see what they can do

Once a year, all Navy ships undergo a thorough assessment, in which outside inspectors validate the ship's readiness. The ship as a whole and the crew's abilities and proficiencies are rated in twenty-four categories, on a scale ranging from basic Level One to advanced Level Four. 

The purpose is to determine who much additional training the crew needs to be ready for combat. But if you assume that the higher a ship's level, the less time it would spend training at sea, you would be wrong. In fact, regardless of its readiness rating, every ship spends the next six months training at sea. 
Thus there was no incentive to reach Level Four, and in fact, no ship ever did. Level One was the required minimum, and that was usually considered good enough. 

Then Benfold came along.

Originally, my goal was to reach an overall rating of Level Two, but when I recognized the enormous potential of my crew, I raised the bar to Level Three, much to the chagrin of those who saw it as a quantum leap in their labor and my hubris. 

I must also admit that, in addition to my noble motive of making the ship as good as it could be, I wanted to blow my archrival out of the water. Their assessment was scheduled to begin the basic Level One. The CO had no idea that we were laying the groundwork to shake things up a little. In fact, we were about to rock his world.

Our first challenge was finding enough senior people to supervise the twenty-four areas of testing. My combat systems officer hit me with the unexpected news that we had only twenty qualified people who were not involved in other critical operations. 

Thinking fast, I said, "Fine - pick supervisors from the next group down. You don't always need a senior person in charge. It could be a young, third-class petty officer."

"That's never been done before," he said.

"See what they can do," I said. "The alternative is to do nothing, right? Let's assign senior people to the most demanding areas and work our way down to the junior ones. If we don't get Level Three in some categories, so what? We will get Level One or Two. We have nothing to lose."

As it turns out, the third- and second-class petty officers were so honored to be chosen that they worked hard enough for several of their teams to outshine those supervised by senior people. The search-and-seizure team was particularly impressive. We assigned it to one of the ship's most junior sailors because we suspected he had the ability to honcho it. The outside inspectors protested, saying they could not validate the work of an important team that wasn't headed by a commissioned officer. But I insisted, and the young sailor did such a fantastic job that the inspectors ate their words and placed us at Level Four in that category.

Breaking out of our stratified systems to trust the people who work for us, especially those at or near the low end of the hierarchy, was a useful, progressive change. It let us unleash people with talent and let them rise to levels that no one had expected, simply by challenging them: Make Benfold the readiest ship afloat. In that context, how could we not have done well?


D. Michael Abrashoff
It's Your Ship: Management Techniques from the Best Damn Ship in the Navy by D. Michael Abrashoff. Grand Central Publishing. 2007. p.146-148

people want to be magnificent

I think people want to be magnificent. It is the job of the leader to bring out that magnificence in people and to create an environment where they feel safe and supported and ready to do the best job possible in accomplishing key goals. This responsibility is a sacred trust that should not be violated. The opportunity to guide others to their fullest potential is an honor and one that should not be taken lightly. As leaders, we hold the lives of others in our hands. These hands need to be gentle and caring and always available for support.

Ken Blanchard
Situational Leadership® II, The Article. 2001

servant-leaders exercise the following traits

Servant-leaders exercise the following traits and practices in their roles. They:

• Understand the value of every human soul.
• Have an inborn or developed sense of caring for others.
• Are quick to volunteer to take pressure off someone else.
• Rush to the aid of someone who is going through an embarrassing or humiliating experience.
• Treat all people on a basis of equality.
• Do not feel that tasks they expect others to do are too demeaning for themselves.
• Are not offended by disruptions of people who are themselves going through emotional traumas or stress.
• Expect more from themselves than they do from anyone else.
• Are quick to compliment, give credit, and build up those who perform a given task.
• Judge people by their potential, not necessarily by one single negative experience.
• Do not take credit for someone else’s achievements and love to share credit for any of their own accomplishments.
• Get the facts before finding fault or criticizing another person.
• Help all people feel they had a real part in the success of a project.
• Detest practical jokes or statements that focus humiliation or attention on one soul.
• Always constructively criticize in private and compliment in public.
• Are absolutely honest in their work.
• Are equally fair with all under their direction.
• Are always willing to listen to both sides of a quarrel, discussion, or issue. They know it is a pretty thin pancake that has only one side. . . .
• Make themselves accessible to all, not just those with position or power.

True servant-leaders do not need a checklist of these character traits, for they live them daily. . . .

Vaughn J. Featherstone

The Incomparable Christ: Our Master and Model (1995)

As quoted in Principles of Leadership Teacher's Manual. The Church of Jesus Christ of Latter-day Saints. Salt Lake City. 2001

the leadership benefits of reading

Broad reading habits are often a defining characteristic of our greatest leaders and can catalyze insight, innovation, empathy, and personal effectiveness.

Note how many business titans are or have been avid readers. According to The New York Times, Steve Jobs had an "inexhaustible interest" in William Blake; Nike founder Phil Knight so reveres his library that in it you have to take off your shoes and bow; and Harman Industries founder Sidney Harman called poets "the original systems thinkers," quoting freely from Shakespeare and Tennyson. In Passion & Purpose, David Gergen notes that Carlyle Group founder David Rubenstein reads dozens of books each week. And history is littered not only with great leaders who were avid readers and writers (remember, Winston Churchill won his Nobel prize in Literature, not Peace), but with business leaders who believed that deep, broad reading cultivated in them the knowledge, habits, and talents to improve their organizations.

The leadership benefits of reading are wide-ranging. Evidence suggests reading can improve intelligence and lead to innovation and insight. Some studies have shown, for example, that reading makes you smarter through "a larger vocabulary and more world knowledge in addition to the abstract reasoning skills." Reading — whether Wikipedia, Michael Lewis, or Aristotle — is one of the quickest ways to acquire and assimilate new information. Many business people claim that reading across fields is good for creativity. And leaders who can sample insights in other fields, such as sociology, the physical sciences, economics, or psychology, and apply them to their organizations are more likely to innovate and prosper.

Reading can also make you more effective in leading others. Reading increases verbal intelligence, making a leader a more adept and articulate communicator. Reading novels can improve empathy and understanding of social cues, allowing a leader to better work with and understand others — traits that author Anne Kreamer persuasively linked to increased organizational effectiveness, and to pay raises and promotions for the leaders who possessed these qualities. And any business person understands that heightened emotional intelligence will improve his or her leadership and management ability.

Finally, an active literary life can make you more personally effective by keeping you relaxed and improving health. For stressed executives, reading is the best way to relax, as reading for six minutes can reduce stress by 68%, and some studies suggest reading may even fend off Alzheimer's, extending the longevity of the mind. 

John Coleman

For Those Who Want to Lead, Read. HBR Blog Network. Harvard Business Review. August 15, 2012

Required, in particular, is meekness of mind which recognizes God’s perfect love of us and His omniscience. By acknowledging these reassuring realities and accepting that God desires our full development and true happiness, we are readied even as the learning experiences come. Such meekness requires genuine intellectual honesty, owning up to the learning experiences of the past and listening to the Holy Ghost as he preaches to us from the pulpit of memory.

As the Lord communicates with the meek and submissive, fewer decibels are required, and more nuances are received. Even the most meek, like Moses (see Num. 12:3), learn overwhelming things they “never had supposed.” (Moses 1:10.) But it is only the meek mind which can be so shown and so stretched—not those, as Isaiah wrote, who “are wise in their own eyes.” (Isa. 5:21; see also 2 Ne. 9:29 and 15:21.)

God’s counsel aligns us and conjoins us with the great realities of the universe; whereas sin empties, isolates, and separates us, confining us to the solitary cell of selfishness. Hence the lonely crowd in hell.

Spiritual submissiveness means, instead, community and communion as the mind and the heart become settled. We then spend much less time deciding, and much more time serving; otherwise, the more hesitation, the less inspiration.

Yielding one’s heart to God signals the last stage in our spiritual development. Only then are we beginning to be fully useful to God! How can we sincerely pray to be an instrument in His hands if the instrument seeks to do the instructing?

Neal A. Maxwell

“Willing to Submit”, General Conference April 1985

our only valid spiritual competition

When we are struggling to learn to love, we can have faith in God's developmental plans for others as well as for ourselves. Then we do not feel threatened by those who are our superiors or who are becoming such. The more unselfish we are, the more able we are to find joy in their successes, all the while rejoicing without comparing. In any case, our only valid spiritual competition is with our old selves, not with each other. True love and friendship enable us to keep that perspective. The things about other people that truly matter are their qualities such as love, mercy, justice, and patience, and their service to others. The things that matter much less - style, appearance, and mannerisms - become comparatively unimportant. Finally, our capacity to be meek and lowly enough to love without requiring reciprocity is enhanced by our coming to know how much we are loved by Jesus, even when we do not return His love as we might.

Neal A. Maxwell

Not My Will, but Thine by Neal A. Maxwell. 2008. Deseret Book. p. 76

Jesus: The Perfect Leader - Responsibility

Jesus knew how to involve his disciples in the process of life. He gave them important and specific things to do for their development. Other leaders have sought to be so omnicompetent that they have tried to do everything themselves, which produces little growth in others. Jesus trusts his followers enough to share his work with them so that they can grow. That is one of the greatest lessons of his leadership. If we brush other people aside in order to see a task done more quickly and effectively, the task may get done all right, but without the growth and development in followers that is so important. Because Jesus knows that this life is purposeful and that we have been placed on this planet in order to perform and grow, growth then becomes one of the great ends of life as well as a means. We can give corrective feedback to others in a loving and helpful way when mistakes are made.

Jesus was not afraid to make demands of those he led. His leadership was not condescending or soft. He had the courage to call Peter and others to leave their fishing nets and to follow him, not after the fishing season or after the next catch, but now! today! Jesus let people know that he believed in them and in their possibilities, and thus he was free to help them stretch their souls in fresh achievement. So much secular leadership is condescending and, in many ways, contemptuous of mankind because it treats people as if they were to be coddled and cocooned forever. Jesus believed in his followers, not alone for what they were, but for what they had the possibilities to become. While others would have seen Peter as a fisherman, Jesus could see him as a powerful religious leader—courageous, strong—who would leave his mark upon much of mankind. In loving others, we can help them to grow by making reasonable but real demands of them.

Jesus gave people truths and tasks that were matched to their capacity. He did not overwhelm them with more than they could manage, but gave them enough to stretch their souls. Jesus was concerned with basics in human nature and in bringing about lasting changes, not simply cosmetic changes.

  

  

  

Jesus: The Perfect Leader By President Spencer W. Kimball. From an address delivered to the Young Presidents organization, Sun Valley, Idaho, 15 January 1977. Ensign. August 1979.