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

by D. Michael Abrashoff

CHAPTER TWELVE IMPROVE YOUR PEOPLE’S QUALITY OF LIFE

FUN WITH YOUR FRIENDS MAKES A HAPPY SHIP.

We tried to instill fun in everything we did, especially mundane, repetitive jobs such as loading food aboard the ship. Except in San Diego, where Irv Refkin’s conveyor belt came to our aid, that was a chore we did by hand, and it was hard work. We decided that music would make the job go faster. With our huge stereo system playing great tunes, it was a whole new scene. Everyone danced and boogied to the music. The officers and chiefs supervising the workforce ended up pitching in themselves. Music seemed to make even the most boring task fun—a lesson that somehow escaped the U.S. Navy.

THE FIRST PRIORITY: GOOD FOOD.

ADD TO YOUR CREW’S BOTTOM LINE.

IN HEAVY TIMES, LIGHTEN UP.

LET THE CREW SHOW OFF THE SHIP.

THE SECRET OF GOOD WORK? GOOD PLAY.

CHAPTER THIRTEEN LIFE AFTER BENFOLD

I summarized the Benfold playbook, my recipe for running this phenomenal crew and ship. I tried not to sound like Moses, but my commandments were no less heartfelt. They were simply the chapter headings of this book: Lead by example; listen aggressively; communicate purpose and meaning; create a climate of trust; look for results, not salutes; take calculated risks; go beyond standard procedure; build up your people; generate unity; and improve your people’s quality of life.

We all feel satisfaction in a job well done, but the greatest satisfaction transcends personal achievement—it comes from helping others reach their potential. That’s probably what keeps teachers going. It definitely kept me going during my tour on Benfold.

In hindsight, I could have been much more supportive of my colleagues—for example, by telling them in advance what we were doing, so they could join us voluntarily rather than having to be ordered to join us later.

In all sorts of thriving business, the managerial role has changed from order-giver to people-developer, from authoritarian boss to talent cultivator. Nowadays, the most effective managers work hard at showing people how to find their own solutions, and then get out of their way.

Optimism rules. And the corollary: Opportunities never cease.

Mike, a 1982 graduate of the United States Naval Academy, is now an experienced entrepreneur and thought leader, having founded GLS World, a leadership development company dedicated to helping organizations and individuals deliver the best results in a challenging global environment. You can visit his website at www.glsworld.com.