Turn the Ship Around!

People who are treated as followers have the expectations of followers and act like followers. As followers, they have limited decision-making authority and little incentive to give the utmost of their intellect, energy, and passion. Those who take orders usually run at half speed, underutilizing their imagination and initiative. While this doesn’t matter much for rowing a trireme, it’s everything for operating a nuclear-powered submarine.

Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership abilities in every aspect of our work life.

the way I was told to manage others was not the way I wanted to be managed. I felt I was at my best when given specific goals but broad latitude in how to accomplish them. I didn’t respond well to executing a bunch of tasks. In fact, being treated that way irritated me and caused me to shut my brain down. That was intellectually wasteful and unfulfilling.

It didn’t matter how smart my plan was if the team couldn’t execute it!

If you walk about your organization talking to people, I’d suggest that you be as curious as possible. As with a good dinner table conversationalist, one question should naturally lead to another. The time to be questioning or even critical is after trust has been established.

Focusing on avoiding mistakes takes our focus away from becoming truly exceptional.

There was another human tendency working against us as well. Subordinates generally desire to present the boss with a “perfect” product the first time. Unfortunately, this gets in the way of efficiency because significant effort can be wasted.

SHORT, EARLY CONVERSATIONS is a mechanism for CONTROL. It is a mechanism for control because the conversations did not consist of me telling them what to do. They were opportunities for the crew to get early feedback on how they were tackling problems. This allowed them to retain control of the solution. These early, quick discussions also provided clarity to the crew about what we wanted to accomplish. Many lasted only thirty seconds, but they saved hours of time.

“Inspection mentality” is a morale killer. This is the practice of focusing solely on the next inspection.

“Okay, call me if anything comes up that interferes with this plan or may make us want to reconsider it.”

As the level of control is divested, it becomes more and more important that the team be aligned with the goal of the organization.

RESIST THE URGE TO PROVIDE SOLUTIONS is a mechanism for CONTROL.

It showed me how efforts to improve the process made the organization more efficient, while efforts to monitor the process made the organization less efficient.

THINK OUT LOUD is a mechanism for CONTROL

If all you need to do is what you are told, then you don’t need to understand your craft. However, as your ability to make decisions increases, then you need intimate technical knowledge on which to base those decisions.

Want to have a training program that employees will want to go to? Here’s how it should work: The purpose of training is to increase technical competence. The result of increased technical competence is the ability to delegate increased decision making to the employees. Increased decision making among your employees will naturally result in greater engagement, motivation, and initiative.

Control Find the genetic code for control and rewrite it. Act your way to new thinking. Short, early conversations make efficient work. Use “I intend to …” to turn passive followers into active leaders. Resist the urge to provide solutions. Eliminate top-down monitoring systems. Think out loud (both superiors and subordinates). Embrace the inspectors. Competence Take deliberate action. We learn (everywhere, all the time). Don’t brief, certify. Continually and consistently repeat the message. Specify goals, not methods. Clarity Achieve excellence, don’t just avoid errors. Build trust and take care of your people. Use your legacy for inspiration. Use guiding principles for decision criteria. Use immediate recognition to reinforce desired behaviors. Begin with the end in mind. Encourage a questioning attitude over blind obedience.

If you ask your people what authorities they would like in order to make their jobs easier, you’ll definitely get some ideas.