It's Your Ship: Management Techniques from the Best Damn Ship in the Navy

by D. Michael Abrashoff

TRUST ALSO MAKES MONEY.

CHAPTER SEVEN LOOK FOR RESULTS, NOT SALUTES

HELP KNOCK DOWN THE BARRIERS.

“Captain,” he said, looking worried, “you don’t understand. You go to the head of the line.” “That’s okay,” I said. “If we run out of food, I will be the one to go without.” I stood in line and got my food. Then I stayed on the lower deck and ate with the sailors. The officers became totally alert. You could almost hear the gears shifting in their heads.

I started eating at least one meal per week on the mess decks with the crew. It paid big dividends; I learned a great deal and got to know people that way, and after a while my officers began taking occasional meals there, too. I usually went to the noon meal on Wednesdays, and it’s a Navy tradition that lunch on Wednesday is always cheeseburgers. (The Navy term for them is “sliders,” in tribute to the grease.)

LET YOUR CREW FEEL FREE TO SPEAK UP.

I wish I could say that the need to improve listening skills and less-than-perfect coordination happened only in the past. But the tragic sinking of a Japanese fishing boat off Honolulu by the submarine USS Greeneville suggests otherwise. The moment I heard about it, I was reminded that, as is often the case with accidents, someone senses possible danger but doesn’t necessarily speak up. As the Greeneville investigation unfolded, I read in a New York Times article that the submarine’s crew “respected the commanding officer too much to question his judgment.” If that’s respect, then I want none of it. You need to have people in your organization that can tap you on your shoulder and say, “Is this the best way?” or “Slow down,” or “Think about this,” or “Is what we are doing worth killing or injuring somebody?”

FREE YOUR CREW FROM TOP-DOWN-ITIS.

My crew was going to be trained to make decisions. Few skills are more vital or would benefit them and their organizations more than that one, no matter where life took them.

NURTURE THE FREEDOM TO FAIL.

INNOVATION KNOWS NO RANK.

the prime lesson of this story is that good ideas are where you find them—even on the fo’c’sle. My officers were ready to discard a great idea because it came from a lowly enlisted man. Fortunately, I happened to overhear his recommendation. Every leader needs big ears and zero tolerance for stereotypes.

By getting very good at both inspecting tankers and shooting cruise missiles, Benfold achieved two coveted areas of expertise. The higher-ups were forever fighting over who got to use our services. That should be the goal of any business: Strive to offer high quality at low cost in versatile areas such that customers fight to place their orders.

CHALLENGE YOUR CREW BEYOND ITS REACH.

CHAPTER EIGHT TAKE CALCULATED RISKS

BET ON THE PEOPLE WHO THINK FOR THEMSELVES.

Only the combat systems officer, Lieutenant Kevin Hill, was thoroughly proficient with the maneuver. Though he was outstanding at it, no ship or company can rely on just one person for a critical procedure. That makes the whole ship hostage to a single individual who may get hurt or sick, leaving you in big trouble. In the current squeeze on business costs, many companies have cut back so much that they are only one-deep in critical positions, leaving no margin for error. I saw this as a prescription for disaster. My goal was to cross-train in every critical area. Thus, when the day came, I didn’t let the experienced officer do it. I wanted other people to start learning.

TAKE A CHANCE ON A PROMISING SAILOR.

IF A RULE DOESN’T MAKE SENSE, BREAK IT.

IF A RULE DOES MAKE SENSE, BREAK IT CAREFULLY.

CHAPTER NINE GO BEYOND STANDARD PROCEDURE

KEEP YOUR PRIORITIES IN FOCUS.

STAY AHEAD OF THE COMPETITION.

PUSH THE ENVELOPE FOR INNOVATION.

VOLUNTEERING BENEFITS EVERYONE.

GO FOR THE OBVIOUS. IT’S PROBABLY A WINNER.

Sometimes people are myopic. They get into a set pattern, and they can’t envision the potential benefits they could glean from various situations. Our great training exercise with the German navy in the South China Sea almost didn’t happen because some didn’t think it was important.

DON’T WORK HARDER. WORK SMARTER.

DON’T FIGHT STUPIDITY. USE IT.

CHAPTER TEN BUILD UP YOUR PEOPLE

LITTLE THINGS MAKE BIG SUCCESSES.

For example, I ordered a big supply of greeting cards that read, “The Officers and Crew of the USS Benfold Wish You a Happy Birthday.” Each month my ship’s office gave me a birthday list of my sailors’ spouses. I would write, say, “Dear Marie” at the top and sign it “Love, Mike.” Every card included my P.S. saying, “Your husband or wife is doing a great job,” even if he or she were not. I knew the cards worked because sailors often came by to express their appreciation. It was my way of bringing their families into our orbit.

I observed that most of my young sailors came from hardscrabble backgrounds and had struggled to make it into the Navy. I put myself in their parents’ shoes and imagined how they would feel if they got letters from their kids’ commanding officer, and I imagined how the kids would feel when their parents told them. I began writing letters to the parents, especially when their sons or daughters did something I could honestly praise. When the letters arrived, the parents invariably called their children to say how proud they were of them. To this day, I get Christmas cards from grateful parents.

Recall how you feel when your own boss tells you, “Good job.” Do your people (and yourself) a favor. Say it in person, if you can. Press the flesh. Open yourself. Coldness congeals. Warmth heals. Little things make big successes.

TRUST PEOPLE. THEY USUALLY PROVE YOU’RE RIGHT.

NEWBIES ARE IMPORTANT. TREAT THEM WELL.

BE THE RISING TIDE THAT LIFTS ALL BOATS.

BUILD UP YOUR BOSSES.

EXPECT THE BEST FROM YOUR CREW. YOU WILL GET IT.

Although these kids know that they don’t want the lives they left behind, they don’t yet know what they do want.

BUILD A STRONG, DEEP BENCH.

COUNSEL CONTINUOUSLY—AND HONESTLY.

If you want to climb the ladder, you have to do more than your specific job; you have to do things that affect the lives of others in the organization.

CHAPTER ELEVEN GENERATE UNITY

FORGET DIVERSITY. TRAIN FOR UNITY.

In my interviews with the crew, I also asked if there was any sexual harassment or racial prejudice being expressed on board. And when I heard about an occurrence, I acted immediately. If you don’t intend to act, then don’t bother to ask if it is going on. It will only make matters worse.

DEAL OUT PUNISHMENT STRICTLY BUT FAIRLY.

Master Chief Scheeler called them into his office and said, “You know what? You’re on the captain’s shit list. You can stay on it and suffer, if that’s your choice. Or you can get off and become responsible citizens, in which case here’s what you need to do.” He worked with the two black sailors every day, while First-Class Petty Officer John Rafalko and Chief Petty Officer Janice Harris supervised the white sailor. They both spent an enormous amount of time coaching him and setting an example for him. This mentoring process was becoming so successful that it was rolled out as a preventive measure to every crew member who was close to being in trouble.

I was determined to move away from the zero-defect mentality that, in my view, is a cancer spreading through too many organizations, including the military. I wanted people who screwed up on my ship to know two things: First, they will be appropriately punished; second, they will get another chance.

WHAT’S BAD FOR WOMEN IS BAD FOR YOUR SHIP.