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It's Your Ship: Management Techniques from the Best Damn Ship in the Navy (精装)
by D. Michael Abrashoff
| Category:
Leadership, Management, Navy |
| Market price: ¥ 278.00
MSL price:
¥ 218.00
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MSL rating:
 Good for Gifts |
| MSL Pointer Review:
Packed with real-world examples that help define leadership, this is an extraordinary, from-the-trenches source of knowledge on leadership. A must read! |
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AllReviews |
1 Total 1 pages 9 items |
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Howard Rothman (MSL quote), USA
<2007-01-30 00:00>
Other than the sobering fact that real lives are regularly at stake, running a navy ship is a lot like running a business: leaders of both must get the most out of their crews to operate at peak efficiency and complete the tasks at hand. As commander of the highly acclaimed USS Benfold, Captain D. Michael Abrashoff irrefutably demonstrated how progressive management can succeed at sea; in It's Your Ship, he translates his methods into an approach that can also be applied by land-bound captains of commerce and industry. Describing "the ideas and techniques that I used to win my sailors' trust and, eventually, their enthusiastic commitment to our joint goal of making our ship the best in the fleet," Abrashoff cites embarrassing failures along with subsequent triumphs to illuminate the keys to his accomplished 20-month tenure aboard the guided missile destroyer. 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. While hardly original on the surface, Abrashoff's course should provide practical direction and inspiration for any leader hoping for similarly positive results in similarly rigid organizations. |
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Al Chase (MSL quote), USA
<2007-01-30 00:00>
On several occasions in the past, I have written about Capt. D. Michael Abrashoff, USN (Ret.). Mike has made the transition from being a decorated and acclaimed naval officer to offering his leadership insights to business leaders. His newsletter - available on his Website at www.grassrootsleadership.com - is one I look forward to reading each month.
Capt. Abrashoff has authored two fascinating books that I have devoured and now look forward to sharing with you. I offer them as a one-two punch! In this posting I will review his first best seller: It's Your Ship - Management Techniques from the Best Damn Ship in the Navy. Later this week I will offer my thoughts on the sequel.
By his own account, Mike Abrashoff was dragged reluctantly to the enlightened conning tower where he now stands and from which vantage point he offers advice to those who desire to grow as leaders. As a young officer, Abrashoff was like many newly-minted Annapolis graduates, passing along the command and control ethos that he had absorbed and that has been the hallmark of military "leadership" for generations. As XO aboard the Shiloh, he learned a signal and indelible lesson in command when he unthinkingly passed down the chain of command an order that eventuated in a sailor falling asleep while standing watch - an egregious offense aboard a warship.
"Well, this was an open-and-shut case - if you are asleep on watch, you are guilty. There was no need to bother about the facts. So, I sent the sailor to the captain for punishment, without any further investigation.
To my utter surprise, the captain asked the sailor why he had fallen asleep on watch. The sailor said he had been up all night cleaning a dirty workspace. Why did he have to stay up to clean it? Because the chief told him it had to be done by 8:00 A.M."
As the investigation continued and the chain of orders found it's way back to Abrashoff, the department head told the captain: "The XO told me to get it done by 8 A.M."
Abrashoff shares the lessons he learned that memorable day:
"How in the world could I have known that they were so short-handed that they would have to keep someone up all night to get it finished? But in fact I should have known or at least been approachable enough for the officers to feel safe explaining to me why it was a problematic order. I didn't get all the facts; I didn't realize that there were not enough resources to get the job done in the time I had allowed. The captain dismissed the case and I felt like a complete idiot. Never again, I promised myself, would I give an order without clearly articulating the goal, providing the time and resources to get it done, and ensuring that my crew had the proper training to do it right." (Pages 34-35)
That watershed moment in Captain Abrashoff's career led him to make many adjustments in his view of leadership, his willingness to listen, his approach to the chain of command, and his commitment to champion the cause of his people so that they could be equipped for success. The pinnacle of his career as a naval officer was commanding the USS Benfold in the Persian Gulf and seeing his ship transformed from a dysfunctional amalgamation of misfits and malcontents into a proud vessel that was awarded the Spokane Trophy, emblematic of the best ship in the Pacific Fleet.
In this book, Abrashoff recounts many of the lessons he learned along the way - lessons that are all immediately applicable to any business or organization. He manages to tell the story of his own development as a leader and the development of his shipmates without coming across as arrogant. Clearly, the unapproachable Abrashoff of page 35 somehow transformed himself into a very approachable and engaging leader who not only set a high standard for his own crew, but offers transferable lessons to business leaders willing to listen and read.
Each chapter treats one leadership lesson or principle and fleshes out the abstract ideas with stories of the men and women who were the crew that brought about the transformation of the Benfold.
Take Command
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
Improve Your People's Quality of Life
I had two over-arching reactions to the book. First, was a realization that all of these lessons can be boiled down into a simple dictum and recipe for success: Set high standards for yourself and your people, create an environment that challenges them
to embrace those standards as their own, and then train, equip, encourage and communicate with your people in such a way that you empower their success.
Second, this approach to excellence and leadership is very reminiscent of the
principles of leadership I have heard articulated by my friends who have flown and taught at the Navy's Top Gun school.
Abrashoff's style of writing is one that I enjoy. His use of colorful and apt metaphors raises the quality of the writing above the level of most leadership books I have encountered. By way of encouraging you to read this book, I share the closing paragraph:
"In business, I have encountered many companies with the kind of bad habits and poor leadership that troubled Benfold when I first went aboard. Too many company departments appear blind to what they could accomplish together. Bereft of good leadership, they are trapped in needless bickering, politics and posturing, with predictable damage to the bottom line. And yet unity of purpose is quite achievable, even against heavy odds, and sometimes because of them. We created unity on Benfold. The U.S. military did it in Afghanistan. I am convinced that businesses everywhere can do the same. After all, it's our ship."
Enjoy reading this book, and bon voyage! |
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Dolf Robelli (MSL quote), Switzerland
<2007-01-30 00:00>
Like many books on leadership from nonbusiness walks of life, this sea tale offers a refreshing new perspective. U.S. Navy Captain D. Michael Abrashoff explains how he and his crew turned their under-performing vessel into the pride of the Pacific Fleet. His colorful, somewhat self-promotional style of storytelling makes it enjoyable, especially for those who are curious about life on a guided missile destroyer. What is less clear, however, is how to apply the Captain's lessons from a naval vessel to the business of running an ordinary corporation. "Generate unity" and "build up your people" are noble maxims, but how do you apply them in a corporate environment where the greatest threat often stems from friendly fire? In any case, the Captain offers engaging stories about how he steered the USS Benfold back on course. We recommend his book to executives and students of management who appreciate an anecdotal approach to shipshape leadership.
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Robert Navarro (MSL quote), USA
<2007-01-30 00:00>
Michael Abrashoff has a very enlightened view of treating people and I found that very refreshing. However, while his methodology is commendable, it was applied in a context of a "closed" environment. And, most of the tasks on the ship were of a repetitive nature, which means that by practicing sufficiently and hard enough it was possible to improve and attain a higher proficiency rating. The military command structure is also tighter, and the ship operates in a real life-and-death situation since it is a combat vessel geared for the possibility of a war mission.
A competitive and aggressive style of leadership as exemplified by Mr. Abrashoff demands a consistent and firm system of rewards and retributions-something that does not exist at American corporations. Trying to apply his leadership style In American industries is very difficult because they operate in an "open" environment. Thus, if a corporation has a "loose cannon" or someone fails to deliver as promised, there are no real consequences that occur as a result of these actions. Also, most of the tasks that are undertaken at corporations usually only have a single opportunity in which to accomplish them.
The bottom line is that you can follow this style of leadership, and that it will probably yield results within the confines of a small group. And, maybe some of this attitude can affect other groups with whom this group interacts. It's worth a shot, especially since everything else has already been tried by American corporations.
Finally, I found an interesting omission at the end of his book. In the "Acknowledgements" section he forgot to specifically acknowledge his crew members aboard the Benfold. I thought that they deserved special mention and recognition for the role that they played in the outcome of his management model.
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Susan Sandberg (MSL quote), USA
<2007-01-30 00:00>
As a long-time Air Force Instructor who specializes in teaching leadership courses, I was stunned at the simplicity and wildly effective techniques described in this book. Captain Abrashoff simply followed his heart, and in the process, not only nearly transformed the Navy but created allegiances so herculean that you'd think you were reading Greek mythology. Nothing fancy here - a committed leader, determined to do what makes sense and what makes his people feel most empowered and personally satisfied. His eager crew knocked the socks off every existing comparable ship in the fleet, but that wasn't his best legacy. His greatest gift as a leader was his willingness to learn and to change as needed - and that, as uncomplicated as it sounds, created physical and emotional miracles. More than once, I reached for the tissue box, and more than once, I asked Providence to bless him and anyone else who was determined to lead as he did and does. Easy to read, brief, and magnetically compelling, this is a magnificent primer for every person who leads or who aspires to do so one day. I have read many dozens of books on leadership for my profession, but this one blows every single one of them "out of the water". Read and heed, and your abilities as a great inspiration and guide will multiply exponentially. Extraordinary!
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Kevin Quigg (MSL quote), USA
<2007-01-30 00:00>
This book was not read for pleasure. My boss stated I had to read it, because his boss thought it was a necessary read. After reading it, I have to agree that this book is a good leadership model for those people who manage people. Even for such a structured organization as the U.S. Navy, the author proves that working with your people helps the organization attain success. However, Abrashoff is just restating what corporations and other organizations learned in the 1980s. A proven way to satisfy your customers is to work as a team toward your organization's goals.
This is a great read. The author should be complimented about changing how his organization functioned on his destroyer. As I stated, this was only unique in the setting in which it took place. Most corporations have used for some time these principles Abrashoff talks about. That is why it is a little annoying to read all those I did this, I did that sentences in the book. Abrashoff worked in a team, of which he was the leader and the principles were well established. Abrashoff only implemented them in a military setting, rather than in a corporation.
The book is chalk full of stories about Abrashoff changing how sailors functioned on the Benford. It is a good read to reinforce managers stuck on doing things the same old way. It is also an enjoyable read. |
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Tom (MSL quote), USA
<2007-01-30 00:00>
I have been in management for a couple decades. I have heard & seen all the gurus come & go. Until now only one book about management has managed to stay on my shelf, The One Minute Manager. Well now it is not alone! This book is great! It is from the trenchs, not some "professor" who has really never worked in management. If you are a manager who works with your people, this is a must read! Finally, a book written by someone who understands the importance of the people you work with! By walking you through his tour on the Benfold Captain Abrashoff lets you in on his thoughts & his concerns so that you understand his solutions. The fact that it all takes place on a Navy ship only adds to the message. Whether it is an Admiral or a CEO, the Navy or major corporation, a boss is a boss & bureaucracy is bureaucracy. I have never served in the military. But I have shared his concerns. His thoughts parallel mine regarding productivity, retention, morale. His solutions are earthshatteringly basic. He took the time to find out what drives his people. It was time well spent. Time you will be inspired to spend after you read this book.
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Robert Lanquedoc (MSL quote), USA
<2007-01-30 00:00>
This was my vacation read this year. I am not the kind of person who reads work related books, required or not, while on holiday. In fact, I am no longer in a position in which I am supervising others, but my wife brought the book home as it had become suggested reading in her company. The book is well thought out, enjoyable to read, full of real life stories, thoughtful analysis and practical conclusions.
Abrashoff was motivated to consider new approaches to ongoing problems plaguing the poorly motivated crew of the Benfold when during the change of command ceremony the crew exhibited an overt sense of relief as the former Commanding Officer was departing the ship. It is likely that most managers would have construed that the crew was unprofessional then proceed with micromanagement policies and procedures that continued to make their life seamlessly miserable. Instead Abrashoff decided that if anything he would see the ship through the eyes of the sailors and try to deal with the gripes of his crew.
The book is written as a series of captivating anecdotes rather than a simple autobiographical record of his experiences as the commanding officer. The book details his personal accounts illustrating his innovative interventions used to rectify the deficiencies of his ship and crew. Abrashoff also discusses the manner in which he navigated the relationship with his superiors as his ideas were often at odds with existing guidance, established doctrine and the way things had always been done.
Unlike most authors espousing management theories, Abrashoff had the benefit of the results oriented, metric driven Navy to document the improved performance and readiness of the individual crew members as well as the Benfold herself. It is clear to the reader that the bulk of the progress resulted from the progressive leadership of Abrashoff and not the established policies.
Abrashoff is the very best of leaders, willing to take chances, break from policy, do the right thing for the his people, sometimes exposing himself to unwanted scrutiny in the process, and I am grateful that he captured all of it in his outstanding book. |
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Hercule Poirot (MSL quote), USA
<2007-01-30 00:00>
I read the book and the author was honest about his failure to defend some of his officers when he started out in the Navy and how he was insecure and had no self-confidence until he became an aide to Secretary William Perry. It is amazing that officers like him never got a chance to develop their leadership skills or never had a mentor to help develop those skills despite their years of experience. What bothers me is that he never talks about the lack of leadership by the Chief Petty Officers (CPOs) who are the NCOs of the Navy. I bet that many enlisted men and women left the Navy because the CPOs did not care about them. These CPOs were no different from the officers.
Almost of the American officers of the 19th and 20 centuaries came from the upper-middle class, rich families and/or prominent military families. The US Navy was the last American military institution to establish a program in 1962 where enlisted men could become officers. Admiral Boorada who shot himself in 1996 was a product of that program and was the only Chief of Naval Operations who was not a product of the Naval Academy. America was not a meritocratic system despite what one believes.
I wonder how the author got away with issuing new civilians jackets to his men without his men being courtmartial for being out of uniform since the Navy has to approved new uniforms before sending out to its people.
The author was surprise that most of his crew came from broken poor minorities families. If he was an officer in the late 19th and early 20th centuary US Navy, he would have found that all his enlisted men were poor white guys who came from poor broken homes and join the Navy to make something of themselves and to get a roof over their head, regular pay and some kind of belonging. The problem is that our schools do not tell our students (elementary, high school, and college) about how life was really like for the vast majority of the American population before World War II in terms of trying to make a better life. Until the GI Bill and better union laws came into being, there was no way most Americans could have a decent middle class life with a bright future.
What is also is amazing that what kind of assignments you might get depending upon what your standing is at the Academy. If you graduate at the top, the world is your oyster. It is kind of like graduating from law school.
Napoleon stated that every soldier is a potential field marshal. It seems that the people in the upper middle class and rich class in America believe that the poor people are nothing but peasants, so why should the author be surprise. The problem is that American managers do not come from the working class and therefore; do not have the technical skills to understand their products unlike Japanese CEOs. They also isolate themselves from the American workers on duty and off duty. Furthermore, the Japanese despite their class/caste system still manage to achieve technological breakthroughs with the help of their workers.
Great book, just like Ross Perot's book Principal of Success. However, I agree with some of the reviewers who stated that reading the book will not make you a leader. This is a must read for both civilian and military leaders. Even the Sergeants and Chief Petty Officers should be forced to read this book. You have to roll up your sleeves and continously work at it until you died or retire. Don't talk about it, just do it! |
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1 Total 1 pages 9 items |
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