When you are a Mountie, you wear more than the uniform. You assume the identity of a member of the Royal Canadian Mounted Police (RCMP). I proudly wore the Mountie identity for more than two decades until my last day of work in April of 2016, when I retired at the rank of Chief Superintendent. Throughout my career I experienced many diverse opportunities that took me from patrolling western parts of Canada to money laundering investigations, undercover operations, criminal intelligence, recruitment, terrorism prevention, and finally to leading and guiding large-scale organizational change at the RCMP headquarters in Ottawa. Although I enjoyed all the experiences in between, no role has had such a profound impact on me as when I was appointed to oversee the efforts of the RCMP to respond to serious allegations of gender discrimination, bullying and harassment reported by current and former female employees. In late 2011 Corporal Catherine Galliford, the former spokesperson for the RCMP in British Columbia, was the first of a number of women who went public with stories of sexual harassment and bullying by male colleagues. In response to these allegations, and based on the outcomes of a gender-based assessment, the RCMP developed an action plan to address the culture and composition of the RCMP through initiatives that focused on harassment policies and practices, employee conduct, recruitment, mentoring, promotion processes, work–life balance, and creating respectful workplaces. In the role of senior advisor, one of my first steps was to attempt to look beyond the symptoms of harassment to better understand the deeply rooted aspects of the RCMP culture and elements of the internal climate that needed to change. I searched in vain for a resource book that would better guide our efforts. Nowhere could I find a sufficient roadmap that would assist us in implementing meaningful changes—changes that would address root causes and not just symptoms.