First, senior Navy leadership should express an inspirational
mission for their Sailors, describing the overriding goals of the Navy and how
those goals serve both the Department of the Navy and the American people.
Second,
Navy leaders at all levels of command should communicate and model those goals, ensuring that all Sailors in the Navy are on the same
page.
Third, deckplate leaders — those supervising Sailors at the deckplates —
should help all Sailors see how their own individual actions play a
role in achieving the Navy's goals.
This is what provides
meaning to the Navy's mission.
1 comment:
Valve has an interesting management model with lots of matrixing for software projects and no clear management (at least from the article I read). There hiring practices are unique as well, with lots of consensus to minimize personality clashes.
They posted their Valve Handbook online as well.
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