Captain Michael Abrashoffs Story and His USS Benfold - Term Paper Example

Report of Michael Abrashoff’s book ‘It’s your ship’

Introduction

Captain Michael Abrashoff’s story and his USS Benfold command has become a legendry both outside and inside the navy. In his book, Abrashoff gives his story of how change should be implemented from the top to the bottom level of an organization or company that is trying to navigate through the uncertain seas and waves in the business world. The taking over of Captain Abrashoff as the USS Benfold commander is likened to an organization with the latest technological devices and systems but only a few bringing about productivity. This is because the US navy ship Captain Abrashoff commander was armed with all kinds of cutting-edge systems available in the stores.

One of the major realizations that Abrashoff made when he took over as commander was that for him to bring about improvement on his ship, he had to make an improvement on his leadership skills. Captain Abrashoff knew that it was his responsibility to ensure the improvement of performance within the entire ship. After a few months of taking over leadership, Abrashoff had created a team of inspired and confident problem solvers who were ready to take responsibility and initiative of their actions within the ship. Out of the efforts of the team, the slogan of the ship was branded “It’s your ship”, making Captain Abrashoff well known (Thomas, 1). Additionally, Benfold become well known in various navy station and became a model and benchmark for naval efficiency. Out of their model, Benfold navy was able to make savings on the cost of maintenance as well as having the highest gunnery score during the Pacific Fleet. According to Abrashoff’s book, no matter how bad things may seem to be in one’s business, there is always a way out.

Abrashoff explains that most organizations today tend to invest so much in the latest technology and information systems but forge that technology acts only as a facilitator in carrying out activities. The fighting edge in any company or organization is given by the individuals operating the technologies and equipment available. Abrashoff claims that the society today has lost its way in developing its people in businesses rather than developing systems and technologies. He likens the business community to the Navy on ways of helping people to achieve growth in their assignments.

The common challenge among leaders as Abrashoff puts it is maximizing the potential of teams in businesses. The major determinants of maximizing employee potentials include the environment of the organization, the needs of the leader, and the potential competence of the crew. According to Abrashoff, leadership is not designated or automatic but it is earned. From his own experience, Abrashoff explains that the achievement of goals that would never be attained through command and control in organizations can easily be attained through helping employees and crews realize and attain their full potential. Abrashoff in his book gives the techniques and ideas that he implemented in order to win the trust of his sailors and crew as well as their commitment to their goal of making their ship the best in the navy fleet.

The book gives a narration of the two year voyage of Benfold under the leadership of Captain Abrashoff. The book is organized by having the ‘lessons I learned’ sections making the book easy to read and understand out of Abrashoff’s experience as a leader. In addition, every chapter is given a topic such as lead by example, communicate purpose and meaning, create a climate of trust, take calculated risks, go beyond standard procedure, and improve your people’s quality of life as much as possible. In explaining the principle of leadership, Abrashoff states “it’s your ship. Show me an organization in which employees take ownership, and I will show you one that beats its competitors” (Gary, 2). Abrashoff puts much emphasis on the importance of a leader whether at the top or at the bottom level to take ownership of the organization. Organizations should be able to reward employees who take risks of trying to make the organization better, even if they fail at times. Employees on the other hand should know that pioneers of ideas or projects and innovators receive glory and promotions in the workplace unlike those that cannot bring about change to the organization.

The following are a few chapters that are included in the book which indicate the principles of leadership.

Take command

In this chapter, Abrashoff begins by stating that for an effective leader, being liked by followers should not be a priority but the basic essentials should be to be effective, respected, and trusted by the crews. He claims that the major challenge that faces leaders in the 21st century is the ability of attracting competent employees and retaining them. The ways and strategies of motivating the best employees so that they work with energy, enthusiasm, and passion also proves to be a challenge for the 21st century leaders as stated by Abrashoff. The challenge which cannot be easily dealt with in the real world as time goes by is, the ability to help people who are less talented to surpass their limitations. From an exit survey that he read, Abrashoff discovered that most navy employees quit because of not being treated with dignity and respect, not being the opportunity to be of impact to the organization, lack of rewards, and not being listened to by the management. Out of his research, Abrashoff came up with his own organizing principle which states “The key to being a successful skipper is to see the ship through the eyes of the crew”. Out of the principle, Abrashoff started coming up with new and better ways of doing new things rather than sticking to routines and existing cultures in the ship. By taking command, he was able to come up with better processes of working that people enjoyed executing. He further puts much emphasis on training employees to having a mindset of thinking for themselves and making decisions incase need be.

Lead by example

True leadership can only be achieved by example and not by precept. From his experience, Abrashoff learnt that he is not always on the top, but can also be part of the problem being experienced in the organization. The following are the lessons given on leading by example:

Never forget your effect on people: As Abrashoff puts it, it is important for a leader to understand that they have a great effect on the people they lead either positively or negatively. Leaders have the power to set the mood, spirit, and tone of the people surrounding them without even noticing it because they are influential and have the capacity of commanding.

Never fail the Washington post test: the Washington post test should help leaders in making decisions as well as aid employees in the manner in which they conduct themselves. The test states “if what I’m about to do appeared on the front page of the Washington Post tomorrow, would I be proud or embarrassed?” (Gary, 3) Abrashoff indicates that a leader should do the right thing even if it upsets some people.

Obey even when you disagree: for any leader, obedience to higher authority is important even in cases where you disagree with the decision that has been made.

Listen aggressively

Abrashoff in this chapter explains the power of listening to opinions, ideas, and corrections from his subordinates. By doing this, effectiveness and excellent results can be easily achieved since the crew is always on the ground and understand all the operations that take place within the organization.

Communicate purpose and meaning

Abrashoff gives the secret of effective leadership as being able to communicate the goal and the strategic plan of the organization to all employees so as to enable them work with the aim of achieving them. Effective leadership also involves giving the employees a vision and explaining to them the reasons as to why it is in place. Leaders should also have a personal relationship with employees and personally present the goals, the changes that need to be done within the organization, and the reasons for making the changes.

Create a climate of trust

A climate of trust as Abrashoff puts it is what drives change within an organization. The lessons learnt include: everyone in the organization is a winner when it wins and everyone a loser when it loses. There should be no blames if success is to be achieved; although worst mistakes are made, they can be redeemed; a leader should protect his people from heartless bosses (Abrashoff, 48).

Comparison

In today’s society, Captain Abrashoff’s view of leadership has not been fully embraced by leaders in companies and organizations. Many leaders believe that they can make things happen by giving commands and controlling systems and people alone. However, Abrashoff’s perspective through experience advocates that controls and commands should go hand in hand with leading by example as well and involving people in the change process. The top level management/ leadership in most organizations come up with strategies and initiatives of operation without involving employees which is one of the common mistakes made by many people. According to Abrashoff, the success of an organization can be effectively achieved by involving everyone in decision making by listening to their opinions. His view of growth and mentorship is rarely found in a majority of businesses because the focus is always on the end result and maintain the standards that have already been set by the management. Very few organizations invest on their employees and the opportunity of being innovative is not welcomed normally. For an organization to be competitive and be at the top in the market, there is need for developing its employees and investing in their growth. The growth of people would mean that the organization would offer better quality services or products and effective productivity is likely to be the end result (Abrashoff, 57).

Furthermore, with daily technological advancements and growth, every organization wants to be at pace with trending systems and devices so as to be competitive. Although a number of organizations are at par with technologies and systems, effective change and productivity may not be felt at all. This is because technology is just a facilitator of activities which need to be managed by people. If people are not well trained on how to use the technologies and systems to be more productive, then the essence of having latest technologies would be lost. Unity among crew members in working areas is a virtue that is rarely found in organizations. For the total success of the entire organizations, every department or section is important and should work together in the attainment of the goals and objectives of the company. However, the opposite is what takes place in most organizations with every section or department wanting to outdo the other for recognition but, forget that they need each other to be relevant and effective in the achievement of success.

Conclusion

At the end of the book, the author concludes by stating that, for the thriving businesses he is aware of, the role of management has shifted from command-giver to people-developer, from authority driven to a talent and innovation cultivator. This is an excellent book for any leader in businesses, non-profit organizations, the government, and academic institutions. The bottom line of effective leadership is taking ownership of the business or organization. It’s your ship.

The following are a few chapters that are included in the book which indicate the principles of leadership.

Take command

In this chapter, Abrashoff begins by stating that for an effective leader, being liked by followers should not be a priority but the basic essentials should be to be effective, respected, and trusted by the crews. He claims that the major challenge that faces leaders in the 21st century is the ability of attracting competent employees and retaining them. The ways and strategies of motivating the best employees so that they work with energy, enthusiasm, and passion also proves to be a challenge for the 21st century leaders as stated by Abrashoff. The challenge which cannot be easily dealt with in the real world as time goes by is, the ability to help people who are less talented to surpass their limitations. From an exit survey that he read, Abrashoff discovered that most navy employees quit because of not being treated with dignity and respect, not being the opportunity to be of impact to the organization, lack of rewards, and not being listened to by the management. Out of his research, Abrashoff came up with his own organizing principle which states “The key to being a successful skipper is to see the ship through the eyes of the crew”. Out of the principle, Abrashoff started coming up with new and better ways of doing new things rather than sticking to routines and existing cultures in the ship. By taking command, he was able to come up with better processes of working that people enjoyed executing. He further puts much emphasis on training employees to having a mindset of thinking for themselves and making decisions incase need be.

Lead by example

True leadership can only be achieved by example and not by precept. From his experience, Abrashoff learnt that he is not always on the top, but can also be part of the problem being experienced in the organization. The following are the lessons given on leading by example:

Never forget your effect on people: As Abrashoff puts it, it is important for a leader to understand that they have a great effect on the people they lead either positively or negatively. Leaders have the power to set the mood, spirit, and tone of the people surrounding them without even noticing it because they are influential and have the capacity of commanding.

Never fail the Washington post test: the Washington post test should help leaders in making decisions as well as aid employees in the manner in which they conduct themselves. The test states “if what I’m about to do appeared on the front page of the Washington Post tomorrow, would I be proud or embarrassed?” (Gary, 3) Abrashoff indicates that a leader should do the right thing even if it upsets some people.

Obey even when you disagree: for any leader, obedience to higher authority is important even in cases where you disagree with the decision that has been made.

Listen aggressively

Abrashoff in this chapter explains the power of listening to opinions, ideas, and corrections from his subordinates. By doing this, effectiveness and excellent results can be easily achieved since the crew is always on the ground and understand all the operations that take place within the organization.

Communicate purpose and meaning

Abrashoff gives the secret of effective leadership as being able to communicate the goal and the strategic plan of the organization to all employees so as to enable them work with the aim of achieving them. Read More