November 14. 2023 by Mike Manazir – (4-5 minutes)
Maintenance never ends on a big ship. This is especially true for a nuclear powered ship. We would put the ship against the pier for extended maintenance periods in addition to the small maintenance that was done in between at-sea periods.
In 2008 we had completed two deployments almost back to back. We came back in the spring of 2008 and set up for six months of maintenance that was to end on December 14, 2008. The date is important. That date was my vision.
The maintenance project was assigned a Puget Sound Shipyard Project Superintendent whom I was to hold accountable for getting it done on time. The Supe and his crew were temporarily assigned to San Diego where Nimitz was home ported as we conducted this maintenance period.
This relationship espoused by the nuclear reactor leaders in Washington, DC, was one of trust but verify. A lot of verify. I was supposed to hold a bit of suspicion that the project superintendent was not doing enough to get the ship out on time.
This approach gave me the clear impression that I was the Captain at sea but I was not the Captain “in command” when the ship was in port for maintenance. I rebelled against that. I’m the Captain, and I’m in charge. Period.
I didn’t want to go to war with this fellow. I didn’t trust but verify with him. I didn’t hold a suspicion that he wasn’t working his hardest. That would have been counterproductive. I knew the value of mutual supporting relationships. He became my partner in the project.
We melded the members of the ship’s crew and the shipyard workers into one team, no “us” and “them.” I talked about the project Supe as my twin, especially up on the stage when we would address the thousands of sailors and shipyard workers periodically.
No aircraft carrier had gotten out of the maintenance period on time for the last several years. It was critical to national security to get out on time and return to flight operations. There were approximately 10,000 major line items of maintenance with smaller associated jobs due for the ship during that six-month availability.
A goal only becomes achievable when it is clear to everyone what it is. So I made it my audacious goal to get the ship out on time, on December 14, 2008, and I made sure my crew and Tom’s workforce bought in.
Remember, there are always three elements to a goal. 1) What exactly is the strategic objective? Is the goal clear and specific? 2) When will the goal be achieved? Specificity is important here. December 14, 2008, 6:00 p.m. EST was ours. 3) Who individually is responsible to reach that goal? The person or team assigned a goal may not have the rank or authority to drive others to success, but they are responsible. They can and should inform superiors who have the authority to enforce what needs to occur, so they can meet their goal.
With the morning tide on December 14, 2008, we got underway. Ten thousand line items were done. As we started operating the ship, it became apparent that the repairs were excellent and the ship performed beautifully.
Key elements for encouraging collaboration and teamwork:
1. Set Clear and Ambitious Goals: Define your strategic objectives with clarity and precision, just like the audacious goal of getting the ship out of maintenance on December 14, 2008, at 6:00 p.m. EST. Specificity is key; everyone needs to know what they are working toward.
2. Foster Unity and Ownership: Encourage a sense of unity among your team members, emphasizing that there’s no “us” vs. “them.” Create a shared sense of ownership in the project. Think of your collaborators as your partners, working together towards a common goal.
3. Build Trust: Cultivate trust and strong relationships within your team. Trusting your colleagues and treating them as partners rather than suspects can lead to more effective collaboration.
4. Communicate Effectively: Address your team regularly, reinforcing the unity and purpose of your collective effort. Effective communication keeps everyone informed, aligned, and motivated.
5. Lead by Example: Demonstrate your commitment by actively participating and building personal connections with your team members. Leading by example can inspire others to collaborate effectively.
6. Establish Accountability: Ensure that each team member knows their specific responsibilities in achieving the project’s goals. Even if they lack the authority to enforce actions, they are accountable for their contributions.
7. Emphasize the Bigger Picture: Highlight the significance of your project in the context of your organization’s larger mission. Aligning your team with a greater purpose can enhance motivation and collaboration.
8. Celebrate Milestones: As you progress toward your objectives, take moments to celebrate your successes. Recognizing and celebrating achievements together reinforces the value of teamwork and collaboration.
These elements can empower you to lead your team through complex projects with the precision and unity needed to achieve extraordinary results.
Teamwork makes the dream work
-John Maxwell
Lead from your heart. Lead to Win.
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