If what you were about to do appeared on the front page of the Washington Post (or online) would you be proud if it?
If it’s the right thing to do, navigate egos and politics.
Challenge decisions by your superiors and empower your people to do the same.
Give others your attention and respect
See the ship through the crews’ eyes – if they have good ideas, make a note of them.
Become their biggest cheerleader.
Back your words with action – word magic: “the best damn ship in the Navy.”
COMMUNICATE PURPOSE AND MEANING
Bring your enthusiasm to the job.
Don’t lie and remain honest, and make sure they do too.
Open up the clogged channels.
Every employee is an ambassador for the company.
Empower them to think and act on their own – after action review – check your ego at the door.
Open yourself up to criticism.
Freedom strengthens discipline.
CREATE A CLIMATE OF TRUST
Trust is like a bank account – you keep having to make deposits for it to grow.
Internal bickering gets you nowhere.
When the entire organization wins, the ship wins.
Nothing is sadder than those who inflate themselves, by deflating others.
You benefit if your employees feel safe and secure.
Protect your people from lunatic bosses.
LOOK FOR RESULTS NOT SALUTES
Rigidity gets in the way of creativity.
Everything is up for redesign.
“It’s always been that way” is toxic – leaders eat last.
Don’t behave that you are above your people.
FREE YOUR CREW FROM TOP-DOWN-itis
Encourage freedom to fail.
Revise the manual based on what your men feel you need.
TAKE CALCULATED RISKS
Bet on the people who think for themselves.
Partners not peons.
Remember your people’s birthday and celebrate it.
BE THE RISING TIDE THAT LIFTS ALL BOATS
Don’t ask permission.
EXPECT THE BEST FROM YOUR CREW AND YOU WILL GET IT
Assume that everyone is talented and spur them to do so.
Challenge their minds.
Cross-train your men, to make sure they have extra skills.
COUNCIL CONTINUOUSLY AND HONESTLY
Let them know what the criteria so they and prepare in advance.
The key to a successful evaluation is if they are surprised when it is given. Keep consistent feedback as part of the daily routine.
Shed poor performers but only after you have them a chance and what will happen if they don’t achieve it.
Navy has problem with racism and sexual harassment
If you surround yourself with people like yourself, you’ll be victim to groupthink
How you get there is just as important as getting there
People need to know that their interests ae being represented of the top
IN HEAVY TIMES, LIGHTEN UP
IMPROVE YOUR PEOPLES QUALITY OF LIFE
his learning opportunities were through his experiments
Find your own solutions and get out of their way