I have a high school friend. We have a typical military rivalry in that I was in the Army Air Cavalry; he was a Marine pilot. I should give up on the feud because he was a fine Marine, and I was only an average soldier; as told in my story, “you can do better.” That story speaks to the power of constructive feedback and coaching from my own very personal experience.
He and I like to discuss leadership development. It often turns to the execution-based leadership we saw firsthand in the military. The Army or Navy (Notice I left out the Marines as a dig to him) is not the only place to learn these skills. Still, it is a great place to witness and learn from both good and bad leadership qualities and behaviors. There are actual life and death situations, so quality leadership is not admirable; it’s critical.
I told him that I had been reading a book, “It’s your ship,” written by Michael Abrashoff. It was about taking over a poorly managed and functioning Navy Destroyer and what he specifically did to turn it around. I found the book and its lessons meaningful for all my clients, especially those in transit and transportation.
Like the military, that industry has a constant need to execute and produce in a highly charged and often chaotic environment. Abrashoff describes his experience in turning the USS Benfold into a crack team and Destroyer.
I am clear that its lessons were a practical guide to turning around any team in any underperforming environment. I wanted to dissect a few of his ideas into action items that a manager could use, so I called him and asked his permission. Like most people of his stature and accomplishments, he agreed without hesitating. A good and open man who lets me use his words and ideas exemplifies the generosity we see in the most exemplary leaders and managers.
Here is one simple but sound idea to raise morale and commitment.
Captain Abrashoff: “My officers knew that they could always use me in their leadership toolkits. So, they never hesitated to knock on my door and say, “Hey, Captain, next time you’re out walking around the ship, Sonarman Smith really aced that databank,” or “Seaman Jones is doing a helluva job in the laundry. Could you stop by and tell him how much you appreciate him?”
Kevin notes: Steal this idea, now! Take it a step further. Let your managers know that an everyday part of their job is to find people who did something extraordinary. Or, it could be as simple as them truly owning a project or taking on an assignment outside of their comfort zone. Heck, answering the phones day in and out with a great attitude would make the cut. Think of any behavior or result you want to see the team do more of. Then, when they deliver you person who is performing at a peak level or was situationally excellent, go to that individual and say:
“Here is what your manager said you did.” Be specific about the exact behavior or the actual result of their behavior. Let them know how their work impacted the teams, the organization, even you personally.
It might sound like this:
“Bob, Jill (Bob’s manager) said that you spent at least four extra hours making sure the quarterly meetings went off without a hitch. That you sweated the details to make sure it was perfect. I want you to know that the meetings were a complete success in large part and from your efforts. You made the entire team look good, and I am personally grateful.”
Ask yourself:
- Would the effect be positive, negative, or neutral?
- Would the person receiving the feedback be inclined to repeat the behavior and effort?
- Would you personally appreciate this kind of acknowledgment and specific praise from your bosses, boss?
Of course, to all the above!
Kevin Notes: I guarantee a delighted, motivated, and engaged employee. I guarantee an employee will be inclined to repeat and build on the behavior that her boss just noticed and praised. Simple yes? Time well spent, yes? But isn’t that what we are trying to do as a leader/coach. These “one-minute” praisings were a cornerstone to Abrashoff turning an entire ship from worst to first, one sailor at a time. I would note as well that a Navy Destroyer is a big boy/big girl endeavor. The sailors on these ships come from a wide array of backgrounds, situations, and education levels. Yet, Abrashoff’s actions cut through to his people, moved each of them, regardless of all of that.
Abrashoff continues: “Those conversations were the highlight of my day, and they didn’t cost the Navy or me a dime. The more I went around meeting sailors, the more they talked to me openly and intelligently. The more I thanked them for their hard work, the harder they worked. The payoff in morale was palpable. I am convinced that positive, personal reinforcement is the essence of effective leadership. Yet, some leaders seem to be moving away from it. They stay connected electronically with email and cell phones. Still, they’re disconnected personally, and many leaders rarely leave their offices.
People seem to think that if you send somebody a compliment online, it’s as good as the human touch. It is not. It’s easier but much less effective.
Social interaction is getting lost in a digital world that trades more in abstractions than in face-to-face relations. It’s more than a shame – it’s a bottom line mistake.”
The amount of time we (Insight Strategies), as a company, spend on repairing basic communication skills within our clients is stunning. Abrashoff’s actions would mitigate a fair amount of the reasons we are hired to help teams and companies. Don’t waste an opportunity to guide the behavior of your charges by the simple act of pushing away from your desk and getting face to face when delivering both positive or constructive feedback. With remote teams, use the phone over email.
Abrashoff continues: “Recall how you feel when your own boss tells you, “Good job.” Do your people (and yourself) a favor. Say it in person, if you can. Coldness congeals. Warmth heals. Little things make big successes.”
Kevin Notes: Gold…pure truth; Leadership is many things, and we will continue to explore them, but it is always doing the simple things very well. Go to the lunchroom, shop floor, 10th floor, anywhere but your office, and check-in. Be curious and attentive to the people who work in your company.
- Ask how they are doing.
- Ask how you are doing and what more your team would like to see from you personally.
- Ask for ideas that will help the organization run even better. They know, and the asking says that they are part of the organization’s center and that you find their input valuable.
In closing:
- Use your head and ask yourself would these actions motivate and engage your people?
- Use your heart to ask yourself if it were you on the receiving end would it motivate you?
- Use your feet and begin.
To your success,
Kevin Catlin
