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Lessons from the US Navy by Bill Reichert

Photo from Wikimedia commons.

One man's eyes are opened up. Business Academy: Lessons From The U.S. Navy

A granola-eating, Left Coast venture capitalist gets schooled aboard
the USS Nimitz.

By Bill Reichert
August 8, 2009

Few civilians have the opportunity to stand atop a nuclear power plant driving 100,000 tons of steel through the ocean. Yet there I was, a Prius-driving, granola-eating, anti-gun, Left Coast Californian, on board one of the world's largest aircraft carriers, the USS Nimitz, as part of a Navy outreach program designed to give ordinary landlubbers like me a perspective on the mission and operations of a naval strike group.

While I hardly fit the stereotype of the typical armed forces booster (I am inclined to favor green technology over weapons of mass destruction), I discovered during my visit I could learn a lot from understanding how a small city floating on the ocean operates.

During the 30 hours I spent observing and conversing with sailors and pilots,I recognized several principles at work that make the Navy so successful. These are not unique to running an aircraft carrier, but represent important lessons for anyone interested in entrepreneurship, innovation, teamwork and management.

1. Inspiration. Having a big, meaningful goal is a tremendous force for inspiration, motivation and cohesion. The Navy's mission is not some vague, abstract, feel-good paragraph in a business plan; it is concrete and easy to understand: to make the world safe. At least that was my takeaway. In addition to defending America, fighting terrorists and rescuing victims of piracy, the Navy helped the victims of the tsunami in 2004 and Hurricane Katrina in 2005.

Though individual stories varied, the sense of pride and accomplishment among those with whom I spoke was powerful. Even in the best organizations, such pride is extremely rare.

2. Perspiration. If you have an inspirational goal, your employees will work hard. The Nimitz does not offer a 9-to-5 workday. Some days, crews are on the flight deck inhaling noxious fumes for 14 or 16 hours, into the wee hours of the morning, to ensure every plane gets back safely.

A maintenance chief told me that, given the age of the planes and the stress of carrier flying, a plane typically requires 25 hours of maintenance for every hour of flight time. Seems inefficient, but can you imagine the consequences of taking a shortcut?

3. Precision. The operations on board a nuclear aircraft carrier pose extraordinary danger; a simple mistake can result in death. Yet I watched scores of planes take off and land on a moving platform without a hitch. The activity on the flight deck at first seems random and informal--no stiff spines or tight formations-- but, really, it is an intricately choreographed ballet.

4. Teamwork. Watching these young people maintain, fuel, catapult and pilot F-18s, it's clear it's not about who is the hottest dog on the deck. Every person we talked with spoke about his or her dependence on, and confidence in, the team--to maintain the planes, to assemble the ordnance, to steer the ship, to guide the pilots in, to move the aircraft and a thousand other critical tasks, small and large.

Each person counts on other members of the team to get their part of the job done, and no one person can take the credit for success, or benefit from another's failure.

5. Accountability. There is no contradiction between a culture of teamwork and the need for individual accountability. In the Navy, everything and everyone is monitored and measured. During launch cycles, the drill is to get a plane catapulted off the deck every 60 seconds. According to our hosts, during the training exercise we watched, the greatest variation off that was 15 seconds. (Imagine if O'Hare could match that!)

6. Training. The Navy invests an enormous amount in developing the skills of its people. One officer I spoke with (at about 1 a.m.) told me his story--of joining the Navy as a somewhat unfocused 18-year-old.

Now, almost 20 years later, he is responsible for scores of people and millions of dollars of equipment, and is only a few credits short of his master's degree. No matter where they started, the men and women who rise through the ranks of the Navy are astoundingly competent.

7. Balance. The week before our visit, the Nimitz lost five crewmembers in a helicopter accident. These were not strangers; these were co-workers and friends. In this line of work, death is all too real, and there is a deep reverence for those who have given their lives in the service of their country. Yet there is also an irreverence that pops up quite frequently.

The captain, in welcoming us, referred to the aircraft carrier as being "kind of like a jail,except there's the possibility of drowning." And the pilot nicknames like "Freak Show" and "Booger" help ensure no one takes themselves too seriously.

8. Respect. In the Navy, if you don't like someone because of their race or creed, you have the opportunity to change your mind, because that person may be sleeping in a bunk 14 inches from you.

Respect isn't an altruistic ethic; it's a necessity. As I looked around the bridge at the diverse team of men and women running this multibillion- dollar acme of American technological accomplishment, I thought, "Why can't all of America be like this?" While many high-tech companies are well-integrated when it comes to race and creed (less so gender), when it comes to respect among individuals, most organizations have a lot to learn.

Certainly the Navy is not perfect. Egos, frustrations and resentments lurk. People make mistakes, and bad things happen. Not everyone agrees with all the decisions made up the chain of command or back in Washington.

The Navy understands that it is not well-served by squashing open communication, but, as in all organizations, there is a time and a place for debate, and the deal is that you do what the organization needs you to do when you are on the line.

Many entrepreneurs may find modeling an organization and its culture on the Navy an unappealing concept. But that's because they don't really understand what makes the Navy one of the most effective organizations on the planet.

Like any other successful business or group, it's about the people, not the technology. The key is harnessing the incredible potential of every individual through inspiration, training and teamwork.

Honor. Courage. Commitment. Not bad principles for any company.

*Bill Reichert is a managing director of Garage Technology Ventures, a seed-stage venture capital firm based in Palo Alto, Calif. He is also a member of the Council on Foreign Relations. A version of this article appeared on the U.S. Naval Institute blog and the American Express Small Business blog.

Uncle Seher at Intel - Thanks Keeren

Sydney CeBIT 2009: 12-14 May

Sydney Convetion Centre - Darling Harbour

Great year so far

Yep, it has been a great year so far as far as technology and gadget goes.

We have variants of the iPhones, which to me is another gadget not worthy of getting at this stage. Sorry guys, I am just into "real life" and not into Twitter and getting connected all the time.

Heck I hate the time I use to carry a pager and a mobile phone. It is as if I was on stand by [I was!] 24/7. Anyone and everyone have access to me, not to mention email and the regular telephone. It is so obtrusive that you can't have any time on your own! I don't mind the odd call for an invite for Friday drinks or for that long lunch at Pentium [for those who in the know, you know!].

I just don't get Twitter. Are our lives so boring and jaded that we need to keep everyone updated on what we are doing every single minute? Or is that a way to make our lives interesting - push us to do something so we can update our Twitter or Facebook and MySpace?

I rather live my life, however boring at times than waste my time updating everyone how I live my life.

Anyway I got my blogs [yes, blogs with an "s", see the links!] to keep me busy!

Those who can't

"Have you ever heard the phrase "those who can, do; those who can’t, teach", or its variation, "those who can’t do, teach"? Or, better yet, have you heard this one, "that’s not how we do it in the real world. The book is not right."? If you have never heard these phrases, then I am sure that at some point in your career, you will. These are the words of the “experienced employee”. The non-student type who found no significance in their college courses, i.e. the “hands-on” type that knows all. These phrases have often sparked other conversations. Conversations that actually question the need for degrees, or any form of continuing education."

The above is culled from an article written by Everett Lockhart in 2007 Career Insight article [click article to read the complete post]. This was sparked by a google search I made regarding the quote by George Bernard Shaw: "Those who can, do. Those who cannot, teach." Which is a bit derogatory to those in the teaching profession. Another is by reader: Shelley J. : "Those who cannot do either, manage the people who can."

A more positive and better quote would be:

"Those that know, do. Those that understand, teach." Aristotle Circa 322 BC

Regardless of the sensibilities of both teachers and managers, the first two quotes seem to suggest that "hands on" experience/knowledge is better or superior to theoretical knowledge. That by "doing", one presupposes a greater deal of understanding and a true application of theoretical knowledge.

In a way it is true, but not all knowledge can be acquired thru experience or by doing. It is better to learn from the experiences, research and studies of others to build on one's knowledge or understanding of things. There are of course skills and knowldge best learnt by doing, as most trade skills; hence apprenticeships and trade schools.

Obviously the test of one's learning and knowledge is by practical application of said knowledge. The learning process starts with theoretical building blocks, taught by rote since everyone presupposes that they are "basics" to one's discipline. The more challenge is to make sure the student continue on building and practicing the theoretical aspect to confirm that what he learnt in school is true to form in the real world. The best teachers are those with both theoretical knowledge as well as real life experience of what they are teaching. The role of a teacher is to motivate and plant the seed of seeking further knowledge, provide the foundation for the student and to make sure the student knows where and how to get the information required.