Culture Is the Way: How Leaders at

Every Level Build an Organization for

Speed, Impact, and Excellence Matt
Mayberry
Visit to download the full and correct content document:
https://ebookmass.com/product/culture-is-the-way-how-leaders-at-every-level-build-a
n-organization-for-speed-impact-and-excellence-matt-mayberry/
M AT T M AYBERRY

CULTURE
IS THE

WAY
HOW LE ADER S AT E VER Y LE VEL
B U I L D A N O R G A N I Z AT I O N
FOR SPEED, IMPACT, AND EXCELLENCE
Copyright © 2023 by Matt Mayberry. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any
form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise,
except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without
either the prior written permission of the Publisher, or authorization through payment of the
appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers,
MA 01923, (978) 750-8400,
­ fax (978) 750-4470, or on the web at www.copyright.com. Requests to
the Publisher for permission should be addressed to the Permissions Department, John Wiley &
Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008,
­ or online at
http://www.wiley.com/go/permission.

Trademarks: Wiley and the Wiley logo are trademarks or registered trademarks of John Wiley &
Sons, Inc. and/or its affiliates in the United States and other countries and may not be used without
written permission. All other trademarks are the property of their respective owners. John Wiley &
Sons, Inc. is not associated with any product or vendor mentioned in this book.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts
in preparing this book, they make no representations or warranties with respect to the accuracy
or completeness of the contents of this book and specifically disclaim any implied warranties of
merchantability or fitness for a particular purpose. No warranty may be created or extended by
sales representatives or written sales materials. The advice and strategies contained herein may not
be suitable for your situation. You should consult with a professional where appropriate. Further,
readers should be aware that websites listed in this work may have changed or disappeared between
when this work was written and when it is read. Neither the publisher nor authors shall be liable for
any loss of profit or any other commercial damages, including but not limited to special, incidental,
consequential, or other damages.

For general information on our other products and services or for technical support, please
contact our Customer Care Department within the United States at (800) 762-2974, outside the
United States at (317) 572-3993 or fax (317) 572-4002.

Wiley also publishes its books in a variety of electronic formats. Some content that appears in
print may not be available in electronic formats. For more information about Wiley products, visit
our web site at www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

Names: Mayberry, Matt, 1987– author.

Title: Culture is the way : how leaders at every level build an
organization for speed, impact, and excellence / Matt Mayberry.
Description: Hoboken, New Jersey : Wiley, [2023] | Includes index.
Identifiers: LCCN 2022035758 (print) | LCCN 2022035759 (ebook) | ISBN
9781119913658 (hardback) | ISBN 9781119913672 (adobe pdf) | ISBN
9781119913665 (epub)
Subjects: LCSH: Corporate culture. | Leadership.
Classification: LCC HD58.7 .M3797 2023 (print) | LCC HD58.7 (ebook) | DDC
302.3/5—dc23/eng/20221108
LC record available at https://lccn.loc.gov/2022035758
LC ebook record available at https://lccn.loc.gov/2022035759

Cover Design and Image: Wiley

Contents
AU THOR’S NOTE vii
FIGU RE LIST ix
AC K N OW LEDG MENTS xi

1 Is Culture Powerful? Ask a Football Coach 1

Success Leaves Clues 4
The Larger Room 8
Leading Boldly into the Future 10
The Power of Culture 13
Why This Book and Why Now? 15
The Aim of This Book 17

2 What Exactly Is Culture? 19

Confusion Around Culture 25
Driver of Organizational and Team Excellence 27
Negative Misconceptions 29
Culture Is Not. . . 30
Five Key Elements of a Positive Culture 31

3 The Dilemma Traps 35

The Shiny Object Syndrome 39
Culture Is Not Sexy 40
Boeing: An American Giant That Lost Its Way 43
The Great Turnaround 45
How to Avoid the Culture Dilemma Traps 46

4 The Five Roadblocks to Cultural Excellence 49

The New Economic Order of Changing Culture 55
The Five Roadblocks to Cultural Excellence 57
Actions to Mitigate and Overcome the Roadblocks 70

iii
iv Contents

5 Five Steps to Building a World-­Class Culture 73

The Five-­Step Process 78

6 Create Your Cultural Purpose Statement 81

Creating a Cultural Purpose Statement 86
Lessons from College Football Coaches 90
Much More Than a Clever Mantra 96
Create Your Own Cultural Purpose Statement 98
Action Steps for Leaders 100

7 Winning Hearts and Minds for

Impactful Culture-­Building 103
Top-­Down Directed, but Bottom-­Up Created 108
A Collaborative, Multifaceted Approach 110
Driving Cultural Meaning and Impact 116
Action Plan for Leaders 117

8 The Culture Implementation Playbook 121

Imagine This Scenario 124
Common Culture Implementation Pain Points 128
Six Implementation Pain Points 129
A Playbook for Driving Transformation at Scale 132
Culture Implementation Playbook 133
Moving with Urgency and Adaptability 140
Culture Implementation Playbook Action Steps 142

9 Be Fanatical About Sustained Impact 145

Framework for Driving Culture Sustainability 150
Five-­Step Fanatical Framework 152
Full System Embedment for Sustained Impact 156
Action Steps to Be Fanatical About
Sustained Impact with Your Culture 169
 Contents v

10 The Ultimate Differentiator Is Leadership 171

A Leader’s Role in Building Culture 176
Become a Transformational Leader Now 181
Build a Leadership Factory 190
Five Key Elements to a Successful
Leadership Development Program 194
Leadership Action Steps and Reminders 196

11 Commercial Execution 199

Keep the “Main Thing” the “Main Thing” 204
Be Extraordinary 207
Find Your Commercial DNA 210
The Seven Commandments of SGWS 214
Extreme Clarity and Understanding 215
Be Obsessed with Talent 219

12 Be a Chief Culture Driver 225

The Bigger Picture 229
The Magic Ingredient 232
What You Can Do Now 234
Putting It All Together 238
A Final Note for You 240
Chief Culture Driver Pledge 242

NOTES 245
A BOUT THE AUTHO R 253
I NDEX 255
Author’s Note
Some incidents, events, and dialogues are drawn from my imagi-
nation and are not to be construed as verbatim, even though they
are all based on real people, results, businesses, conversations,
and events. Some places and companies have been changed, and
many of the names have been changed, along with some features
and characteristics, to preserve their anonymity.

vii
Figure List
Figure 4.1 The Separation Gap 63
Figure 5.1 The Five-Step Culture-­Building Process77
Figure 6.1 What Great Cultural Purpose Statements
Provide100
Figure 9.1 Fanatical Framework for Culture
Sustainability152
Figure 10.1 A Leader’s Role in Building Culture 179
Figure 10.2 Transformational Leadership Framework 184
Figure 10.3 Five Key Elements to Leadership
Development194

ix
Acknowledgments
Writing a book is never a solo act, and this book was no excep-
tion. Finishing this book and completing the manuscript would
not have been possible without the special people in my life.
Thank you to my wonderful wife, Aubry, for being so pa-
tient with me.
Katie Kotchman, my agent, has always been one of my big-
gest supporters. Thank you for listening to my crazy ideas and
encouraging me.
I’d like to express my gratitude to Wiley, my publisher, for
not only believing in but also showing great excitement for this
book. Richard Narramore, my editor, was instrumental from the
beginning.
Thank you, Donna Peerce, for your contribution, productive
discussions, and executing every minor detail.
This book wouldn’t have been possible without the help of all
of the business leaders who allowed me to interview them and
took time out of their busy schedules to help with the production
of this book. I greatly benefited from the information you shared
with me as well as your leadership.
Each and every client, as well as the organizations and lead-
ers who entrust me with your most valuable asset, your people,
means the world to me. My work certainly doesn’t feel like work.
I am so fortunate for each and every opportunity, relationship
formed, and your partnership.

xi
CHAPTER 1
Is Culture Powerful?
Ask a Football Coach

Customers will never love a company

until the employees love it first.
— Simon Sinek, author of Start with Why

1
F
ootball was the first “team” that taught me about culture.
As a football player at Indiana University, I first dis-
covered the extraordinary power and capacity of culture.
Terry Hoeppner, my head coach at the time, was one of the most
remarkable individuals I have ever had the privilege of knowing.
Coach Hep, as we called him, was a special, inspiring, and pas-
sionate man whom I wrote extensively about in my first book,
Winning Plays.
We were the laughingstock of the Big Ten Conference for foot-
ball when Coach Hep first arrived at Indiana. We were known
more for throwing one of the best tailgate parties in the confer-
ence than for providing an electrifying atmosphere to watch Big
Ten college football.
The energy and enthusiasm for the future of Indiana Foot-
ball began to shift after Coach Hep arrived and took charge of
our team. Coach Hep had an almost magical aura about him,
and when people were with him, they felt an openness, kind-
ness, and friendliness. He was convinced that our football pro-
gram had the potential to be great one day, and he acted accord-
ingly. He continually talked to us about changing the culture of
Indiana Football and setting new expectations for us as players.
Everything he did, whether it was sharing his favorite poems or
quotes before every team meeting, constantly breaking down the
program’s future vision, or encouraging and coaching us up at
every opportunity, was geared toward changing the program’s
old beliefs.
Coach Hep died from a lingering illness during my sopho-
more year. When he passed away, I don’t think there was a dry
eye in Indiana because he was truly one of the greats. Everyone
was left with fond, heartfelt memories and an indelible impres-
sion of him.
Our football team dedicated the upcoming season in his hon-
or. We carried his passion, vision, and spirit with us on the field
and ended up going to a Bowl game that year. This was our first
Bowl game appearance in fourteen years. Yes, you read that cor-
rectly. Fourteen years! We didn’t have an extreme upgrade in tal-
ent. So, it wasn’t the talent on the roster that helped us break the

3
4 C H A PT E R 1 Is Culture Powerful? Ask a Football Coach

fourteen-­year curse of making it to a Bowl game. And we had

the same schedule of facing some of the best teams in college
football, including perennial powerhouses like Ohio State and
Michigan. So, it wasn’t because of an easier schedule and weaker
opponents.
Simply, it was due to the dedication and leadership of one
man who worked diligently day and night to alter the perception
and culture of Indiana Football. Coach Hep instilled in us a pas-
sionate culture with new mindsets, visions, beliefs, and behaviors
that we carried over onto the football field. That is the power of
a passionate leader who prioritizes culture-­building and how it
can have a profound impact on every aspect of our lives, whether
in sports, business, society, or education.

Success Leaves Clues

I learned so many valuable lessons from playing the game of
football. From the time I started playing as a little kid, all the way
through high school, college, and eventually the NFL, the life
lessons accumulated from the game have benefited my life in so
many ways.
Over time, I realized that the same characteristics that dis-
tinguish the best football teams are also required to succeed in
business. A strong commitment to excellence, an emphasis on
teamwork, practicing like a champion every day, and persever-
ance in the face of adversity are a few of these traits. Those same
characteristics have been invaluable not only in helping me build
my own thriving consulting and speaking business, but also in
transforming the organizational and cultural performance of
many leading companies.
Adopting some of the key learnings from the game of foot-
ball and implementing certain aspects of them in the business
world is now a large part of the culture work that I conduct for
organizations. I am very passionate about the idea that all busi-
ness leaders should research their favorite sports coaches. Some
 Success Leaves Clues 5

business leaders and managers clearly understand the power of

culture, but most allow it to become a flavor of the month rather
than developing the consistency required to build a great one.
Even if you aren’t a sports fan but currently lead or manage oth-
ers, I believe there is tremendous insight to be gained from stud-
ying the best teams and coaches in athletics.
Great coaches understand the power of culture better than
anyone else. In June 2021, The Athletic magazine published an
excellent article about how some of the best coaches prioritize
building a strong team culture and just how important it is to
their team’s success.1
Joe Smith, an Athletic staff writer, spoke with Golden State
Warriors Head Coach Steve Kerr, Alabama Football Head Coach
Nick Saban, Tampa Bay Buccaneers Head Coach Bruce Arians,
and Los Angeles Angels Manager Joe Maddon. Smith wrote
in the article, “Turns out, culture isn’t a buzzword to them.
It’s bedrock.”
There is no telling what could happen if more business lead-
ers had the same perspective on culture as some of the greatest
sports coaches. Not only do I believe we would build more work-
places that don’t struggle to attract top talent, but I also believe
we would see more companies play a significant role in making
the world a better place and positively shaping every aspect of
their employees’ lives.
Let’s examine three key lessons from great sports coaches
that business leaders at all levels can apply as we move forward
on the culture-­building journey.

1. Develop a burning desire to improve culture.

2. Generate and bring positive energy daily.
3. Don’t just manage people, coach your people.

Develop a Burning Desire to Improve Culture

I have never yet met a great coach who did not have a burning
desire to improve their team’s culture. Whether the team had a
6 C H A PT E R 1 Is Culture Powerful? Ask a Football Coach

fantastic or a terrible season the previous year, their passion and

desire for cultural improvement never wavered. It’s something
I’ve always admired about the great coaches I’ve had throughout
my football career. Every day, they poured everything they had
into building the culture. They linked it to every teaching point,
whether it was on the recruiting trail, during a game, in practice,
or even while watching film.
You can’t just be interested in creating a great culture. Lead-
ers who are committed outperform leaders who are only “mildly”
interested. Most coaches are obsessed with culture because a
mentor or another coach taught them its value. For example,
Nick Saban, the head coach of the Alabama Crimson Tide and
one of the greatest college football coaches of all time, said that
he learned about the importance of culture from Bill Belichick,
the legendary head coach of the New England Patriots.
Make it a priority as a leader to learn from other leaders
who are exceptional builders of culture. Whether those lead-
ers are from within or outside of your industry, study them, and
become fanatical about following the way they utilize cultural
best practices.

Generate and Bring Positive Energy Daily

As a leader, you are directly responsible for generating energy
and setting the tone for the rest of the organization daily. I am
continually astounded by how many leaders vastly underesti-
mate the value of the energy they convey to their workforce on a
daily, weekly, and monthly basis. I’m not suggesting you change
or modify your personality, but this is something that all great
sports coaches understand and intentionally practice. The daily
energy you inject into the organization either fuels the execu-
tion of your culture or impedes the growth and development of
your efforts.
There are going to be many things that happen throughout
the course of a day that you will have no control over. Don’t let
a controllable event—something we do have control over—be up
 Success Leaves Clues 7

for questioning. Building a healthy, positive, and thriving culture

is extremely hard work. There is nothing easy about it. If you
are going to alter the mindsets, behaviors, and attitudes of those
whom you lead, it is going to demand a certain level of bold,
positive energy from you as the leader of an organization.
When Coach Hep began to gradually alter the culture of the
football team, it was his daily demonstration of positive energy,
rather than the words that came out of his mouth, that had the
greatest impact. He cared, and it was obvious. For successful
change initiatives not only to work, but also to keep going for-
ward, positive energy must be generated throughout the whole
organization.

Don’t Just Manage People, Coach Your People

You must lead the way, manage the process, and then relent-
lessly coach your people. Ask any current or former athlete
about the best coach they’ve ever had. Chances are that they will
tell you that their best coach did a whole lot more than estab-
lish the team’s vision or oversee the day-­to-­day operations of the
team. They will almost certainly tell you that their lives were pro-
foundly changed, both personally and professionally, because of
how that coach brought out the best in them. That coach was
probably tough on them, but it was only because they wanted the
best for their team and the player.
Their toughness and drive for excellence were never misinter-
preted as micromanagement or toxic behavior because the play-
ers knew their coach genuinely cared about them as individuals.
The best coaches in sports, as well as the most effective busi-
ness leaders who successfully drive transformation across entire
organizations, devote a significant amount of time to coaching.
They are out in the market showing, leading, and coaching the
way forward.
Coaches on the best athletic teams teach and coach their play-
ers not only on the techniques necessary to win on the field or
court, but also on the behaviors and mindset needed to advance
8 C H A PT E R 1 Is Culture Powerful? Ask a Football Coach

the culture. Even though when you watch a sporting event on

television you may see the coaches screaming and constantly
yelling, behind the scenes they spend more time listening
than talking.

The Larger Room

Whenever I arrive in any city to speak at a major conference,
whether it’s in front of hundreds or thousands, I like to prepare
by acquainting myself with what I deem as the “larger room.”
The evening before my talk, or predawn, I will often go to the
conference room where my keynote is being held and step out
onto the stage. I look out at the empty audience, chairs organized
in rows or around tables, a table set up in the back of the room
where my books will be featured, and I envision the throngs of
people who will be in the audience and start thinking deeply
about the impact that I want to create.
I have already spent hours researching this company’s cul-
ture, so I’m prepared to connect with them and deliver meaning-
ful value to help them exactly where they are.
I walk around the stage, encompassing as much of it as I can.
Then I imagine the audience enthusiastically clapping, because
I believe they will be inspired to enter their own larger rooms to
take their organization’s performance to the next level.
As a leader and manager of people, each morning you should
be awakening in a larger room, too. This larger room is simply a
more expansive vision and heightened perspective of opportunity.
If you close your eyes, you will see in that larger room an
open space that is big enough to fill an expanded set of organiza-
tional excellence possibilities. Things like:
• Revenue and profit growth.
• Market share increase.
• Trust among stakeholders.
• Profitability.
 The Larger Room 9

• Customer satisfaction and fulfillment.

• Employee commitment and loyalty.
• Inspiring and collaborative leadership.
• Purpose.
• Innovation.
• Alignment.
• Revolution. And a lot more.
At first, this larger room might feel too big, too void of busi-
ness syntax, too overwhelming, too empty, but think of it this
way. It’s providing you with an open space for envisioning, cre-
ating, and developing innovative ways to move forward in your
company and with your teams in a constantly changing business
world. So, you can become and achieve more.
Let’s face it. The pace of business is accelerating, and leaders
must remain cognizant of the ways to succeed in a new world of
work and the new opportunities for growth and change. Instead
of fighting the tides of change, we must embrace them. After
all, do you want to be stranded in an outdated set of possibilities
that houses an old, myopic, smaller way of thinking and doing,
or do you want to eagerly step into a bigger, brighter room that
presents a more profitable future?
I’d like to remind you that when you wake up and enter this
larger room of expanded possibilities, take with you all that you
have learned in the past, but remain open to new, extraordinary
ways to lead and make an impact as a leader.
There is no doubt in my mind that culture is the way to move
forward in this larger room.
Let me briefly explain. Since 2020 and the Coronavirus pan-
demic, we have experienced new challenges and have seen rap-
idly changing environments that have dislodged us from our
stagnant ways of thinking and behaving. Our former beliefs
about business culture, how we care for our employees, how
we work, and how we lead will most likely not serve us today
as we move forward in the pursuit of continued growth and
excellence.
10 C H A PT E R 1 Is Culture Powerful? Ask a Football Coach

All leaders and people managers face an arduous array of

fluctuating challenges. They face trying tests like creating and
building organizations that can sustain economic downturns,
potential world wars, pandemics, AI, and legislative uncertainty,
all the while maintaining long-­term viability and gaining a com-
petitive advantage.
When I talk about waking up in a larger room, this is what
I mean. In spite of all the challenges, this larger room offers
an expansive and enduring vision that allows us to see endless
opportunities.

Leading Boldly into the Future

We must face facts. It’s a bold new world that requires bold new
leadership.
Only 20% of global workers are actively engaged in their
work. The global economy is driven by the workers making up
this global minority. They add tremendous value, not only to the
organizations for which they work but also to the communities
in which they live. The other 80% are merely going through the
motions. In some instances, those that fall into the 80% may even
despise their current workplace and the manager they report to.2
Companies of all sizes have an extraordinary opportunity to
change the narrative right now. And each time the narrative is
altered for the better, the world is more susceptible to transfor-
mation and advancement. I realize this is a bold claim. I mean,
when was the last time we thought of companies as having the
power and potential to not only do good in the world, but also
make the world a better and improved place?
Many of you may not have given much thought to improving
the world through better leadership and creating better work-
place cultures. For the past few years, however, I’ve been con-
vinced that this stance is beginning to shift. Organizations can
and do have a positive effect on the world around them. Leader-
ship and managers at every level can make a significant contri-
bution to making the world a better place.
 Leading Boldly into the Future 11

As you will learn throughout Culture Is the Way, it all starts

with the organizational cultures that leaders build and how
boldly they lead into the future. With each bold step forward, we
can transform not only business performance but also the world
around us and the communities that we serve.
Do business leaders always get it right? Of course not. There
will be plenty of challenges on the journey ahead, and mistakes
will be made. Priorities will change, but the pace of business will
not slow down. Our attention span will most likely fluctuate, and
we will continually be pulled in a million different directions.
However, when our organizational values are deeply meaning-
ful and paired with wisdom, purpose, and action, when they are
embedded into daily behaviors, we move one step closer to creat-
ing a thriving culture, and when we do so, we bring our entire
workforce into that larger room of greatness.
When we lead boldly into the future and develop those within
our organizations to become a more well-­rounded and better ver-
sion of themselves, we move one step closer to making a bigger
impact, and our room expands to an even larger room of pos-
sibilities.
Let me give you another example of why I am certain of this.
In a survey conducted by the public relations firm Edelman Trust
Barometer, survey participants said that they have more trust
and faith in their employers than they do in their governments.3
That means there is more hope and opportunity for leaders
and organizations around the world than perhaps ever before.
We can debate the survey results for hours, but the truth is that
leaders and organizations have a once-­in-­a-­lifetime opportunity
to rewrite history and create a much bigger and better future.
Many people don’t view companies as being responsible for
positively shaping the lives of employees. In fact, most employ-
ees are reminded of what their parents and grandparents used
to preach: “Get a great education, get a job to pay your bills, and
work hard.” Sure, this still rings true to a certain degree, but it’s
becoming more stagnant every day because the workforce has
changed in the twenty-­first century and a new set of competen-
cies and capabilities are required to have a career that prospers.
12 C H A PT E R 1 Is Culture Powerful? Ask a Football Coach

On the enterprise side, most organizations have been known

to only care about increasing profits, building a sustainable busi-
ness model, and delivering exceptional results every year for cus-
tomers and shareholders. While these general assumptions are
not wrong, there is certainly a lot more that is needed to win in
the constantly evolving dynamics of business.
Employees demand more from their employers now than
at any other time in history. And if employers do not deliver,
employees are ready to leave. We’ve all seen signs in front of
local businesses, restaurants, and factories: “We’re hiring!”
“Help wanted!”
We’ve wondered how there can be so many open jobs when
nearly every employer seems to be offering better pay, benefits,
and even handsome signing bonuses. The government’s employ-
ment report reveals what has occurred: In the latter half of 2021,
well over 20 million people quit their jobs. Some have been refer-
ring to it as the “Big Quit,” and others have called it the “Great
Resignation.”4
What impact does culture have on talent? When it comes to
attracting new and aspiring top talent, a company’s culture is
critical. In a survey conducted by Glassdoor, 77% of respondents
indicated that the company’s culture would play a significant
role in their decision to apply for a job. Millennials in the United
States said that work culture is more important than salary (65%)
compared to those aged 45 and older (52%). A similar pattern was
seen outside of the United States in the United Kingdom (66%
vs. 52%). Some 89% of adults polled said it was vital for employ-
ers to have a clear mission and purpose. Glassdoor’s research
shows that a company’s pay and benefits are not the only factor
in attracting talent, and that the company’s culture may be just
as important, if not more so.5
“A common misperception among many employers today is
that pay and work–life balance are among the top factors driv-
ing employee satisfaction,” said Dr. Andrew Chamberlain, Glass-
door’s chief economist. “We find little support for this notion in
Glassdoor data. Instead, employers looking to boost hiring and
 The Power of Culture 13

employee retention efforts should prioritize building strong

company culture and value systems, amplifying the quality and
visibility of their senior leadership teams, and offering clear,
exciting career opportunities to employees.”
Not only does culture matter when it comes to attracting tal-
ent, but it is also important when it comes to retaining talent.
According to the same survey, 65% said their company’s culture
was the major reason for staying.
With competition intensifying in nearly every industry and
external threats increasing daily, enterprises will struggle to
compete and win by doing what they have always done in the
absence of a new focus on culture.

The Power of Culture

Overall, culture wields enormous power. It is the deciding fac-
tor that not only can create an incredibly dynamic, innovative
workplace but also drive extraordinary levels of execution in the
marketplace. Culture is the way forward if we are to embrace
this expanded set of possibilities and build an outstanding organ-
ization that serves a purpose greater than just profit. And one
more thing. When I say culture, I don’t mean company perks
like unlimited vacation time or sleep pods on every floor of the
company’s headquarters or some cute phrase that leaders throw
around every now and then in the hopes of making employees
or shareholders happy. In the following chapters, we will define
culture in depth and examine how it can help an organiza-
tion succeed.
When it comes to culture, one of the most glaring issues is
that far too many leaders do not recognize it as one of their great-
est competitive advantages. And for the leaders who do see it
as a competitive advantage, their daily actions often contradict
this. Culture should not be an afterthought that is left to the HR
department or a separate project that will be taken care of when
business slows down.
14 C H A PT E R 1 Is Culture Powerful? Ask a Football Coach

The best leaders not only see culture as a major organiza-

tional imperative but also put culture at the forefront of every-
thing they do. “I came to see, in my time at IBM, that culture isn’t
just one aspect of the game; it is the game,” former IBM CEO Lou
Gerstner said.
Your strategy can be stolen and copied by the competition.
They can try to mimic your sales process and clone the vast
majority of your company’s daily operations. The culture
you create is something that no one, including your com-
petitors, can take away or imitate.
Yes, culture is powerful, and it absolutely has an impact on
business performance, particularly when management is focused
on integrating all their culture work into every aspect of their
business. A Harvard University study found that companies with
a strong and healthy culture experienced a 756% increase in net
income compared to those with a weaker culture.6 I don’t know
about you, but even if that number is slightly inflated, it still rep-
resents a staggering level of growth in the type of business impact
that developing a winning culture can have on an organization.
Garry Ridge, Chairman and CEO of WD-­40 Company, told
me that building culture is a sacred responsibility that has paid
off handsomely in terms of business performance. The compa-
ny’s sales have quadrupled over the past two decades. Further-
more, their market cap increased from $250 million to nearly
$2.5 billion. WD-­40 Company’s annual compounded growth rate
of total shareholder return has been 15% over the last two dec-
ades. According to Garry, the company’s “tribal culture” is their
secret sauce and unquestionably their greatest advantage. What
accounts for WD-­40 Company’s exceptional employee engage-
ment survey results and astounding market performance? Garry
stated that everything boils down to the Four Pillars of the Fear-
less Tribe. The four pillars are: care, candor, accountability, and
responsibility.7
What about the business repercussions of ignoring culture
and having a toxic workplace environment? SHRM published
 Why This Book and Why Now? 15

some startling data and research on the costly consequences of

toxic cultures in 2019. Over a five-­year period, organizations lost
$223 billion due to employee turnover caused by a poor work-
place culture; 49% of employees were contemplating leaving
their current jobs due to a negative workplace culture. In the
past five years, one-­fifth of employees left their positions due to
company culture.8 And these figures were released in 2019. I’d
wager that these figures have gotten worse over time. Culture
has extraordinary power, but it can be quite costly if not taken
seriously.
As a keynote speaker, executive coach, and management con-
sultant, I’ve had the privilege of traveling the world for the past
decade, working with game-­changing business leaders and some
of the world’s most prestigious organizations. In my work as a
consultant and advisor, I have the unique opportunity to witness
cultural and organizational transformations that even those on
the inside of an organization once thought were impossible to
achieve. I’ve seen firsthand what can happen when an organi-
zation and its leaders begin to ruthlessly build and passionately
prioritize culture.

Why This Book and Why Now?

The world felt like it came crashing down on us in March 2020,
when the Coronavirus pandemic completely upended how we
work, how we lead, and how some businesses compete and suc-
ceed in the marketplace.
Some companies were able to successfully adapt and con-
tinue moving forward, but the reality is that many companies
struggled to find success back then and continue to do so now.
In the past, the word “culture” was often used in the corpo-
rate world as a hot commodity, popularized by Silicon Valley.
When leaders were told that improving their workplace culture
should be a priority, they often rolled their eyes.
Another random document with
no related content on Scribd:
of the rest. It was a scene of fiends: but in vain; for though they
appeared ready enough to quarrel and fight amongst themselves,
there was no move to attack the enemy. All was confusion; the
demon of discord and madness was among them, and I was glad to
see them cool down, when the dissentients to the assault proposed
making a round to-night and attacking to-morrow.”
And so this precious game of “if you will I will,” and “you hit me
first,” was continued for many days,—more days indeed than the
reader would guess if he were left to his own judgment. The row
between Subtu and Illudeen took place on the 31st of October, and
on the 18th of the following January the enemy was routed and his
forts destroyed.
One of the most favourite of Dayak war weapons is the
“sumpitan,” a long hollow reed, through which is propelled by the
breath small darts or arrows, chiefly formidable on account of the
poison with which their tips are covered. According to Mundy and
other writers on Bornean manners and customs, the arrows are
contained in a bamboo case hung at the side, and at the bottom of
this quiver is the poison of the upas. The arrow is a piece of wood
sharp-pointed, and inserted in a socket made of the pith of a tree,
which fits the tube of the blow-pipe. The natives carry a small
calabash for these arrow heads, and on going into action prepare a
sufficient number, and fresh dip the points in the poison, as its
deadly influence does not continue long. When they face an enemy
the box at the side is open; and, whether advancing or retreating,
they fire the poisoned missiles with great rapidity and precision:
some hold four spare arrows between the fingers of the hand which
grasps the sumpitan, whilst others take their side case.
In advancing, the sumpitan is carried at the mouth and elevated,
and they will discharge at least five arrows to one compared with a
musket. Beyond a distance of twenty yards they do not shoot with
certainty, from the lightness of the arrow, but on a calm day, the
range may be a hundred yards. The poison is considered deadly by
the Kayans, but the Malays do not agree in this belief. “My own
impression is,” says Captain Mundy, “that the consequences
resulting from a wound are greatly exaggerated, though if the poison
be fresh death may occasionally ensue; but, decidedly, when it has
been exposed for any time to the air it loses its virulence. My servant
was wounded in the foot by an arrow which had been kept about two
months; blood flowed from the puncture, which caused me
considerable alarm; but sulphuric acid being applied in conjunction
with caustic directly afterwards, he felt no bad effects whatever.”
All the tribes who use the sumpitan, from their peculiar mode of
fighting, and the dread of the weapon, are called Nata Hutan, or
“Wood Devils.” Besides the sumpitan they also wear the “ilang,” or
sword, which is carved at the angle in the rude shape of a horse’s
head, and ornamented with tufts of hair, red or black; the blades of
these swords are remarkable, one side being convex, the other
concave. They are usually very short, but of good metal and fine
edge. These warriors wear coats of deer hide, and caps of basket
work, some fantastically decorated; and a shield hung over their
backs of stout wood, in addition to the weapons already mentioned,
forms their equipment for service. It is really curious to witness their
movements when the order is given to go out to skirmish—one by
one, with a quick pace, yet steady and silent tread, they glide into the
bushes or long grass, gain the narrow paths, and gradually
disappear in the thickest jungle.
The chief weapon used by the Amazonian Indians closely
resembles the Dayak sumpitan, and is called “pucuna.” Its
manufacture and use is thus graphically described by Captain Reid:
—
“When the Amazonian Indian wishes to manufacture for himself a
pucuna he goes out into the forest and searches for two tall straight
stems of the ‘pashiuba miri’ palm. These he requires of such
thickness that one can be contained within the other. Having found
what he wants, he cuts both down and carries them home to his
molocca. Neither of them is of such dimensions as to render this
either impossible or difficult. He now takes a long slender rod—
already prepared for the purpose—and with this pushes out the pith
from both stems, just as boys do when preparing their pop-guns from
the stems of the elder-tree. The rod thus used is obtained from
another species of Iriartea palm, of which the wood is very hard and
tough. A little tuft of fern-root, fixed upon the end of the rod, is then
drawn backward and forward through the tubes, until both are
cleared of any pith which may have adhered to the interior; and both
are polished by this process to the smoothness of ivory. The palm of
smaller diameter, being scraped to a proper size, is now inserted into
the tube of the larger, the object being to correct any crookedness in
either, should there be such; and if this does not succeed, both are
whipped to some straight beam or post, and thus left till they become
straight. One end of the bore, from the nature of the tree, is always
smaller than the other; and to this end is fitted a mouthpiece of two
peccary tusks to concentrate the breath of the hunter when blowing
into the tube. The other end is the muzzle; and near this, on the top,
a sight is placed, usually a tooth of the ‘paca’ or some other rodent
animal. This sight is glued on with a gum which another tropic tree
furnishes. Over the outside, when desirous of giving the weapon an
ornamental finish, the maker winds spirally a shining creeper, and
then the pucuna is ready for action.
“Sometimes only a single shank of palm is used, and instead of
the pith being pushed out, the stem is split into two equal parts
throughout its whole extent. The heart substance being then
removed, the two pieces are brought together, like the two divisions
of a cedar-wood pencil, and tightly bound with a sipo.
“The pucuna is usually about an inch and a half in diameter at the
thickest end, and the bore about equal to that of a pistol of ordinary
calibre. In length, however, the weapon varies from eight to twelve
feet.
“This singular instrument is designed, not for propelling a bullet,
but an arrow; but as this arrow differs altogether from the common
kind, it also needs to be described.
“The blow-gun arrow is about fifteen or eighteen inches long, and
is made of a piece of split bamboo; but when the ‘patawa’ palm can
be found, this tree furnishes a still better material, in the long spines
that grow out from the sheathing bases of its leaves. These are
eighteen inches in length, of a black colour, flattish though perfectly
straight. Being cut to the proper length—which most of them are
without cutting—they are whittled at one end to a sharp point. This
point is dipped about three inches deep in the celebrated ‘curare’
poison; and just where the poison mark terminates, a notch is made,
so that the head will be easily broken off when the arrow is in the
wound. Near the other end a little soft down of silky cotton (the floss
of the bombax ceiba) is twisted around into a smooth mass of the
shape of a spinning-top, with its larger end towards the nearer
extremity of the arrow. The cotton is held in its place by being lightly
whipped on by the delicate thread or fibre of a bromelia, and the
mass is just big enough to fill the tube by gently pressing it inward.
“The arrow thus made is inserted, and whenever the game is
within reach the Indian places his mouth to the lower end or
mouthpiece, and with a strong ‘puff,’ which practice enables him to
give, he sends the little messenger upon its deadly errand. He can
hit with unerring aim at the distance of forty or fifty paces; but he
prefers to shoot in a direction nearly vertical, as in that way he can
take the surest aim. As his common game—birds and monkeys—are
usually perched upon the higher branches of tall trees, their situation
just suits him. Of course it is not the mere wound of the arrow that
kills these creatures, but the poison, which in two or three minutes
after they have been hit, will bring either bird or monkey to the
ground. When the latter is struck he would be certain to draw out the
arrow; but the notch, already mentioned, provides against this, as
the slightest wrench serves to break off the envenomed head.
“These arrows are dangerous things—even for the manufacturer
of them—to play with: they are therefore carried in a quiver, and with
great care—the quiver consisting either of a bamboo joint or a neat
wicker case.”
To return, however, to our savage friends the Borneans. Like
almost all savages under the sun, they have their war dances:—
“We had one day a dance of the Illanuns, and Gillolos; they might
both be called war dances, but are very different. The performer with
the Illanuns is decked out with a fine helmet (probably borrowed from
our early voyagers) ornamented with bird-of-paradise feathers. Two
gold belts crossed like our soldiers, over the breast, are bound at the
waist with a fantastical garment reaching half-way down the thigh,
and composed of various coloured silk and woollen threads one
above another. The sword or kempilan is decorated at the handle
with a yard or two of red cloth, and the long upright shield is covered
with small rings, which clash as the performer goes through his
evolutions. The dance itself consists of a variety of violent warlike
gestures; stamping, striking, advancing, retreating, turning, falling,
yelling, with here and there bold stops, and excellent as to aplomb,
which might have elicited the applause of the opera-house; but
generally speaking, the performance was outrageously fierce, and so
far natural as approaching to an actual combat; and in half an hour
the dancer, a fine young man, was so exhausted that he fell fainting
into the arms of his comrades. Several others succeeded, but not
equal to the first, and we had hardly a fair opportunity of judging of
the Maluku dance, from its short continuance; but it is of a more
gentle nature, advancing with the spear, stealthily casting it, then
retreating with the sword and shield. The Maluku shield, it should be
observed, is remarkably narrow, and is brandished somewhat in the
same way as the single-stick player uses his stick, or the Irishman
his shillalah, that is to say, it is held nearly in the centre, and whirled
every way round.”
The following extract from Sir J. Brooke’s Bornean Journal will
serve to initiate the curious reader in the peculiarly horrid custom of
“head-hunting,” as observed in this part of the world. Close to the
Rajah’s residence were located a party of Sigo Dayaks, who happily
discovered in good time an incursion of their deadly enemies the
Singés into their territory:—
“The Sigos taking the alarm, cut off their retreat and killed two of
the Singé Dayaks, and obtained altogether five heads, though they
lost two, and those belonging to their principal warriors. This news
reaching me, I hurried up to the hill and arrived just after part of the
war party had brought the heads. On our ascending the mountain we
found the five heads carefully watched about half a mile from the
town, in consequence of the non-arrival of some of the war party.
They had erected a temporary shed close to the place where these
miserable remnants of noisome mortality were deposited, and they
were guarded by about thirty young men in their finest dresses,
composed principally of scarlet jackets ornamented with shells,
turbans of the native bark cloth dyed bright yellow and spread on the
head, and decked with an occasional feather, flower, or twig of
leaves. Nothing can exceed their partiality for these trophies; and in
retiring from the war path, the man who has been so fortunate as to
obtain a head, hangs it about his neck, and instantly commences his
return to his tribe. If he sleep on the way, the precious burden,
though decaying and offensive, is not loosened, but rests in his lap,
whilst his head (and nose) reclines on his knees.
“On the following morning the heads were brought up to the
village, attended by a number of young men, all dressed in their
best, and were carried to Parembam’s house, amid the beating of
gongs and the firing of one or two guns. They were then disposed of
in a conspicuous place in the public hall of Parembam. The music
sounded, and the men danced the greater part of the day, and
towards evening carried them away in procession through all the
campongs except three or four just above me. The women in these
processions crowd round the heads as they proceed from house to
house, and put sirih and betel-nut in the mouths of the ghastly dead,
and welcome them. After this they are carried back in the same
triumph, deposited in an airy place, and left to dry. During this
process, for seven, eight, and ten days, they are watched by the
boys of the age of six to ten years, and during this time they never
stir from the public hall: they are not permitted to put their foot out of
it whilst engaged in this sacred trust. Thus are the youths initiated.
“For a long time after the heads are hung up, the men nightly
meet and beat their gongs, and chant addresses to them, which
were rendered thus to me. ‘Your head is in our dwelling, but your
spirit wanders to your own country. Your head and your spirit are
now ours; persuade, therefore, your countrymen to be slain by us!
Speak to the spirits of your tribe; let them wander in the fields, that
when we come again to their country we may get more heads, and
that we may bring the heads of your brethren, and hang them by
your head,’ etc. The tone of this chant is loud and monotonous, and I
am not able to say how long it is sung, but certainly for a month after
the arrival of the heads, as one party here had had a head for that
time, and were still exhorting it.
“These are their customs and modes of warfare, and I may
conclude by saying, that though their trophies are more disgusting,
yet their wars are neither so bloody, nor their cruelties so great, as
those of the North American Indian. They slay all they meet with of
their enemies, men, women, and children; but this is common to all
wild tribes. They have an implacable spirit of revenge as long as the
war lasts, retort evil for evil, and retaliate life for life: and as I have
before said, the heads are the trophies, as the scalps are to the red
men. But on the contrary, they never torture their enemies, nor do
they devour them, and peace can always be restored amongst them
by a very moderate payment. In short, there is nothing new in their
feelings or in their mode of showing them, no trait remarkable for
cruelty, no head hunting for the sake of head hunting. They act
precisely on the same impulses as other wild men: war arises from
passion or interest, peace from defeat or fear. As friends they are
faithful, just, and honest; as enemies, bloodthirsty and cunning;
patient on the war path, and enduring fatigue, hunger, and the want
of sleep with cheerfulness and resolution. As woodmen, they are
remarkably acute, and on all their excursions carry with them a
number of ranjows, which, when they retreat, they stick in behind
them at intervals at a distance of twenty, fifty, or a hundred yards, so
that a hotly-pursuing enemy gets checked, and many severely
wounded. Their arms consist of a sword, an iron-headed spear, a
few wooden spears, a knife worn at the right side, with a sirih pouch
or small basket. Their provision is a particular kind of sticky rice
boiled in bamboos. When once they have struck their enemies, or
failed, they return without pausing to their homes.”
Among the Dayaks and the Samoans heads are the precious war
trophies; among the Indians of North America the scalp alone
suffices; the Tinguian of the Philippine Islands, with a refinement of
barbarism far excelling his brother savage, must have his enemy’s
brains. While La Gironiere was sojourning at Palan, one of the
seventeen villages of which Tinguia is composed, news arrived that
a battle had been fought and several renowned warriors captured.
Therefore there was to be a brain feast.
“Towards eleven o’clock the chiefs of the town, followed by all the
population, directed their steps towards the large shed at the end of
the village. There every one took his place on the ground, each party
headed by its chiefs, occupying a place marked out for it beforehand.
In the middle of the circle formed by the chiefs of the warriors were
large vessels full of basi, a beverage made with the fermented juice
of the sugar-cane, and four hideous heads of Guinans entirely
disfigured,—these were the trophies of the victory. When all the
assistants had taken their places, a champion of Laganguilan y
Madalag, took one of the heads and presented it to the chiefs of the
town, who showed it to all the assistants, making a long speech
comprehending many praises for the conquerors. This discourse
being over, the warrior took the head, divided it with strokes of his
hatchet, and took out the brains. During this operation so unpleasant
to witness, another champion got a second head and handed it to
the chiefs; the same speech was delivered, then he broke the skull
to pieces in like manner and took out the brains. The same was done
with the four remaining skulls of the subdued enemies. When the
brains were taken out, the young girls pounded them with their
hands into the vases containing the liquor of the fermented sugar-
cane; they stirred the mixture round, and then the vases were taken
to the chiefs, who dipped in their small osier goblets through the
fissures of which the liquid part ran out, and the solid part that
remained at the bottom they drank with ecstatic sensuality. I felt quite
sick at this scene so entirely new to me. After the chieftains’ turn
came the turn of the champions. The vases were presented to them
and each one sipped with delight this frightful drink, to the noise of
wild songs. There was really something infernal in this sacrifice to
victory.
“We sat in a circle, and these vases were carried round. I well
understood that we were about undergoing a disgusting test. Alas! I
had not long to wait for it. The warriors planted themselves before
me and presented me with the basi and the frightful cup. All eyes
were fixed upon me. The invitation was so direct that to refuse it
would perhaps be exposing myself to death. It is impossible to
describe the interior conflict that passed within me. I would rather
have preferred the carbine of a bandit five paces from my chest, or
await, as I had already done, the impetuous attack of the wild
buffalo. I shall never forget that awful moment; it struck me with
terror and disgust; however, I constrained myself, nothing betraying
my emotion. I imitated the savages, and dipping the osier goblet into
the drink, I approached it to my lips and passed it to the unfortunate
Alila (Gironiere’s servant and companion), who could not avoid this
infernal beverage. The sacrifice was complete, the libations were
over, but not the songs. The basi is a very spirituous and inebriating
liquor, and the assistants who had partaken rather too freely of it
sang louder to the noise of the tom-tom and the gong, while the
champions divided the human skulls into small pieces destined to be
sent as presents to all their friends. The distribution was made during
the sitting, after which the chiefs declared the ceremony over. They
then danced. The savages divided themselves into two lines, and
howling as if they were furious madmen, or terribly provoked, they
jumped about, laying their right hand upon the shoulder of their
partners and changing places with them. These dances continued all
day; at last night came on, each inhabitant repaired with his family
and some few guests to his abode, and soon afterwards tranquillity
was restored.”
In defending the system of warfare practised by the Dayaks,
Rajah Brooke specially instances the thirst for blood and general
cruelty evinced by the savage Indian warrior of North America. Like
other barbarians the North-American Indian has his European and
American champions—Catlin among the latter—who profess to see
in this savage nothing vile or mean or cruel, but, on the contrary, all
that is brave, generous, and hospitable. The said champions,
however, overlook the fact that bravery and generosity as exhibited
amongst one’s friends are but insignificant virtues as compared with
what they are when displayed towards an enemy; indeed, in the
former case they may scarcely be reckoned virtues at all, but merely
social amenities, lacking which, man ceases to be companionable.
As enemies, how do North-American savages treat each other? Let
what has already been said on this subject in these pages, as well
as what here follows, furnish an answer to the question.
 CHAPTER XXII.

Wooing a war dream—Companions in arms—The squaw of sacrifice

—On the march—Bragging warriors—Deeds of Indian men of war
—Swallowing an Indian’s horse—The belle of the party—An
instance of Indian heroism—How to serve an enemy—Savage
Duelists—A story of a precious scalp—The Indian warrior’s
confidence in dreams—Concerning Indian canoes—A boat made
up with stitches—Women boat-builders—Samoan warfare—The
Samoans’ war tools and symbols—A narrow escape—“Perhaps
upward the face!”—A massacre of Christians—Treachery of the
Pine Islanders—The fate of “The Sisters”—The scoundrelly
Norfolk Island men—A little story told by Mr. Coulter—The useful
carronades—The “one unnecessary shot”—How it might have
been.
r. Kohl informs us that, when a chief of the North-
American Indians is meditating a war expedition, it is
of the first importance that he should “dream” about it.
He does not, however, choose to wait for his dream in
the ordinary manner, but seats himself for the express purpose,
concentrates his every thought on the subject, and seeks to gain
good dreams for it before he proceeds to carry his war project into
execution.
He keeps apart from his family, and, like a hermit, retires to a
solitary lodge built expressly for the purpose. There he sits whole
evenings on a mat, beating the drum and muttering gloomy magic
songs, which he will break off to sigh and lament. He has all sorts of
apparitions while lying in his bed; the spirits of his relatives murdered
by the enemy visit him, and incite him to revenge. Other spirits come
and show him the way into the enemy’s camp, promise him victory,
tell him at times accurately where and how he will meet the foe and
how many of them he will kill. If his drum and song are heard
frequently in the evenings, a friend will come to him, and sitting down
on the mat by his side will say: “What is the matter with thee, Black
Cloud? Why dreamest thou? What grief is oppressing thee?” The
Black Cloud then opens his heart, tells him how his father’s brother
was scalped three years back by their hereditary enemies, the Sioux,
his cousin last year, and so on, and how thoughts of his forefathers
has now come to him. They have often appeared to him in his
dreams and allowed him no rest with their entreaties for vengeance.
He will tell him, too, a portion of the auguries and signs he has
received in his dream about a brilliant victory he is destined to gain
and of the ways and means that will conduct him to it. Still only a
portion, for he generally keeps the main point to himself. It is his
secret, just as among us the plan of the campaign is the
commander-in-chief’s secret.
The friend, after listening to all this, if the affair seems promising,
will take to the drum in his turn, and aid his friend with his dreams.
The latter, if placing full confidence in him, appoints him his
associate or adjutant, and both place themselves at the head of the
undertaking. They always consider it better that there should be two
leaders, in order that if the dreams of one have not strength enough
the other may help him out.
These two chefs-de-guerre now sit together the whole winter
through, smoke countless pipes, beat the drum in turn, mutter magic
songs the whole night, consult over the plan of operations, and send
tobacco to their friends as an invitation to them to take part in the
campaign. The winter is the season of consultation, for war is rarely
carried on then, partly because the canoe could not be employed on
the frozen lakes, and partly because the snow would betray their trail
and the direction of their march too easily.
If the two are agreed on all points, if they have assembled a
sufficient number of recruits and allies, and have also settled the
time of the foray—for instance, arranged that the affair shall begin
when the leaves are of such a size, or when such a tree is in
blossom, and this time has at length arrived, they first arrange a
universal war dance with their relatives and friends, at which the
women are present, painted black like the men. The squaws appear
at it with dishevelled hair, and with the down of the wild duck strewn
over their heads. A similar war dance is also performed in the lodges
of all the warriors who intend to take part in the expedition.
 If the undertaking and the band of braves be at all important, it is
usually accompanied by a maiden, whom they call “the squaw of
sacrifice.” She is ordinarily dressed in white: among the Sioux, for
instance, in a white tanned deer or buffalo robe, and a red cloth is
wrapped round her head. Among several prairie tribes, as the Black-
feet, this festally adorned sacrifice squaw leads a horse by the bridle,
which carries a large medicine-bag, and a gaily decorated pipe.
Among the Ojibbeways, who have no horses, and usually make their
expeditions by water, this maiden is seated in a separate canoe.
When all have taken their places in full war-paint, they begin their
melancholy death-song and push off.
If the expedition is really important—if the leader of the band is
very influential—he will have sent tobacco to other chiefs among his
friends; and if they accept it, and divide it among many of their
partisans, other war bands will have started simultaneously from the
villages, and come together at the place of assembly already
arranged.
They naturally take with them as little as possible, and are mostly
half naked in order to march easily. They do not even burden
themselves with much food, for they starve and fast along the road,
not through any pressure of circumstances, but because this fasting
is more or less a religious war custom.
They also observe all sorts of things along the road, which are in
part most useful, precautionary measures, in part superstitious
customs. Thus, they will never sit down in the shade of a tree, or
scratch their heads, at least not with their fingers. The warriors,
however, are permitted to scratch themselves with a piece of wood
or a comb.
The young men who go on the war trail for the first time, have, like
the women, a cloth or species of cap on the head, and usually walk
with drooping head, speak little, or not at all, and are not allowed to
join in the dead or war songs. Lastly, they are not permitted to suck
the marrow from the bone of any game that is caught and eaten
during the march. There are also numerous matters to be observed
in stepping in and out of the canoes on the war trail. Thus, the foot
must not on any condition be wetted.
The only things they carry with them, besides their arms and
pipes, are their medicine-bags. These they inspect before starting,
as carefully as our soldiers do their cartridge-boxes, and place in
them all the best and most powerful medicines, and all their relics,
magic spells, pieces of paper, etc., in order that the aid of all the
guardian spirits may be ensured them.
The same authority gives us a sample of Indian war dances and
speeches:
“By the afternoon all were ready, and the grand pipe of peace,
they intended to hand to the great father, was properly adorned with
red feathers, blue drawings, strings of wampum, etc.
“It occurred to me that although it was after all but a ceremony, the
Indians regarded the matter very solemnly and earnestly. According
to traditional custom the pipe of peace passed from tent to tent and
from mouth to mouth among the warriors. When each had smoked,
the procession started and marched with drums beating, fluttering
feather-flags and flying-otter, fox, and skunk tails through the village,
to the open space before the old fort of the North West Company.
Here they put up a wooden post, and close to it their war flag, after
which the dances, speeches, and songs began.
“A circle of brown skinned dancers was formed, with the
musicians and singers in the centre. The musicians, a few young
fellows, cowered down on the ground, beat a drum, and shook a
calabash, and some other instruments, which were very primitive.
One had only a board, which he hammered with a big knife, while
holding his hollow hand beneath it as a species of sounding board.
The principal singers were half a dozen women wrapped up in dark
cloaks, who uttered a monotonous and melancholy chant, while
keeping their eyes stedfastly fixed on the ground. The singing
resembled the sound of a storm growling in the distance. To the
music the warriors hopped round in a circle, shaking the otter, fox,
and beaver tails attached to their arms, feet, and heads.
 “At times, the singing and dancing were interrupted; adorned with
flying hair and skins, a warrior walked into the circle, raised his
tomahawk, and struck the post a smart blow, as a signal that he was
going to describe his hero deeds. Then he began to narrate in a loud
voice, and very fluently, some horrible story in which he had played
the chief part. He swung the tomahawk, and pointed to the scars and
wounds on his naked body in confirmation of his story, giving the
post a heavy blow now and then. Many had painted their scars a
blood-red colour, and their gesticulations were most striking when
they described the glorious moment of scalping. Although
surrounded by many kind interpreters, who translated all that was
said at once into English or French, I fear it would lead me too far
were I to write down all that was said. Here is a specimen, however:
—
“Many speeches were begun in a humorous fashion. One little
fellow bounded into the circle, and after striking the post, went on,
‘My friends, that I am little you can all see, and I require no witnesses
to that. But to believe that I, little as I am, once killed a giant of a
Sioux, you will need witnesses.’ And then he plucked two witnesses
out of the circle. ‘You and you were present;’ and then he told the
story just as it had occurred. Another with a long rattlesnake’s skin
round his head, and leaning on his lance, told his story objectively,
just as a picture would be described:
“‘Once we Ojibbeways set out against the Sioux. We were one
hundred. One of ours, a courageous man, a man of the right stamp,
impatient for distinction, separated from the others, and crept onward
into the enemy’s country. The man discovered a party of the foe, two
men, two women, and three children. He crept round them like a
wolf, he crawled up to them like a snake, he fell upon them like
lightning, cut down the two men and scalped them. The screaming
women and children he seized by the arm and threw them as
prisoners to his friends who had hastened up at his war yell; and this
lightning, this snake, this wolf, this man, my friends, that was I. I
have spoken.’
 North American Weapons.
“In most of the stories told us, however, I could trace very little that
was heroic. Many of them, in fact, appeared a description of the way
in which a cunning wolf attacked and murdered a lamb.
“One of the fellows, with one eye painted white, the other coal-
black, was not ashamed to tell loudly, and with a beaming face, how
he once fell upon a poor solitary Sioux girl and scalped her. He gave
us the minutest details of this atrocity, and yet at the end of his
harangue, he was applauded, or at least behowled, like the other
orators. All the Indians stamped and uttered their war yell as a sign
of applause, by holding their hands to their mouths trumpet fashion.
At the moment the man appeared to me little less ferocious than a
tiger, and yet when I formed his acquaintance at a latter date, he
talked most reasonably and calmly like an honest farmer’s lad. Such
are what are called the contradictions in human nature.
“Very remarkable in all these harangues, was the unconcealed
and vain self-laudation each employed about himself. Every speaker
considered his deed the best and most useful for the whole nation.
Each began by saying that what his predecessors had told them was
very fine, but a trifle when compared with what he had to say about
himself. It was his intention to astonish them once for all. His totem
was the first in the whole land, and the greatest deeds had always
been achieved by the spotted weasels (or as the case may be) and
so he, the younger weasel, not wishing to be the inferior to his
forefathers, had gone forth and performed deeds the description of
which would make their hair stand on end,” etc.
Among other tribes of North-American warriors, the braves were
armed with small tomahawks, or iron hatchets, which they carried
with the powder-horn in the belt on the right side, while the long
tobacco pouch of antelope skin hung by the left side. Over their
shoulders were leather targets, bows and arrows, and some few had
rifles—both weapons were defended from damp in deer-skin cases
—and quivers with the inevitable bead-work, and the fringes which
every savage seems to love.
Speaking of an army of Indian warriors “shifting camp,” Burton
says, in his curious book “The City of the Saints”:—“Their nags were
lean and ungroomed; they treat them as cruelly as do the Somal; yet
nothing short of whiskey can persuade the Indian warrior to part with
a favourite steed. It is his all in all,—his means of livelihood, his
profession, his pride. He is an excellent judge of horse-flesh, though
ignoring the mule and ass; and if he offers an animal for which he
has once refused to trade, it is for the reason that an Oriental takes
to market an adult slave—it has become useless. Like the Arab, he
considers it dishonourable to sell a horse: he gives it to you,
expecting a large present, and if disappointed he goes away
grumbling that you have swallowed his property.
“Behind the warriors and braves followed the baggage of the
village. The lodge-poles in bundles of four or five had been lashed to
pads or packsaddles girthed tight to the ponies’ backs, the other
ends being allowed to trail along the ground like the shafts of a truck.
The sign easily denotes the course of travel. The wolf-like dogs were
also harnessed in the same way; more lupine than canine, they are
ready when hungry to attack man or mule; and sharp-nosed and
prick-eared, they not a little resemble the Indian pariah dog. Their
equipments, however, were of course on a diminutive scale. A little
pad girthed round the barrel with a breastplate to keep it in place,
enabled them to drag two short light lodge-poles tied together at the
smaller extremity. One carried only a hawk on its back; yet falconry
has never, I believe, been practised by the Indian. Behind the ponies
the poles were connected by cross sticks upon which were lashed
the lodge-covers, the buffalo robes, and other bulkier articles. Some
had strong frames of withes or willow basket-work, two branches
being bent into an oval, garnished below with a network of hide-
thongs for a seat, covered with a light wicker canopy, and opening
like a cage only on one side; a blanket or a buffalo robe defends the
inmate from sun and rain. These are the litters for the squaws when
weary, the children and the puppies, which are part of the family till
used for beasts. It might be supposed to be a rough conveyance; the
elasticity of the poles, however, alleviates much of that
inconvenience. A very ancient man, wrinkled as a last year’s walnut,
and apparently crippled by old wounds, was carried probably by his
great-grandsons in a rude sedan. The vehicle was composed of two
pliable poles, about ten feet long, separated by three cross-bars
twenty inches or so apart. In this way the Indians often bear the
wounded back to their villages. Apparently they have never thought
of a horse litter, which might be made with equal facility, and would
certainly save work.
“Whilst the rich squaws rode, the poor followed their pack-horses
on foot, eyeing the more fortunate as the mercer’s wife regards what
she terms the carriage lady. The women’s dress not a little
resembles their lords’—the unaccustomed eye often hesitates
between the sexes. In the fair, however, the waistcoat is absent, the
wide-sleeved skirt extends below the knees, and the leggings are of
somewhat different cut; all wore coarse shawls, or white, blue, or
scarlet cloth-blankets around their bodies. Upon the upper platte, we
afterwards saw them dressed in cotton gowns after a semi-civilized
fashion, and with bowie knives by their sides. The grandmothers
were fearful to look upon; horrid excrescences of nature, teaching
proud man a lesson of humility. The middle aged matrons were
homely bodies, broad and squat like the African dame after she has
become mère de famille; their hands and feet are notably larger from
work than those of the men, and the burdens upon their back caused
them to stoop painfully. The young squaws—pity it is that all our
household Indian words, papoose for instance, tomahawk, wigwam,
and powwow, should have been naturalised out of the Abenaki and
other harsh dialects of New England—deserved a more euphonious
appellation. The belle savage of the party had large and languishing
eyes and teeth that glittered, with sleek long black hair like the ears
of a Blenheim spaniel, justifying a natural instinct to stroke or pat it,
drawn straight over a low broad quadroon-like brow. Her figure had
none of the fragility which distinguishes the higher race, who are
apparently too delicate for human nature’s daily food. Her ears and
neck were laden with tinsel ornaments, brass wire rings adorned her
wrists and fine arms, a bead-work sack encircled her waist, and
scarlet leggings fringed and tasselled, ended in equally costly
mocassins. When addressed by the driver in some terms to me
unintelligible, she replied with a soft clear laugh—the principal charm
of the Indian, as of the smooth-throated African woman—at the
same time showing him the palm of her right hand as though it had
been a looking-glass. The gesture I afterwards learned simply
conveys a refusal. The maidens of the tribe, or those under six, were
charming little creatures with the wildest and most piquant
expression, and the prettiest doll-like features imaginable; the young
coquettes already conferred their smiles as if they had been of any
earthly value. The boys had black beady eyes like snakes, and the
wide mouths of young caymans. Their only dress when they were
not in birthday suit was the Indian laguti. None of the braves carried
scalps, finger-bones, or notches on the lance, which serve like
certain marks on saw-handled pistols further east, nor had any man
lost a limb. They followed us for many a mile, peering into the hinder
part of our travelling wigwam, and ejaculating “How, How,” the
normal salutation.”
Here is an instance at once of Indian warrior heroism on the one
side and fiendish ferocity on the other that occurred at the late
engagement between a small war party of the Chippewas and a
greatly superior party of Sioux, near Cedar Island Lake. The
Chippewas, who were en route for a scalping foray upon the Sioux
villages on the Minnesota, here fell into an ambuscade, and the first
notice of danger which saluted their ears was a discharge of fire-
arms from a thicket. Four of their number fell dead in their tracks.
Another, named the War Cloud, a leading brave, had a leg broken by
a bullet. His comrades were loth to leave him, and, whilst their
assailants were reloading their guns, attempted to carry him along
with them to where they could gain the shelter of a thicket a short
distance to the rear. But he commanded them to leave him, telling
them that he would show his enemies how a Chippewa could die.