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June 22, 2017 - August 28, 2018
The people operating the equipment are who give us the fighting edge, and we seem to have lost our way when it comes to helping them grow.
getting the most out of our crew, which depends on three variables: the leader’s needs, the organization’s atmosphere, and the crew’s potential competence.
If I had been forced to chart a course defined by metrics, the creativity we sparked and the changes we achieved probably could not have happened.
Empowering means defining the parameters in which people are allowed to operate, and then setting them free.
The difference between thinking as a top performer and thinking like your boss is the difference between individual contribution and real leadership.
If your bosses see you lifting burdens off their shoulders, and they find out they can trust you, they stay out of your face.
Perry opened my eyes to how I often just pretended to hear people.
My first step was trying to learn the names of everyone aboard.
In a church environment, this means knowing the names of all your key people. The value should be for all of your leaders to learn the names of the people in their circle of influence.
What did they like most? Least? What would they change if they could?
Did they have special memories from high school? How about from their hometowns? I asked if they had goals for their time in the Navy; what about for the future? I always asked them why they had joined the Navy.
If leaders back their words with action, if they practice what they preach, their words create a self-fulfilling prophecy.
After Action Review, or AAR.
Though the process is tedious and time-consuming, you will benefit if people feel more secure, are more willing to take risks, and have a positive attitude about the organization. Guess who benefits most? You.
This brings up an important point: When do you break the rules?
They stay connected electronically with e-mail and cell phones, but they’re disconnected personally,
