have not been taught how to think, and therefore behave, in keeping with the purpose of the organization. You may or may not be lucky and get good service. At Schuler it’s not luck; it’s consistent great service rooted in a culture of discipline. Embedded in this culture is a deep love for reading and for community that is evident in their constant great service.

I worked with an organization where the top leaders loved their jobs and worked very hard. They saw themselves as disciplined. However, they were very undisciplined. The leaders of this organization were each going in their own direction. Some of them were noted for being unapproachable and moody. Others avoided all conflict and said “yes” to everything. Another was known to lose his temper whenever he felt threatened. All these managers were talented people. Discipline is about practicing the thoughts and behaviors consistent with your purpose and goals. It’s about holding yourself accountable when you’re inconsistent. Much of the talent and hard work of these managers was dissipated because thinking and behavior were not aligned with purpose and values.

In a culture of discipline we live in alignment with our purpose and in accordance with our values ​​no matter what is happening in the world. A culture of discipline responds to what happens. An undisciplined culture has knee-jerk reactions to both crisis and opportunity. This is because the motivator in these undisciplined cultures is fear. In a culture of discipline you are motivated by love: love for your purpose; love for those you serve; and love for your values. You live from the inside out. This makes you more stable, but responsive to what’s going on around you.

When the opportunity presents itself, you don’t seize it. Think about it. You ask, “Does this fit my/our purpose? Is this something I/we are willing to do well? Can I/we be passionate about this?” Also, you want to know if it will contribute to your long-term viability.

When a crisis hits, you respond in ways that are consistent with your purpose and values. No shortcuts! Collins wrote in Good to Great that companies that stuck to their values ​​tended to be more successful. He discovered that the key was not in the values ​​they chose, but in staying true to their values, whatever they were.

In a culture of discipline we commit to our mutual purpose and values. We refuse to allow behavior that falls outside of that framework. People who violate purpose and values ​​are given the opportunity to learn and change. If they decide not to, they leave. A culture of discipline is not an authoritarian regime where one person is the enforcer. Those organizations tend to fall apart when the dictator leaves. The disciplined culture requires that people adhere to a consistent system, within which they have freedom and responsibility. In a culture of discipline, we all help each other stay on track by reminding each other through ongoing feedback and being a role model.

If you want to see if your organization has a culture of discipline, listen to the stories being told. Are they stories of achievement and appreciation of people’s efforts? Or are they stories tinged with negativity and criticism? Do people tend to be generous with credit for a job well done, or do they mostly talk about what “I” did? Self-centered and fear-based stories are ultimately demoralizing and fuel negativity. Stories about people going out of their way to help others and stories that give credit to others constantly reinforce the purpose, values, and mindset that identifies the organization at its best. We discipline our minds away from negative and victim thoughts and toward thoughts of appreciation, understanding, problem solving, and the possibilities found in any situation.

I must admit that many times I have rebelled against discipline. I thought it would hinder my style or limit my freedom. What I have learned is that the discipline imposed by a dictatorial person hinders everyone’s style and limits freedom. The discipline agreed upon by each individual does the opposite. Self-discipline allows us to achieve excellence.

The discipline that comes from a commitment to a common purpose creates a structure, a consistency that helps people make wise decisions. The unwillingness to accept bad behavior is reassuring. Employees see leaders consistently behave and are inspired to think and behave in accordance with purpose and values. Extensive work rules are not needed when people are already motivated.

Whether you run an organization or just yourself, discipline will determine much of your success. Every day he examines his way of thinking, his behavior and his decisions. Ask: “Does this fit with my purpose? Is this a true reflection of who I am? Does this fit with the purpose and values ​​of my organization?” Learn to say “No” to thoughts and behaviors that do not align with purpose and values. Say “Yes” to thoughts and behaviors that affirm your purpose. Thinking and then doing the right things consistently will keep you on purpose and lead you toward greatness.

Connect the dots. Apply this information to your workplace, church, or spiritual community. your family, your neighborhood, your athletic team. Is there a common purpose that inspires your passion and commitment? Are there values ​​you live by? Do you value and serve each other to achieve your common purpose? How can you create a culture of discipline without becoming disciplinarian? How can you work with others to create an environment where people are clear and motivated?