I found a logbook the other day from family and friends sailing holidays in 2018 and 2019 which recorded our voyages on yachts we had chartered sailing out of Trogir just North of Split in Croatia. In addition to summarising our daily journeys I found a “Lessons Learned” page where, as the proud holder of an ICC (International Certificate of Competency), which is in effect an international boating licence, I had dutifully recorded things that could be done better. One that struck me now looking back, and which I think has a wider application in our professional lives, was “(6) Keep looking out when mooring”. This may sound obvious but the task of bringing a 40 foot plus sailing yacht into a marina berth is anything but simple. First you usually go in backwards and large sailing yachts are notoriously difficult to handle under power especially in reverse. They only have a single propellor and this tends to pull the boat slightly sideways in one direction because of a phenomenon called prop walk. The larger boat we hired also had what are called bow thrusters which supplement the propeller and push the front of the boat from one side to another. In addition to controlling the engine, steering backwards and operating these bow thrusters, as skipper you have to organise the crew to prepare and then fix two stern mooring lines when the boat arrives at the quayside and then, crucially, grab a rope fixed to the jetty with a boat hook and quickly get this to the front or bow of the boat to secure the yacht to a chain going out into the harbour. All this in some 35 degrees heat after a long day on the water. And my lesson was that even with all this going on you need as the skipper to keep a look out around you for anything else happening that may affect this difficult operation – like a ferry steaming imperiously out of the harbour, or another boat that has suddenly decided to arrive or leave at this inopportune moment. Or marina staff on the quayside who are trying to “help” by shouting instructions to you in very accented English. Or one of your crew who has not quite understood their role, dropped a mooring warp or boathook in the water, or is trying to perform heroics by leaping for the shore prematurely.
One thing I have learnt the hard way is that it is crucial not leave your station by the wheel and engine controls at this critical time. If you try to let go of the wheel and take over one of the subsidiary “crew roles” rather than getting someone else to do it you invariably lose control of the boat – or in our working world potentially of the meeting or negotiation you are leading. If all else fails you can always go out and try again which can be a better option. I have actually seen a skipper with a very expensive classic yacht do this in a French harbour at Port Grimaud. Even though this may appear at first sight to be embarrassing it is far better than damaging the yacht, neighbouring boats or any of your crew. If a negotiation is collapsing into argument and chaos call a time out and regroup. It is hard to do this or even see the need to do so if you have become too involved in the detail and embroiled in the moment.
In our professional lives as a leader of say a major corporate or commercial transactional team it is important to manage a plethora of moving parts and people and still keep an eye on the bigger picture. If you allow yourself to be drawn too deeply into one particular aspect of the deal and try to take over the roles of team members you can easily jeopardise the larger transaction. As AI says “Professional leaders keeping the bigger picture in mind means they can see how their actions and decisions impact the overall success of a project, team, or organization, rather than getting bogged down in minor details. This ability to see the broader context allows leaders to make more strategic decisions, adapt to challenges, and foster a shared understanding of goals within their team.”
The alternative and the danger here is the temptation to micromanage each member of the team or crew to the detriment of all. See this Forbes article Micromanaging Leaders Are Setting Their Teams Up For Failure which observes “Micromanagement may be one of the most pervasive—and damaging—leadership habits in the workplace. It often comes from a place of good intentions, with leaders wanting to ensure things are done correctly and efficiently. But the result is rarely positive. Micromanagement undermines trust, crushes creativity, and leaves teams disengaged. If you want to see your team thrive, the solution isn’t more oversight—it’s more trust. The key to dismantling micromanagement lies in empowering teams to take ownership of their work.”
It seems that this tendency to both “command” and also “control” comes from some innate lack of confidence in the leader. See this Harvard Business Review article The Anxious Micromanager which suggests “The command-and-control management style has been on the decline for decades. Research has shown that companies perform better when leaders empower, encourage, and coach employees instead of delivering orders, micromanaging, and meting out discipline. Nonetheless, that style remains prevalent. At root, the tendency to micromanage stems from a leader’s own anxiety and lack of confidence. To stop overrelying on a command-and-control style, leaders should look inward to understand what causes it.”
So, what is the way to manage a crew or a team effectively and avoid these pitfalls? Here are some lessons drawn from the RYA and the sailing world generally that I suggest apply equally to our professional business world.
1. Communication
As Ernest Hemingway says: "The sea finds out everything you did wrong."
One thing I have learnt the hard way is that it is crucial not leave your station by the wheel and engine controls at this critical time. If you try to let go of the wheel and take over one of the subsidiary “crew roles” rather than getting someone else to do it you invariably lose control of the boat – or in our working world potentially of the meeting or negotiation you are leading. If all else fails you can always go out and try again which can be a better option. I have actually seen a skipper with a very expensive classic yacht do this in a French harbour at Port Grimaud. Even though this may appear at first sight to be embarrassing it is far better than damaging the yacht, neighbouring boats or any of your crew. If a negotiation is collapsing into argument and chaos call a time out and regroup. It is hard to do this or even see the need to do so if you have become too involved in the detail and embroiled in the moment.
In our professional lives as a leader of say a major corporate or commercial transactional team it is important to manage a plethora of moving parts and people and still keep an eye on the bigger picture. If you allow yourself to be drawn too deeply into one particular aspect of the deal and try to take over the roles of team members you can easily jeopardise the larger transaction. As AI says “Professional leaders keeping the bigger picture in mind means they can see how their actions and decisions impact the overall success of a project, team, or organization, rather than getting bogged down in minor details. This ability to see the broader context allows leaders to make more strategic decisions, adapt to challenges, and foster a shared understanding of goals within their team.”
The alternative and the danger here is the temptation to micromanage each member of the team or crew to the detriment of all. See this Forbes article Micromanaging Leaders Are Setting Their Teams Up For Failure which observes “Micromanagement may be one of the most pervasive—and damaging—leadership habits in the workplace. It often comes from a place of good intentions, with leaders wanting to ensure things are done correctly and efficiently. But the result is rarely positive. Micromanagement undermines trust, crushes creativity, and leaves teams disengaged. If you want to see your team thrive, the solution isn’t more oversight—it’s more trust. The key to dismantling micromanagement lies in empowering teams to take ownership of their work.”
It seems that this tendency to both “command” and also “control” comes from some innate lack of confidence in the leader. See this Harvard Business Review article The Anxious Micromanager which suggests “The command-and-control management style has been on the decline for decades. Research has shown that companies perform better when leaders empower, encourage, and coach employees instead of delivering orders, micromanaging, and meting out discipline. Nonetheless, that style remains prevalent. At root, the tendency to micromanage stems from a leader’s own anxiety and lack of confidence. To stop overrelying on a command-and-control style, leaders should look inward to understand what causes it.”
So, what is the way to manage a crew or a team effectively and avoid these pitfalls? Here are some lessons drawn from the RYA and the sailing world generally that I suggest apply equally to our professional business world.
1. Communication
- Clear instructions: Use sailing terminology and ensure everyone understands the tasks at hand.
- Open communication: Encourage crew members to ask questions and clarify any doubts.
- Visual communication: When possible, use visual cues instead of shouting, especially over distances.
- Pre-sailing brief: Conduct a thorough briefing before each sail, covering safety procedures, roles, and potential emergency situations like man overboard.
- Delegate tasks effectively: Assign roles based on crew experience and abilities, ensuring a balanced workload.
- Provide guidance: Offer support and direction, especially to those less experienced.
- Foster teamwork: Encourage collaboration and mutual support among crew members.
- Respectful interactions: Maintain a positive and respectful environment, avoiding shouting or demeaning language.
- Confidence and competence: A competent skipper who is knowledgeable and confident inspires trust and respect.
- Problem-solving: Demonstrate the ability to assess situations, make decisions, and solve problems effectively.
- Continuous learning: Be willing to learn from mistakes and adapt your approach.
- Positive attitude: A calm and positive attitude can help alleviate stress and create a more enjoyable experience for everyone.
As Ernest Hemingway says: "The sea finds out everything you did wrong."
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