One of my favorite things to do is to think deeply with high-performing leaders as they evaluate the contexts in which they operate, anticipate the challenges they must navigate, experiment with approaches, refine their leadership style, and course-correct. Beneath that work is always this: Helping a leader maximize her or his organization's ability to fulfill its purpose. It's thrilling work.
Last October, I traveled to Annapolis, Maryland, to facilitate components of a retreat for leaders who work in Washington DC. Fall was in its full glory in Annapolis, and my time there with passionate, engaged and brilliant people whose works impacts health care innovation around the world was energizing and productive, generating strategies to optimize their use of their time and talent in support of their organization's mission.
While on a break from my work, I had the distinct privilege of touring the United States Naval Academy with a third year midshipman from Arizona. It was an unforgettable experience, for which I forever will be grateful. As we walked hallowed halls where USNA graduates lost in previous wars are remembered, as we saw the inspiring and beautiful architecture of the Academy, as we toured facilities where midshipmen receive a world-class education, I was struck by the tradition and history of this special place. Those of you who have had the privilege of touring the Naval Academy may relate to my experience.
One of the images that struck me at the Academy was a specially-built facility that affords students and faculty the opportunity to test boat designs under a range of conditions that can be simulated. Perhaps because I was taking a brief break from my work with leaders, this boat design laboratory presented a connection to me to deeper meaning.
Here are three ideas from that Naval Academy facility that resonate with me about leadership:
1. To work on the boat, it helps to take the boat out of the water.
You might notice in the photo, adjacent, that different types of boat models hang on the wall. Students test these boats, and modified versions of these boats, in conditions designed to test their performance. The boats are worked on out of the water, and then put in the tank for testing and evaluation.
What does this have to do with leadership?
An organization benefits when its leader takes the boat out of the water by taking the time to think deeply with a person outside of her context about where her organization needs to go, what forces it must withstand, and what design modifications can optimize the human potential in the organization. Leadership teams, as well, benefit from taking the boat out of the water, together, to do this type of deep work.
2. To improve the boat's performance, it helps to build on what is or can be known.
Naval Architecture students working on boat design at the Academy aren't starting from scratch. Their rigorous coursework gives them knowledge of physics, mathematics, hydrodynamics and all disciplines relevant to boat design and performance. The naval architects at the Academy have access to information that is crucial to performance and conditions.
What does this have to do with leadership?
Working with an expert on Gallup's research-based insights on Strengths, a leader can access actionable intelligence to help catalyze the talents of and optimal configurations for people. We don't have to start from scratch.
3. To refine the boat's performance, we don't take it out of the water only once.
At the Naval Academy, the design process is not a 'one and done' experience. Instead, the boat is put in and taken out of the water, iteratively, with specific measurements collected and analyzed so that the design can be modified for better performance.
What does this have to do with leadership?
Leaders enhance their effectiveness, and in turn, the performance of their organizations, when they continually focus on where the boat needs to go and how it is performing. Observing and measuring are critical.
May we in the United States be deserving of the fine young leaders I met at the Naval Academy. And may those of us in leadership positions of all stripes take the time and care to avail ourselves of resources that can help us put our organizations on course to fulfill our missions.
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Mary Sue Ingraham and MIDN Sherwood
Johnston, October 2014
For more information on Gallup's approach to Strengths, or to take the Clifton StrengthsFinder™ online, go to https://www.gallupstrengthscenter.com/
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