s chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.

“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that proces

At the age of 36, Michael Abrashoff was selected to become Commander of the USS Benfold – at the time, the most junior commanding officer in the Pacific Fleet. The immediate challenges that faced him were staggering: Exceptionally low morale with unacceptably high turnover. Few thought that this ship could improve. In many ways, the Benfold was actually an extreme example of the same problems facing many organizations today.

As the new head of his own command Michael only became more resolved. “In my induction ceremony, my predecessor left to cheers. The crew was actually clapping as he and his family departed. I knew then that command and control leadership was dead.”

“A lot of people do whatever it takes to secure the next promotion. All I ever wanted to do in the navy was to command a ship. I did not care if I ever got promoted again. And that attitude enabled me to do the right things for my people instead of doing the right things for my career. Along the way, it was my people that created the results that ensured my next promotion.”

The solution was to establish a system of beliefs that Michael calls GrassRoots Leadership – a process of replacing command and control with commitment and cohesion by engaging the hearts, minds, and loyalties of workers.

In his book, It’s Your Ship: Management Techniques from The Best Damn Ship in the Navy, Michael states that, “The most important thing that a captain can do is to see the ship through the eyes of the crew.”

To Michael, this meant interviewing every single person on his ship, from the most senior officer to the newest recruit -- an experience that began to generate the most invaluable ideas, often from the most unexpected sources. For example, through one of these meetings Michael was able to address one of the most demoralizing roles of the crew: relentless chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.

“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that process

nd Michael only became more resolved. “In my induction ceremony, my predecessor left to cheers. The crew was actually clapping as he and his family departed. I knew then that command and control leadership was dead.”

“A lot of people do whatever it takes to secure the next promotion. All I ever wanted to do in the navy was to command a ship. I did not care if I ever got promoted again. And that attitude enabled me to do the right things for my people instead of doing the right things for my career. Along the way, it was my people that created the results that ensured my next promotion.”

The solution was to establish a system of beliefs that Michael calls GrassRoots Leadership – a process of replacing command and control with commitment and cohesion by engaging the hearts, minds, and loyalties of workers.

In his book, It’s Your Ship: Management Techniques from The Best Damn Ship in the Navy, Michael states that, “The most important thing that a captain can do is to see the ship through the eyes of the crew.”

To Michael, this meant interviewing every single person on his ship, from the most senior officer to the newest recruit -- an experience that began to generate the most invaluable ideas, often from the most unexpected sources. For example, through one of these meetings Michael was able to address one of the most demoralizing roles of the crew: relentless chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.

“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that proces

tead of doing the right things for my career. Along the way, it was my people that created the results that ensured my next promotion.”

The solution was to establish a system of beliefs that Michael calls GrassRoots Leadership – a process of replacing command and control with commitment and cohesion by engaging the hearts, minds, and loyalties of workers.

In his book, It’s Your Ship: Management Techniques from The Best Damn Ship in the Navy, Michael states that, “The most important thing that a captain can do is to see the ship through the eyes of the crew.”

To Michael, this meant interviewing every single person on his ship, from the most senior officer to the newest recruit -- an experience that began to generate the most invaluable ideas, often from the most unexpected sources. For example, through one of these meetings Michael was able to address one of the most demoralizing roles of the crew: relentless chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.

“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that proces

tes that, “The most important thing that a captain can do is to see the ship through the eyes of the crew.”

To Michael, this meant interviewing every single person on his ship, from the most senior officer to the newest recruit -- an experience that began to generate the most invaluable ideas, often from the most unexpected sources. For example, through one of these meetings Michael was able to address one of the most demoralizing roles of the crew: relentless chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.

“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that proces

s chipping and painting had always been a standard task for a ship’s youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.

“I took our credit card and bought the stainless steel hardware that day,” Michael commented. “Those guys didn’t pick up a paintbrush the rest of the time I was on board.” Today, the entire navy uses that process – a solution that began from GrassRoots efforts.

GrassRoots Leadership is a philosophy that empowers every individual to share the responsibility of achieving excellence. GrassRoots Leadership has as its core tenets:

• Lead by Example – GrassRoots Leaders know they must first change their own attitudes and behaviors before expecting their crew to change.

• Listen Aggressively – GrassRoots Leaders don't simply listen, they hear what their people are telling them. They know that those on the front lines are the most familiar with how operations can be more effective.

• Communicate Purpose and Meaning – GrassRoots Leaders help their crew understand (collectively and individually) how their work contributes to the success of the overall mission, as well as understand how that work supports the personal goals they have for themselves.

• Create a Climate of Trust – GrassRoots Leaders trust and cultivate trust from their crew. Without trust, the barriers that prevent excellent performance will never be lowered.

• Look for Results, Not Salutes – GrassRoots Leaders maximize performance by making their people grow. They succeed only where their people succeed.

• Take Calculated Risks – GrassRoots Leaders know that taking prudent, calculated risks is instrumental in maximizing performance.

• Go Beyond Standard Operating Procedure (SOP) – GrassRoots Leaders look at standard operating procedure as a guideline, because SOP doesn't change as rapidly as the environment and competition. Therefore, they foster a climate that encourages people to come up with better and more innovative ways to accomplish their mission.

• Strengthen Others/Build Up Your People – GrassRoots Leaders focus on making their people grow and creating an environment where everyone can win, thereby making the entire team stronger.