Jim Collins authored a terrific book called “Good to Great” about how good companies make the leap to become great companies.

One of the concepts he wrote about was getting the right people on the bus and getting those people in the right seats.

From my observations, Operation Flinders has been remarkably successful in doing this.

Companies with forward thinking leadership deliberately attract the right people into the business and identify in what roles employees can make the best contribution.

Culture has a lot to do with organisations attracting the right people. Prospective employees are normally drawn towards businesses with a good culture.

Culture is very much like reputations, it can take many years to build, but can be decimated pretty quickly, if not nurtured.

As the saying goes, the fish rots from the head down, and this is true within a business.

Culture is driven from the top of any organisation. This can’t be simply by talking about business culture, it must be lived and breathed by the leadership. If it’s not, others can see right through the facade.

Good leaders can set up a business for long-term success.

Even if the original leaders aren’t in the business for whatever reason, if the foundations were in place from the beginning, the culture can continue to grow and prosper over time.

This is certainly true for Operation Flinders. Pam Murray-White the founder is no longer with us, but her legacy is easy to spot within the organisation.

One way is by the long-term involvement of many of the volunteers, and how loyal they are to the ideals of Operation Flinders.

Operation Flinders has a cohort of about 350 volunteers, the culture is very much that every volunteer is important, and everyone’s contribution is valued equally.

This appreciation isn’t just lip service, it’s demonstrated repeatedly.

One aspect I’m constantly amazed at is the lack of egos within the organisation.

There are people involved that have had amazing personal achievements and success, but you’d never know it by talking to them, quite often you only find out from other people.

The volunteers are involved for the right reasons. Anyone with an ego would drift away naturally, as no one would give them oxygen.

The mission is simple, and all involved are on the bus.

I know a few businesses that have emulated what Operation Flinders have been able to achieve in relation to culture and getting great outcomes for the business and their customers.

Having a highly functional business doesn’t come about by chance. It’s the result of deliberate action from the leaders of the business over an extended period of time.

Those businesses that have cracked the code will be the ones that endure and won’t fall by the wayside.

Family farms fall squarely into this category as well.