A nuclear submarine commander has written a must-read book about how to achieve great performance at every level of your organization.
David Marquet’s Turn The Ship Around! A True Story of Turning Followers into Leaders is terrific for all team players in your company. It’s especially powerful for those entrusted with leading direct reports.
I loved the book. Marquet has distilled his philosophy into a concise, attention-keeping, easy read filled with examples of how he and his crew turned the worst performing nuclear sub into the best.
You, too, can apply this philosophy, but first you’ll have to adopt a new mindset that will lead to different actions. Marquet’s thesis is that we need to transform leadership from a “leader-follower” mode to one of “leader-leader.” That’s how he transformed the USS Santa Fe from a dysfunctional “one captain and 134 crewmen” into a high-octane operation of “135 thinkers.” Continue reading
What would you do if your career depended on how you answered three questions in a fifteen minute interview with the new CEO?
That’s what faced the headquarters staff at Burger King upon being acquired by Brazilian-owned private equity firm 3G Capital in late 2010.
And, earlier this year, the leadership team at H.J. Heinz went through the same experience when they became 3G’s latest investment.
The three questions, discovered by Fortune reporter Jennifer Reingold:
- What have you done for the brand?
- What can you link to driving sales traffic or relevant financial metrics?
- What suggestions do you have for the company?
Tough stuff for sure. As Reingold relates in her article:
“It was nerve-racking, another former executive says. People were throwing up in the bathroom because their whole career comes down to this.”
Surviving new management is difficult, especially when it results from merger/acquisition activity. New bosses often want their own people, regardless of the strength and talent of the incumbent teams. While assessments can be legitimate, they’re more likely to be incomplete, arbitrary or just a formality.
If you’re on the receiving end, the overall process probably seems unfair, and there’s little you can do about it. Except, plan ahead for next time.
There’s only so much you can do sitting at your desk.
Let’s face it. If you’re not engaging off-site with everyone and everything that makes your company tick, that’s a problem – and lost opportunity.
That’s why you and your business team colleagues need to periodically get out of the office and, for example:
• Listen to your customers;
• Get direct feedback from your ultimate end-users;
• Work with sales colleagues;
• Investigate and learn about important marketing geography;
• Talk with manufacturing colleagues in the plant.
Photo: Company Facebook.
I was reminded of this critical factor for success by Starwood Hotels & Resorts.
Twice in the last two years, Starwood has temporarily moved corporate HQ to another country for month-long immersions:
“To get to the heart of two of Starwood’s key markets — China and the Middle East, which account for 75% of its growth — the hotel group’s leadership team, including Mr. [Phil] McAveety [Executive VP-Chief Brand Officer at Starwood], the CEO, chief financial officer and others, took a month to immerse themselves in each location. The team spent March in Dubai and visited China in 2011.”
Starwood does this to learn. Here’s what they said in a company statement: Continue reading
I was hoping not to write this post.
You see, the Chicago Bulls defeated the Brooklyn Nets Saturday night in the NBA playoffs. Had the team I was rooting for won, I wasn’t going to write this. Instead, there’s an extra impetus to highlight why even non-sports fans can take something away from the “corporate culture” instilled by Bulls coach Tom Thibodeau.
Thibodeau has become well-known in NBA circles for his leadership and coaching philosophy of “we have enough to win” and even his more pronounced “we have more than enough to win.” It’s a refusing-to-blame-injuries-and illness belief system he’s had to put to good use since the team’s best player Derrick Rose tore up his knee in last year’s playoffs (still hasn’t returned to action); and throughout this year’s season and now playoffs.
The Bulls beat the Nets on the road in seven games despite two starting players out with injury/illness for games 6 and 7 and several others playing with the flu (garbage pails were needed on the bench in game six for at least one player to umm, get sick in). Chicago has a deep and talented team, but their depleted-roster victory can also be credited to the Nets’ poor performance. Really, Chicago had no business winning the series.
But, this isn’t a sports story.
It’s a lesson about the power of team attitude, mindset and culture.
Check out this quote from Bulls player Jimmy Butler, courtesy of ESPNChicago.com:
“I think whenever you hear it enough each and every day, you start to buy into it. Thibs [Coach Tom Thibodeau] is constantly saying that, we’re constantly saying that. And we know that we have enough to win because even though (our injured teammates) aren’t on the court with us, they’re with us spiritually. Whenever we come into that locker room, they’re saying things that they see from the TV. They’re always helping, just maybe not physically out there on the court with us.”
Let’s say your organization has to operate without your best competitive asset and a 40% budget reduction (analogous to the Bulls situation versus the Nets). Continue reading