"It's your ship" - Charting the course and building up your people!

U.S. Navy Captain D. Michael Abrashoff, Commanding Officer (CO) of the USS Benfold summarized his learning in various publications. His initial book “It’s Your Ship” published in 2002 became a Business Week, New York Times and Wall Street Journal bestseller. Abrashoff’s management techniques can be seen as a blueprint for charting the course in often unchartered waters, through actively engaging and building up the workforce. It is considered by business and sports organizations as a prime leadership model for navigating volatile, uncertain, complex and ambiguous (VUCA) conditions.

The USS Benfold is named after US Navy hospital corpsman Edward Clyde Benfold, who was killed in action at the age of twenty-one during the Korean War while saving the lives of two wounded fellow Marines. Abrashoff commanded the destroyer from June 1997 to February 1999. Prior, he spent time in the Pentagon as the Military Assistant to Secretary of Defense Dr. William J. Perry. At the age of 36, the most junior captain in the US Navy Pacific fleet, Abrashoff’s ship performed as one of the worst. Operational results, safety, housekeeping, board and morale were poor, just 28% of the 310 men and women were re-enlisting. One year later, after serving for 100 days in the Persian Gulf, the USS Benfold won the prestigious Spokane Trophy demonstrating overall excellence in combat systems and warfare readiness - with the exact same crew!

When taking command, Abrashoff assesses the exit interviews to understand the low retention rates. The main reasons are: not being treated with respect, prevented from making an impact, not being listened to, and not being rewarded with more responsibility (DMA, p.13). He immediately sends a strong empowering signal to his crew: “It’s your ship” becomes the watchword. 

Abrashoff recognizes the need for radical change. He develops the guiding leadership principles rather intuitively than by textbook application. They are unconventional, especially for a military organization, very much the result of learning by doing and leading by example, not precept. In Abrashoff’s words: “You can never go wrong if you do the right thing” (DMA, p.9) and you never fail the Washington Post test: “If what I’m about to do appeared on the front page of the Washington Post tomorrow, would I be proud or embarrassed?” (DMA, p.50) 

“Seeing the ship through the eyes of the crew” and listening aggressively is part of Abrashoff’s leadership style. He interviews every one of his 310 sailors individually, gets to know them personally and asks them, what would they do first if they would be the captain of the ship? (DMA, p.56). And whenever an impactful idea would be generated, he announces the idea, praises the owner, and ensures the implementation through the public address (PA) system - which ultimately leads to his nickname “Mega(phone) Mike” (DMA, p.65).

Permanently communicating purpose and meaning creates a “can do” mentality. There is a direct relationship between how much the crew knows about the plan and how well they carry it out (DMA, p.66). Abrashoff dissolves the departmental silos, implements a rigorous “After Action Review” (AAR, p.71), driven by the belief that “positive, personal reinforcement is the essence of effective leadership” (“Flywheel effect”, DMA, p.156).

“Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity” (quote by General George S. Patton). This is creating a climate of trust and keeps any organization on course for success. “Trust is a human marvel - it not only sustains the social contract, it’s a growth hormone that turns green sailors into seasoned shipmates and troubled companies into dynamic competitors” (DMA, p.74). Trust is like a bank account: you have to make deposits to grow, occasionally things go wrong and you make a withdrawal, but most importantly, it is sitting in the bank earning interest (DMA, p.76).

Abrashoff builds an “intellectually curious organization” (Harbinger), an institution of continual learning and improvement. He is looking for results, not salutes, creating a shared longing for “excellence without arrogance” (Murray). He thrives for a “ruthlessly efficient organization” (DMA, p.72), based on a methodical analysis of what works and what doesn’t. “Leadership is the art of doing simple things very well” (DMA, p.152). By applying the so-called “1% rule”, step-by-step, the organization achieves a more superior competitive position (Murray). A technique also successfully applied by basketball coach Pat Riley, leading the Los Angeles Lakers to back-to-back NBA titles in 1987/88.    

If a rule doesn’t make sense, break it. Abrashoff is taking calculated risks within reasoning. After realizing the unacceptable food service aboard the USS Benfold, he immediately commands two unconventional changes. First, he is sending six cooks to culinary school in San Francisco. And second, his crew starts buying quality civilian food brands instead of the official Navy rations. “Little gestures go a long way” (DMA, p.15) and both measures are within the span of control.  

Innovation, progress and outstanding performance are only achieved by going beyond standard procedures. You have to look for new ways to handle old tasks and fresh approaches to new problems (DMA, p.131). “Challenge the system within the system” (Harbinger), push the envelope for innovation. “If you prepare for the most challenging scenarios, chances are good that you will be much better prepared for the unforeseen” (DMA, p.134). 

“Treating people with dignity and respect is not only morally right but also highly practical and productive” (DMA, p.182). It creates psychological safety. Building up your people becomes a leadership mantra on Abrashoff’s ship. He is forming a strong, deep bench by cross-training and backups, by teaching the crew what their shipmates do, and as a result improving team skills and spirit. The ship leaders counsel continuously and honestly, not only during the (semi-)annual evaluation, but as part of their daily routine (DMA, p.175). 

Generating unity becomes a fundamental purpose of Abrashoff’s leadership model. “Unity is about maximizing uniqueness and channeling that toward the common goals of the group” (DMA, p.184). Defining the parameters in which people are allowed to operate is vital, it provides guidance and clarity - Abrashoff calls it: “My line in the sand” (DMA, p.27). The captain has to be involved in any decision that could potentially injure or kill someone, damage the ship, and/or waste taxpayer’s money. But short of that, anyone on the ship should try to solve any problem that comes up. “Trying takes grit, builds skills, breeds courage” (DMA, p.106). 

Improving your people’s quality of life “creates infinitely more social glue for any organization than stock options and bonuses will ever provide” (DMA, p.202). Abrashoff installs a “welcome aboard” procedure, assigns experienced onboarding mentors (“running mates”) to new sailors and personally recognizes every crew member when leaving the ship with a service medal. Thursday night jazz music and cigars, Friday night karaoke, Sunday afternoon cookouts and movie nights are a few of many social events boosting morale and camaraderie. “On USS Benfold, the secret of good work is good play” (DMA, p.211), showing the crew that nothing is more important than their well-being (Moros). 

In the Harvard Business Review article “Retention through Redemption” Abrashoff summarizes: “There’s an astonishing amount of creativity and know-how below decks, just waiting to be unleashed. To set it loose and make it flourish, a leader should neither command nor control; but should provide vision and values and then guide, coach, and even follow the people” (Abrashoff, p.138). 

References:

Abrashoff, D. Michael (DMA): It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy, 10th-anniversary ed., New York 2012

Abrashoff, D. Michael: Retention through Redemption, in: Harvard Business Review, 79/2 (2001): 136-141 

Harbinger, Jordan: It’s Your Ship - Here’s How to Shape it, Podcast # 231, www.jordanharbinger.com, 22.04.2019

Moros, Blas: Book Review on “It’s Your Ship” by Captain D. Michael Abrashoff, www.blas.com, 31.01.2016

Murray, Sean: Leadership Lessons from a Former Naval Captain with Michael Abrashoff, The Good Life Podcast # 36, www.theinvestorspodcast.com, 02.11.2020 

Tomlinson, Gary: A Book Report on “It’s Your Ship”, www.pdf4pro.com