Business-Ship to Ship Book Review

In Col J. William DeMarco’s essay, Leadership Philosophy 101: Who Are You?, he states that every leader must have a direction and a personal vision. Col DeMarco calls this concept “Leadership Philosophy,” a concept which resonates through many of the assigned readings. My personal philosophy focuses on servant leadership at its core. Servant leadership is defined as “serving subordinates as much, or more, than they serve their bosses.” Servant leaders don’t stay behind desks, they address the needs of their Airmen, and take care of them like family. The commander interview highlights the critical nature of this leadership method. This paper will compare my personal philosophy with those of my commander and his past leadership crisis

This concise paper addresses a lifetime of learning on part of the author and the gracious graduated squadron commander interviewee who leant his time and wisdom. In the next few paragraphs the three key elements that will be addressed include: the author’s leadership philosophy, elicited in the hot seat from the Group Commander, a summary of the author’s commander interview, and an analysis of the interview through the lens of the author’s own philosophy.

Chapter six, I read the title and got excited, What is Management and When Are You Managing? Yes, now we are getting somewhere! I found some truth early on, kind of… Stanley had the position that you learn to be a good manager by managing not by going to school. Before I was promoted years ago I had already obtained my four year degree in Business Management and Organizational Leadership so I felt somewhat prepared. Denial is a nice zip code. Within months of being promoted to Sergeant I was escorted to private meeting room by the two senior officers on my newly appointed team. Truly I don’t remember what they said, but the feeling resonates to this day. YOU KNOW NOTHING, BE QUIET, LISTEN, LEARN AND THEN MAYBE WE WILL LET YOU LEAD. I felt humbled, they had been respectful but firm and the message was clear…this was going to be much harder than I thought. I agree that it is very unnatural to decide to produce results

He notes that the crew seemed relieved by the departing Commander and realized that he must come up with a new leadership model to reach his crew. As he noted in the introduction that high percentage of turnover among crew bothered him and he notes some trends in society that contribute to this problem. The long economic boom had made most people unafraid of losing their jobs, or finding new ones. Thus he believed it manager’s challenge to retain them by motivating them to “work with passion, energy, and enthusiasm.” (p.12) By reading over the exit surveys he assumed as many that low pay was a main reason for people leaving, but was shocked when it was in fact 5th. The top four are strikingly similar to the slide we studied in class on “What Associates Want from Their Job” in wanting appreciation, ability to make impact, not being listened to, and more responsibility. This helped him understand his crew better and try to “see the ship through the eyes of the crew.” (p.13) He encouraged his crew to challenge the way in which they carried out their jobs by asking, “Is there a better way to do what you do?” If so, then he wanted them to take the responsibility one their own to implement the change, unless it involved major implications.

Petty Officer Williams (supervisor) “I feel extremely confident as a supervisor in the RAN, I have an excellent framework and access to resources to to deliver a mentoring program within the Boatswains faculty” (Petty Officer Williams, Personal Communication, Sep 04, 2016). The Boatswains Faculty contribution to the ongoing support of the document titled Defence Instruction (NAVY) Leadership, Management and Professional Development in the Royal Australian Navy. Mentoring is a fundamental concept behind reinvigorating the Leadership, Management and Professional Development framework within the RAN.

This enabled him to get an accurate, unfiltered assessment of the current state of the organization. LTG Ridgway used the meetings with subordinate commanders to issue a set of verbal mission orders in accordance with his offensively oriented vision. By demonstrating disciplined initiative and a degree of risk taking, LTG Ridgway was able to infuse the organization with new energy and a new attitude. This contributed to a sense of trust and provided the glue to mold together a team that shared his vision and could successfully execute his plans. LTG Ridgway’s example is a model for anyone making the transition to command.

The Captain is a symbol of leadership and struggles relentlessly to maintain his position amongst the crew members. He

General Powell highlights 18 lessons learned in leadership that are applied to successful companies, and how they are applied to leadership in his presentation to the Outreach Program, and the Sears Corporate Headquarters. These approaches can be applied not only in business but life in general. I will highlight three of the lessons that have impacted my career in the military

When I became the commander of a ship as a young officer, it was clear to me that I was the least professional person on board. Nevertheless, I had the responsibility to lead the team, to go out to sea whether it was stormy or calm, to carry out missions whether they were routine or dangerous, to bring the team and the ship back safely to port. I knew it and the soldiers knew it. “Necessity created a kind of leadership that doesn’t derive from professional training (which comes with time) but from mutual trust between a commander who takes decisions and soldiers who do their best to carry them out. I believe this applies to anyone who commanded in the field and had to lead in the face of a great deal of uncertainty. Which is what happens in a startup every day.” Gura adds, “Just like in the army, in the startup world you also need to ‘forge ahead, not give up, not be afraid and fight to the end.’” Waldman says that, “Being an officer in Golani helped me later when I needed to cope with stress.” His tip for those soldiers who didn’t serve in technological units? “Work towards success at all times, and don’t give up when it gets hard.”

The film Mutiny on the Bounty tells the story of a merchant ship lead by Captain William Bligh and Lieutenant Fletcher Christian (Milestone & Reed, 1962). The Bounty was on a mission to harvest breadfruit trees from Tahiti and transport them to Jamaica to become a source of cheap food for slaves in the British West Indies (Milestone & Reed, 1962). After a long and grueling excursion, a mutiny occurs that divides the crew members and leads to chaos. This paper will attempt to compare and contrast the leadership styles of Bligh and Christian and how it impacted the actions of the crew members.

his employees self-determination and recognizes individual self-worth by encouraging them to participate in decisions about their work. He communicates with the employees in terms that are

The book “Turn the Ship Around! A True Story of Turning Followers into Leaders” by L. David Marquet, Captain, US Navy (Retired) is the book we selected to review. Our group selected this manuscript because of the inspiring story behind the captivating title. A combination of intrigue and necessity inspired our group to examine this manuscript for its valuable motivating material about leadership and the art of delegation.

At this point the Captain is unsteady in his new command but has good intentions. He keeps anchor watch one night, to the astonishment of the crew, as a gesture of benevolence. However, his attempt toward friendliness serves to alienate the captain even further because his crew is so taken aback by his actions. The Captain needs to show leadership in order to gain respect of his crew, but being his first time in command of a ship and being a stranger to himself he does not know how.

One of the most important is that this supervisor’s employees were completely denied the opportunity to learn and grow. This definitely breeds resentment among the employees, as the entire staff begins to feel that shortness in opportunity is preventing them from moving forward professionally (Walker, 2002). Furthermore, a lack of learning and developing leads to low self-esteem, motivation, and moral. It was very obvious that the entire team felt this way, as they were not trusted to take on these situations. This, in turn, negatively affected the entire company, as talent was not being properly developed.

Ship charges are €6000 per bus and unloading at the port of Santos costs €94 per bus.