From Uss Epic
a0a0a0a0a0a0a0a0a0a0 This review is from: A new cataipn taking command of a ship is a ceremonial occasion. There's a reception, speeches, attendance by dignitaries, and the former commander is piped ashore. When Captain D. Michael Abrashoff took command of the USS Benfold on June 20, 1977 it was patently obvious that the crew was not at all sad to see their former cataipn leave. Abrashoff began to wonder if when he departed in two years the situation would be the same. He well realized that he was totally responsible for the way the crew performed. But, how to do it without a company of unhappy men? As he points out being liked wasn't necessary but he did want to win his men's respect and trust. Thus, all would be more effective. The knotty question was how to do this. In search of answers Abrashoff turned to some exit surveys, assuming that the main reason for leaving would be low pay. That was not the case at all. People left because they did not feel respected and they did not feel they had an impact on the organization. A low salary came in fifth as a cause for moving on. Abrashoff felt that he could apply these principles to his crew, and he did with stellar results. Firstly, he stresses the importance of seeing the ship through the eyes of the crew. He solicited suggestions and many times found them to be extremely helpful. Communication was also high on his list as well as instilling in the men a sense of importance in what they were doing. The payoff for cataipn and crew came not only in huge cost savings but also achieving the highest gunnery score in the Pacific fleet. Abrashoff posits that what brought extraordinary change and success aboard his ship can do the same for a business. You'll be a believer after hearing his suggestions read in his own voice, one that speaks clearly, without hesitation, and with authority grounded in proven experience. Gail Cooke
