Every organization claims they hire for character over talent, yet toxic performers continue to infiltrate high-performing teams. The disconnect between intention and execution reveals a fundamental truth: cultural protection requires more than good intentions; it demands systematic approaches that can withstand the pressure of performance demands.
James Kerr, the best-selling author of “Legacy” spent years studying the All Blacks rugby team, offers a masterclass in practical culture protection in this weeks episode of The Debrief with Jon Becker. His book examines how the most successful sports team in human history (with a win ratio approaching 80% over 125 years) maintains cultural integrity across changing rosters and decades. “A great culture is a sacred space,” Kerr explains. “It’s a sensitive, sacred space shared between people in one form or another.”
The challenge for any leader becomes: How do you protect that sacred space without compromising performance? Kerr’s insights from the All Blacks reveal three essential strategies that translate directly to tactical teams and high-stakes environments.
First, implement character-revealing rituals that make values visible. The All Blacks’ “sweep the sheds” tradition exemplifies this approach: after every game, regardless of status or performance, players clean their own locker room. “It’s a devotional act of humility,” Kerr notes, “but it’s also an antidote to what’s probably the real enemy of high performance, which is entitlement, complacency.” This isn’t about janitorial work; it’s about creating observable moments where character either shows up or doesn’t. When Shohei Ohtani, baseball’s $700 million superstar, methodically folds his equipment and thanks the ball boy after walk, he’s performing his own version of sweeping the sheds. These rituals create data points that reveal who someone truly is when they think nobody’s watching.
Second, establish clear frameworks for difficult conversations before you need them. The “no dickheads” principle sounds simple, but implementation requires sophisticated judgment calls. Kerr emphasizes that this isn’t about avoiding direct communication or conflict; it’s about identifying behaviors that poison collaborative effectiveness. The key lies in distinguishing between productive intensity and toxic individualism. High performers may be demanding, direct, even abrasive in pursuit of excellence. However, they channel that intensity toward collective success rather than personal aggrandizement. The framework should help leaders ask: Does this person’s behavior serve the mission or serve themselves? Do they make teammates better or create unnecessary friction? Can they subordinate ego when the situation demands it?
Third, create accountability systems that operate independently of hierarchy. The All Blacks developed a peer-leadership model where cultural standards are maintained horizontally, not just vertically. “What we want is leaders who create leaders who create leaders,” explains Wayne Smith, their performance director, as quoted by Kerr. This distributed accountability means cultural violations can’t hide behind rank or performance metrics. When standards are peer-enforced, they become more resilient and less dependent on any single leader’s presence or attention. Team members develop what Kerr calls “ownership and responsibility and accountability for their own stuff,” creating a self-regulating system that protects culture even under stress.
Consider how this applies to tactical teams facing high-stakes situations. The officer who throws equipment around after a difficult operation, the team member who consistently credits themselves while deflecting blame, the performer who delivers results but creates interpersonal wreckage; these behaviors may seem tolerable when measured only against performance outcomes. However, they represent early indicators of cultural erosion that will eventually compromise mission effectiveness.
The sophistication lies not in the complexity of the system, but in the consistency of implementation. “You select on character, not on talent,” Kerr observes, citing Greg Popovich’s approach with the San Antonio Spurs. “I mean, you need the talent. But talent will win you a game, character wins you tournaments.” This requires leaders to make difficult personnel decisions based on behavioral patterns rather than just performance metrics.
To start protecting your own culture think about:
- Identify one regular activity that can reveal character and make it non-negotiable across all team members.
- Develop your conversation framework by writing down specific behavioral examples of what crosses the line from productive intensity to cultural toxicity.
- Begin building peer accountability by asking team members to identify one way they can better support collective success, then create regular opportunities for them to report on their progress to each other, not just to leadership.
Cultural protection isn’t about creating comfortable environments; it’s about creating sustainable ones. As Kerr reminds us, “Arrogance is brittle,” but teams built on mutual accountability and shared purpose can withstand enormous pressure while maintaining their effectiveness. The most successful organizations don’t choose between performance and culture; they recognize that protecting culture is protecting performance.
Catch James Kerr on this week’s episode of The Debrief with Jon Becker launching this Wednesday January 28 at 0500 Pacific Time wherever you get your podcasts