Status Updates From Turn the Ship Around!: A Tr...

Instead, have awards that are abundant, with no limit. They pit your team against the world-either external competitors or nature. I like to call these man-versus-nature as opposed to man-versus-man awards.

Do you recognize your staff's achievements so long after the event that even they forget?

We did several things to reinforce these principles and make them real to the crew. For example, when we wrote awards or evaluations, we tried to couch behaviors in the language of these principles.

...anticipatory deliberate action. With the movements of watch standers indicating the next action they anticipate taking, they signal fellow team members and supervisors what they should be thinking about.

...we would set an objective of minimizing the time from casting off lines to having Santa Fe submerged and stable at 150 feet underwater. That forced the crew not to think in terms of disparate events...with all the discontinuities in personnel and equipment, but to think of sticking all those events together.

Embrace the inspectors

we worked hard on this issue of communication. It was for everyone. I would think out loud when I'd say, in general, here's where we need to be, and here's why. They would think out loud with worries, concerns, and thoughts.

when you follow the leader-leader model, you must take time to let others react to the situation as well.