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It's Your Ship: Management Techniques from…
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It's Your Ship: Management Techniques from the Best Damn Ship in the Navy (udgave 2002)

af Michael Abrashoff

MedlemmerAnmeldelserPopularitetGennemsnitlig vurderingOmtaler
596829,364 (3.83)6
The story of Captain D. Michael Abrashoff and his command of USS Benfold has become legendary inside and outside the Navy. Now Abrashoff offers this fascinating tale of top-down change for anyone trying to navigate today's uncertain business seas. When Captain Abrashoff took over as commander of USS Benfold, a ship armed with every cutting-edge system available, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months he created a crew of confident and inspired problem-solvers eager to take the initiative and take responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy-Benfold was a key player in our Persian Gulf fleet-Abrashoff shares his secrets of successful management including: ·See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value. ·Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew would eventually call him "Megaphone Mike," since they heard from him so often. ·Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important. Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.… (mere)
Medlem:jdeuman
Titel:It's Your Ship: Management Techniques from the Best Damn Ship in the Navy
Forfattere:Michael Abrashoff
Info:Warner Business Books (2002), Edition: 1st, Hardcover
Samlinger:Dit bibliotek
Vurdering:****
Nøgleord:Ingen

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It's Your Ship: Management Techniques from the Best Damn Ship in the Navy af D. Michael Abrashoff

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Viser 1-5 af 8 (næste | vis alle)
This was the best leadership book I have read. The takeaways, which is what I look for from a book of this sort, were clear, easy to understand, and in many cases, attended with relevant supporting stories and anecdotes. I listened to the audio book read by the author and found this enjoyable. I was motivated to share it with others, which is another indicator of what I thought. The self-congratulatory tone was a bit grating at times; the fact that he changed the world he controlled but largely ignored the bigger world around him that he could have potentially affected through his peers was disappointing. But I ultimately got a lot that I valued from the book, which is what I am looking for in these situations. ( )
  afkendrick | Oct 24, 2020 |
I'm sorry and guilty for giving it 2 stars when everyone else seems to have rated it so highly. But I'm really sorry it doesn't work out for me. In my eyes, I see this book in the following way:

Theory.
Theory.
Theory.
Some incident that happened (it can connect to whatever theory you want).
More Theory.
More Theory.
Some lecture.
Hard work is good bla bla.
Some other incident.

Repeat.

This is not what I was looking for. I was hoping for some kind of internal struggle maybe (in situations where we're not sure and then what decision do we take). One employee does well and he rewards him with a medal immediately. That's great! Except the only problem is in our day to day industry almost everyday someone or the other does something noteworthy. I can't just keep handing out medals or bonuses. My budget is limited.

No. What I want is what to do when someone is misbehaving. Or I'm hearing some bad rumors. Or my boss just doesn't listen. In his case he makes attempts to communicate with his boss that yields him success. Well, if that happened so easily I would call it luck. Trying to communicate an idea, trying to put yourself out there - that's not what is lacking in managers I feel. It's when you're working with a lunatic in some way - someone who doesn't listen to you at all, or a micro-manager, or someone trying to impress his own superior way overboard, or too big a responsbiility is placed on your shoulders that's even greater than you capabilies such that you feel uneasy. And then how do you go about learning, making mistakes etc?

This guy doesn't seem to make any mistakes. It feels like he's been successful without knowing the amount of struggle that other people are going through. And finally he's put together a couple of high level theories after he looks back at his experiences. That's not what I need. I want to read about a manager who's pathetic intially and slowly slowly learns some lessons, still makes more mistakes and finally learns how to say what, what to do when etc.

So I'm gonna have to give it a 2, sorry.

( )
  MugenHere | Jul 12, 2015 |
This is my favorite book on business management. One day a director of sales handed it to me, and I casually put it aside, as there were hundreds of books at home patiently waiting for their turn to be read. Danged if I didn't keep stealing glances at the cover. I knew it was watching me. So I thought, why not read it at work? The books at home would never know. Separation of church and state, so to speak.

LOOK FOR RESULTS, NOT SALUTES
Microsoft has been in a freefall since it focused on Salutes over Results. Once a company starts growing, the obsession with offices and cubicle height overtakes the focus on results and customer satisfaction.

COMMUNICATE PURPOSE AND MEANING
Yahoo might rise again if the CEO can get her point across, which is standardization and goal achievement. A leader must present a common goal for all to strive for, otherwise everyone is only thinking about their own workload.

GO BEYOND STANDARD PROCEDURE
I work in a company where those who think outside the box are castigated and ostracized. Steve Jobs would have been fired here. The author rightly points out that everyone must push the envelope, outside the rigidity of SOPs. Kaizen.

Abrashoff makes some very basic points, such as being able to delegate, because you can't be on every ship at the same time. This isn't an intellectual exercise or a fable about cheese-obsessed mice, just a terrific take on the difference between being a manager and being a leader.

Managers do the thing right. Leaders do the right thing.

Book Season = Year Round ( )
  Gold_Gato | Sep 16, 2013 |
A continuation of my readings on leadership. Picked up this book when it was recommended by the great Brian Seppala, who said that it was a highly regarded book by Bill Belichick. I did enjoy this book, but for some unknown reason, I had difficulty finishing it. Every time I sat down to read it, I enjoyed it, but had little draw to return to it. Basically it took considerably long to get through. The lessons offered in the book by Abrashoff are timely and meaningful, but are stated in such a way that you either want to have more (and don't get it) or want to hear another perspective.

Perhaps the greatest lesson to take from this book is to be a pain in the ass to superiors, and have little embarrassment for doing so. Readers looking for quality leadership material would be better off looking into works of Bennis and Lencioni. ( )
  rdwhitenack | Oct 4, 2011 |
If you've read numerous leadership/management books, this one will seem to be a repetition of several leadership 101 concepts. However, it is a strong first dive into leadership training for those with limited experience running a new team. ( )
  samich | Jul 4, 2010 |
Viser 1-5 af 8 (næste | vis alle)
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To the memory of Petty Officer Edward C. Benfold and to the officers and crew who sailed on his ship with me. And in memory of my father, Donald Abrashoff, World War II veteran and one heckuva dad and granddad.
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My story might be called "The Education of USS Benfold," which is a guided missile destroyer that I commanded for twenty months beginning in June 1997.
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The story of Captain D. Michael Abrashoff and his command of USS Benfold has become legendary inside and outside the Navy. Now Abrashoff offers this fascinating tale of top-down change for anyone trying to navigate today's uncertain business seas. When Captain Abrashoff took over as commander of USS Benfold, a ship armed with every cutting-edge system available, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months he created a crew of confident and inspired problem-solvers eager to take the initiative and take responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy-Benfold was a key player in our Persian Gulf fleet-Abrashoff shares his secrets of successful management including: ·See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value. ·Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew would eventually call him "Megaphone Mike," since they heard from him so often. ·Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important. Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.

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