While most of us don't lead anything like a guided missile destroyer, for any organization struggling with low morale, a jaded workforce, outdated command and control corporate culture, and operational problems, the parallels are vivid. I did enjoy this book and think captain did a good job showing how the skills he learned could be applied to business. Commander Abrashoff is excellent in person, but if you can't see him in person, this book has a lot to offer. Not being listened to 4. Very minimal wear and tear. I put off reading this book for 10 years and I finally decided to get around to it on this deployment. The stories are great, but the message on how to manage and motivate people are empowering.
Abrashoff is not shy of claiming his share in the accomplishments of the Benfold, but he is also quick to share his shortcomings like not playing along very well with other ship captains , from which we can also gather valuable learnings. I asked myself three questions: did I clearly articulate the goals? Use the power of word magic. I began to interview 5 crew members a day, one at a time. As a matter of fact, ships have reduced manning by 20% since his writing and we are pushing people out of the door and no longer fighting to retain them. Leadership lies in simple things — common-sense actions that ensure high morale and increase the odds of winning. Navy's most modern warships and explains how these principles can be used in a business environment.
After that the book discusses specific tactics the author used to drive good perfo This ends up being a compare and contrast because having read Turn the Ship Around reading this book initially felt very similar and then eventually drifted away. One day a director of sales handed it to me, and I casually put it aside, as there were hundreds of books at home patiently waiting for their turn to be read. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U. Nam interdum justo eget nisi pulvinar et condimentum orci bibendum. A lot of that was because of the way he listened. How did Abrashoff do it? He seems to claim that young enlisted sailors were not allowed off the ship on liberty. I agree with the leadership principles, but it felt self aggrandizing in an extreme.
Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Explain why the company is making the changes. It can help you change the course of your ship, no matter where your business battles are fought. One day a director of sales handed it to me, and I casually put it aside, as there were hundreds of books at home patiently waiting for their turn to be read. In my view, this is a weakness. For example, a bureaucracy can slow down the implementation of a bad idea by giving the decision maker more time to reflect.
Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. What I took away was that the officer was proud of what he was able to accomplish despite a culture that was working against him. His claim that he gave out 115 medals during one year is another thing I found hard to believe. On the other side of the coin if your a person who doesnt't believe in integrity or doing the right thing even if against the grain or protocol you will after reading this book. Being prevented from making an impact on the org 3.
I think that the author is a little bit full of himself and his accomplishments. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U. Mike Abrashoff has shown, if you distill his list of leadership principles, that the answer is to empower the crew through setting your own example, creating the right environment, and exerting direct influence. Abrashoff proves that crushing bureaucracy is no excuse for refusing to try new management styles. After every major decision, event, or maneuver, those involved gathered around my chair on the bridge wing and critiqued it. Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance.
I knew it was watching me. Absolutely incredible, I wish I knew about this book sooner! Early on the book focuses on the leaders that the author took lessons from. Now, mind you, he resigned at the 18 year mark as a Commander although the front cover says he was a Captain. Find round people for round holes. Michael Abrashoff Naval captain D. There shouldn't be any real surprises for managers who are doing a good job.
I decided that before I launched any big new policies, I would ask myself how my sailors saw it. It got there from the techniques show in this book. I started with basic questions: their names; where they were from; their marital status. Think about your business, what if you couldn't make the rules, choose your employee pool or define the budget for paying your employees, and buying supplies. It is entertaining and wise at the same time! His lessons were not exceptionally profound or deep. Each person who talked to him had his complete, undivided attention.
Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. If you are a Surface Warfare Officer in the Navy, you must refrain from throwing the book across the room. Did I clearly articulate the goals? I think that the author is a little bit full of himself and his accomplishments. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. And finally he's put together a couple of high level theories after he looks back at his experiences. How did Abrashoff do it? His suggestions: 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.