Lead This Shi*

How to steer an organization without whiplash, seasickness and drama

Welcome aboard: You’re the new leader. You’ve stepped in as a replacement CEO, vice president, director, coordinator, or supervisor. You didn’t hire these people, build these systems, or create this culture. But now you’re stuck with it.

You’re at the helm of this ship. (Yes, that’s ship with a “p,” not a “t.” Although the alternative might be more fitting most days.)

Anyway, as a ReLeader, it’s your turn to navigate. How do you turn this ship around?

That’s the question, isn’t it? I mean, when a ship has gone off-course, any captain should immediately be able to see how to fix its trajectory. It’s not hard to see the changes that need to be made to steer the ship back on the right course. But you have to do it in a way that doesn’t throw everyone off the ship. Or make everyone nauseous. Or cause the plates in the dining room to slide off the tables.

As they say, it takes time to turn the Titanic around.

In fact, the very best captains need to know how to turn the ship with such subtlety that no passenger really even knows they are doing a 180°. Any leader off the street may be able to walk into an organization and see what needs to change. But only the best ReLeaders can do it without giving the entire team whiplash.

Ninjas and Rollercoasters

Speaking of steering massive ships, I’m not a huge fan of cruise travel. You could say I’m not too big on cruise ships.

Why? Because as a 6’7”, 235-pound male, I’m “really big” on cruise ships. I tend to take up a lot of space.

For our honeymoon, my wife and I went on a cruise. I never get seasick. My equilibrium is like a fearless pirate—a seasickness ninja—braving any wave the ocean could throw at me. My wife on the other hand, is whatever the opposite is of a seasickness ninja. A mere ripple in the water sends her spiraling into a world of queasiness and vertigo.

Our natural reactions to that kind of stimuli just aren’t the same.

People in organizations aren’t that different from travelers on a cruise ship. You have some team members who can roll with an unexpected turn or a whiplash-inducing loop like they’re riding their favorite rollercoaster. Others turn a little green just reading this paragraph.

So what can we learn from cruise ship captains when it comes to to changing the culture of our organizations without everyone on board tossing their lunch?

1. Make the Destination Clear

Imagine boarding a cruise but not knowing the destination. How would that make you feel?

Does everyone on board your ship know the direction you’re going? A ship’s captain wouldn’t set sail without a charted course. Likewise, ReLeaders must have a clear vision and strategic plan for the future of their organization. They should communicate this vision to their team, so everyone understands the direction in which they’re headed.

You’ll face some storms along the way. You’ll need to perform regular maintenance. You’ll encounter a few unique passenger “situations” during the journey. But if the vision and goals of the captain are well-communicated and the destination is worth getting to, people will stay on your ship.

2. Maintain a Comfortable Pace

To minimize the sensation of turning, cruise ship captains execute turns at a slow and controlled pace. By gradually adjusting the ship’s heading over a longer period, the directional change happens very smoothly. Passengers are less likely to perceive the turn.

Many leaders make the mistake of confusing what is important with what is imminent. ReLeaders understand that their job is almost always a marathon, not a sprint.

Therefore, patience is an arrow that every ReLeader needs to have in his or her quiver. If you’re a ReLeader, you may end a lot of days or weeks feeling as though you’ve not made any progress. In these seasons, take a minute to look back. See where you came from. See how far you’ve already turned.

Progress may be slow, but it’s happening one degree at a time.

3. Communicate Early and Often

Change is inevitable. Some organizational seasons require quick turns and, well, just cannot be done slowly. Whiplash is possible. When this happens, any good captain will get on the speaker system and prepare their passengers: “This is your captain speaking. We’ve got some rough seas ahead.”

You have to help your passengers prepare. So in times of change and transition, own it. Grab the mic and tell your passengers that things might get a little bumpy ahead. Reassure them that the ship is safe and that, as the captain, you will navigate the tricky currents with the safety of the ship’s passengers and crew as a top priority.

ReLeaders understand that it is impossible to over-communicate to the passengers on your ship.

4. Identify your Stabilizers

Not to get too far into the seafaring details, but did you know cruise ships are equipped with massive engineering marvels called stabilizers? You can’t see them, but these fins and extensions beneath the surface counteract the rolling motion of the ship due to ocean currents and wave action. They help maintain stability during turns and, in the process, minimize passenger discomfort.

People can be stabilizers as well. Look closely at your team and you will identify those on your staff who can stabilize your organization. These are the few individuals whom everyone else looks to for leadership. Their response determines everyone else’s response. Their comments, attitude and work ethic can be contagious within the organization.

As you begin to steer the ship, engage with these leaders and empower them to become the stabilizers in your organization.

5. Understand Your Greatest Asset

You can have the biggest and best cruise ship in the world. You can use all the newest technology and spare no expense on the accommodations and luxury. You can hire the most experienced captain and sail in the most beautiful settings. But until you have passengers, you don’t yet have a successful cruise line.

The passengers are the greatest asset to a cruise company or a cruise ship. Norwegian Cruise Lines is launching a new ship called the Norwegian Viva this summer. It cost the company $850 million to build it. This ship looks amazing, but until it has passengers, the Viva is not fulfilling its purpose.

This mindset is critical for a ReLeader. Some leaders fall into the temptation of viewing their staff as cogs in a wheel or pawns to be played. But every great ReLeader knows that the individuals on the teams you lead are your greatest asset. Yes, the bottom line is important. Revenue is important. Customers are important. Meeting goals is important.

But without the people on your team, those don’t matter. Your revenue, your customers, and your bottom line will all bottom out. Treat your passengers right and you’ll find success.

You can turn this shi* around. Get to it!