“Officers and crew of the United States Gerald R. Ford, man our ship and bring her to life!” commanded Susan Ford Bales, daughter of President Ford and sponsor of the newest U.S. aircraft carrier, the USS Gerald R. Ford.
The command was answered by sailors in crisp, white uniforms peeling off formation and running to man the rails of the newest warship in the U.S. Navy. “Anchors Aweigh” played, horns blared, bells rang out, and the U.S. flag was raised to full mast. Within minutes, the captain was informed that “the ship is manned and ready and reports for duty to the fleet.”
As I watched this emotional ceremony play out this past weekend, I couldn’t help but think about the powerful message that was being delivered. The imagery, the speeches, and the commands all communicated one point, the crew brings the ship to life.
“A ship is only as good as the people who serve on it.” Donald Trump
As a business leader and former Naval Officer, I know this to be true but sometimes we forget. It’s easy to get caught up in the importance of our business plans, strategic initiatives, and stretch goals. Often we forget, it’s people that bring these plans to life.Without her crew, the $13 billion state-of-the-art nuclear-powered aircraft carrier is nothing but a hunk of cold steel sitting in the harbor. Without a dedicated crew, all our plans our dead as well.
So, how do you get a dedicated crew to bring your plans to life? Let me suggest four important things to consider.
Get people involved in the planning. When people are involved in creating the plans, they have more ownership. Annual off-site planning sessions are a great way to do this. If done right, these sessions can create energy, excitement, and bonding in the team. It also helps to focus the team on the key objectives for the year. To learn more about how to conduct a good annual planning session, see my article 10 Step Guide to Lead your Team into the New Year.
Communicate your plans in a straight-forward manner. I’ve worked for three global companies and one of the things that frustrated me is how they communicated plans. Global companies are complex and their plans are complicated but the communication process shouldn’t be. Using 100+ PowerPoint slides to communicate your vision is not effective. Focus your plans into a handful of important points and use stories to illustrate your message. Doing this will get more people on board.
Seek feedback and be willing to adjust your plans. Rolling out new plans in small groups is an effective way to let teams absorb the message and provide feedback. Listening to feedback is critical for two main reasons. It allows teams to internalize the plan and it allows you to learn things you hadn’t considered. Seeking feedback will help get even more people on board.
Corral the naysayers. Despite your best efforts, there will always be those on your team that don’t buy into the message. It’s important to identify those individuals and meet with them individually. If they have constructive feedback, hear them out. Everyone deals with change differently. If they are simply unwilling to get on board, it might be time to part ways. Naysayers can have a negative impact on morale and can hurt the overall team’s performance. It’s better to deal with the problem than ignore it.
A ship is nothing without her crew and a plan is nothing without people to implement it. If you spend a long time developing a plan, spend twice that amount of effort getting people on board. Without a dedicated crew, your plan is going nowhere. Take the advice from this article and get more people involved in the planning process. Work on a straight-forward communications plan and seek feedback. And most importantly, corral the naysayers. If you do these things, you will bring your plans to life.
U.S. Navy photo by Mass Communication Specialist 2nd Class Roadell Hickman
By: Jon Rennie
Co-founder, President & CEO of Peak Demand Inc., a premier manufacturer of transmission and distribution components for electrical utilities and OEMs. Former U.S. Naval Submarine Officer with seven deployments on the USS Tennessee. Submarine and Nuclear Engineer qualified. BS Mechanical Engineering, MBA, and MS in Manufacturing Leadership from Cambridge University in the UK. Leadership blogger at jonsrennie.com.